1. WEEK 3
Project Planning

2. Project Planning
The first step in total program scheduling is understanding the project objectives. These goals may be to develop expertise in a given area, to become competitive, to modify an existing facility for later use.
The objectives are generally not independent and many times it is not possible to satisfy all objectives. At this point, management must decide the objectives as to which are strategic which are not.

3. Project Planning Typical problems with developing objectives include:
Project objectives/goals are not agreeable to all parties.
Project objectives are too rigid to accommodate changing priorities
Insufficient time exists to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough.
Effort of client and project personnel are not coordinated
Personnel turnover is high

4. Project Planning
Effective total program planning cannot be accomplished unless all of the necessary information becomes available at project initiation. These requirements are:
The statement of work (SOW)
The project specifications
The milestone schedule
The work breakdown structure (WBS)

5. The Statement Of Work (SOW)
The SOW is a narrative description of the work required for the project.
The complexity of the SOW is determined by the desires of top management, the customer, and/or the user groups.
The SOW is prepared by the project office with input from the user groups.

6. Project Specifications
A specification list separately identifies or calls out as part of the statement of work. Specifications are used for man-hour, equipment, and material estimates. Small changes in a specification can cause large cost overruns.

7. Project Specifications

8. Milestone Schedules
Project milestones schedules contain such information as:
Project start date
Project end date
Other major milestones
Data items (deliverables or reports)
Other major milestones can be review meetings, prototype available, procurement , testing.

9. Work Breakdown Structure (WBS)
A WBS is a product-oriented family tree subdivision of the hardware, services, and data required to produce the end product.
The WBS is the single most important element because it provides a common framework.

10. Work Breakdown Structure (WBS)
These are:
Total program can be described as a summation of subdivided elements
Planning can be performed
Cost and budgets can be established
Time, cost, and performance can be tracked
Objectives can be linked to company resources in a logical manner
Schedules and status-reporting procedures can be established
Network construction and control planning can be initiated
The responsibility assignments for each element can be established

11. Work Breakdown Structure (WBS)
The WBS acts as a vehicle for breaking the work down into smaller elements, thus providing a greater probability that every major and minor activity will be accounted for. The most common WBS is the six-level indented structure.
Level Description
1 Total Program
Managerial level Project
Task
4 Subtask
Technical level Work package
Level of effort

12. Work Breakdown Structure (WBS)
Level 1 is generally used for authorization and release of all work
Level 2 is used for preparing the budget
Level 3 is used for preparing schedules
These three levels of the WBS are managed by project managers

13. Work Breakdown Structure (WBS)

14. Work Breakdown Structure (WBS)

15. Work Breakdown Structure (WBS)

16. Work Breakdown Structure (WBS)
In setting up the work breakdown structure, task should:
Have clearly defined start and end dates
Be usable as a communications tool in which results can be compared with expectations
Be estimated on a total time duration, not when the task must start or end
Be structured so that minimum of project office control and documentation is necessary

17. Why Do Plans Fail?
Corporate goals are not understood at the lower organizational levels
Plans encompass too much in too little time
Financial estimates were poor
Plans were based on insufficient data
No attempt was made to systematize the plan process
No one knows ultimate objects
No one knows the staffing requirements
No one knows the major milestones dates, including written reports
Project estimates are best guesses, and are not based on standards or history
Not enough time was given for proper estimating
People are not working toward the same specifications.

18. Stopping Projects There are eight main reasons for stopping:
Final achievement of the objectives
Poor initial planning and marketing prognosis
A better alternative is found
A change in the company interest and strategy
Allocated time is exceeded
Budgeted costs are exceeded
Key people leave the organization
Problem too complex for the resources available

19. Time Management
Project time management includes the processes to manage timely completion of the project.
Define activities
Sequence activities
Estimate activity resources
Estimate activity durations
Develop schedule
Control schedule

20. Time Management

21. Scheduling Techniques
Management is continually seeking new and better control techniques to cope with complexities, masses of data, and tight deadlines that are characteristic of many industries and their highly competitive environments today, as well as seeking better methods for presenting technical and cost data to customers.

22. Scheduling Techniques
Scheduling techniques have taken on paramount importance since WW-II The most common techniques are:
Gantt or bar charts
Milestone charts
Line of balance
Networks
CPM
PERT

23. Gantt (Bar) Chart
One of the oldest but still one of the most useful methods of presenting project schedule information is the Gantt chart, developed around 1917 by Henry L. Gantt.
Gantt chart shows planned and actual progress for a number tasks displayed as bars against a horizontal time scale. It is particularly effective and easy-to-read method of indicating the actual current status for each of a set tasks.

24. Gantt Chart

25. Gantt Chart Advantages:
They are simple to understand and easy to change
They are the simplest and least complex means of portraying progress and can easily be expanded to identify specific elements that may be either behind or ahead of schedule
Disadvantages:
They don’t show the interdependencies of the activities
They cannot show the results of either an early or a late start in activities
They don’t show the uncertainty involved in performing the activity
Some of these disadvantages can be overcome with some additional technics.

26. Gantt Chart Tasks Durations (Day) Precedence Cost A 3 3.000,00 TL B 4
Example
Tasks
Durations (Day)
Precedence
Cost A 3
3.000,00 TL B 4
1.600,00 TL C 5
2.500,00 TL D 7
700,00 TL E 2
1.000,00 TL F
200,00 TL G
C,D
900,00 TL

27. Gantt Chart
Example

29. End of 1th week

30. End of project

31. End of project (time and cost)

32. End of 1th week