MEM677 - Topic 4

Topic 4 –

The Projects

Presented:
Assoc. Prof Dr Nor Hayati Saad

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CONTENT

1. Planning the Project
2. Performing the projects
3. Controlling the projects
4. Terminating the projects

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Knowledge 1. Project 2. Project 3. Project 4. Project 5. Project 6. Project 7. Project 8. Project Risk 9. Project 10. Project
Area, Integration Scope Mgt. Time Mgt Cost Mgt Quality Human Communication Management Procurement Stakeholder
Mgt Mgt Resource Mgt Management Mgt.
Mgt

Initiating 1.1 10.1 Identity
Process Develop Stakeholders-
Group Project T2
Charter-
Planning T2 2.1 Plan Scope 3.1 Plan 4.1 Plan Cost 5.1 Plan 6.1 Plan 7.1 Plan 8.1 Plan Risk 9.1 Plan 10.2 Plan
Process Mgt. –T4 Schedule Mgt. Mgt.. Quality Human Communication Mgt. Stakeholder
Group 1.2 2.2 Collect 3.2 Define 4.2 Estimate Mgt. –T4 Resource Mgt. 8.2 Identify Risks Procurements Management
Develop Requirement- Activities Costs Mgt. –T4 8.3 Perform –T4
Executing Prjt Mgt T2, 3.3 Sequence 4.3 Determine –T4 Qualitative Risk Management
Process Plan 2.3 Define Activities Budget. Analysis T3, T9
Group Scope 3.4 Estimate 8.4 Perform
1.3 2.4 Create Activity (T9) Quantitative Risk
Direct WBS Resources analysis
and 3.5 Estimate 8.5 Plan Risk
Manage Activity Responses
Project –T4
Work–T4 Durations (T5)

3.6 Develop

Schedule -T5,T6

5.2 6.2 Acquire 7.2 Manage 9.2 Conduct 10.3 Manage
Perform Project Communications Procurements Stakeholder
Quality Team –T4 T9 Engagement
Assurance 6.3 Develop –T4
Prjt Team 7.3 Control
5.3 6.4 Manage Communications
Control Project
Quality Team –T4
(T7)
Monitoring 1.4 2.5 Validate 3.7 Control 4.4 Control 8.6 Control 9.3 Control 10.4 Control
and Monitor & Scope Schedule -T7 Cost (T7) Risks Procurements Stakeholder
Controlling Control 2.6 Control 3.8 Resource T9 mgt.
Process Prjt Work Scope (T7) Control -T8
Group 1.5
Perform 9.4 Close 3
Closing Integrated Procurements
Process Change –T4
Group Control(T7)

1.6 Close
Project or
Phase–T4

Planning the Project

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PURPOSE OF PROJECT PLANNING

1. to establish a set of directions in sufficient detail to
tell the project team exactly
-what must be done,
-when it must be done, what & when resources will be
required to produce the deliverables of the project
successfully;

2. To meet the objectives of the parent organization,
-plan must include allowances for risk (plan is only an
estimate & always carried out in an environment of
uncertainty)

3. contain methods to ensure its integrity - must include
means of controlling the work it prescribes;

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PURPOSE OF PROJECT PLANNING (Cont.)

4. To include any constraints on activities and input
materials proscribed by law and society;

-Food and Drug Administration; Occupational Health and
Safety Administration; the PMI- Labor Unions; “Standards
Practices” of many different industries
-to protect all from unsafe or harmful structures,
machines, rugs, equipment, services, and practices

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WHAT TO PLAN?

1. Scope Management (Topic 4 & 5)
-Collect requirement
-Work Breakdown Structure

2. Schedule Management (Topic 5 & Topic 6)
-Define Activities
-Sequence Activities
-Estimate Activity Resources
-Estimate Activity Duration
-Program Evaluation & Review Technique
-Develop schedule

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WHAT TO PLAN? (Cont.)

3. Cost Management (Topic 9)
-Estimate cost
-Determine Budget

4. Quality Management (Topic 4)
-Quality management plan

5. Human Resource Management (Topic 4)

6. Plan Stakeholder Management (Topic 3&4)

7. Communication Management (Topic 4)

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WHAT TO PLAN? (Cont.)

8. Risk Management (Topic 4& 5)
-Identify Risk
-Qualitative Risk analysis
-Quantitative risk Analysis
-Plan Risk Responses
9. Plan Procurement Management

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WHY SCOPE MANAGEMENT PLAN (1)?

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Product scope and Project scope

Project Scope

Project scope is the part of project planning that involves
determining and documenting a list of specific project goals,
deliverables, tasks, costs and deadlines

Product Scope

Product scope can be defined as the features or
characteristics of a product itself. Whether considering
design, function or component parts, the key point is that
product scope refers to the actual tangible product.

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PROCESS: PLAN SCOPE MANAGEMENT

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PLAN SCOPE MANAGEMENT - OUTPUT

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QUALITY MANAGEMENT PLAN (Concept)

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QUALITY MANAGEMENT PLAN (Concept)

Customer satisfaction :
Understanding, evaluating, defining, and managing requirements so that customer
expectations are met

Prevention over inspection:
Quality should be planned, designed, and built into—not inspected into the
project’s management or the project’s deliverables

Continuous improvement :
The PDCA (plan-do-check-act) cycle is the basis for quality improvement. Other well
known quality improvement initiatives include:
• Total Quality Management (TQM)
• Six Sigma, and Lean Six Sigma

Commonly used process improvement models include :
• Malcolm Baldrige
• Organizational Project Management Maturity Model (OPM3®)
• Capability Maturity Model Integrated (CMMI®)

Cost of Quality : Refers to the total cost of the conformance work and the nonconformance

work that should be done as a compensatory effort 16

QUALITY MANAGEMENT PLAN (Concept)

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INDUSTRY QUALITY – POLICY & STANDARD

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PROCESS: PLAN QUALITY MANAGEMENT

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PLAN QUALITY MANAGEMENT (Input)

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PLAN QUALITY MANAGEMENT (Tool & Techniques)

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COST OF QUALITY

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7 BASIC QUALITY TOOL

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PLANNING - HUMAN RESOURCE MANAGEMENT

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PROCESS: PLAN HUMAN RESOURCE MANAGEMENT

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ORGANISATION CHART & POSITION DESCRIPTIONS:
Hierarchical Type

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ORGANISATION CHART & POSITION DESCRIPTIONS: Matrix
Type

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ORGANISATION CHART & POSITION DESCRIPTIONS: Text
Oriented Format

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ORGANISATIONAL THEORY

Contingency Theory – Presented by Fred Fiedler; - is based on
the relationship between leadership style and the situation.
Situations have 3 dimensions:

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ROLES & RESPONSIBILITIES

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STAFF MANAGEMENT PLAN

Staff release plan When team members are released from a project, the
cost associated with those resources are no longer charged
to the project

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STAFFING MANAGEMENT PLAN

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PLANNING – STAKEHOLDER MANAGEMENT

Process:

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PLAN STAKEHOLDER MANAGEMENT -input

input

Output

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STAKEHOLDER MANAGEMENT LEVEL

The current engagement level of all stakeholders needs to be compared to
the planned engagement levels –for successful project completion

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STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX

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PLANNING – COMMUNICATION MANAGEMENT

Communication Management

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IMPORTANT CONSIDERATION IN PLANNING COMMUNICATION

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PROCESS: PLAN COMMUNICATION MANAGEMENT

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PLAN COMMUNICATION MANAGEMENT – Tool & Techniques

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COMMUNICATION REQUIREMENT ANALYSIS

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COMMUNICATION REQUIREMENT ANALYSIS (Cont.)

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COMMUNICATION TECHNOLOGY

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COMMUNICATION MODEL

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PLANNING – RISK MANAGEMENT MANAGEMENT

What is Project Risk Management ?

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PROJECT RISK

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PROJECT RISK MANAGEMENT PROCESSES

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Process: Plan Risk Management

Plan Risk Management is the process of defining how to conduct
risk management activities for a project.

Risk management should:
• Create value be an integral part of organizational processes
• Be systematic and structured
• Be based on the best available information
• Take into account human factors
• Be transparent and inclusive
• Iterative and responsive to change
• Be capable of continual improvement and enhancement
• Be continually or periodically re-assessed

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PROCESS: PLAN RISK MANAGEMENT

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PLAN RISK MANAGEMENT - OUTPUT

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