Project Management course lecture notes

lecture notes on engineering project management and lecture notes on information systems project management pdf free download
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Published Date:11-07-2017
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Project Management Essentials DRAFT for discussion onlyOur Approach to the Workshop Leading Discussion Tools & Usage Case Activity Practices We will introduce the We will discuss leading A deep dive into tools You will team up and module topic with an practices in Project show you the relevance apply leading practices initial discussion on the Management and and application method and tools to a case study topic’s relevance identify elements that for each tool example will help us succeed in the field Summary & Knowledge Objectives Reflection Check Each module begins with Knowledge checks after A concise summary objectives to ensure you each leading practice helps you solidify key understand what we will section help you retain takeaways from the learn foundational information module and reflection provides an opportunity to discuss how you will apply PM skills 2Course Agenda – Day 1 Topic Description • Project Design Overview • Project Planning Matrix Module 1: Project Design • Logic Structure • Work Breakdown Structure (WBS) • Project Planning Overview Module 2: Project Planning • Activity Planning • Network Analysis • Resource Planning & Budgeting Overview Module 3: Resource Planning & Budgeting • Cost Management • Budgeting 3Course Agenda – Day 2 Topic Description • Risk Management Overview Module 4: Risk Management • Risk Management Lifecycle • Stakeholder Management Overview Module 5: Stakeholder Management • Stakeholder Analysis • Implementation Management Overview • Implementation Tracking Module 6: Implementation Management • Monitoring Implementation Activities • Closing-Out Implementation Activities • Training Recap Wrap-up & Evaluation • Final Remarks 4Module 1: Project DesignProject Design The Project Design Module includes both the Logic Model and Work Breakdown Structure Work Breakdown Structure Logic Model Each unit incorporates a holistic learning approach with the following key components: Introduction Leading Tools & Case Summary & Objectives Practices Usage Activity Reflection 6Project Design Learning Objectives After This Unit, You Can: • Understand the key steps in Project Design • Identify the components of a Logic Model and their relationship • Put the Logic Model in the context of Project Management • Define a Work Breakdown Structure (WBS) and list the steps to create one • Explain why the WBS is the foundation of a project • Use the Logic Model and WBS Templates in a real-life situation 7The Project Planning Matrix The PPM is the Overview of the Project Hierarchy of Means of External Factors Indicators Objectives Verification (Assumptions, Risk) Development Impact Source of Objective Indicators Information Project Outcome Source of Development Assumptions, Risks Indicators Information Objective Output Source of Outputs Assumptions, Risks Indicators Information Activities Resources Inputs Assumptions, Risks 9 Service / Product Delivery Results EffectsThe Logic Model – The Intervention Logic The five core components of the Logic Model include Inputs, Activities, Output, Outcome, and Impact Opportunity to Increase Effectiveness Opportunity to Increase Efficiency 5. Inputs 4. Activities 3. Output 2. Outcome 1. Impact Resources associated Actions taken to The delivered The objective the The effect of the with the project produce results services that result project is project on the (i.e. what will it from a series of designed to broader environment cost to deliver the activities contribute to project?) Performance Indicators 10WBS Template The WBS template should be used to capture 100% of the work defined by the project scope, and to capture all deliverables 5. Inputs 4. Activities 3. Output 2. Outcome 1. Impact IMPACT WBS Alignment OUTCOME OUTCOME with Logic Model WBS WBS WBS WBS OUTPUT OUTPUT OUTPUT OUTPUT Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Inputs Inputs Inputs Inputs 11The Work Breakdown Structure (WBS) Work Breakdown Structure (WBS) is a hierarchical breakdown of elements of the logic model. The WBS serves to organize and define the total scope of the project Decomposition: The subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the Activity, Sub-Activity or Task Level Tip: Create a WBS for the project before completing a Concept Note. The WBS will assist with determining the I content for the Concept Note 12The WBS is the Foundation of the Project WBS is the link to project design and the first project planning activity 1. What do I need to do? Refine Scope WBS Define Activities 2. What do I do first? How Scheduling long will it take? Network Start Finish Diagram 3. What resources will be needed? Budgeting Resources 13Activity Planning Template The Activity Planning Template helps align the logic model elements with the WBS Link Link Outcome Output ACTY IMPACT to OUTCOME (OC) to OUTPUT (OP) ACTIVITY OCs OPs 1 As-is process mapping and analysis Reduction of time 20% private sector OC1; to obtain new OP1; savings OC1 OP1 Licensing Reform OC2 license OP2 2 Process re-engineering SUB- PREDEC Resource ACTY SUB-ACTIVITY Start End E-SSORS Responsible 1.1 Review and analyze previous reform efforts, past efforts None Name 4/21/11 4/26/11 1.2 Mapping and diagnostics of the 6 trade and 4 non-trade None Name 4/22/11 4/27/11 1.3 Design survey re: experiences with licensing 1.2 Name 4/23/11 4/28/11 1.4 Conduct survey 1.3 Name 4/24/11 4/29/11 1.5 As-is process mapping analysis completed 1.4 Name 4/25/11 4/30/11 2.1 Identify best practices relevant to Afghan context 1.2 Name 4/26/11 5/1/11 2.2 Study as-is analysis, suggest reform proposals, set 1.2 Name 4/27/11 5/2/11 2.3 Obtain endorsement of new process by Minister of 2.2 Name 4/28/11 5/3/11 2.4 Process re-engineering complete 2.3 Name 4/29/11 5/4/11 14Module 2: Project PlanningProject Planning Learning Objectives After This Unit, You Can: • Systematically identify relevant activities to achieve required outputs • Define network analysis and its uses in project planning • Perform a forward pass, a backward pass, and calculate a float • Identify the critical path in your project plan 16Activity Scheduling Defining what goes first and how long activities take is the second step 1. What do I need to do? Refine Scope WBS Define Activities 2. What do I do first? How Scheduling long will it take? Network Start Finish Diagram 3. What resources will be needed? Budgeting Resources 17Activity Planning Steps Activity Planning typically includes three steps that allow the project schedule to be created Planning Step Description Outcome Identify activities that Project Schedule 1. Activity will generate project Definition results Identify the order of 2. Activity activities, considering Sequencing their relationship 3. Activity Estimate the time needed to complete Duration activities Estimating Proper activity planning provides the framework for developing an integrated project approach and implementation plan, ultimately allowing for the creation of the project’s Design Document 18Defining Activities Outputs should be decomposed into activities that allow the project to achieve the desired impact. These activities are typically: Estimated Managed Measured Each activity outlined within the WBS must be complete and accurate, as it will be leveraged to develop the project schedule. WBS WBS WBS WBS OUTPUT OUTPUT OUTPUT OUTPUT Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity 19Network Diagram Template The Network Diagram Template may be created to schematically show the sequencing of projects Start Finish A completed network diagram can be used to identify the critical path of a project, which is the series of dependent activities that determines the shortest possible duration of a project 20Activity Duration Estimating Consider these elements in estimating the number of work periods that will be needed for each activity  Potential and available resources and capabilities  Constraints  Delays and lag-times  Risks and build-in reserve/contingency time  Input from subject matter experts and historical information  Assumptions  Start and end dates for project activities 21

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