Modul PMF - Project Planning

MODULE
Project Planning
Copyright Prosys Solutions International

All rights Reserved
MODULE 3
Project Planning
Risk Management Plan
Project Management Plan
Prosys Solutions Intl
Cost Management Plan
Project Charter
Requirements
Management Plan
A description of the PM approach or strategy

Work Breakdown Structure (WBS)
Cost estimates, Schedule, Responsibility
Schedule Management
Plan
Assignments (each task if necessary)
Scope Management Plan
Performance measurement baseline (scope,

schedule, cost)
Major milestone
Staffing Management
Plan
Key staff
Quality Management
Plan
Change
Procurement
Risk Response Plan Management Plan Management Plan
Configuration
Management
Plan
Communication
Management Plan
MODULE 3
Project Planning
Project Scope & Product Scope

Remember that project scope product scope
Project scope
Work performed to deliver the product, service, or result
with the specified features and/or functions
May include product scope
Measured against Project Management Plan
Product scope
Features and functions characterizing the product, service,
or result
Measured against product requirements
MODULE 3
Project Planning
Planning Scope Management

Scope Management Plan
includes processes for:
Preparing a detailed project scope
statement
Enabling the creation of WBS from
the detailed project scope
statement
Establishing how the WBS will be
maintained and approved
Specifying how formal acceptance
of the completed project
deliverables will be obtained
Controlling how requests for
changes to detailed project scope
statement will be processed
Requirements Management Plan

Component of the project
management plan that describes
how requirements will be analyzed,
documented, and managed
How requirements activities will be
planned, tracked, reported
Configuration management
activities
Requirements prioritisation process
Product metrics that will be used
and the rationale for using them
Traceability structure to reflect
which requirement attributes will
be captured on the traceability
matrix
MODULE 3
Project Planning
Scope Definition
Results in Scope Statement, which contains
many details concerning project and product
deliverables, as one of many basis used to
keep the project on track
Dont forget to Identify the service coverage
for:
Preparation & Resource Mobilization
Technical Solution & Infrastructure
Management of Change
Communication & Socialization
Start-up System and Commissioning
Project Hand-over
Product scope description
Description
What should be done?
Key Deliverable of the project.
Project assumptions
Function: as a Documented basis in making

project decisions
Scope Statement
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
MODULE 3
Project Planning

Creating WBS involves subdividing project
deliverables and project work into smaller,
more manageable components. WBS provides a
structured vision of what has to be delivered
deliverable-oriented hierarchical
decomposition of the total scope of work to be
carried out by project team to accomplish
project objectives and create required
deliverables
Work not included in WBS is not within project
scope
MODULE 3
Project Planning
Scope Baseline
The approved version of scope statement, WBS, and its
associated WBS dictionary, that can be changed only through
formal change control procedures and is used as a basis for
comparison original plan + approved changes
Project Scope Statement
WBS
WBS dictionary (document
providing detailed
deliverable, activity, &
scheduling information
about each WBS
component)
MODULE 3
Project Planning

Decomposition
Division & subdivision of project scope & project deliverables into

smaller, more manageable components until the work and
deliverables are defined to the work package level
WBS Level 1
WBS Level 2
WBS Level 3
WBS Level 2
WBS Level 3
Work Package
Work Package
Work Package
WBS Level 2
Work Package is the lowest level
in the WBS, and is the point at
which the cost and schedule for
the work can be reliably estimated.
MODULE 3
Project Planning
Planning Project Schedule

Define tasks and activities to be
carried out by each phase
Define the milestones &
deliverables; sequencing the
activities and tasks
Estimate duration of activities,
tasks and phases
Refine the plan
Create schedule
Refine/Tune Schedule
MODULE 3
Project Planning
Defining activities: identifying and

documenting specific actions to be
performed to produce project
deliverables
Scope definition vs. Activity definition
Activity definition: decomposition
up to activity level
Scope definition: decomposition up
to deliverables level
Rolling Wave Planning:
iterative planning technique in which
the work to be accomplished in the
near term is planned in detail, while
future work is planned at a higher level
of the WBS
As more is known about the
upcoming events, work packages can
be decomposed into more detailed
activities
MODULE 3
Project Planning
Activity sequencing
Activity sequencing: Identifying and documenting relationships
among the project activities
May use diagrams, such as PDM and ADM
PDM
ADM
Mostly represented by
Activity-on-Node (AoN)
Represented by Activity-on-Arrow (AoA)
4 relationships:
Finish to start
Start to finish
Start to start
Finish to finish
1 relationship:
Finish to start
Does not use dummy
May use dummy activity (does not require

work or time) to show task dependencies
MODULE 3
Project Planning
Network Diagram
ES
Precedence Diagramming Method (PDM)
EF
ES
EF
Activity Name 1
Activity Name 2
Duration (D)
Duration (D)
LS
Example
121
LF
LS
LF
ES : Earliest Start
EF : Earliest Finish
LS : Latest Start
LF : Latest Finish
A120
Draft Drawing
20 days
A140
Final Design
10 days
Initial Design
10 days
A130
Run Simulation
15 days
MODULE 3
Project Planning
Precedence Diagramming Method

(PDM)
Sequence Activities
12 activities, 23 logic diagrams
Begin
End
MODULE 3
Project Planning
Network Diagram
Activity
Node
1
Arrow Diagramming Method (ADM)
Node
2
Duration
Draft drawing
Example
A
10
Initial design
10 days
20 days
Node
1
A
50
15 days
No duration
Node
2
A
30
A
20
Simulation
Dummy
A
40
Final design
10 days
A
60
MODULE 3
Project Planning
Network Diagram
Precedence Relationship Types
Finish to Start
Activity A
Start to Start
Activity A
Finish to Finish
Start to Finish
FS
SS
Activity B
Activity B
FF
Activity A
Activity B
Activity A
SF
Activity B
MODULE 3
Project Planning
Network Diagram
Leads and Lags
Leads
FS 5 days
Lags
A
B
FS + 5 days
MODULE 3
Project Planning
Sequence Activities
Precedence Calculation
Forward Calculation
Backward Calculation
MODULE 3
Project Planning
Sequence Activities
Critical Path Identification and Float
Activity
No.
Duration
(Day)
Start (ES)
Finish (EF)
Start (LS)
Finish (LF)
Total
FLOAT
(TF)
A10
A20
A30
A40
A50
A60
13
13
Early
Late
Total FLOAT (TF) = (LS) - (ES) = (LF) - (EF)

Total FLOAT = 0
(Critical Path)
MODULE 3
Project Planning
Sequence Activities
Dependency Determination
Mandatory Dependency (Hard Logic)

Discretionary Dependency (Soft Logic)
External Dependency
MODULE 3
Duration
Estimation
Techniques
Project Planning
Activity duration estimation: estimating the

number of work periods needed to complete
individual schedule activities with estimated
resources
Expert Judgment
Analogous Estimating
Parametric Estimating
Reserve Analysis
Group Decision-Making Techniques
Three-Point Estimating
MODULE 3
Project Planning
Develop Schedule
Schedule baseline
The approved time phased plan
(for a project, a work breakdown
structure component, a work
package, or a schedule activity)
Define task list from each work
package
Estimate the duration for each
defined task
Do Network Planning to show
interdependency among tasks
Create project schedule baseline and
milestones
MODULE 3
Project Planning
Tuning Schedule
Fast Tracking
Schedule
Compression
Compressing Project Schedule (phases normally done

in sequence performed in parallel , at least
partially)
Higher probability of rework
Usually increases risk
Crashing
Usually increases cost

Taking action to decrease project duration
Increase productivity
Move resources from non-critical tasks or adding resources
Work overtime
Reduce the scope of work (if possible)
Subcontracting part of the work
MODULE 3
Project Planning
Workgroup Session:
Project scheduling
MODULE 3
Project Planning
Cost Estimation
Developing an approximation of the cost
of resources needed to complete project
activities
Identifying and considering various
costing alternatives
Also considering cost tradeoffs & risks,
such as:
o Make or buy
o Buy or lease
o Resource sharing to achieve optimal
costs for project
Cost Risk: who has the cost risk in a type
of contract (buyer or seller) described in
risk management
Cost Estimating is different with Pricing
(when project is performed under contract)
MODULE 3
Project Planning
Project Cost
Direct Cost
Direct Material
Direct Labor Cost
Indirect Cost
Supervisory Cost
Construction Equipment/Tools
Overhead Cost
Fringe benefits
Office and its facilities
Variable Cost
Cost that changes with the amount of work
Cost of material, supplies, wages
Fixed Cost
Cost that does not change as production changes
Sunk Cost
Cost that has been invested into or expended upon
the project
MODULE 3
Project Planning
Cost Estimating Techniques

Analogous estimating
Using the actual cost of previous, similar
projects as the cost estimation basis.
Parametric estimating
Using a statistical relationship between
historical data and other variables (e.g. square
footage in construction, lines of code in software
development, required labor hours)
Bottom-up estimating
Estimating the cost of individual work packages
then summarized or rolled up to higher levels
Three-point estimating
Considering estimation uncertainty & risk,
using three estimates to define approximate
activity cost range
MODULE 3
Project Planning
Cost Budgeting
Allocating overall cost estimates to individual
activities or work packages to establish cost
baseline for measuring project performance
Some questions to ask:
Is it expensive ?
Is it a high volume item ?
Is it complex or difficult to construct?
Is there duplication ?
Is there spare capacity ?
Does it require special skills ?
High maintenance & operation costs?
Does it use obsolete materials ?
Is the design rushed ?
Project budget includes all funds authorized to
execute the project
Cost baseline == approved time-phased project
budget, excluding management reserves
MODULE 3
Project Planning
Cash Flow, Cost Baseline and Funding Display
Cumulative Costs
Funding requirements
Cost
baseline
Expenditures
The difference between the

maximum funding and the end of
the cost baseline is Management
Reserve
Time
MODULE 3
Project Planning
Workgroup Session:
Develop Project Schedule & Cost Estimation
MODULE 3
Project Planning
Project Quality
Management
Quality
Management
Concerns
Quality Management Plan

Quality Assurance
Quality Control
Customer satisfaction
Prevention over Inspection
Continuous improvement
Management responsibility
Cost of Quality (CoQ)
MODULE 3
Project Planning
Quality Grade
The degree to which a set of inherent
characteristic fulfill requirements
(ISO 9000)
Delivered performance/result
Category assigned to deliverables

having the same functional use but
different technical characteristics
Design intent
LOW QUALITY is a problem LOW GRADE is not necessarily problem
MODULE 3
Project Planning
Describing how the organisations

quality policies will be implemented,
and how project management team
plans to meet the quality requirements
set for the project
Project quality system: organizational
structure, responsibilities, procedures,
process, and resources needed to
implement quality management
Quality management plan must
address QC, QA, and quality
improvement for the project
May contain:
Deliverables & milestones
Quality requirements
Standards for monitoring &
controlling
Process review
Major check points
Inspections & acceptance criteria
Quality
Management Plan
MODULE 3
Project Planning
CoQ refers to total cost of conformance work and nonconformance

work that should be done as a compensatory effort
May be incurred throughout the deliverables life-cycle
Post-project CoQ may be incurred because of
Product return
Warranty claim
Product recall
Errata
Cost of conformance
Money spent during project to avoid
failures
Cost of nonconformance
Money spent during & after project
because of failures
Prevention costs (build a quality product) Internal failure costs (found by project)
training, document processes,
rework, scrap, repair
equipment, time to do it right
External failure costs (failures found by
Appraisal costs (assess the quality)
customer)
testing, destructive testing loss,
liabilities, warranty work, business loss,
inspections, quality audits
legal issues
MODULE 3
Project Planning
Project Human Resource Management

the processes that organize and manage the project team.
Project Team:
is comprised of the people who have
assigned roles and responsibilities for
completing the project.
Project Management Team

is a subset of the project team and is
responsible for project management activities
such as planning, controlling, and closing.
MODULE 3
Project Planning
Form of Project Organization

Organization chart & position
description forms:
Hierarchical type charts
Graphical, top-down format
Matrix-based charts
e.g.: Responsibility Assignment
Matrix
Text-oriented formats
e.g.: Position description document,
role-responsibility-authority form
Project Organization Charts:

Functional Organization
Projectized Organization
Weak Matrix Organization
Balanced Matrix Organization
Strong Matrix Organization
Composite Matrix
Organization
MODULE 3
Project Planning
Functional Organization
Project Coordination
FUNCTIONAL
MANAGER
Chief Executive
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff engaged in project activities

on part time basis under coordination
of each functional manager
MODULE 3
Project Planning
Projectized Organization
Chief Executive
PROJECT
MANAGER
PROJECT
MANAGER
PROJECT
MANAGER
PROJECT
MANAGER
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

On full time basis under full
direction of project mgr.
MODULE 3
Project Planning
Weak Matrix Organization

Chief Executive
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

On part time under stronger influence by
Functional manager
MODULE 3
Project Planning
Balanced Matrix Organization

Chief Executive
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Staff
FUNCTIONAL
MANAGER
Staff engaged in project activities sharing

time and effort on equal basis
MODULE 3
Project Planning
Strong Matrix Organization

Chief Executive
Manager of Project
Managers
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Project Manager
Staff
Staff
Staff
Project Manager
Staff
Staff
Staff
Project Manager
Staff
Staff
Staff
Staff

With 60-90% time effort under coordination
Of designated project manager
MODULE 3
Project Planning
Composite Matrix Organization

Chief Executive
Manager Of Project
Managers
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Project Manager
Staff
Staff
Staff
Project Manager
Staff
Staff
Staff
Project Manager
Staff
Staff
Staff
Project A
Coordination
Staff

with help of additional staff assigned
& control by functional mgr.
Project B
Coordination
MODULE 3
Project Planning
Responsibility Assignment Matrix
Responsible
Accountable
Inform
MODULE 3
Project Planning
Key Factors of Determining Project Organization Form

Functional
Weak Matrix
Composite
Matrix
PROJECT
Uncertainty
LOW
MODERATE
HIGH
HIGH
Technology
STANDARD
STANDARD
COMPLEX
NEW
Complexity
LOW
LOW
MEDIUM
HIGH
Duration
SHORT
MEDIUM
MEDIUM
LONG
Size
SMALL
SMALL
MEDIUM
LARGE
LOW
MODERATE
MODERATE
HIGH
DIVERSE
DIVERSE
3 OR 4
ONE
Interdependency (Within)
LOW
MEDIUM
MEDIUM
HIGH
Interdependency (Between)
HIGH
MEDIUM
MEDIUM
LOW
Time Criticality
LOW
MODERATE
MODERATE
HIGH
Project Characteristic
Importance
Customer
Adapted from: Robert Youker.Organizational Alternatives For Project Management, Project Management Quarterly, Drexel Hill, Pa.8(1), March 1977, p.21.
MODULE 3
Project Planning
Workgroup Session:
Develop Responsibility Assignment Matrix (RAM)
MODULE 3
Project Planning
Provides guidance on how project human resources should be

defined, staffed, managed, controlled, and eventually released
Human
Resource
Plan
Roles and responsibilities

Role
Authority
Responsibility
competency
Project organization charts
Staffing management plan
Staff acquisition
Resource calendars
Staff release plan
Training needs
Recognition and rewards
Compliance
Safety
MODULE 3
Project Planning
Project Organization
Sample for Complex Project
MODULE 3
Project Planning
Project Communication Management
Stakeholder analysis
Setup project file
Define documentation standards
Choose project management tools
Define monitoring and

reporting metrics
Define reporting &

meeting procedures
MODULE 3
Project Planning
Communication Management Plan
Stakeholder communication requirements

Information to be communicated
Reason for information distribution
Time frame & frequency for the distribution of required information & receipt of
acknowledgment or response
Person responsible for communicating the information
Person responsible for authorising confidential information release
Information receiver
Methods/technologies used to convey the information
Allocated resources for communication activities
Escalation process identifying time frames & management chain for escalation of issues
that cannot be resolved at lower staff level
Method for updating & refining communications management plan as the project
progresses & develops
Glossary of common terminology
Flow charts of project information flow, workflows with possible sequence of
authorisation, report list, meeting plans, etc
Communication constraints (usually derived from specific legislation or regulation,
technology, organisational policies, etc)
MODULE 3
Project Planning
The Plan..
.. documents how you will manage and control communications

Since communications are complex, the communications
management plan should be in writing in order to be understood by
all project team members and stakeholders.
As with other management plans, the communications management
plan becomes part of the project management plan
MODULE 3
Project Planning
Stakeholder Management Planning

Stakeholder management
planning will identify how the
project will affect stakeholders,
allowing:
Development of various ways to
effectively engage stakeholders
Manage stakeholders
expectations
Ultimately achieve project
objectives
Stakeholder management
Create & maintain relationships
between and among project team
& stakeholders
Aims to satisfy the needs &
requirements within project
boundaries
MODULE 3
Project Planning
Desired & current engagement levels of key

stakeholders
Scope & impact of change to stakeholders
Identified interrelationships & potential
overlap between stakeholders
Stakeholder communication requirements
for current project phase
Information to be distributed to
stakeholders, including language, format,
content, and level of detail
Reason for the distribution of that
information & the expected impact to
stakeholder engagement
Time frame & frequency for the distribution
of required information to stakeholders
Method for updating & refining stakeholder
management plan
Stakeholder
Management
Plan
MODULE 3
Project Planning
Workgroup Session:
RAM, Communication planning, Stakeholder
management
MODULE 3
Project Planning
Project Risk
An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
projects objectives
Impact to:
Scope
Quality
Cost
Schedule
Uncertainty:
Known (Open)
Known Unknown (Blind or Hidden)
Unknown Unknown
MODULE 3
Project Planning
Risk Management Plan
Risk Management
Plan
Methodology
Roles & Responsibilities
Budgeting
Timing
Describes how risk management will

be structured and performed on the
project.
Risk Categories
Definitions of risk probability &
impact
Probability & impact matrix
It becomes the subset of

Project Management Plan.
Revised stakeholders
tolerances
Reporting formats
Tracking
MODULE 3
Project Planning
Risk Register
Document in which the results of risk
analysis & risk response planning are
recorded
List of Identified Risks
Risk event
Cause/root cause
Effect
Assigned risk owners
List of Potential Responses
Control actions
Risk symptoms & warning signs
Residual & secondary risks
Risk watch list
Contingency reserves
MODULE 3
Project Planning
Risk Analysis: Qualitative

Assess the impact and likelihood of identified risk (subjective)
Activities:
Determine which risk events warrant a
response
Determine the probability and impact
Determine which risk to analyze more fully
in risk quantification or to skip risk
quantification in favor to going directly to
risk response planning
Document non critical or non top risk
Determine the overall risk ranking for the
project
MODULE 3
Project Planning
Risk Analysis: Qualitative

Risk Event Status = Risk Probability x Risk Impact
Risk Event Status
precisely what might happen to the

detriment of the project
Risk Probability
how likely the event is to occur
Risk Impact
the severity of the consequences
MODULE 3
Project Planning
Risk Analysis: Quantitative

Numeric analysis of probability of each risk and impact on the project
Include:
Determine which risk events warrant a
response
Determine overall project risks
Determine quantified probability
Determine cost and schedule reserves
Identify risks requiring the most attention
Create realistic and achievable cost,
schedule or scope targets
MODULE 3
Project Planning
Risk Rankings
Evaluating Impact of a Risk on Major Project Objectives
Impact
Time
Cost
Scope
1
Insignificant
schedule
slippage
2
Delivery plan
milestone
delay
within
quarter
16
Delivery plan
Delivery plan
Delivery plan
milestone
milestone
milestone delay
delay of
delay\outside
of one quarter more than one
fiscal year
quarter
Insignificant
cost increase
<5% cost
increase
510% cost
increase
1020% cost
increase
>20% cost
increase
Scope
decrease is
barely
noticeable
Changes in
project
limits or
features
with <5%
cost
increase
Changes in
project
limits or
features with
510% cost
increase
Sponsor does
not
agree that
scope
meets the
purpose
and need
Scope does
not meet
purpose
and need
MODULE 3
Project Planning
Risk Rankings
Time, Cost, and Scope Objectives
Large Aversion to High & Very High Impacts
Translate Score to Risk Rank
Score
16
7 14
Risk
Low
Moderate
15 ++
High
Probability
Impact
10
20
40
80
16
32
64
12
24
48
16
32
16
MODULE 3
Project Planning
Risk Probability Impact Matrix

Prob.
Threats
Opportunities
0,90
0,05
0,09
0,18
0,36
0,72
0,72
0,36
0,18
0,09
0,05
0,70
0,04
0,07
0,14
0,28
0,56
0,56
0,28
0,14
0,07
0,04
0,50
0,03
0,05
0,10
0,20
0,40
0,40
0,20
0,10
0,05
0,03
0,30
0,02
0,03
0,06
0,12
0,24
0,24
0,12
0,06
0,03
0,02
0,10
0,01
0,01
0,02
0,04
0,08
0,08
0,04
0,02
0,01
0,01
0,05
0,10
0,20
0,40
0,80
0,80
0,40
0,20
0,10
0,05
Each risk is rated on its probability of occurring and impact on an objective if it does occur. The organizations thresholds
for low, moderate or high risks are shown in the matrix and determine whether the risk is scored as high, moderate or low
for that objective
MODULE 3
Project Planning
Strategies for negative risks or threats

Avoid
Transfer
Eliminate threat or
protect the project
from its impact
Shift threat impact &

response ownership to
third party
Negative
Mitigate
Accept
Reduce risk probability

or occurrence or
impact
Acknowledge & not

take action unless the
risk occurs
Passive acceptance
Document the strategy, leaving the project team to deal with the risks as they occur,
periodically review the threat to ensure that it doesnt significantly change
Active acceptance
Usually involves establishing contingency reserve to handle the risks
MODULE 3
Project Planning
Strategies for positive risks or

opportunities
Exploit
Enhance
Eliminate uncertainty by
ensuring the opportunity
happens
Increase probability
and/or the positive
impacts
Positive
Share
Accept
Allocate some/all
ownership to third party
to benefit the project
Willing to take advantage

of the opportunity but
not actively pursuing it
MODULE 3
Project Planning
Cause-related
Avoid
Risk Response Strategies
Exploit
Outsource-related
Transfer
Share
Probability & impact-related

Mitigate
Enhance
MODULE 3
Project Planning
Workgroup Session:
Risk Analysis
MODULE 3
Project Planning
Procurement Management
Identify potential
vendors/contractors
Assess and select

shortlist vendors
Identify seller
selection planning
Update Project Plan
MODULE 3
Project Planning
Procurement Documents
Bid and Quotation
Generally used when the source selection
decision will be price driven.
Proposal
Generally used when non financial
consideration such as technical skills or
approach are paramount
Common names of procurement documents
IFB : Invitation for Bid
RFP: Request for Proposal
RFQ: Request for Quotation
IFN : Invitation for Negotiation
CIR : Contractor Initial Response
MODULE 3
Project Planning
Types of Contract
Fixed Price or Lump-Sum
Fixed Firm Price (FFP)
Fixed Price Incentive Fee (FPIF)
Fixed Price with Economic Price
Cost Reimbursable
Adjustments (FP-EPA)
Cost Plus Fee
(CPF) or Cost
Cost Reimbursable
Plus Percentage
of Cost
Cost
Plus(CPPC)
Fee (CPF) or Cost Plus
or Cost Plus
Percentage of Cost (CPPC) or Cost Plus
Award Fee
(CPAF)Fee (CPAF)
Award
Cost Plus Fixed
Cost Plus Fixed Fee (CPFF)
Fee (CPFF)
CostPlus
PlusIncentive Fee (CPIF)
Cost
Incentive Fee
(CPIF)
Time and Material (T&M)
MODULE 3
Project Planning
Contract types to be used

Risk management issues
Constraints & assumptions
Make-or-buy decisions, procurement matrix
Evaluation criteria
Direction for managing multiple sellers
Requirement identification for performance
bonds or insurance contracts
Direction to be provided to the sellers
Form and format for procurement
Procurement documentations
Guidance to coordinate procurement with
scheduling, performance reporting, and project
activities
Prequalified sellers identification
Procurement metrics
Project
Procurement
Plan

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MODULE

Copyright Prosys Solutions International

Risk Management Plan

Project Management Plan

Prosys Solutions Intl

Cost Management Plan

A description of the PM approach or strategy

Assignments (each task if necessary)

Scope Management Plan

Performance measurement baseline (scope,

Prosys Solutions Intl

Project Scope & Product Scope

Prosys Solutions Intl

Planning Scope Management

Requirements Management Plan

Prosys Solutions Intl

Product scope description

Function: as a Documented basis in making

Prosys Solutions Intl

Work Breakdown Structure (WBS)

Prosys Solutions Intl

Prosys Solutions Intl

Work Breakdown Structure (WBS)

Division & subdivision of project scope & project deliverables into

Prosys Solutions Intl

Planning Project Schedule

Prosys Solutions Intl

Defining activities: identifying and

Prosys Solutions Intl

Represented by Activity-on-Arrow (AoA)

Does not use dummy

May use dummy activity (does not require

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Precedence Diagramming Method (PDM)

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Precedence Diagramming Method

12 activities, 23 logic diagrams

Arrow Diagramming Method (ADM)

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Prosys Solutions Intl

Precedence Relationship Types

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Leads and Lags

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Prosys Solutions Intl

Critical Path Identification and Float

Total FLOAT (TF) = (LS) - (ES) = (LF) - (EF)

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Mandatory Dependency (Hard Logic)

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Activity duration estimation: estimating the

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Prosys Solutions Intl

Compressing Project Schedule (phases normally done

Usually increases cost

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Prosys Solutions Intl

Prosys Solutions Intl

Prosys Solutions Intl

Cost Estimating Techniques

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Prosys Solutions Intl

Cash Flow, Cost Baseline and Funding Display

The difference between the