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PDBM ADVANCED PROJECT MANAGEMENT DAY 2 (Units 7.5 – 7.9)

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PDBM ADVANCED PROJECT MANAGEMENT DAY 2 (Units 7.5 – 7.9) PDBM ADVANCED PROJECT MANAGEMENT Brad Bell DAY 2 (units 7.5 – 7.9) July 2017 www.regenesys.co.za REMINDERS FROM LAST WEEK … 1. Have you grabbed a copy of the prescribed textbook? 2. Have you done (or at least started) your digital assessments (MCQs) for Sections 7.1 – 7.4? 3. Additional enrichment material shown in purple SCOPE OF CONTENT Unit in study guide Chapter in prescribed text book 7.1 An overview of project management 1 – 3 7.2 Project problem analysis -- 7.3 Project team management 11–12 7.4 Project planning 4, 5, 8 & 10 7.5 Project scheduling 6 – 7 7.6 Project monitoring and control 13 7.7 Project documentation and reporting -- 7.8 Contract and tender management 14 7.9 Project closure 16 Assignment PDBM Advanced Project Management DAY 2, GENERAL INTRODUCTION Project Management Software (free) INTRO TO … ‘LIBREOFFICE’ • LibreOffice is a free and open source office suite (from The Document Foundation) available for Microsoft Windows, macOS, and Linux • Descended from OpenOffice in 2010 (other descendent = Apache OpenOffice) • LibreOffice uses the OpenDocument file format (ODF) as standard, but also saves as / opens from MS-Office and most other major office suite formats Writer A word processor = MS-Word Calc A spreadsheet = MS-Excel Impress A presentation program = MS-Powerpoint A vector graphics editor = MS-Visio (and *Draw parts of MS-Publisher) Creating and editing mathematical Math formulae Base A database = MS-Access • The basic package of LibreOffice does word processing, spreadsheets, slideshows, diagrams, databases, and mathematical formulae (all available in 110 languages) • One of the basic components is ‘LibreOffice Draw’ which mimics MS-Visio • It is designed to be used, amongst others, for drawing networking (and other) diagrams • It comes with a standard package of common network diagram icons, but additional specialised network icon packs can also be downloaded for specialised flowcharts, etc. • In addition to the ‘basic’ package, there are also additional add-ons available, such as PRM software (which can be installed independently) INTRO TO … ‘PROJECTLIBRE’ ProjectLibre is the leading open source alternative to Microsoft Project. It has been downloaded over 3,000,000 times in over 200 countries and has won InfoWorld "Best of Open Source" award. The goal of ProjectLibre is to provide free and open source project management software around the world. ProjectLibre is compatible with Microsoft Project 2003, 2007 and 2010 files. You can simply open them on Linux, Mac OS or Windows. ProjectLibre key features include:- • Compatibility with Microsoft Project • Gantt Charts and PERT diagrams • Network Diagrams • WBS / RBS charts • Earned Value Costing • Resource Histograms The main menu bar from ProjectLibre • You can see how all main project planning and management functions (e.g. WBS, network diagram, Gantt chart, people and other resources, etc.) are integrated with ‘click button’ convenience • ProjectLibre even generates (amongst others) ‘click button’ progress reports (in textual or graphic formats), showing progress of work, expenditure, contributions of people, etc. CarterRadley support videos on ProjectLibre (YouTube) Congratulations! Nice going … !! www.regenesys.co.za PDBM Advanced Project Management DAY 2, SECTION 7.5 Project scheduling (the big one for today!) DAY 2 – HOW’S OUR PROGRESS? 7.5 Project scheduling ✓ 7.6 Project monitoring and control 7.7 Project documentation and reporting 7.8 Contract and tender management 7.9 Project closure Assignment 7.5.1 WORK BREAKDOWN STRUCTURE Pages 133 – 135 in textbook • Either: “A work breakdown structure (WBS) is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives” (PMBOK) • Or: “A WBS is when you take a big job and break it down into small steps” • Or alternatively: “How do you eat an elephant? One bite at a time” • A WBS can take any one of several different styles or formats, but they generally follow the same rules • 100% rule: The WBS must include 100% of the work defined by the project scope and capture all deliverables – internal, external, interim; no more, no less • Mutually exclusive elements: The WBS must allow no overlap in scope definition between different elements, causing possible ambiguity or duplication • Plan outcomes, not actions: The WBS elements must be defined in terms of outcomes or results, not actions. This avoids being over-prescriptive regarding methods, allowing for greater creative thinking • Level of detail: The WBS breaks work down into the smallest unit, i.e. ‘work package’, the smallest reasonable unit of work that can be costed / delegated / monitored, etc. • Numbering: WBS elements must be numbered hierarchically and sequentially Example: Horizontal WBS Example: Vertical WBS Examples: Chart v text formats Example: Left-hand column of Gantt Chart 7.5.2 PROJECT LOGIC EVALUATION Pages 135 – 142 in textbook The next step is to sequence the activities through project logic evaluation (PLE). This is important for planning:- • Time: The project manager must know when each WBS activity will start and finish, and, by extension, when the project as a whole will be complete. • Cost: With regard to budgeting, the project manager should indicate when expenditure will start and end for each activity (i.e. cash flow implications). • Quality: The PLE defines the work windows for each task and work package, which will determine the scheduling of any necessary testing. • Sequence: Activities may run sequentially or in parallel, and have predecessors / dependencies. This can be represented through network diagrams … … which can become increasingly complicated / info rich ‘ProjectLibre’ style 7.5.3 PROJECT TIME CONTROL Pages 138 – 142 in textbook • How long does each activity take? (e.g. calculated using *PERT) • What is the longest (slowest) path in your network diagram? This is your ‘critical path’ defining the quickest path to completion • Which activities fall along this critical path? These are the critical activities • When a risk delays a critical activity, it causes ‘drag’ (i.e. slows down the whole project) • Non-critical activities don’t directly affect the core timeline, and can have ‘float’ or ‘slack’, which means any delays don’t directly affect the whole project *Programme Evaluation and Review Technique (PERT) Pages 227 – 230 in textbook When you want to estimate how long any particular project activity will take, you should:- • Make an optimistic estimate (‘If everything goes right first time, how long would this take …?’) • Make a realistic estimate (‘If most things go right, and a few things go wrong, how long would this take … ?’) • Make a pessimistic estimate (‘If everything that can go wrong, does go wrong, how long would this take …?’) • Then combine (1 x optimistic) + (4 x realistic) + (1 x pessimistic) and divide by 6 for PERT estimate • Note: The gap between (a) optimistic and realistic is usually smaller than the gap between (b) realistic and pessimistic, which is normal *Examples of PERT time estimate calculations https://www.youtube.com/ watch?v=t6KVR80B7Dc www.regenesys.co.za VIDEO: https://www.youtube.com/watch?v=t6KVR80B7Dc 7.5.4 SCHEDULING Pages 143 – 146 in textbook • Project scheduling is the conversion of work breakdown structures and logical sequencing into an achievable methodology for their completion: it creates a timetable and reveals the logic that relates project activities to each other in a coherent fashion. • Gantt charts (also known as ‘project barcharts’, ‘timebar schedules’, etc.) are the most common tools for scheduling project information. • Gantt charts have been automated in almost every available PRM software package (resulting in many different styles) Explanatory layout of Gantt Chart Gantt Chart with progress indicators (e.g. shading in the bars, ‘today line’, etc.) Example of ProjectLibre Gantt Chart Add, edit, delete tasks, timeframes (including progress), predecessors, resources, etc. Gantt Chart with same info automatically develops itself as info is changed 7.5.5 SCHEDULE CONTROL • One of the most common tools to monitor and control the schedule is milestone analysis. • A milestone is an event or stage of the project that represents a significant accomplishment on the road to the project's completion. • Completion of a deliverable (a combination of multiple project tasks), an important activity on the project's critical path, or even a calendar date can all be milestones. Setting milestones in ProjectLibre • Each task in ProjectLibre is fully editable, and one of the options available is to “display task as milestone” which then changes the visual appearance, reporting, etc. • Note: It may sometimes be better to insert a ‘milestone task’ in between all the normal tasks at important stage points QUICKIE PRACTICAL • ‘Project scheduling’ is when you make a WBS, network (sequencing) diagram, do PERT calculations, and compile everything into a Gantt chart Can some brave volunteer please come forward and … • Tell us about a project you know of • Describe the kind and amount of planning the project team did or did not do • Explain the end result of the project’s success or failure Please remember not to forget to remember to:- 1. Check out the ‘Key Points’ summarising this unit 2. Do your digital assessment (MCQs) for this unit online END OF Congratulations! THE Nice going … !! UNIT www.regenesys.co.za PDBM Advanced Project Management DAY 2, SECTION 7.6 Project monitoring and control DAY 2 – HOW’S
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