2. PLANNING PROJECTS
• Planning is a large and critical part of project management.
• Planning may be largely completed before much executing work
begins in traditional project management, in a completely iterative
fashion using Agile, or somewhere in between in a hybrid
environment.
• Project planning tends to be collaborative with many people involved
and integrative in that many factors need to be considered.
• Scope planning - plan the scope by collecting requirements and
creating work breakdown structures, Scheduling Projects shows how
to create and communicate project schedules.
3. DEFINING THE PROJECT SCOPE
• Scope is the process of translating stakeholder needs and
requirements into detailed specifications of the project outcomes and
products.
• Essentially, the project scope statement includes three things regarding
the total scope.
• First, the team needs to determine both what they will deliver to the
project stakeholders at the end of the project and what they need to
deliver along the way to ensure they will be successful in the end. These
are the deliverables—the product scope. For example, if a final project
deliverable is a new computer program; intermediate deliverables may
include an outline of what will be included and a prototype.
• Second, the team should decide what work needs to be accomplished to
create the deliverables. This is the project work statement—the project
scope.
• Third, the team needs to determine what will limit or influence the project
work— such as exclusions, constraints, and assumptions.
4. PROJECT SCOPE CHECKLIST
• Scope definition can vary greatly from one project to another.
• For a small, routine construction project, it may be quite simple to
determine what project outputs will be created and what work is
involved in creating them.
• On other projects, such as one large company acquiring another, it
may be very difficult to determine the total amount of work that
needs to be accomplished.
• Regardless of how easy or difficult it may be to define scope and
despite industry-specific methods that may be helpful in doing so, all
project teams need to complete each part of this process.
5. PROJECT PRIORITIES
Defining Scope in Agile Projects
• Agile projects are a type of project management approach that
emphasizes flexibility, collaboration, and iterative development.
Instead of following a rigid, sequential plan
• Agile projects break down work into smaller increments (iterations or
sprints) and continuously adapt to changing requirements and
feedback.
• In construction, for example, there are software packages that help
estimate how long it will take to hang drywall or run electrical wire.
However, in more creative endeavors like creating software, there is
little documented knowledge of how long a project will take. This is
where the adage to under promise and over deliver becomes words
to the wise.
6. • With Agile projects, the project manager is challenged with
conflicting aspirations and actions between finalizing the
scope specifications and maintaining flexibility to modify
them to meet changing business needs or adding new
requirements of stakeholders.
• The project manager and the project team must
demonstrate greater adaptability to frequently changing
scope and employ iterative or phased planning of scope.
• Consequently, Agile projects present more flexibility.
• For example, we want to be able to take credit card
payments on a website.
• Start with Broad Strokes: Define the overall project goals in
large features (e.g., "Credit Card Payments On Website").
7. • Create Personas: Develop fictional user profiles to understand who will use
the project and how they'll benefit.
• Write User Stories: Use personas to create user stories that define scope and
functionality.
• Define Acceptance Tests: Agree on how deliverables will be tested to ensure
they work.
• Prioritize the Backlog: The customer prioritizes work based on business
need, value, cost, and risk.
• Iterate and Refine: Scope is defined at a high level initially, then becomes
more specific as the project progresses through iterations.
• Focus on Working Software: Emphasize functional software over extensive
documentation.
• Adapt to Change: Be flexible and adaptable to changing requirements
throughout the project.
• Best Use: Agile scope definition works best when the project scope is unclear
at the beginning.
8. WORK BREAKDOWN STRUCTURE (WBS)
• Enhanced Clarity and Milestones Adjustment: After scope
definition, the project manager gains clearer insight into project
work and milestones, refining the high-level estimates from the
project charter, which initially may have a cost and time accuracy
range of ±50%.
• Work Breakdown Structure (WBS) Development: With a
detailed scope, the project is broken into smaller,
manageable elements using a WBS — a crucial tool in
traditional projects — helping simplify execution and
improve control over tasks and timelines.
• WBS Importance and Construction: The WBS is essential for
organizing project work; it comes in various formats and is built
through defined steps to ensure all deliverables and tasks are
structured for efficient management.
9. INTEGRATING WBS WITH ORGANISATION,
• WBS Development (Work Breakdown Structure):A project planning tool
that hierarchically breaks down the project scope into deliverable work
elements — starting with major deliverables and progressively
decomposing them into smaller, manageable parts.
• It focuses on identifying "what" the deliverables are, not "how" they will
be done.
• The WBS serves as a foundation for further planning, scheduling, cost
estimation, and control.
• The WBS also is an important project planning tool that uses the
concept of hierarchical decomposition for transforming the scope into
deliverable work elements.
10. • Managers of smaller projects sometimes perform another
process concurrent with WBS development: defining
activities and milestones.
• Activity Development (Define Activities):A separate planning
process that identifies the specific tasks and actions
required to create each deliverable listed in the WBS.
• It focuses on "how" the work will be done — determining
the steps, tasks, and sequence needed to achieve the
deliverables.
• Activities are defined after or alongside WBS creation,
especially in smaller projects, to connect tasks to milestones
and timelines.
14. Introduction to Project Scheduling
• A project schedule is a timeline that outlines tasks,
deadlines, and resource allocations.
• Why is it important?
• Ensures the project is completed on time and
within budget.
• Helps in tracking progress and identifying risks.
• Allows better coordination among team
members and stakeholders.
• Used in various fields like construction, software
development, manufacturing, and research
projects.
15. Purpose of a Project Schedule
Why do we need project schedules?
1.Time Management:
1. Organizes tasks systematically to avoid delays.
2. Defines task durations and milestones.
2.Resource Optimization:
1. Allocates resources effectively (workforce, equipment, and finances).
3.Risk Identification & Mitigation:
1. Helps anticipate possible delays and develop contingency plans.
4.Improves Communication & Coordination:
1. Ensures team members and stakeholders stay informed.
5.Performance Monitoring & Control:
1. Enables tracking of progress against planned timelines.
Example:
• In construction projects, scheduling prevents cost overruns by optimizing the sequence of
tasks such as excavation, foundation laying, and electrical work.
16. Historical Development of Project Scheduling
Early Developments:
• Henry Gantt (1910s): Developed the Gantt Chart, a visual
representation of tasks over time.
• Taylor’s Scientific Management (early 1900s): Introduced
systematic task scheduling to improve productivity.
Mid-20th Century Developments:
• 1950s: Introduction of Critical Path Method (CPM) and Program
Evaluation and Review Technique (PERT) by industries like
construction and defense.
• 1960s – 1980s: Use of computers to automate project scheduling
(e.g., early software for project management).
17. Historical Development of Project
Scheduling
Modern Advancements:
• 2000s – Present:
• AI and machine learning for predictive scheduling.
• Software like Microsoft Project, Primavera P6,
Trello, and Jira improves automation and real-time
tracking.
Example:
• NASA used PERT during the Apollo missions to handle
complex interdependent tasks.
18. Limitations of Project Schedules
Why do project schedules fail?
1.Uncertainty and Unexpected Delays:
1. Weather conditions in construction projects.
2. Supplier delays in manufacturing.
2.Rigid Structure:
1. Traditional schedules may not adapt well to unexpected changes.
3.Complex Task Dependencies:
1. A small delay in one task can cause major disruptions.
4.Resource Constraints:
1. Limited availability of workers, machinery, or materials.
Example:
• A software development project might face delays if a key developer resigns, causing
setbacks in dependent tasks.
19. How Project Schedules are Created
Step-by-Step Approach:
1.Define the Scope & Objectives
1. Identify project deliverables.
2.Break Down Work into Tasks (WBS - Work Breakdown Structure)
1. Divide project into smaller, manageable tasks.
3.Identify Task Dependencies
1. Sequential tasks: One task must be completed before another starts.
2. Parallel tasks: Tasks that can be done simultaneously.
4.Estimate Task Durations
1. Use historical data, expert judgment, or estimation techniques.
5.Assign Resources (Manpower, Materials, Budget)
6.Choose a Scheduling Method (CPM, PERT, or Gantt Chart)
7.Monitor & Adjust as Needed
20. Developing Project Schedules
Key Methods:
• Work Breakdown Structure (WBS):
• Breaks project into hierarchical levels.
• Network Diagrams:
• Illustrates dependencies between tasks.
• Critical Path Method (CPM):
• Identifies the longest path of dependent tasks.
• PERT (Program Evaluation & Review Technique):
• Uses optimistic, pessimistic, and most likely estimates to calculate durations.
• Gantt Charts:
• Visual timeline representation of tasks.
Example:
• A software development project may use CPM to determine the longest sequence of dependent
tasks, ensuring the project stays on track.
21. PERT -Program Evaluation and Review Technique
PERT is a probabilistic technique used for scheduling
projects where task durations are uncertain. It helps
project managers estimate how long a project will take based
on different time scenarios.
22. CPM (Critical Path Method)
CPM is a deterministic method used for scheduling
projects where task durations are known and fixed. It
helps project managers identify the most critical tasks that
must be completed on time to ensure the project meets its
deadline.
23. Uncertainty in Project Schedules
What causes uncertainty?
1.External Factors:
1. Market fluctuations, raw material shortages, regulatory changes.
2.Resource Constraints:
1. Unexpected unavailability of team members.
3.Scope Changes:
1. Alterations in project requirements.
How to Handle Uncertainty?
• Add buffer time (Contingency Planning).
• Regular Monitoring & Reassessment of Risks.
• Use Agile Project Management for Flexibility.
24. Gantt Chart
What is a Gantt Chart?
• A bar chart that displays project tasks over time.
• Shows start & end dates, dependencies, and progress tracking.
Advantages of Gantt Charts:
Easy to understand.
Helps in resource allocation.
Clearly identifies dependencies and delays.
Example:
• In a marketing campaign, a Gantt Chart can show timelines for tasks such as content
creation, ad placements, and social media promotions.
