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5-Phase Project Management

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5-Phase Project Management

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    1. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management

    2. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management What is a Project? Complex and numerous activities. Unique – a one-time set of events Finite – with a begin and end date. Limited resources and budget Many people involved, usually across several functional areas in the organizations. Sequenced activities. Goal-oriented. End product or service must result.

    3. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management What is a Project Management? PLANNING INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL ORGANIZING ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING OUT THE WORK DEFINED IN THE PLAN CONTROLLING MONITOR AND MAINTAIN AS THE PROJECT PROGRESSES CHANGE INSTITUTING MECHANISMS NEEDED FOR SITUATIONS THAT REQUIRE CHANGE

    4. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management The 5-Phase Method The 5-Phase Method contains specific steps that expand the general process into a detailed set of procedures. 1. Define (5 Action Steps) 2 Plan (5 Action Steps) 3. Organize (5 Action Steps) 4. Control (5 Action Steps) 5. Close (5 Action Steps) 1 & 2 = Planning; 3, 4 & 5 = Implementation

    5. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Causes of Project Failure The Project is a solution in search of a problem. Only the project team is interested in the end result. No one is in charge. The project plan lacks structure. The project plan lacks detail. The project is under budgeted. Insufficient resources are allocated. The project is not tracked against its plan. The project team is not communicating. The project strays from its original goals.

    6. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Problem Identification

    7. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Project Goals - Identification Prepare and launch the new shuttle line Atlantis from Earth to the Moon Colony by March 5, 2025. Connect Italy with Sicily via the new G. Garibaldi world's longest single-span suspension bridge and have it open for traffic no later then July 2008. Design and complete testing by April, 2005, of MS Project 2005, Project Management software. Obtain an “MSc.” Degree in the EESI program from the Royal Institute of Technology by spring next year.

    8. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Objectives – Milestones The S.M.A.R.T. method Specific: Be specific in targeting an objective Measurable: Establish a measurable indicator(s) of progress. Aassignable: Make the objective capable of being assigned to someone for completion. Realistic: State what can be realistically achieved within budgeted time and resources. Time-related: State when the objective can be achieved, that is, the duration.

    9. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Resources, Assumptions and Risks Determine preliminary resources: 1. The resources were determined without project manager input. 2. The project manager determined the needed resources based on the plan. Identify Assumptions and risks: 1. What resources are required to realistically complete this objective? What risks are associated with obtaining any of these resources in a timely manner? 2. What problems and delays are likely to occur in completing this objective? 3. What effect(s) will delays have on the budget and overall project schedule and plan? 4. What are the probable time, money, and personell cost overruns to complete this project? 5. What assumptions can be made to realistically correctfor delays in completing this objective within given resources and constraints?

    10. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management WBS – Work Breakdown Structure (1) WBS is a simple decomposition process, i.e. a hierarchical representation of the project. WBS identifies the activities that must be done tobegin and complete a project. WBS involves the envisioning of the project as a hierarchy of a goal, objectives, activities, subactivities and work packages. Milestones are events that signify the accomplishment or completion of major deliverables during a project.

    11. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Succesfull Work Breakdown Structure (2) Each activity in the WBS will be: Single-purposed; Of a specific time duration; Manageable; Its time and cost easily derived; Deliverables clearly understood; Responisibilities for its completion clearly assigned; The final defined activities will be known as entities;

    12. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Steps – Work Breakdown Structure (3) Step 1: Divide the project into its major objectives such that the project is fully defined by the objectives. Step 2: Partition each objective into the activities that must be done in order to accomplish the objective. Step 3: For each activity having one or more missing characteristics divide that activity into the subactivities comprising it. Step 4: Repeat step 3 until all subactivities have the characteristics desired. Step 5: The lowest-level subactivities in the hierarchy will be the basis of the work packages that must be done in order to complete the project.

    13. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Gantt Charts (1)

    14. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Gantt Charts (2)

    15. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Gantt Charts (3)

    16. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management PERT Charts (1)

    17. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management How Charts Are Made

    18. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 The Critical Path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. For each path, sum the durations of all tasks in the path.The path with the longest total duration is the Critical Path.The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest completion date of the project.The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. 5-Phase Project Management Steps – Critical Path Method (CPM)

    19. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Critical Path Method (CPM)

    20. Weiss & Wysocky, 1992. Sustainable Project Management, 2005 5-Phase Project Management Time, Cost and Project Activities Estimating Activity Time: Optimistic completion time Pessimistic completion time Most likely completion time So we can use this formula to calculate the E – Expected completion time of activity: Average activity completion time =E = (O+4M+P)/6 Formula gives the weighted average Estimating Activity Cost: Labor Materials Other direct (travel, telephone, contracted services, etc.) Indirect (overhead) CPM = Critical Path Method (sequencing and identifying critical project activities)

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