Project Management

Contents:
1) Definitions
2) Why Project Management
3) 5 PMBOK Knowledge Areas
4) The Gantt Chart
5) Critical Path Method
6) Responsibility Assignment Matrix
7) Risk Management
8) EVM (Earned Value Method) and Project Control
 Project Management

SEBOK (Systems Engineering Body of Knowledge)

PMBOK (Project Management Body of Knowledge)

A Guide to the Project Management Body of Knowledge 6th Edition

Project Management Institute (PMI)

 Project Management
10 PMBOK Knowledge Areas 5 PMBOK Process Groups

1) Integration Management 1) Initiating

2) Scope Management
2) Planning
3) Schedule Management
4) Cost Management 3) Executing
5) Quality Management 4) Monitoring & Controlling
6) Resource Management
7) Communications Management 5) Closing
8) Risk Management
9) Procurement Management
10) Stakeholder Management
 Project Management
5 PMBOK Process Groups

1) Initiating

2) Planning

3) Executing

4) Monitoring & Controlling

5) Closing
 PHASE 1: INITIATION
PHASE 1: PROJECT INITIATION

This is the start of the project, and the goal of this phase is to define
the project at a broad level.

This phase usually begins with a business case. This is when you will
research whether the project is feasible and if it should be
undertaken. If feasibility testing needs to be done, this is the stage of
the project in which that will be completed.

Important stakeholders will do their due diligence to help decide if

the project is a “go.” If it is given the green light, you will need to
create a project charter or a project initiation document (PID) that
outlines the purpose and requirements of the project.
 Project Charter

The purpose of the project charter is to document:

•Reasons for undertaking the project

•Objectives and constraints of the project
•Directions concerning the solution
•Identities of the main stakeholders
•In-scope and out-of-scope items
•Risks identified early on
•Target project benefits
•High level budget and spending authority
 Project Charter

It can be used to:

To authorize the project - using a comparable

format, projects can be ranked and authorized
by Return on Investment.

Serves as the primary sales document for the

project - ranking stakeholders have a 1-2 page
summary to distribute, present, and keep
handy for fending off other project or
operations runs at project resources.

Serves as a focal point throughout the project.

For example, it is a baseline that can be used in
team meetings and in change control meetings
to assist with scope management.
 Project Charter

Inputs to develop a charter can be:

•Project Statement of Work

•Business Case
•Agreements
•Assumptions
•Enterprise standards, industry standards,
regulations and norms
•Organizational process, assets and templates
 Project Charter (example)
1) Overview of the Project
Provide a simple but precise statement of the project.

Example: University of Philippines Diliman is planning to design and launch 2 CubeSats

2) Purpose of the Project Charter

This Project Charter outlines the purpose, objectives, and scope of the project.

The purpose of a Project Charter is:

•to provide an understanding of the project, the reason it is being conducted and its justification
•to establish early on in the project the general scope
•to establish the project manager and his or her authority level
•A note of who will review and approve the Project Charter needs to be included.

Example: The Project Charter will be reviewed by the project team and approved. The final approval will be the Director/Head of
School/DOST-ASTI (find out who will approve it)

3) Project Objective and Scope Objective

The objective of the project should “clearly stated” and contain a “measure” of how to assess whether they have been achieved. It
should be realistic, and include the objectives. It should follow the SMART protocol:

Specific (get into the details)

Measurable (use quantitative language so that you know when you are finished)
Acceptable (to stakeholders)
Realistic (given project constraints)
Time based (deadlines, not durations)
Example: The objective of this project is to design and launch 2x 1U CubeSats by July 2020, within the budget allocated to the project
and conforming to JAXA requirements.
 Project Charter (example)
4) Scope
The scope of the project should be listed.

Example: The scope of the UP Diliman CubeSat project includes the activities listed below:
Determine the payload
Design the satellite subsystems (power system, mission board, comms boards)
Source and secure supply vendors
Create technical documentation
Build and test CubeSats

The scope of the project does not include:

Development of flight controller, IMU, propulsion system

5) Major Milestones
A list of the milestones that are needed.

Example:
All vendors selected
Contracts or orders complete with all vendors
Pricing determined
Design reviews completed
Handover to JAXA

6) Major Deliverables
A list of the major deliverables that will result from the project are described.

Example:
Assignment of Project Manager
Procurement of supplies
Delivery of project documentation
2x CubeSats
 Project Charter (example)
7) Assumptions
The assumptions in creating the project are to be outlined.

Example:
Launch arrangements will be handled by UP Diliman/DOST with JAXA
UP Diliman students will manage the project and be responsible for ongoing operations.
Mentors from the University faculty or staff will be assigned to mentor students and to provide oversight.

8) Constraints
It is important to define any and all constraints on the project or those working on the project

Example:
CubeSat structure must comply with JAXA requirements
Project must fall within the project budget
Deadline for handover to JAXA is XXXX 2020.
Mass of CubeSat must not exceed XXXX kg.

9) Business (Science) Need or Opportunity

Provide a concise statement of the business need or opportunity that led to the creation of the project.

Example: The goal of this project is to provide satellite design and manufacturing knowledge to the students, while demonstrating the
viability of manufacturing a homegrown CubeSat in the Philippines. The opportunity to achieve this has arisen from knoeledge gained
from the Birds-2 / Maya-1 project.

10) Preliminary Cost for the Project

A statement is to be provided indicating how the cost of the project will be defined and controlled.

Example: The procurement team will assemble a proposal based on expected costs for review by the Director/Head of Department
etc.

11) Project Charter Acceptance

The names, titles, and signature lines of the individuals who will sign-off on the Project Charter is provided.
 Phase 2:Planning
During this phase, the scope of the project is defined and a project management plan
(PMP) is developed. It involves identifying the cost, quality, available resources, and a
realistic timetable. The project plans also includes establishing baselines or performance
measures. These are generated using the scope, schedule and cost of a project. A baseline
is essential to determine if a project is on track.

Scope Statement – A document that clearly defines the business need, benefits of the project,
objectives, deliverables, and key milestones. A scope statement may change during the project, but it
shouldn’t be done without the approval of the project manager and the sponsor.

Work Breakdown Schedule (WBS) –This is a visual representation that breaks down the scope of the
project into manageable sections for the team.

Milestones – Identify high-level goals that need to be met throughout the project and include them in
the Gantt chart.

Gantt Chart – A visual timeline that you can use to plan out tasks and visualize your project timeline.

Communication Plan – This is of particular importance if your project involves outside stakeholders.
Develop the proper messaging around the project and create a schedule of when to communicate with
team members based on deliverables and milestones.

Risk Management Plan – Identify all foreseeable risks and plan on how to mitigate them.
 Work Breakdown Structure

Creating the WBS

Before estimation and scheduling are addressed, the WBS must

be created. This is the critical first step to successful project
planning.

Without going into too much detail on WBS creation, we make

the following assumptions:

• The WBS focuses on project deliverables.

• The WBS is a hierarchical representation of all of the
deliverables (work) of a project.
• The WBS serves as a framework for subsequent planning
activities.

https://www.pmi.org/learning/library/moving-work-breakdown-structure-critical-path-6978
 Work Breakdown Structure

After the WBS elements have been created and bought into by the
team, each should be assigned to the team member who will be
responsible for their delivery. This member will now be responsible
for the remaining critical components needed for the creations of the
project schedule:

• Defining the activities (tasks) needed to produce the deliverable

• The identification of predecessors---any task that must be
completed before any of the newly defined activities can begin
• Estimating the time duration it will take to complete the newly
defined activities
https://www.youtube.com/watch?v=4h09ZT0lT8M&index=23&list=PLOAuB8
dR35oeyKU0ojIxD8Muf6Mwc8ugW

https://www.pmi.org/learning/library/moving-work-breakdown-structure-critical-path-6978
 Work Breakdown Structure

What is a work breakdown structure (WBS)

https://www.youtube.com/watch?v=4h09ZT0lT8M&index=23&list=PLOAuB8
dR35oeyKU0ojIxD8Muf6Mwc8ugW

Introduction to PMI numbering system for a work breakdown structure

https://www.youtube.com/watch?v=Ao8X0nsmqoo&list=PLOAuB8dR35oeyK
U0ojIxD8Muf6Mwc8ugW&index=24

https://www.pmi.org/learning/library/moving-work-breakdown-structure-critical-path-6978
You can use the WBS to note dependencies and
predecessors. Estimate task duration. You can
use this information for creating…
 Network Diagrams
From a WBS, you can create a
Network Diagram, and from the
Network Diagram you can
determine the Critical Path, the
project duration, and how much
Float/Hazard there is in the project.

The Network Diagram can be used

for Critical Path Analysis, to
determine milestones and to also
create a Gantt Chart.
Network Diagrams
 Network Diagrams
How to determine Critical Path and Project Duration

B D
A G H
C E
F
 Network Diagrams
Early Early
Activity
Start Finish
Late Late
Duration
Start Finish

B D
ES Activity EF
A G H
C E LS Duration LF

F
Network Diagrams
B D
A G H
C E
F
 Network Diagrams
B D
A G H
C E
F
B D
4 5
A G H
3 4 3
C E
2 1

F
2
 Network Diagrams
B D
A G H
C E
F
3 B D
4 5
0 A 3 G H
3 4 3
3 C E
2 1

F
2
Forward Pass… ES + Duration=EF
 Network Diagrams
B D
A G H
C E
F
3 B 7 7 D 12
4 5
0 A 3 G H
3 4 3
3 C 5 5 E 6
2 1

5 F 7
2
Forward Pass… ES + Duration=EF.
 Network Diagrams
B D
A G H
C E
F Project
Duration
3 B 7 7 D 12
4 5
0 A 3 12 G 16 16 H 19
3 4 3
3 C 5 5 E 6
2 1

5 F 7
2
If there are 2 outputs pick the highest
 Network Diagrams
B D
A G H
C E
F
3 B 7 7 D 12
4 5
0 A 3 12 G 16 16 H 19
3 4 3 19
3 C 5 5 E 6
2 1

5 F 7
2
Find Critical Path with Backward Pass… (LF-Duration=LS)
 Network Diagrams
B D
A G H
C E
F
3 B 7 7 D 12
4 7 7 5 12
0 A 3 12 G 16 16 H 19
3 12 4 16 16 3 19
3 C 5 5 E 6
2 11 1 12

5 F 7
14 2 16
Find Critical Path with Backward Pass… (LF-Duration=LS)
 Network Diagrams
B D
A G H
C E
F
3 B 7 7 D 12
4 7 7 5 12
0 A 3 12 G 16 16 H 19
3 12 4 16 16 3 19
3 C 5 5 E 6
2 11 11 1 12

5 F 7
14 2 16
Where there are 2 options, take the SMALLEST number
 Network Diagrams
B D
A G H
C E
F
3 B 7 7 D 12
3 4 7 7 5 12
0 A 3 12 G 16 16 H 19
0 3 3 12 4 16 16 3 19
3 C 5 5 E 6
9 2 11 11 1 12

5 F 7
14 2 16
 Critical Path
To find the critical path, follow the path where the Earliest
Finish is the same as the Late Finish.

3 B 7 7 D 12
3 4 7 7 5 12
0 A 3 12 G 16 16 H 19
0 3 3 12 4 16 16 3 19
3 C 5 5 E 6
9 2 11 11 1 12

5 F 7
14 2 16
 Critical Path
To find the critical path, follow the path where the Earliest
Finish is the same as the Late Finish.

3 B 7 7 D 12
3 4 7 7 5 12
0 A 3 12 G 16 16 H 19
0 3 3 12 4 16 16 3 19
3 C 5 5 E 6
9 2 11 11 1 12

5 F 7
14 2 16

Any delays on the Critical Path items will extend the

project finish date by that amount of time!
There is ZERO FLOAT on the Critical Path!!
 Float
FLOAT is how much time a task can be delayed before affecting other
tasks or the whole project. TOTAL FLOAT (TF) is how much delay you
can incur without affecting the whole project completion date, and
FREE FLOAT (FF) is how much you have free before affecting succeeding
tasks.
3 B 7 7 D 12
3 4 7 7 5 12
0 A 3 12 G 16 16 H 19
0 3 3 12 4 16 16 3 19
3 C 5 5 E 6
9 2 11 11 1 12

5 F 7
14 2 16

Any delays on the Critical Path items will extend the

project finish date by that amount of time!
There is ZERO FLOAT on the Critical Path!!
 Float
TOTAL FLOAT (TF) = LF-EF or LS-ES

TF=0 TF=0

3 B 7 7 D 12
TF=0 3 4 7 7 5 12 TF=0 TF=0
0 A 3 12 G 16 16 H 19
TF=6 TF=6
0 3 3 12 4 16 16 3 19
3 C 5 5 E 6
9 2 11 11 1 12
TF=9
5 F 7
14 2 16

Any delays on the Critical Path items will extend the

project finish date by that amount of time!
There is ZERO FLOAT on the Critical Path!!
 Float
FREE FLOAT (FF) =ES(subsequent task) – EF(current task)

TF=0 TF=0

3 B 7 7 D 12
TF=0 3 4 7 7 5 12 TF=0 TF=0
0 A 3 FF=0 FF=0 12 G 16 16 H 19
0 3 3 TF=6 TF=6 12 4 16 16 3 19
FF=0 3 C 5 5 E 6 FF=0 FF=0
9 2 11 11 1 12
FF=0 FF=6
TF=9
5 F 7
14 2 16
FF=9

FF is equal to or less than TF. Never more than.

When there are 2 subsequent tasks, choose the lowest ES.

 Float
FREE FLOAT (FF) =ES(subsequent task) – EF(current task)

TF=0 TF=0

3 B 7 7 D 12
TF=0 3 4 7 7 5 12 TF=0 TF=0
0 A 3 FF=0 FF=0 12 G 16 16 H 19
0 3 3 TF=6 TF=6 12 4 16 16 3 19
FF=0 3 C 5 5 E 6 FF=0 FF=0
9 2 11 11 1 12
FF=0 FF=6
TF=9
5 F 7
14 2 16
FF=9

FF is limited to current task. TF is shared along a straight line,

and is depleted by any preceding tasks that use it.
 Gantt Chart

A Gantt chart is a tool used for project management. It is used to

represent the timing of various tasks that are required to
complete a project.

A network diagram is used to define the various tasks of the

project in chronological order by using linkages. Both are
important tools for project management.
 Gantt Chart
Gantt Charts Network Diagrams

Gantt charts provide a standard

A network diagram is a
format for showing project schedule
schematic display of the logical
Definition information by listing project activities
relationships among, or
and their corresponding start and
sequencing of, project activities.
finish dates in a calendar like format

Visual representation of duration of Visual representation of

Tasks
tasks dependencies between tasks

Tasks that can be done in

Depicts Time overlap between task
parallel

Shows slack time by using

Slack time Visually shows slack time
rectangles filled by data.

Category Bar chart Flow chart

 Risk Management
A risk matrix is a matrix that is used during risk assessment to
define the level of risk by considering the category of probability or
likelihood against the category of consequence severity.

Risk = Probability x Impact

Risk Management
Risk Management
 Risk Management
RISK STATEMENT

A Risk Statement is prepared for each risk. There are two essential
components:

- Description of the condition that exists and the circumstance or situation

that is raises a concern - Description of the consequence that may result from
the current condition

There are a number of constructs that may be used in developing the risk
statement, but the preferred construct is as follows: “Given that a condition
exists, there is a possibility that a consequence will occur.” Figure 2 illustrates a
preferred format for risk statement writing.

Regardless of the construct used, it is essential that context be provided that

allows the reader to understand the current situation, and why it is believed
that the described consequence may result
 Risk Management

https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/20120000033.pdf
 Phase 3: Execution
Tasks completed during the Execution Phase include:

•Develop team
•Assign resources
•Execute project management plans
•Procurement management if needed
•PM directs and manages project execution
•Set up tracking systems
•Task assignments are executed (DO THE WORK!)
•Status meetings
•Update project schedule
•Modify project plans as needed

While the project monitoring phase (Phase 4) has a different set of

requirements, these two phases often occur simultaneously.
 Phase 4: Monitoring
This is all about measuring progress and performance and ensuring that
everything happening aligns with the project management plan. Project
managers will use key performance indicators (KPIs) to determine if the project is
on track.

Project Objectives: Measuring if a project is on schedule and budget is an

indication if the project will meet stakeholder objectives.
Quality Deliverables: This determines if specific task deliverables are being met.
Effort and Cost Tracking: PMs will account for the effort and cost of resources to
see if the budget is on track. This type of tracking informs if a project will meet
its completion date based on current performance. See EVM.
Project Performance: This monitors changes in the project. It takes into
consideration the amount and types of issues that arise and how quickly they are
addressed. These can occur from unforeseen hurdles and scope changes.

During this time, PMs may need to adjust schedules and resources to ensure the
project is on track.
 Phase 5: Project Closure
This phase represents the completed project.

Contractors hired to work specifically on the project are terminated at this time.

Valuable team members are recognized.

Some PMs even organize small work events for people who participated in the
project to thank them for their efforts.

Once a project is complete, a PM will often hold a meeting – sometimes referred

to as a “post mortem” – to evaluate what went well in a project and identify
project failures. This is especially helpful to understand lessons learned so that
improvements can be made for future projects.
Once the project is complete, PMs still have a few tasks to complete. They will
need to create a project punchlist of things that didn’t get accomplished during
the project and work with team members to complete them. Perform a final
project budget and prepare a final project report. Finally, they will need to
collect all project documents and deliverables and store them in a single place.
10 PMBOK Knowledge Areas
10 PMBOK Knowledge Areas

1) Integration Management
2) Scope Management
3) Schedule Management
4) Cost Management
5) Quality Management
6) Resource Management
7) Communications Management
8) Risk Management
9) Procurement Management
10) Stakeholder Management

https://www.projectengineer.net/the-10-pmbok-knowledge-areas/