FSDT Project Management Session. Worksheets and Planning Tools

Transcription

1 FSDT Project Management Session Worksheets and Planning Tools

2 Table of contents What is a project?...3 The project life cycle...3 Project Phases...4 Initiation phase...4 Approval Phase...5 Project Launch...6 Project Execution...7 Project Completion Phase...8 Project Scope...9 What is included in the scope document?...9 Project Change Order Form...11 Issues Register...13 Project Time...14 Revision Activity...16 What are your key milestones for this project?...17 Draw a Network Diagram (PERT)Project Cost Management...18 Project Cost Management...19 There are three main methods of project estimating:...19 Estimate of Project Costs...20 Project Risk Management...21 Qualitative Risk Analysis Register...22 Project Quality Management...24 Every project should have a quality plan but in reality very few do...24 So what is quality?...24

3 What is a project? A project can be defined as a complex, non-routine, one-time effort limited by time, budget, resources and performance specifications designed to meet the customer s needs The project life cycle Project life cycle

4 Project Phases Initiation phase Notes

5 Approval Phase Notes

6 Project Launch Notes

7 Project Execution Notes

8 Project Completion Phase Notes

9 Project Scope As a manager you will be responsible for: Regular scope monitoring Refining scope and managing changes to scope Identifying scope creep Reporting to higher authorities any changes required and/or made What is included in the scope document? Stakeholder identification and analysis Stakeholder goals and objectives Outline of the funding body or sponsor s responsibilities A broad outline of the work to be performed Estimated budgets and timeframes An overview of any technical issues, environmental aspects, legal obligations and organisational issues Project objectives Details of the team, qualifications and experience Identifies any relationships between other projects Highlights benefits to the organisation Identifies risk factors Includes any relevant facts needed for the project Who should prepare the scope document? Answer: The team it should be a consultative process Involve as many people as possible in the process to get different perspectives, different points of view The team may decide not to go ahead with the project because we have too many assumptions or need more information from the client or stakeholders When it is necessary to change the original scope it is important to evaluate how this will impact your project.

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11 Project Change Order Form Project Name Project commencement date Project completion date Project Number Change request number & date Project Manager Change Request Background information Impact Assessment Type of impact Level of impact Description of impact +ve -ve H M L Impact on Service/Quality Impact on Schedule Impact on Cost Immediate Action Required Communication who, how, when Notification of change requirements Authorisation Requested by Date Requested Approved by Date Approved Authorised by Date Authorised

12 Make sure all project issues are recorded in the issues register Why?

13 Issues Register Description of issue Dated raised Status (Open or closed) Date Closed Responsibility for resolution Deadline to Resolve Comments, Details of resolution

14 Project Time Project time management consists of eight activities that are preceded by a planning effort that has been reflected in the scope document. Some of the tools used in time management included: A pert diagram Work breakdown structure (WBS) Gantt Chart

15 The Network Diagram Task B takes 4 days B D Activity Duration F Task A takes 8 days E I Start A C J Finish G H Developing a PERT diagram: List the steps required to finish the project Estimate the time to complete each step Then draw a network of relationships among the steps Gantt chart 15

16 Revision Activity Create a WBS for booking & planning a holiday by estimating the resources required for each activity, the duration and any known costs (see next page) Task ID # Description Predecessor Duration Resources Human Equipment Material Costs 16

17 Costs that should be considered: Limousine service - $90 per person each way Phuket package deal An allowance for tours and meals each day What are your key milestones for this project? 17

18 Draw a Network Diagram (PERT) 18

19 Project Cost Management Project Cost Management includes project processes for planning, estimating, budgeting and controlling costs to enable the project to be completed within an approved budget. Cost Estimating an approximate of the costs and resources needed Cost Budgeting aggregating (the total sum) of estimated costs for individual activities Cost Control influencing factors that create cost variances and controlling those changes within the budget There are three main methods of project estimating: Bottom up estimating: estimating the cost of individual activities and rolling these up (or the sum total) to determine project costs Analogous estimating top down which involves using the actual costs of a previous similar project to make an estimate Fixed budget estimating taking the total amount of the money available and dividing up across project areas to determine what you can or can t afford What project and organisation documentation will you need to estimate project costs? 19

20 Estimate of Project Costs Activity Resources Required WBS Task Description Duration Resources needed Rate Other Costs Total Activity Cost 20

21 Project Risk Management The diagram below highlights the risk management process that has been adapted from the AS/NZ 4360:2004 standard to show how each risk management activity relates to each project phase The risk management plan describes how risk management will be structured and performed. It includes: Methodology the approaches, tools and data sources Roles and responsibilities Budgeting assigns resources for risk management activities Timing Risk categories Before you can identify risks the critical success factors of a project need to be identified Critical success factors are factors that must be completed for the project s objectives to be realised. If you were building a garden shed the critical success factors might be The cost should be under $1000 It should be constructed within one weekend It should compliment the garden What else could go wrong? 21

22 Qualitative Risk Analysis Register Risk Likelihood Insignificant 1 Minor 2 Moderate 3 Major 4 Consequences Catastrophic Acceptable 5 Positive/ Negative Treatment (avoid, accept, mitigate make less severe)/comments 22

23 Risk Likelihood Insignificant 1 Minor 2 Consequences Moderate Major 3 4 Catastrophic 5 Acceptable Positive/ Negative Treatment (avoid, accept, mitigate make less severe)/comments Legend Likelihood Consequence A Almost Likely H High risk, detailed research and management planning required at senior levels B Likely S Significant risk, senior management attention needed C Moderate M Moderate Risk, management responsibility must be specified D Unlikely L Low risk, manage by routine procedures E Rare Please note: General responses to negative risks include: avoiding, mitigating and transferring risk. General responses to positive risks include: exploiting, sharing or enhancing the risk 23

24 Project Quality Management Quality Management aims to get it right for the key stakeholders and customer at all stages of the project No standard definition for quality Quality means different things to different people The standard acceptable will vary from project to project Consider your requirements for a new kitchen what is a quality kitchen to you? Compare your answers with others. What does this say about quality? Every project should have a quality plan but in reality very few do From discussions held with project managers there appears to be two common reasons It was too complicated to do a plan They were overwhelmed by the jargon of quality in relation to compliance with standards, metrics and a range of acronyms that left them confused Do you agree? So what is quality? So what is quality? There are numerous definitions of quality: "Quality is fitness for use" - J.M. Juran "[Quality is] meeting or exceeding customer expectations at a cost that represents a value to them." - H. James Harrington "Quality should be defined as surpassing customer needs and expectations throughout the life of the product." - Howard Gitlow and Shelley Gitlow

25 Quality Management Plan Overall Statement on project quality Quality Definition Table Quality Item List any standards used to define quality List acceptance criteria that applies to the quality item Quality assurance activities to be conducted to ensure acceptance Timeframe for quality assurance activities What project process audits/reviews will be conducted for Quality Improvement Timeframe for audits and reviews 25

26 Quality Item List any standards used to define quality List acceptance criteria that applies to the quality item Quality assurance activities to be conducted to ensure acceptance Timeframe for quality assurance activities What project process audits/reviews will be conducted for Quality Improvement Timeframe for audits and reviews 26

27 For more information on how to Develop a Quality Management Plan: Visit: elines_appendix_d.pdf data/assets/dpac_file_desc/13492/pman-reso-open-tgpmg- 6.0-quality.pdf 27