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Week 4

Introduction to Project Management. Week 4. Communication Plan Objectives. Objective is to determine : Who needs to know what ? How will they be told? When will they be told and how often ?. Communication Plan Example. scheduling. Purpose of Scheduling.

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Week 4

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  1. Introduction to Project Management Week 4

  2. Communication Plan Objectives • Objective is to determine: • Who needs to know what? • How will they be told? • When will they be told and how often?

  3. Communication Plan Example

  4. scheduling

  5. Purpose of Scheduling Shows relationships of eachactivityto others in the whole project Identifies the precedencerelations among activities Encourages the setting of realistic time and cost estimates for each activity Helps make better use of people, money, and materialresources by identifying “critical bottlenecks” in the project

  6. BOTTLENECKS • In any project there will be 1or • more bottlenecks that can spoil the successful completion of the project. • i.e. getting the resource you need, failing to complete a “critical task” on time • One of the important responsibilities of a PM is to ID the bottlenecks of the project and to figure out how to eliminate them or minimize their impact. • When you eliminate a bottleneck, it often frees up time • When you build a project plan, schedule the tasks conservatively to help insure you can complete them on time. • i.e. If you think it will take 60 days for a contractor to complete a task, schedule90 days to ensure that the total project will come in on time

  7. Scheduling Techniques • Common tools • Gantt charts • Project calendars • Milestones charts • Critical Path Method (CPM) • the sequence of project activities which determines the shortest time possible to complete the project. • Program Evaluation and Review Technique (PERT) • a method to estimate TASK DURATION, using optimistic, pessimistic, and most likely time frames

  8. Time J F M A M J J A S Design Prototype Test Revise Production Sample Gantt Chart

  9. CRITICAL PATH • ALL the tasks that determine the end date in your project schedule. • The critical path is the longestPATH, through the “AON” NETWORK (Activity On Node-explanation on 2nd slide from this one—slide # 13) • Longest path of planned activities to the end of the project • Longest time in (days/weeks/months) • To be startedand completedexactly as scheduled to ensure the project is completedby a certain date • ONE activity can NOT be done before the previous activity is completed

  10. CRITICAL PATH cont. • The critical path is the shortestpossibleTIME in which the ENTIRE project can be completed in • Any delay in ANYof the “Critical Path” activitiesdelays the project • All “Critical Path” activities have to be in sequence” • “Critical” does NOT refer to how important the task is, but rather the IMPACT the SCHEDULING of these tasks has on the FINISH date of the project

  11. Activity on Node (AON) Explained

  12. AON EXAMPLE 1: “Hanging a Picture” • Choose a place on the wall • Buy the screws • Choose the picture • Drill a hole • Screw in the screws • Hang the picture • Some of these tasks can NOT startbefore the others are finished. • Therefore, some tasks are DEPENDENTon the others.

  13. “Hanging a Picture” cont.Example of a “PRECEDENCE TABLE”STUDENTS TO DRAW THE “AON” A B C D A E B D F E C • 1) “drill a hole,” 2) “screw in the screws” and 3)“hang the picture” form a sequence of tasks that must be performed in a specificorder • These 3 tasks will be will be placed on the “Critical Path”

  14. “Hanging a Picture” ANSWER CHOOSE A PLACE ON THE WALL DRILL A HOLE D A SCREW IN THE SCREWS BUY THE SCREWS E START B F C HANG THE PICTURE CHOOSE THE PICTURE

  15. AON (Activity on Node) Example of a “PRECEDENCE TABLE”: “ABC Paper Manufacturing” Activities & predecessors (“Smoke Stack)

  16. Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25 Determining the Project Schedule Perform a Critical Path Analysis

  17. INDIVIDUAL Exercise: Calculate the “Critical Path” Example of a “PRECEDENCE TABLE” AND:STUDENTS TO DRAW THE “AON” 2 Weeks 3 Weeks 2 Weeks 4 Weeks 4 Weeks 3 Weeks 5 Weeks 2 Weeks HINT: SHOW NEXT SLIDE

  18. Activity A (Build Internal Components) A Start Activity B (Modify Roof and Floor) B Start Activity AON – Step 1 BUILD INTERNAL COMPONENTS MODIFY ROOF & FLOOR

  19. F A C E Start H B G D AON 3 weeks 2 weeks INSTALL POLLUTION CONTROL SYSTEM 3 weeks CONSTRUCT COLLECTION STACK 2 weeks 2 weeks 2 weeks BUILD INTERNAL COMPONENTS 4 weeks 2 weeks 2 weeks BUILD HIGH TEMP BURNER 3 weeks 3 weeks 5 weeks 4 weeks 4 weeks INSPECT & TEST MODIFY ROOF & FLOOR POUR CONCRETE & INSTALL FRAME INSTALL AIR POLLUTION DEVICE “Arrows” Show Precedence Relationships

  20. Example 3of a “PRECEDENCE TABLE”STUDENTS TO DRAW THE “AON”

  21. “KOLL BUSINESS CENTER” ANSWER CONSTRUCTION PLANS 15 35 STAFF REPORT 15 5 E B H APPLICATION APPROVAL 170 TRAFFIC STUDY 10 OCCU- PANCY 10 G A F C WAIT FOR CONSTRUCTION 5 COMMISSION APPROVAL D SERVICE AVAILABILITY CHECK

  22. Resource planning

  23. RESOURCE Planning • Questions to be answered when planning resources: • What needs to be done? • Whoor what can do the work? • Is this resourceavailable? • How will this resourceaffectschedules and costs? • RACI(Responsible, Accountable, Consulted, Informed) Chart • Estimating would be completed here but we are not going to get into this in this course

  24. RACI Chart • R = Responsible • A = Accountable(or Approve) • C = Consulted • I = Informed • Project Manager does not necessarily have a role ineveryactivity • Activities 1 -5

  25. RACI Model • Steps in a RACI process • Identify all the activities • Identify the roles • Complete the cells accordingly (R,A,C,I) • Resolve overlaps & gaps • Every process should contain only one “R”

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