REVIEWER IN PROJECT MANAGEMENT

PROJECT PLANNING
• PLANNING is the process of stating objectives and then determining the most effective
activities or accomplishments necessary to reach the objectives.

• PROJECT MANAGER initiates the planning process and coordinates planning activities
into the overall project master plan.

• PLANNING PROCESS is the development of goals, strategies, task lists and schedules
required to achieve the objectives of a business.

• PROJECT INTEGRATION MANAGEMENT (P.I.M.) - involves coordinating all of the other

project management knowledge areas throughout the project’s life cycle. This
integration ensures that all the elements of a project come together at the right times to
complete a project successfully

• UNDER PROJECT INTEGRATION MANAGEMENT IS (IPEMCC)

 • PLANNING PROCESS

CORE PROCESSES

SP-SD-AD-AS-ADE-SD-RP-CE-CB-PPD
FACILITATING PROCESSES

QP-OP-SA-CP-RI-RQ-RRD-PP-SP

CORE PROCESSES have planning dependencies that require them to be

performed in the same sequence on most projects.

FACILITATING PROCESSES are performed intermittently throughout the project

rather than in a specific order.
CORE PROCESS
• ACTIVITY DURATION ESTIMATING – estimating the number of work period
which will be needed to complete individual activities.

• SCHEDULE DEVELOPMENT – analysing activity sequences, activity durations

and resource requirements to create the project schedule.

• RESOURCE PLANNING – determining what resources and what quantities.

• COST ESTIMATING – developing an approximation of the costs of the resources

• COST BUDGETING – allocating the overall cost estimate to individual work

items

• ACTIVITY DEFINITION - Identifying the specific activities that must be performed

to produce the various project deliverables.

• ACTIVITY SEQUENCING - identifying and documenting interactivity

dependencies.

• SCOPE DEFINITION – subdividing the major project deliverables into smaller

and more manageable components

• SCOPE PLANNING – developing a written scope statement as a basis for future

project decisions.

• PROJECT PLAN DEVELOPMENT – taking the results of other planning

processes and putting them into a consistent and coherent document
FACILITATING PROCESSES
• QUALITY PLANNING – identifying which quality standards are relevant to the
project and determining how to satisfy them

• ORGANIZATIONAL PLANNING – identifying, documenting and assigning

project roles, responsibilities and reporting relationships

• STAFF ACQUISITION – getting the human resources needed assigned to and

working on the project

• COMMUNICATION PLANNING – determining the information and

communication needs of the stakeholders; who needs what information, when
will they need it, and how it will be given to them

• RISK IDENTIFICATION – determining which risks are likely to affect the project
and documenting the characteristics of each

• RISK QUANTIFICATION – evaluating risks and risks interactions to assess the

range of possible project outcome

• RISK RESPONSE DEVELOPMENT – defining enhancement steps for

opportunities and responses to threat

• PROCUREMENT PLANNING – determining what to procure and when.

• SOLICITATION PLANNING – documenting product requirements and identifying

potential sources

CHARACTERISTICS OF A PROJECT PLANNER

• Transparency

• Consistency

• Flexibility

• Communication Skills

• Organization

• Problem Solving
 DIMENTIONS OF PROJECT PLAN DEVELOPMENT
1. INPUTS
2. TOOLS AND TECHNIQUES
3. OUTPUT

• PROJECT PLAN - A formal, approved documents used to guide both

project execution and project control

• PROJECT PLANNING - The processes involved in the development

of a project plan.
PROJECT ESTIMATION AND PROJECT COST
■ A Project is a series of tasks that need to be completed in order to
reach a specific outcome.

2 TYPES OF COST

■ RECURRING COSTS are incurred on a periodic basis (quarterly,

biannually or annually) and may be time bound or perpetual in nature.

■ ONETIME COSTS are for a definite duration and are incurred only
once.

TYPICAL IT COST COMPONENTS

LABOR/TIME

• Typically includes labor costs directly related to the work or task

• Examples are costs incurred due to the involvement of

Software/System/Network Engineers, DBAs, Production Support et
al.

MATERIAL

• Typically includes hardware, software and licensing costs

OVERHEAD

• These costs are not directly related to the work at hand but are an
important component in the accomplishment of tasks

• Infrastructure costs such as electricity

• Management and Administration of the tasks

 ■ PMO defines an estimate as,

– a rough calculation of the costs and the amount of work prior to

the commencement of work

Outputs of an estimation exercise are:

■ Project Costs Estimate

■ Ongoing Costs Estimate

■ Three step process ON ESTIMATION

– Identify the high level tasks

– Identify the various groups that need to be involved with each

task

– Estimate time for each task

Consult a knowledge expert for an estimate. Do not put an estimate for

someone else.
ESTIMATION TECHNIQUES
■ Single Point Estimate

– We take a single estimate per task

■ Three point Estimate

– We take three estimates per task

■ Optimistic Estimate – Best Case Scenario

■ Pessimistic Estimate – Worst Case Scenario

■ Most Likely Estimate

– Average the three estimates to get a three point estimate

■ Six point Estimation (PERT)

– We take three estimates per task

■ Optimistic Estimate – Best Case Scenario

■ Pessimistic Estimate – Worst Case Scenario

■ Most Likely Estimate

Multiply the Most Likely estimate by 4, add to the Optimistic and

Pessimistic estimates and divide by 6