1. Advanced Project Management Tools and Techniques of Project Planning Ms. Ghazala Amin Slides Courtesy: Dr. A Z. Khan

2. Project Planning Project Planning lays the foundation for organizing, implementing, closing as well as monitoring, evaluating and controlling a project with a view to realizing the project goal and objectives within the constraints of time, budget, given requirements and stakeholder expectations.

3. Project Planning Project Planning reduces uncertainty and increases understanding of the project as well as boosting efficiency in the way it is being carried out. Many project failures are attributed to mistakes and shortcomings which occurred in the project’s planning phase.

4. Project Planning: A Sentence to Remember

5. Project Planning On simple projects, planning may be undertaken by a few individuals within a short period of time at little cost. On complex projects, project planning may require weeks and months of costly work input by the project team and involved stakeholders.

6. Project Planning The quality of the project plan is determined primarily by the quality of the information used, the knowledge and experience of the stakeholders who are assigned the responsibility of developing the plan and the resources and time frame made available for it.

7. Project Planning Project plans are not static entities. They must be periodically updated as and when new information which warrants a modification or revision of the project scope, requirements and specifications, cost, schedule, risks, stakeholder informational needs and so forth comes to light. Ideally, anything that may have an impact on the project should be considered in developing the project plan.

8. Project Planning The Project Management Plan is the key deliverable output of the project planning phase. The Plan will include, inter alia, specific information on the individual project activities and tasks that need to be performed, why they need to be done, when they will be done and who will do them, what resources are needed and what criteria must be met in order for the project to be considered successful.

9. Project Planning Project Scope Plan Project Communication Plan Project Cost Plan Project Time Plan Project Quality Plan Project Risk Plan Project Human Resource Plan Project Procurement Plan Project Integration Plan PMI Standard Project Stakeholder Management

10. Selected Tools in Project Planning

11. 11 Project Goal Work Element Level 1 Work Element Work Packages Level 2 Level N The WBS divides the whole project into work elements that represent singular work units, assigned either to the organization or to an out- side agency, such as, a contractor or project partner The underlying philosophy of the WBS is to divide the project into assignable “work packages” for which accountability can be expected Projects are planned, organized and controlled around the lowest level of the WBS, i.e., the work packages Work Breakdown Structure Visualization

12. 12 Work Breakdown Structure: Example 1

13. 13 Work Breakdown Structure: Example 2

14. 14 Work Breakdown Structure: Example 3

15. 15 Work Breakdown Structure: Example 4

16. 16 Work Breakdown Structure: Example 5

17. 17 Work Breakdown Structure: Example 6

18. Project Manager Project Team Member Deliverable 1 WPM 1WPM 2 Project Team Member Deliverable 2 Project Team Member Sub deliverable 2A WPM 2AA WPM 2AB Project Team Member Sub deliverable 2B WPM 2BA WPM 2BB WPM 2BC Project Team Member Deliverable 3 Example of a Project Organization Chart

19. 19 RACI Chart Project Team Members ActivityAliyahSarfrazQaisarFarhanAmjad DefineARIII DesignIARCC DevelopIARCC TestAIIRI RACI (R = Responsible; A = Accountable; C = Consult; I = Inform) Responsibility Assignment Matrix (RACI)

20. 20 1=Actual Responsibility; 2=General Supervision; 3=Must be Consulted; 4=May be Consulted; 5=Must be Notified; 6=Approval Authority Project Linear Responsibility Chart

21. Gantt Charts: Example 1

22. Gantt Charts: Example 2

23. Gantt Charts: Example 3

24. ACTIVITY DESCRIPTION ACTIVITY IDENTIFIER ACTIVITY DURATION ES EF LS LF SLACKSLACK The CRITICAL PATH of a project is the sequence of activities that determine the project completion date – any delay in an activity or activities comprising the critical path will delay the project by a corresponding amount of time EARLY START: When can the activity start at the earliest? EARLY FINISH: When can the activity finish at the earliest? LATE FINISH: When can the activity finish at the latest? LATE START: When can the activity start at the latest? SLACK: The time for which the project activity can be delayed (also called float) SLACK: The time for which the project activity can be delayed (also called float) Project Network Diagrams: The Node

25. Koll Business Information Center Activity DescriptionPreceding Activity ActivityDuration AApproval of Application None 5 BConstruction Plans A 15 CTraffic Study A 10 DService Availability Check A 5 EStaff Report B, C 15 FCommission Approval B, C, D 10 GWait for Construction F 170 HOccupancy E, G 35 Activity DescriptionPreceding Activity ActivityDuration AApproval of Application None 5 BConstruction Plans A 15 CTraffic Study A 10 DService Availability Check A 5 EStaff Report B, C 15 FCommission Approval B, C, D 10 GWait for Construction F 170 HOccupancy E, G 35 Project Network Diagram Example (Network Components and Details)

26. The Basic Network Structure The Basic Network Structure Merge Activities Merge Activities Burst Activities Burst Activities A Approval of Application A Approval of Application C Traffic Study C Traffic Study D Service Avail- ability Check D Service Avail- ability Check E Staff Report E Staff Report F Commission Approval F Commission Approval B Construction Plans B Construction Plans H Occupancy H Occupancy G Wait for Construction G Wait for Construction Project Network Diagram Example (Graphical Depiction of the Network Components)

27. Application Approval Construction Plans Traffic Study Service Check Commission Approval Staff Report Wait for Construction Occupancy A B C D F E G H 5 15 10 5 15 170 35 5 0 20 5 15 5 10 5 30 20 3520 200 30 235 200 Forward Pass ES + Duration = EF Forward Pass ES + Duration = EF 20 15 10 20 15 200 35 5 5 5 5 5 5 30 Project Network Diagram Example (Determining the Forward Pass)

28. Application Approval A 5 Construction Plans B 15 Traffic Study C 10 Service Check D 5 Commission Approval F 10 Staff Report E 15 Wait for Construction G 170 Occupancy H 35 5 0 20 5 15 5 10 5 30 20 3520 200 30 235 200 Backward Pass LS + Duration = LF Backward Pass LS + Duration = LF 5 0 10 20 5 15 30 20 200 185 200 30 235 200 20 200 5 5 10 15 30 200 185 Project Network Diagram Example (Determining the Bckward Pass)

29. Application Approval A 5 Construction Plans B 15 Traffic Study C 10 Service Check D 5 Commission Approval F 10 Staff Report E 15 Wait for Construction G 170 Occupancy H 35 5 0 20 5 15 5 10 5 30 20 3520 200 30 235 200 5 0 10 20 5 15 30 20 200 185 200 30 235 200 Slack = LS – ES Slack = LF - EF Slack = LS – ES Slack = LF - EF 0 0 5 10 0 165 0 0 Project Network Diagram Example (Determining Slack and the Critical Path)