PROJECT MANAGEMENT

REVIEW OF CONCEPT, VALUE, LIFE CYCLE, WORK BREAKDOWN

STRUCTURE (WBS), CONSTRAINTS,PERT/CPM.
 REVIEW OF CONCEPT

THE VALUE OF PROJECT MANAGEMENT

• ALLOWS FOR EXCELLENT ORGANIZATION AND TRACKING

• BETTER CONTROL AND USE OF RESOURCES
• REDUCES COMPLEXITY OF INTER-RELATED TASKS
• ALLOWS MEASUREMENT OF OUTCOME VERSUS PLANS
• EARLY IDENTIFICATION OF PROBLEMS AND QUICK CORRECTION
 REVIEW OF CONCEPT

PROJECT LIFE CYCLE

Concept Planning Execution/Control Closing

Design-Build-Test-Accept-
Definition Analysis Operation
Implement

20% 60%
5%
15%
 REVIEW OF CONCEPT
THE TRIPLE CONSTRAINT OF PROJECTS
1. ON TIME, BUDGET, QUALITY = REQUIRED SCOPE

TIME

SCOPE
COST QUALITY
 REVIEW OF CONCEPT
THE TRIPLE CONSTRAINT OF PROJECTS
2. INTEGRATION MANAGEMENT
 PROJECT INTEGRATION MANAGEMENT DESCRIBES THE PROCESSES
REQUIRED TO ENSURE THAT THE VARIOUS ELEMENTS OF THE PROJECT
ARE PROPERLY COORDINATED. IT CONSISTS OF PROJECT PLAN
DEVELOPMENT, PROJECT PLAN EXECUTION, AND OVERALL CHANGE
CONTROL.
 PROJECT INTEGRATION MANAGEMENT IS A WAY OF MAKING
VARIOUS PROCESSES WORK TOGETHER. MEANING, IT TAKES THE
NUMEROUS PROCESSES THAT ARE BEING USED IN A PROJECT AND
MAKES SURE THAT THEY'RE COORDINATED. PROJECT INTEGRATION
MANAGEMENT ACCOMPLISHES THIS BY MAKING TRADE-OFFS.
 REVIEW OF CONCEPT
THE TRIPLE CONSTRAINT OF PROJECTS
3. TRADE OFFS
 TRADE-OFFS ARE THE RESULT OF A PROCESS WHERE THE TEAM
EVALUATES OPTIONS FOR THE PROJECT AND DECIDES WHICH
APPROACH BEST MEETS THE PROJECT'S GOALS.
 THE TIME, COST, PERFORMANCE TRIANGLE(SCOPE), KNOWN AS THE
TRIPLE CONSTRAINT, IS THE "MAGIC COMBINATION" THAT PROVIDES
THE BASIS FOR PROJECT TRADE-OFF DECISIONS AND KEEPS THE
PROJECT MANAGER CONTINUOUSLY PURSUING A BALANCE OF THESE
ELEMENTS TO ACHIEVE PROJECT SUCCESS.
 REVIEW OF CONCEPT
SCOPE MANAGEMENT
WORK BREAKDOWN STRUCTURE
A WORK BREAKDOWN STRUCTURE (WBS) IS A HIERARCHIC
DECOMPOSITION OR BREAKDOWN OF A PROJECT OR MAJOR
ACTIVITY INTO SUCCESSIVE LEVELS, IN WHICH EACH LEVEL IS A
FINER BREAKDOWN OF THE PRECEDING ONE.
 REVIEW OF CONCEPT
SCOPE MANAGEMENT
WORK BREAKDOWN STRUCTURE
PURPOSE OF WBS:
• PRIMARILY TO SEE THE ENTIRE SCOPE OF THE PROJECT AND INCLUDE ALL
ACTIVITIES NECESSARY TO COMPLETE THE PROJECT.
• TO RESOLVED COMPLEX TASK INTO SMALLER MANAGEABLE TASKS
• TO GROUP ACTIVITIES ACCORDING TO DIFFERENT CRITERIA SUCH AS LOCATION,
RESPONSIBILITY, JOB ORDER, ETC.

• ENSURING THAT THE PROJECT INCLUDES ALL THE WORK

REQUIRED, ONLY THE WORK REQUIRED.
• DIVIDING THE WORK INTO MAJOR PIECES, THEN SUBDIVIDING
INTO SMALLER, MORE MANAGEABLE PIECES.
 REVIEW OF CONCEPT
SCOPE MANAGEMENT
WORK BREAKDOWN STRUCTURE - FORMATS
1. ORGANIZATION CHART METHOD
0.
Title

1. 2. 3.
Major Phase 1 Major Phase 2 Major Phase 3

1.1 1.2 1.3

Section 1 Section 2 Section 3
of Phase 1 of Phase 1 of Phase 1
 REVIEW OF CONCEPT
SCOPE MANAGEMENT
WORK BREAKDOWN STRUCTURE - FORMATS
2. OUTLINE METHOD
0. TITLE
1. MAJOR PHASE 1
1.1 S1 OF PHASE1
1.2 S2 OF PHASE1
1.3 S3 OF PHASE1
2. MAJOR PHASE 2...
ETC.
 REVIEW OF CONCEPT
SCOPE MANAGEMENT
WORK BREAKDOWN STRUCTURE – TYPICAL TASKS

Detailed WBS Example

for Process flow for pipe
laying Implementation
 REVIEW OF CONCEPT
PROJECT TIME PLANNING
ESTIMATING EFFORT: 3 METHODS

1. PROFESSIONAL JUDGMENT
• “EXPERT” PICKS A NUMBER (OUT OF THE AIR!)
• REQUIRES AN EXPERT
• REQUIRES EXPERIENCE
• GOOD MEMORY
• MAY IGNORE PEOPLE
• VERY RELIABLE FOR THEMSELVES
 REVIEW OF CONCEPT
PROJECT TIME PLANNING
ESTIMATING EFFORT: 3 METHODS
2. HISTORY
• LOOK AT TABLES OF PAST ACTUALS ON MAJOR TASKS
• INTERPOLATE
• REQUIRES PROFESSIONAL JUDGMENT
• REQUIRES GOOD HISTORY (WHICH CHANGES!)
3. FORMULA
3.1 VARIABLES
• DETERMINE MAJOR VARIABLE FACTORS (TASK,
PERSON)
• USING MEASUREMENT DETERMINE FORMULA OF
FACTORS
• INTERVIEW AND PLUG INTO FORMULA
 REVIEW OF CONCEPT
PROJECT TIME PLANNING
ESTIMATING EFFORT: 3 METHODS
3.2 FUNCTION POINTS
• DETERMINE SMALLEST PIECES (FUNCTION POINTS) OF
PROJECT.
• USING MEASUREMENT ESTABLISH TIME FOR EACH ONE.
• FOR NEW PROJECT, BREAK INTO FUNCTION
POINTS; ADD UP TIMES, THEN MULTIPLY FOR WORKER
PRODUCTIVITY.
 END OF PRESENTATION
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