bai 3 giai doan hoach dinh du an

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Khoa KTĐN, ĐH Kinh tế Luật

@2010

Trần Thiện Trúc Phượng

The Project Planning Stage

Giai đoạn hoạch định dự án

Phuong TT Tran

Project Appraisal & Management

UEL

2010

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Content

Introduction

The Planning Stage

(Planning Project Documents)

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Key Outputs of Project Stage

Initiation Planning Implementing

(Executing)

Implementing

(Controlling)

Closing

Project Charter Project

Management

Plan

- Deliverables

- Work

Performance

Information

- Change

Requests

- Change

Management

Plan

- Change

Request Status

Updates

Final Product,

Service or

Result

Transition

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1. Introduction

“… planning is indispensable.”

- Dwight D. Eisenhower, 34th US President .

Studies have found that planning will reduce project budgets by

an average of 20% and duration by almost 40%.

Source: http://www.betterprojects.net/2007/08/plans-are-useless-but-planning-is.html

http://www.betterprojects.net/2007/08/plans-are-useless-but-planning-is.html











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The Planning Stage focuses on developing a detailed

project plan that can be executed to acquire all project

deliverables according to project specifications.

The following are some of the major project management

areas:

2. The Planning Stage

Determining the Scope of Work

Understanding and Creating the WBS

Planning the Time Element

Planning the Cost Element

Planning the Quality Element

Developing a Resource Mngmt Plan

Developing Communication Plan

Developing a Procurement Plan

Developing HR Mngmt Plan

Developing the Risk Plan

Project Plan Temnplate 01

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The Project Plan Content

1. Scope of Work

2. WBS and Tasks

3. Schedule Plan

4. Cost Plan

5. Procurement Management Plan

6. HR Management Plan

7. Quality Plan

8. Communication Plan

9. Risk Plan

10.Sponsor Approval

../Ref/Ref.Project Management/PM Lec 02/Official/Website specification template.doc

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The project scope of work simply documents the work that

needs to be accomplished and is directly linked to the

quality element of the project

Project Scope of Work document should include the

following:

Product Description

Project Goals and Objectives

Project Specifications

Project Deliverables

Business Case Document

Any supporting documentation

2.1 Project Scope of Work (- Project Scope Statement)

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How can the scope of work change?

Entries can be removed

Entries can be added

Entries can be modified or updated

Any change to the scope of work can significantly affect

quality, time and cost constraints, deliverables, and the

end result of the entire project Scope changes need to

be managed with a Scope Management Plan.

2.1 Project Scope of Work (cont)

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A scope management plan may include the following

An assessment of how likely the scope is to change, how often,

and by how much

Scope Change Classification Criteria. For example, a $1000 change can be

approved by any project manager; a $10,000 change can be approved by the lead project

manager and relevant stakeholders, and anything above $10,000 must be referred to the Project

Commissioner for approval.

A plan stating what must be done when a scope change is

identified

Scope of Work Change Request Form

2.1 Project Scope of Work (cont)

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A deliverable-oriented grouping of project elements that

organizes and defines the total work scope of the project.

Each descending level represents an increasingly detailed

definition of the project work.

The WBS seeks to break work down into smaller, more

manageable tasks.

2.2 The Work Breakdown Structure (WBS)

../Ref/Ref.Project Management/PM Lec 02/Official/Website specification template.doc

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Benefits of using WBS:

Makes work more manageable

Creates a clear plan or structure for all work in order to achieve the final

end result of the project or all deliverables

Makes it easier to estimate or plan for time, costs, and quality

Makes estimates more accurate

Provides a clear way to measure progress and performance to ensure

that the project is on schedule

Makes it easier to assign resources to specific work

Makes it easier to match team member skills with specific work

Makes it easier to assign team member responsibilities

Makes risks more identifiable and manageable

2.2 WBS (cont)

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Creating WBS

Level 1: Project

Level 2: Deliverable

Level 3: Deliverable or

task

Level 4: Deliverable,

task or subtask

Ref:

Goals and Objectives

Tasks

Project Specs

2.2 WBS (cont)

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2.2 Example of WBS (Tree structure view)

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2.2 Example of WBS

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Unique WBS Identifiers: choose to assign a

unique code to identify and track each task

within your structure

A milestone is a reference point that allows you

to track and monitor the progress of your project.

A milestone can be a group of tasks or a

deliverable

Determine Deliverable-Specific Task List

Define Task Description

A general task description

Task-specific specifications

Task Sequence: Sequence tasks in a logical

order after task description.

2.2 WBS (cont)

Project G1

G1D1

G1D1T1

G1D1T2

G1D1T3

G1D2

G1D2T1

G1D2T2

G1D2T3

G1D2T4

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2.2 Example

Project: Single Family House - Architect Design

General Conditions

Site Work

Clear and grub lot

Install temporary power service

Install underground utilities

Foundation

Excavate for foundations

Form basement walls

Place concrete for foundations & basement walls

Cure basement walls for 7 days

Strip basement wall forms

Waterproof/insulate basement walls

Perform foundation inspection

Backfill foundation

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Level 1 Level 2 Level 3

1 Widget

Management

System

1.1 Initiation 1.1.1 Evaluation & Recommendations

1.1.2 Develop Project Charter

1.1.3 Deliverable: Submit Project Charter

1.1.4 Project Sponsor Reviews Project Charter

1.1.5 Project Charter Signed/Approved

1.2 Planning 1.2.1 Create Preliminary Scope Statement

1.2.2 Determine Project Team

1.2.3 Project Team Kickoff Meeting

1.2.4 Develop Project Plan

1.2.5 Submit Project Plan

1.2.6 Milestone: Project Plan Approval

1.3 Execution 1.3.1 Project Kickoff Meeting

1.3.2 Verify & Validate User Requirements

1.3.3 Design System

1.3.4 Procure Hardware/Software

1.3.5 Install Development System

1.3.6 Testing Phase

1.3.7 Install Live System

1.3.8 User Training

1.3.9 Go Live

1.4 Control 1.4.1 Project Management

1.4.2 Project Status Meetings

1.4.3 Risk Management

1.4.4 Update Project Management Plan

1.5 Closeout 1.5.1 Audit Procurement

1.5.2 Document Lessons Learned

1.5.3 Update Files/Records

1.5.4 Gain Formal Acceptance

1.5.5 Archive Files/Documents

2.2 WBS

example (WBS

Dictionary)

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Milestone Duration Start Date Finish Date

Single Family House - Architect Design 152 days 1-Jan 30-Jul

General Conditions 21 days 1-Jan 29-Jan

Site Work 3 days 30-Jan 3-Feb

Foundation 42 days 4-Feb 1-Apr

Framing 22 days 2-Apr 3-May

Dry In 22 days 3-May 1-Jun

Exterior Finishes 19 days 2-Jun 28-Jun

Utility Rough-Ins and Complete Concrete 21 days 6-May 3-Jun

Interior Finishes 30 days 2-Jun 13-Jul

Landscaping and Grounds Work 12 days 5-Jul 20-Jul

Final Acceptance 8 days 21-Jul 30-Jul

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Deliverable-specific task list

1. Deliverable: Foundation

2. Excavate for foundations

3. Form basement walls

4. Place concrete for foundations & basement walls

5. Cure basement walls for 7 days

6. Strip basement wall forms

7. Waterproof/insulate basement walls

8. Perform foundation inspection

9. Backfill foundation

Create a task

description for each

task.

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Consult from SoW docs: Project constraint & Project

Assumption for each task.

Time estimate method duration:

PERT

Gant

Network Diagram

Project Schedule Chart

Update Project Assumption and Time Constraint

2.3 Planning the Time Element

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The following are several ways that you can plan the time

element for each task:

Personal Experience

Project Team Member: consult with your team members who may

have completed similar tasks in the past

Subject Matter Experts

Previous Projects

Mathematical Methods

2.3.2 Time Estimates

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Personal Experience

If you have completed similar tasks in the past, you should be able

to make a reasonable time estimate from personal experience

Project Team Member

Consult with your team members who may have completed similar

tasks in the past

Subject Matter Experts

Consult with SMEs for estimates. SMEs can be anyone who can

give an expert judgment, a website, or industry source

Previous Projects

Consult previous projects that have accomplished similar tasks and

have recorded their durations

2.3.2

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Mathematical Methods

PERT (Program Evaluation and Review Technique) uses Three Time

Estimates to calculate the Expected Time Value:

Tm – The most likely time estimate - Represents the most probable amount of

time to complete the task or project.

To – The optimistic time estimate - Represents the optimistic or shortest time,

within which only 1% of similar projects or tasks are completed

Tp – The pessimistic time estimate - Represents the pessimistic or longest

time, within which 99% of similar projects or tasks are completed

Te – The expected time value

Standard Deviation:

Empirical Rule:

68.26%; 95.44%; 99.73%

2.3.2

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4 TpTmToTe

6

ToTp

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WBS Code Activity Description To

Optimistic

Tp

Pessimistic

Tm

Most

Likely

Te

Expected

Value

σ

Standard

Dev

σ2

SD

Squared

30.3 Deliverable: Foundation

30.3.1 Excavate for foundations

30.3.2 Form basement walls 5 8 6 6.17 0.50 0.25

30.3.3 Place concrete for foundations

30.3.4 Cure basement walls

30.3.5 Strip basement wall forms

30.3.6 Waterproof/insulate basement walls

30.3.7 Perform foundation inspection

30.3.8 Backfill foundation

Total Time for Deliverable

2.3.2

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WBS Code Activity Description To

Optimistic

Tp

Pessimistic

Tm

Most

Likely

Te

Expected

Value

σ

Standard

Dev

σ2

SD

Squared

30.3 Deliverable: Foundation

30.3.1 Excavate for foundations 3 5 4 4.00 0.33 0.11

30.3.2 Form basement walls 5 8 6 6.17 0.50 0.25

30.3.3 Place concrete for foundations 4 7 5 5.17 0.50 0.25

30.3.4 Cure basement walls 3 5 4 4.00 0.33 0.11

30.3.5 Strip basement wall forms 5 7 5 5.33 0.33 0.11

30.3.6 Waterproof/insulate basement walls 3 6 4 4.17 0.50 0.25

30.3.7 Perform foundation inspection 1 1 1 1.00 0.00 0

30.3.8 Backfill foundation 3 5 4 4.00 0.33 0.11

Total Time for Deliverable 33.83 1.19

2.3.2

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Define the project calendar: identify the project working

hours and the working days.

Standard - 8am to 4pm Calendar; or

Night Shift Calendar; or

24 hour calendar

Sundays and holidays: nonworking day.

Check resource availability: when necessary resources are

unavailable, you exclude those hours and days from your

Project Calendar. These hours and days should be classified as

nonworking time.

2.3.3 Project Schedule Chart

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2.3.3 Project Schedule Chart (cont)

January 26

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

27 28 29 30 31 February 1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

February 04

Clean the house

Clean the house

Scrub Walls

Scrub Walls

Paint the house

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Your project schedule can be effectively viewed and

displayed using different charts. These charts make it

easy to view and read scheduled tasks.

Gant Charts

2.3.3 Project Schedule Chart

ID Task Name Start Finish DurationFeb 2004

6 7 8 9 10 11 12 13 14 15 16 17 18 19

1 5d2/12/20042/6/2004Excavate for foundations

2 2d2/13/20042/12/2004Form basement walls

3 1d2/16/20042/16/2004Place concrete for foundations

4 2d2/18/20042/17/2004Cure basement walls

5 1d2/19/20042/19/2004Strip basement wall formsTask 5

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Microsoft Project

2.3.3 Project Schedule Chart (cont)

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You would recall that when we were generating our Product Definition Document and

Scope of Work document, we documented our assumptions and substantiated them as

best we could. However, now that we have created our WBS and gained the benefits of

more manageable tasks and structure, we are now in a better position to make project

assumptions. At this stage, we are able to update all our time assumptions with much

more accurate estimates.

You would also recall that every project has three major constraints: time, cost, and

quality. Project constraints are anything that can limit or restrict the actions of the

project team members towards accomplishing the goals of a project. Additionally, the

project time constraint is directly linked to the scheduled completion of your project and

limits the amount time that we have to complete the project.

Now that you have determined better time estimates for all tasks, deliverables and the

entire project, you should revisit your project time constraints to ensure that you are in

compliance with your allotted times. If your initial assumptions are adequate, you should

be within your constraints; however, if you have surpassed your allotted time, you will

need to consult with stakeholders on how best to address the challenge.

At this stage, you should update project assumptions with revised time estimates.

2.3.4 Updating Project Assumption & Time Constraints

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If you have surpassed your time constraints, the following are some possible solutions:

Allocate more resources

Adjust project specifications or the scope of work (in this case you will have to consult with your

Scope Management Plan)

Extend and reduce the duration of different tasks

Make more time by expanding the project calendar (allow for overtime and weekend work)

Extend duration of the entire project (a last resort)

The following are possible solutions for when you have surpassed your time

constraints:

Your solution may be to allocate more resources

Adjust project specifications or the scope of work (in this case you will have to consult with your

Scope Management Plan)

Extend and reduce the duration of different tasks

Make more time by expanding the project calendar (allow for overtime and weekend work)

Extend duration of the entire project (a last resort)

2.3.4 Updating Assumption & Time Constraints (cont)

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Consult from Scope docs: Project Constraint & Assumption Cost.

All tasks that achieve a particular goal or deliverable are limited by the

projected cost constraints for that goal or deliverable.

Cost assumptions can be improved as planning the cost element

2.4 Planning the Cost Element

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1. Xác định nguồn lực (Resource Identifiaction): xác định

những nguồn lực nào (con người, trang thiết bị, nguyên vật liệu)

và với số lượng bao nhiêu sẽ được sử dụng trong dự án.

2. Ước tính chi phí (Cost Estimating): phát triển việc ước tính

chi phí các nguồn lực để hoàn thành dự án.

3. Lập dự thảo ngân sách chi phí (Cost Budgeting): phân

phối tổng chi phí ước tính cho từng khoản mục công việc nhỏ để

thiết lập ranh giới (baseline) cho việc đo lường hiệu quả công

việc.

4. Kiểm soát chi phí (Cost Control): kiểm soát sự thay đổi

đến ngân sách của dự án. ( trình bày trong Implementing

stage)

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Every task needs resources to be completed and these

resources cost something to provide.

Resource includes (i) Human, (ii) Equipments and, (iii)

Materials.

Required documents before resource planning:

The Project WBS

Historical information (resources using in similar task of similar project)

Scope statement

Resource pool description (which one is available)

Organizational policies (buy/ rent,… procurement policy)

Project Calendar

Project Schedule

2.4.1 Resource Planning / Resource identification

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Human resource

Equipment costs

Travel expense

Special skills sets

Telephone bills

Computers

Software

Office space

Desks

Technology infrastructure

Administrative costs

Overhead

Materials and supplies

Others

2.4.1 Examples of common resources or costs

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Planning method:

SMEs

Alternative Solution

Software

Resource Identification: shows resource list and resource

schedule for each task in WBS.

2.4.1 Resource Planning (cont)

Quantity Resource List For Excavate for foundations

Duration Start Date Finish Date

1 Site excavation contractor 3 days 2/20 2/22

1 Site supervisor 3 days 2/20 2/22

1 Excavation Tractor 1 day 2/20 2/20

2 Site Lights 3 days 2/20 2/22

3 Site Workmen (A) 2 days 2/21 2/22

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Cost estimating is a process of assembling and predicting

the cost of necessary resource to complete project.

Cost Estimation Methods:

2.4.2 Cost Estimating

SMEs

Previous Projects

Quantitative methods

Bottom-up

Top-down

Administration costs: 5% - 30% total project costs.

Buffer cost: Buffer costs create a buffer to prevent costs

from running over the project’s budget or cost estimates.

Should be <= 20% total cost.

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2.4.2 Cost Estimating example

ITEM DESCRIPTION UNIT QTY

MATERIAL COST LABOR COST (USD) TOTAL REMARKS

No. UNIT RATE

TOTAL

PRICE UNIT RATE TOTAL PRICE AMOUNT

1 Mobilization and demobilization Lot 1

2 Temporary facility Lot

1

3 Insurance Lot

1

4 Site supervision Lot

1

5 Safety Officer per

2

6 Safety expenditure Lot

1

TOTAL USD

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Resource: Site Lights

Unit Cost: $20/hour

No of Units:

Project Calendar: 24 hour work day

Resource Schedule: 3 days

No of Units = 24 * 3 = 72


Project Cost per Site Light: Unit Cost * No. of Units = 72 * $20 = $1440

Cost for two Site Lights = $1440 * 2 = $2880

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Quantity Resource List Duration Start

Date Finish Date

Projected

Costs

1 Site excavation contractor 3 days 2/20 2/22 $1200

1 Site supervisor 3 days 2/20 2/22 $960

1 Excavation Tractor 1 day 2/20 2/20 $600

2 Site Lights 3 days 2/20 2/22 $2880

3 Site Workmen (A) 2 days 2/21 2/22 $1450

Total Task Costs $7,090

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Task Specific Resource List:

2.4.2 Cost Estimating example Project Task: Excavate for foundations

Quantity Resource List Duration Start Date Finish

Date






Compensation rate: $40/hour

Total Man-hours: 3 days x 8 hour day = 24 hours

Estimated costs = 24 hours * $40 = $960

Other compensation: None

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Date

Finish

Date

Estimated

Costs







Project Task: Excavate for foundations

Assigning resources and Assigning responsibility: each task

has resources and will be responsible with the project

member(s) who is assign to the task.

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Cost Baseline BCWS

2.4.3 Cost budgeting

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5,000

15,000

25,000

35,000

45,000

55,000

65,000

75,000

1 2 3 4 5 6 7 8

Cumulative Values

Time

2.4.3 Cost budgeting

Update Cost plan Cost Baseline BCWS (Budgeted Cost

of Work Scheduled

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Procurement Plan is essentially the strategy for determining

how to secure the resources for the tasks in your project

affect on the cost estimations of a project.

Procurement Methods:

Make

Buy

Rent

Lease

Outsource

License

The Procurement Criteria includes costs, duration need,

technical requirements, availability, dependability and other

factors.

2.5 Procurement Plan

Advantages vs Disadvantages?

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Make: This means that you will create or make the actual resource.

This may have several advantages, such as ownership of copyrights,

trademarks, patents and trade secrets, which may allow you to license

the resource. Making may be cheaper than buying the resource.

Depending on the nature of the project and the resource, this may be

advantageous. Resources that you make can be sold with or without

rights to recover costs.

However, making the resource means time and increased

management to ensure delivery and quality. Additionally, you may

need to acquire other things to make the resource such as the

necessary skill sets. You would probably have to put an entire process

in place. Not all resources can be made and in making the resource,

you may face other procurement challenges.

2.5 Procurement Plan (cont)

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Buy: This means that you will purchase the resource. This may

provide several benefits such as immediate availability and

guaranteed quality. Additionally, buying may be cheaper than making

the resource. Buying the resource will increase the assets of the

company; these assets can increase in value or depreciate with time.

Resources that you buy can be sold to recover costs.

Moreover, when you buy the resource, you may not own its

copyrights, trademarks, patents, and trade secrets. Additionally, you

may have to purchase extended warranties for the life of the project to

ensure resource availability. Most resources can be purchased.


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Rent: Rentals tend to be very useful for short term arrangements.

Rental has the benefit of on-demand availability.

However, rental can be more expensive in the long run than buying,

making, or leasing. Rental also provides no ownership, and hence the

resources cannot be resold. Not all resources may be available for

lease. Ensure that warranties are applicable during the rental period.


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Lease: Lease contracts are very useful for long term arrangements.

The lease can ensure certain legal and service protections,

performance requirements and basically any other term that you

require. Leases tend to be less expensive than rentals in the long

term. They can also provide a path to ownership in lease-to-own

contracts. Additionally, leases may give you the option of subleasing

the resource.

However, leases may require financial evaluations and insurance

contracts. Leases may bind you into a long-term financial obligation.

Leases may or may not be transferable. In addition, not all resources

may be available for lease. Ensure that warranties are applicable for

the entire lease period.


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Outsource: Certain resources can be outsourced, which allows the

resource and the service provided by that resource, to be handled by another

party. Every resource has an accompanying service, for example: the

excavation tractor provides excavation services. Outsourcing has the benefit

of removing the management burden associated with the resource and may

prove to be very cost effective. Outsourced service providers may be uniquely

skilled at providing their service, and this can result in increased quality and

reduced costs. Outsourced services may also combine the human resource

costs with the resource costs that reduce cost estimates. Additionally, this

would allow the project team to concentrate on essential tasks and functions.

Outsourced services may also provide an option to warranty the work itself.

However, without proper quality of service contracts, you may not be able to

control the quality and delivery of the service provided by the resource.

Outsourced services provide no ownership, and, as such, the resource cannot

be sold after use.


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License: Licensing is very useful for acquiring resources where you

need access to copyright, trademarks, patents, and trade secrets.

Additionally, licensing may give you the option of sublicensing.

Licenses may or may not be transferable and may have expiration

dates which need to be considered based upon the project schedule.

Licenses provide a limited form of ownership.


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Resource List Make Buy Rent Lease License Outsource

Delivery Truck No Yes Yes Yes No Yes

Shuffles No Yes Yes No No No

Excavation Tractor No Yes Yes Yes No Yes

Site Lights Yes Yes Yes No No No

2.5 Example of Procurement Analysis

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2.5 Example of Procedure Criteria

The Vendor Must : Provide room air conditioners that earn the ENERGY STAR

and meet the ENERGY STAR criteria for energy efficiency as outlined below.

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Công việc Mua ngoài

Thuê ngoài

Tự cung cấp

Ghi chú

Công tác khảo sát Yes Khảo sát thực hiện cùng đơn vị thi công

Công tác thiết kế kiến trúc Yes Thuê đơn vị thiết kế nhà máy (Công ty

Green Solution)

Công tác thiết kế nội thất Yes Chủ đầu tư thực hiện Xin phép xây dựng

Yes Yes

Thuê ngoài: 1. Giấy phép kinh doanh Tự thực hiện: 1. Giấy phép sản xuất 2. Giấy phép y tế

Công tác thi công công trình Yes Nhà thầu xây dựng thực hiện dưới sự

giám sát của chủ đầu tư.

Công tác giám sát thi công công trình Yes Chủ đầu tư thực hiện

Nghiệm thu công trình Yes Chủ đầu tư thực hiện

Dây chuyền lọc nước Yes CÔng ty tư vấn Green Solution cung cấp &

lắp đặt

Hệ thống thanh trùng Yes CÔng ty tư vấn Green Solution cung cấp &

lắp đặt

Hệ thống đóng chai & thành phẩm Yes CÔng ty tư vấn Green Solution cung cấp &

lắp đặt

Nguyên vật tư sản xuất Yes Chủ đầu tư thực hiện

2.5 Example of Procedure Plan

05 Procurement Plan

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Tenders or Bids: in case resources are supplied by different vendors and suppliers.

Scope of Work (SoW): in order to get a better understanding of the cost estimates for

the resources. You may include the scope of work, or the part of the scope of work,

that is relevant to the IFB.

Invite a wide range of vendors and suppliers to tender to create comparative cost

estimates. Should be aware of contractual implications in using this method.

Documents include:

RFP, Request for Proposal (Yêu cầu đề xuất)

RFQ, Request for Quotation (Yêu cầu báo giá)

RFI, Request for Information

IFB, Invitation for Bid (Mời dự thầu)

Procurement and contracting is a task can be documented + scheduled in WBS.

Procurement Criteria evaluating bids and proposals.

Update Project Constraints and Assumptions.

2.5 Procurement Plan (cont) - Tenders or Bids

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Reviewing task-specific resource list to determine the

needed human resources for each task.

Clarifying HR (workforce), SoW of HR, and the

compensation rate

Identifying project calendar and project schedule.

Recognizing other additional compensation

Payment Schedule

Update cost baseline and time baseline.

2.6 Human Resource management Plan

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R = Responsible (Người thực hiện) The person who is ultimately

responsible for delivering the project and/or task successfully.

A = Accountable (Người ra quyết định) The person who has

ultimate accountability and authority; they are the person to whom “R”

is accountable.

S = Supportive (Người cung cấp nguồn lực) The person or team of

individuals who can provide resources or other support to “R ”.

C = Consulted (Nhà tư vấn) Someone whose input adds value

and/or buy-in is essential for ultimate implementation.

I = Informed (Người được thông báo) The person or groups of

individuals who need to be notified of results or actions taken but don’t

need to be involved in the decision-making process.

2.6 RASCI chart

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Process:

1. Identify tasks and list them down the left side of the chart.

2. Identify roles (/people) and list them across the top of the chart

3. Identify who has each of 5 roles (RASCI) and put the appropriate letter

in each box.

4. Check that every task has only one R. Resolve overlap or gaps.

2.6 RASCI chart

Person 1 Person 2 Person 3 Person 4 Person 5 Person 6

Task A

Task B

Task C

Task D

Task E

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2.6 RASCI chart

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Task Specific Resource List:

2.6 Example HR plan Project Task: Excavate for foundations

Quantity Resource List Duration Start Date Finish

Date






Compensation rate: $40/hour

Total Man-hours: 3 days x 8 hour day = 24 hours

Estimated costs = 24 hours * $40 = $960

Other compensation: None

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Date

Finish

Date

Estimated

Costs






2.6 Example HR plan

Project Task: Excavate for foundations

Assigning resources and Assigning responsibility: each task

has resources and will be responsible with the project

member(s) who is assign to the task.

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WBS, project and tasks specifications are a major part of

planning the quality element for project.

Quality Project scope & deliverable specs

all tasks create that deliverable

By planning the project and task specifications, we have

really defined the quality of our work.

Specifications must be detailed and precise, define

both the Grade and Quality of the specification to produce

the desired standard of work.

2.7 Planning the Quality Element

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Grade: represents a descriptive rating for each material

resource that we require.

Example: In creating a “soft drink can” we may need Grade 2

aluminum. This grade may not represent the quality, but just the

type of material that is required when making soft drink cans.

Quality: represents standards of workmanship or the

degree of excellence in the completed work.

Example: The standard of workmanship in creating our “soft drink

can” must be excellent, reach the ISO 2000.

2.7 Planning the Quality Element (cont)

Quality means that something does that you needed it to do.

Grade described how much people value it

Quality and Grade affect cost + time element.

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Communication time is 50% - 80% of total project time,

begun after project charter is authorized.

Communication cycle

2.8 Communication Plan

SENDER RECEIVER

FEEDBACK

MESSAGE

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Methods of Communication

2.8 Communication Plan (cont)

Reading Writing

Speaking Listening

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The risk rating describes the risk in terms of its impact on

time, cost and quality elements.

2.9 Risk plan

Project

Elements Low Medium High

Cost <5% increase 5 – 10 %

increase

> 10 %

increase

Time <5% increase 5 – 10 %

increase

> 10 %

increase

Quality Insignificant Significant Serious

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2.10 Sponsor Approval

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