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Project Management:

A Managerial Approach 4/e

By Jack R. Meredith and Samuel J. Mantel, Jr.

Puli!hed y John "iley # Son!, $nc.

Pre!entation prepared y R%BM "e&roup



Project ManagementA Managerial Approach

'hapter (

Project Planning



Project Planning

There are several reasons to useconsiderable care when planning

projects: The primary purpose of planning is to

establish a set of directions in enough detail

to tell the project team exactly what must

be done

The purpose of planning is to facilitate later

accomplishment

Chapter 5-1



$nitial Project 'oordination

It is crucial that the projects objectives beclearly tied to the overall mission of the

!rm " project launch meeting is an initial

coordinating meeting that serves as a visiblesymbol of top managements commitment to

the project The project launch meetings success is

absolutely dependent on the existence of awell-de!ned set of objectives

Chapter 5-#



Project )aunch Meeting

$hould not allow plans% schedules% andbudgets to go beyond the most aggregated

level at the launch meeting The outcomes should be:

1& Technical $cope is established

#& 'asic areas of performance responsibility

are accepted by the participants

(& $ome tentative overall schedules and

budgets are spelled out

Chapter 5-(



'ompo!ite Plan

)ach individual*unit accepting responsibility for a

portion of the project should agree to deliver a

preliminary plan about how that responsibility will be

accomplished

These plans should contain descriptions of the re+uired

tas,s% and estimates of the budgets and schedules

These plans are then scrutinied by the group and

combined into a composite project plan

Chapter 5-.



'ompo!ite Plan

The composite plan% still not completely !rm% is

approved by each participating group% by the

project manager% and then by senior

organiational management

)ach subse+uent approval hardens the plan% and

when senior management has endorsed it% any

further changes in the projects scope must be

made by processing a formal change order

Chapter 5-5



Project Plan

The !nal approved result of this procedure is theproject plan% also ,nown as a Master or Baseline plan

/nce planning phase is complete% it is bene!cial tohold a post-planning review

The major purpose of the review is to ensure that allnecessary elements of a project plan have beenproperly developed and communicated

Chapter 5-0



Project Plan *lement!

The process of developing the project planvaries among organiations% but any projectplan must contain the following elements:

Overview - a short summary of the objectivesand scope of the project

Objectives - " more detailed statement of thegeneral goals noted in the overview section

General Approach - describes both themanagerial and technical approaches to the wor,

Chapter 5-




Contractual Aspects - includes a complete list

and description of all reporting re+uirements%customer supplied resources% liaison arrangements%

advisory committees% project review andcancellation procedures% etc&

Schedules - this section outlines the various

schedules and lists all the milestone events

Resources - this includes the budget 2both

capital and expense re+uirements3 as well as costmonitoring and control procedures

Chapter 5-4




Personnel - this section lists the expected personnel

re+uirements of the project including special s,ills%training needs% and security clearances

Evaluation Methods - every project should be

evaluated against standards and by methodsestablished at the projects inception

Potential Problems -this section should include

any potential diculties such as subcontractor default%technical failure% tight deadlines% resource limitationsand the li,e& 6replanning may avert some crises

Chapter 5-7



Project Planning in Action

6roject plans are usually constructed bylisting the se+uence of activities re+uiredto carry the project from start to

completion% and developing an action planto complete the activities

This helps the planner decide thenecessary se+uence of things

$e+uencing is a necessary considerationfor determining the project schedule andduration

Chapter 5-18




$oftware and hardware developerscommonly use a planning process

oriented around the life cycle events: Concept evaluation

9e+uirements identi!cation

esign Implementation

Test

Chapter 5-11




$oftware and hardware developmentplanning process 2cont&3

Integration

;alidation

Customer test and evaluation

/perations and maintenance

Chapter 5-1#



Sy!tem! $ntegration

Systems Integration is one part ofintegration management and plays a crucialrole in the performance aspect of the project

This includes any technical specialist in thescience or art of the project who is capableof integrating the technical disciplines toachieve the customers objectives

Chapter 5-1(



Sy!tem! $ntegration

Systems Integration is concerned withthree major objectives:

Performance - what a system does

Eectiveness - achieve desired performancein an optimal manner

9e+uires no component speci!cations unless

necessary to meet one or more systems re+uirements

)very component re+uirement should be traceable to

one or more systems re+uirements

esign components to optimie system performance%not the performance of subsystems

Cost Sstems - cost is a design parameter

Chapter 5-1.



+ierarchical Planning

Sy!tem

"ll activities re+uired to complete a project

must be precisely delineated% and coordinated

$ome activities must be done se+uentially%and some simultaneously

<sing a hierarchical planning system will allow

these activities to be identi!ed and sorted

appropriately

"lso ,now as the =even planning process>

Chapter 5-15



Sorting ut the Project

The importance of careful planning can scarcely

be overemphasied

6into and $levin developed a list of ten factors

that should be associated with success in

implementation projects

The factors were split into strategic and tactical

clusters

Chapter 5-10



Sorting ut the Project

$trategic $uccess ?actors:

Project Mission - spell out clearly de!ned and

agreed-upon objectives in the project plan

!op Mana"ement Support - it is necessary for

top management to get behind the project at the

outset% and ma,e clear to all personnel involved

that they support successful completion Project#s Action Plan - detailed plan of the

re+uired steps in the implementation process

needs to be developed including all resource

re+uirements Chapter 5-1



%he "ork Breakdo-n Structure

The @or, 'rea,down $tructure 2@'$3 can

ta,e a variety of forms that serve a variety

of purposes

The @'$ often appears as an outline with

Aevel I tas,s on the left and successive

levels appropriately indented

The @'$ may also picture a projectsubdivided into hierarchical units of tas,s%

subtas,s% wor, pac,ages% etc&

Chapter 5-14




The @'$ is an important document and can betailored for use in a number of diBerent ways

It may illustrate how each piece of the project

contributes to the whole in terms of performance%responsibility% schedule% and budget

It may list the vendors or subcontractors associatedwith speci!c tas,s

It may serve as the basis for ma,ing cost estimates orestimates of tas, duration

It may be used to document that all parties havesigned oB on their various commitments to the project

Chapter 5-17




eneral steps for designing and using the @'$:

1& <sing information from the action plan% list the tas,brea,down in successively !ner levels of detail&

Continue until all meaningful tas,s or wor,pac,ages have been identi!ed

#& ?or each such wor, pac,age% identify the datarelevant to the @'$& Aist the personnel andorganiations responsible for each tas,&

(& "ll wor, pac,age information should be reviewedwith the individuals or organiations who haveresponsibility for doing or supporting the wor, inorder to verify the accuracy of the @'$

Chapter 5-#8




eneral steps for designing and using the @'$ 2cont&3: .& The total project budget should consist of four elements:

direct budgets from each tas,D an indirect cost budget for theprojectD a =contingency> reserve for unexpected emergenciesD

and any residual% which includes the pro!t derived from theproject

5& The project master schedule integrates the many diBerentschedules relevant to the various parts of the project

Items 1-5 focus on the @'$ as a planning tool but itmay also be used to monitor and control the project

Chapter 5-#1




Items 0 and focus on the @'$ as an aid tomonitor and control a project:

0& The project manager can examine actual resource

use% by wor, element% wor, pac,age% tas,% up to thefull project level& The project manager can identifyproblems% harden the estimates of !nal cost%

and ma,e sure that relevant corrections have beendesigned and are ready to implement

& The project schedule may be subjected to the samecomparisons as the project budget& "ctual progress

is compared to scheduled and corrective actioncan be ta,en

Chapter 5-##



$nterace 'oordination through

$ntegration Management

The most dicult aspect of implementing aproject is the coordination and integrationof the various elements of the project

The intricate process of coordinating thewor, and timing of all inputs is calledintegration management

Interface coordination is used to denotethe process of managing this wor, acrossmultiple groups

Chapter 5-#(



Approache! to $nterace

Management

9ecent wor, on managing the interfacefocuses on the use of multifunctionalteams 2ET3

There is general agreement that ET has afavorable impact on product*service designand delivery

$uccessfully involving cross-functional teamsin project planning re+uires that somestructure be imposed on the planning process

Chapter 5-#.



Approache! to $nterace

Management

" diBerent attac, on the problem is de!ningand mapping all interdependencies betweenthe various members of the project team

9ather than mapping interfaces on the !rmsorganiational chart% instead it maps theinterdependencies directly

oes not ignore the value of the @'$% action plan% or

6)9T*C6E networ,s% but simply uses interface mapsas a source of the coordination re+uirement tomanage the interdependencies

Chapter 5-#5



Summary

The preliminary wor, plans are important

because they serve as the basis for personnel

selection% budgeting% scheduling and control Top management should be represented in the

initial coordinating meeting where technical

objectives are established% participant

responsibility is accepted% and preliminary

budgets and schedules are de!ned

Chapter 5-#0



Summary

Common elements of the project plan are the

overview% statement of objectives% general

approach% contractual re+uirements%

schedules% budget% cost control procedures%

evaluation procedures% and potential problems

$ystem integration concerns the smooth

coordination of project systems in terms of

cost% performance% and eBectiveness

Chapter 5-#



Summary

The wor, brea,down structure 2@'$3 relates the

details of each subtas, to its tas, and provides

the !nal basis !r the project budget% schedule%

personnel% and control

@hen multifunctional teams are used to plan

complex projects their wor, must be integratedand coordinated& Interface maps are a useful

way of identifying the interdependencies that

must be managedChapter 5-#4



Project Planning

FuestionsG

Chapter 5-#7



Project Planning

6icture ?iles



Project Planning

Figure 5-1



Project Planning

Figure 5-2



Project Planning

Figure 5-4



Project Planning

Figure 5-6



Project Planning

Figure 5-11



Project Planning

Figure 5-12



Project Planning

Table ?iles



Project Planning



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