Project Management

All things are created twice; first mentally; then physically. The key to creativity is to begin with the end in mind, with a vision and a blue print of the desired result. Stephen Covey

Project Management
It is a temporary activity ( a pre-specified start and an end) to produce a unique product In contrast to regular activities in organizations, It is a non routine activity involving people who dont work together in routines Because its something which has not been done before it needs a thorough set of plan considering all important measures.

Project Planning
Initiate & Align Project Description Plan the work Work Breakdown Structure Task Planning & Scheduling Budget and Risk Planning Communication and Change Management Plan Quality and Transition Plan Work the plan Manage the budget and project schedule Manage Risks Manage Change Communicate: Progress, Issues, lessons learned Transition/Closure Implement transition plan Review Lessons learned Reward & Recognize Release Resources/Train customers

Team Mission/ Assignment Role & Responsibilities Measures of Success

Project Performance Baseline Mangement

Trade off Triangle

Scope

Work Breakdown structure

An hierarchical outline (map) that identifies the products and work elements involved in a project Defines the relationship of the final deliverable (the project) to its sub deliverables, and in turn, their relationships to work packages Best suited for design and build projects that have tangible outcomes rather than process-oriented projects

Deliverable Any unique and verifiable product or result that must be produced to complete a project. Usually the lowest level of the WBS. Schedule Milestone A significant event in the project schedule, such as an event restraining future work or marking the completion of a major deliverable. A measuring point. Milestones have 0 (zero) duration and no resource assignments.

 A Work Package Is the Lowest Level of the WBS.

It is output-oriented in that it:
Defines work (what) Identifies time to complete a work package (how long) Identifies a time-phased budget to complete a work package (cost) Identifies resources needed to complete a work package (how much) Identifies a single person responsible for units of work (who)

WBS Coding

The Project Network

A flow chart that graphically depicts the sequence, interdependencies, and start and finish times of the project job plan of activities that is the critical path through the network

 Logical Relationship Logical relationship is a dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. Logical relationship are generally defined as mandatory dependencies (or hard logic) and discretionary dependencies (or soft logic). The four possible types of logical relationships are:

 Finish-to-Start (most common): The end of one schedule activity will constrain the start of another activity. Finish-to-Finish: The end of one schedule activity will constrain the finish of another activity. Start-to-Start: The start of one schedule activity will constrain the start of another activity. Start-to-Finish (very rare): The start of one schedule activity will constrain the finish of another schedule activity.

Constructing a Project Network

Terminology
Activity: an element of the project that requires time. Merge activity: an activity that has two or more preceding activities on which it depends. Parallel (concurrent) activities: Activities that can occur independently and, if desired, not at the same time.
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Other measurement
Percentage Complete: (function of time) = elapsed duration/Activity duration Unit produced method: = Units produced/total units Drilling 10 holes, completed 4 holes, % complete would be 40% Paving 5 lane miles, completed 4 lane miles, % complete would be 80%

 Interim Milestone Method (Agreement Method) Data Collection = 10% Draft Report = 70% Revised Draft = 90% Published final = 100%

Importance of Scheduling
Necessity for survival (no margins for error) Efficient use of resources Clear direction, identification of tasks and allocation of assignments Feed back and progress Increased focus and improved quality in turn

A schedule defends from chaos and whim. It is a net for catching days. It is a scaffolding on which a worker can stand and labor with both hands at sections of time. Annie Dillard Thanks!