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1.1 1.1 MASTER IN PROJECT MANAGEMENT (MPM) UNIVERSITY OF QUEBEC MGP7121 PROJECT OPERATIONAL PLANNING AND CONTROL Lecture Notes Professor: Besner Claude, Ph.D. 1.2 MASTER IN PROJECT MANAGEMENT (MPM) 1.2 1.3 WHAT IS A PROJECT? A project is a temporary endeavor undertaken to create a unique product, service or result. Temporary means that every project has a definite beginning and a definite end. A project creates unique deliverables which are products, services or results. In this course : projects that have limited ressources and that are composed of interdependant task HAT IS A PRJECT? A project is a temporary endeavor undertaken to create a unique product, service or result. Temporary means that every project has a definite beginning and a definite end. A project creates unique deliverables which are products, services or results. In this course : projects that have limited ressources and that are composed of interdependant task Planning and control 1.4 Project Life Cycle Identification of phases / go no go at each phases 1.3 1.5 Identification Conception Execution Operations Support Terminaison Project Charter Project Plan Product Implementation approval Time Resourcesuncertainty Cost of changes Stakeholders influence on total cost Project Life Cycle 1.6 Project Life Cycle Identification of phases / go no go at each phases 1.4 1.7 ResourcesTime Project Operation / CostProduct Life cycle Project Product life cycle 1.8 Cumulated cost % Cumulated cost Time Proportion of cost that cannot be modified 100% Operation Project Influence of the decision at the start of the project … Product life Cycle 1.5 1.9 D.G. Woodward International Journal of Project Management Total cost during product life Acquisition et Implementation Costs Operation and maintenance Costs $ 1 2 1+2=3 Optimal combination Value Analysis Buy cheap High total cost … Product life Cycle 1.10 Identification Conception Execution Operations Support Terminaison Project Charter Project Plan Product Implementation approval Time Resourcesuncertainty Cost of changes Stakeholders influence on total cost Project Life Cycle 1.6 1.11 Conception Execution Implementation Analysis Spiral Life Cycle Other Project Life Cycle 1.12 … Other Project Life Cycle 1.7 1.13 … Project Life Cycle 1.14 PLANNING ? Prepare for action Get the result definition 1.8 1.15 Strategic Take the good decision Levels of planning Tactical Choose the good means Operational Take the execution in charge 1.16 Best Time Least Cost Expected Results Operational Planning Delivrables Identification and decomposition Task sequencing Ressource Allocation Coordination 1.9 1.17 COSTS TIME SCOPE & QUALITY PERFORMANCE PLANNING AND CONTROL 1.18 … Project Management process groups 1.10 1.19 … Project Management process groups 1.20 (pmbok, ch. 3, 1996) … Process Groups in a phase 1.11 1.21 Identification Conception Execution Operation Support Terminaison Time ResourcesProject Life Cycle 1.22 The Planning Process Group 1.12 1.23 1st Phase Identification: •Goals •Deliverables •Constraints... WP facts P facts Estimates Estimates WHY WHAT: Scope definition Project WBS Work Package (WP) HOW: Task Network WHEN HOW MUCH Budget WP $ Schedule WP Time xxx xxx xxx xxx xxx Who : Organisation Who do WHAT Responsibility Matrix WP Resources and Stakeholders xxx xxx xxx xxx xxx MANDATE xxx xxx xxx xxx Network WHAT & HOW: Execution strategy BASELINE The Planning Process OBS 1.24 … Planning Process We are particularly interested in the four main following aspects of Project Planning: 1. to split up the project in elementary tasks, to specify the exact content of these tasks and to regroup these tasks in a structure corresponding to the strategy of management considered for the realization of the project,: this operation, that answers to the question: what to do? is named scope planning (PMBOK 5.1, 5.2, 5.3 and 6.1) 1.13 1.25 … Planning Process 2. to choose all the resources, specially people and organizations necessary to achieve the identified tasks; to explain them their role in the project and to define relations between them and with the other intervening parties. This operation, that answers to the question: Who will do what? is resource planning. (PMBOK 6.3, 9.1 and 2.3.3) 1.26 … Planning Process 3. to determine the different tasks durations, the arrangement of tasks the one with others and to establish a calendar of realization indicating the moment where each task should be executed, considering the imposed deadlines. This operation, that answers to the question: When to do what? is time planning. (PMBOK 6.2, 6.4 and 6.5) 1.14 1.27 … Planning Process 4. to value the cost of every task and the pertaining indirect costs of the project; to verify if the budget allowed by the promoter is adequate and distribute it between tasks and intervening parties; to foresee cash flows during the realization of the project. This operation that answers to the question: For how much? is cost planning. (PMBOK 7.1 and 7.2) 1.28 … Planning Process Some useful guidelines about planning: 1. Clearly define the goal of the project 2. Do not play the expert in every field 3. Act so that people feel intelligent -Help them to understand easily your project; 1.15 1.29 TWO Faces of Projects TECHNICAL Expert Knowledge to do the job MANAGERIAL Expert Knowledge to manage the project 1.30 The tools Product breakdown structure (PBS) Work breakdown structure (WBS) GANTT Barcharts CPM (Critical Path Method) PERT (Program Evaluation and Review Technique) PDM (Precedance Diagramming Method) Resources histograms Levelling Accumulated cost curve (S-curve) 1.16 1.31 Charrette et Halverson (1982) … The tools 1.32 … Planning Process EXERCISE PROPOSITION SPECIFY THE FOLLOWING ASPECTS OF YOUR PROJECT (see course plan) Project Title Project Team Project Scope Beginning and end of the project, Pre-estimated Budget, Numbers and qualification of human resources Main Phases of the Project
