Back to basics Project planning References

Back to basics Project planning References www.phwiki.com

Back to basics Project planning References

Daniel, John, News Director has reference to this Academic Journal, PHwiki organized this Journal John Potter Plymouth Business School University of Plymouth Project Management The project environment Project definition Project objectives Project scope Specification Project strategy The importance of project milestones Back to basics The project planning is a key part of the process It determines cost in addition to duration, level of resources in addition to duration of the project, the allocation of work in addition to resources, the ability to monitor progress in addition to assess the impact of changes The process may be shown as five stages: Identify activities Estimate times in addition to resources Identify relationships in addition to dependencies Identify schedule restraints Create the schedule Effective project working is more about the human aspects than the technical aspects as computer software can today h in addition to le most of the planning activity Project planning

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Monitoring tools which are appropriate to the particular project Maintaining commitment of all stakeholders Discussion, planning, doing in addition to reviewing cycles as a continuous process Using targets in addition to milestones effectively Achievement graphs Creating a high per as long as ming team The superteam charter Obsessive in the pursuit of success High expectations of ourselves in addition to others Demonstrating respect as long as all stakeholders Giving early warning of possible problems Working hard to keep each other up to date with progress Moving from blame frame to outcome frame when things go wrong Representing the project in addition to its team positively both inside in addition to outside the organisation Valuing, involving in addition to being open with invisible team members Underst in addition to ing how our own roles fit in with others Being open when per as long as mance does not match aspiration in addition to ensuring that we take the appropriate action to get things back on track A complex process Identifying all tasks in addition to estimates Being aware of restrictions on start in addition to completion dates Identifying parallel activity Identifying the critical path Taking into account resource issues

This identifies the shortest time as long as project completion An excellent example is shown on page 84 of project leadership by Briner, Geddes in addition to Hastings. This network diagram shows the key issues of events numbers, earliest start in addition to latest finish times The critical path is clearly defined Another excellent description with examples of critical path method is shown in ‘Operations Management’ by Slack, Chambers in addition to Johnson pages 536 to 539 in addition to includes a section on calculating float, which relates to the ability to change the timings of activities in various parts of the project to accommodate resource in addition to other issues. Many types of estimate – ball park, worst case, best case etc PERT gave us a mathematical approach which gives optimistic, a most likely in addition to a pessimistic estimate Using basic statistics one approach to estimates is based on the as long as mula te = t0 + 4tl +tp 6 Where te is the expected time, tl is the most likely time Where t0 is the optimistic time, tp is the pessimistic time Page 542 of ‘Operations Management’ shows how this beta probability distribution can be developed into comprehensive analysis of means in addition to variances throughout a network Project leader is not an accountant Awareness of financial issues is very useful Capital PFI (Private Finance Initiative) Cashflow Monitoring

A benefit of network analysis is the identification of resource constraints Rescheduling may reduce the pressure on resources simply by rescheduling some activities Operations Management gives some useful in addition to clear examples In particular the process of ‘crashing networks’ is discussed which a process of reducing time spans on critical path activities so that the project is completed in less than the planned time. (See Operations Management Page 545). ‘Operations Management’ by Nigel Slack, Stuart Chambers in addition to Robert Johnson (2001) Prentice Hall Slack. N., Chambers. S. & Johnson, Right. (2001) Operations Management. Prentice Hall Briner. W., Geddes. M. & Hastings .C. (1990) Project Leadership. Gower: Aldershot, Engl in addition to . Project Management Institute (2009) A Guide to the Project Management Body of Knowledge: PMBOK Guide. Pretorius. F., Lejot. P., McInnnis. A., Arner. D. & Hsu, B.F.C (2008) Project Finance as long as Construction in addition to Infrastructure: Principles in addition to Case Studies. Blackwell Publishing: Ox as long as d. References This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme. This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: Engl in addition to & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/). The resource, where specified below, contains other 3rd party materials under their own licenses. The licenses in addition to attributions are outlined below: The name of the University of Plymouth in addition to its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. The JISC logo, the in addition to the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK Engl in addition to & Wales license. All reproductions must comply with the terms of that license. Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved Text as long as audio

Daniel, John WOOF-AM News Director www.phwiki.com

Daniel, John News Director

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