Time Cost optimization for Accelerated Project Delivery Thesis 2010-11 |1

Project checklist from Project Management BOK

Adopted and Effective Adopted and Suffeciently
1 Not Adopted 2 Adopted but not effective (Scope of Improvement) 3 4
(Scope of improvement) Effective

Name of the project Desirable PM Action Akshardham Games Village, Riverview Apartments, Lucknow
Housing, New Delhi

Project Parameters
Project Scope Management
Scope Defination Subdividing the major project deliverables into smaller, more manageable
components
Scope statement Elaborating and Documenting the Project Work. 1 2 3 4 1 2 3 4
A predefined budget highly likely to limit the team's option regarding scope, staffing
Constraints 1 2 3 4 1 2 3 4
and schedule.
Scope Verification Process of obtaining formal acceptance of the project scope by
Client.Requires reviewing deliverables and work results to ensure that all were
completed correctly and satisfactory.
It organize and summarize the information gathered and present the result of day to
Performance reports
day work.It includes bar chart.
Daily Progress reports 1 2 3 4 1 2 3 4
Monthly Progress reports 1 2 3 4 1 2 3 4
Quaterly Progress reports 1 2 3 4 1 2 3 4
Scope Change Control Scope Change Control is concerned with
a)Influencing the factors that create scope changes to ensure that changes are
agreed upon.
b)detrmining that a scope change has occurred.
c) Managing the actual changes when and if they occur.
It is deleiverable-oriented grouping of project components that organizes and defines
the total scope of the project; work not in the WBS outside is often used to develop
Work break down structure or confirm a common understanding of project scope. 1 2 3 4 1 2 3 4

Analysis of project performance often generates a request for a change to some

Change requests 1 2 3 4 1 2 3 4
aspect of the project.
Plan describes how project scope will be managed and how scope changes will be
Scope management Plan 1 2 3 4 1 2 3 4
integrated into the project.
PERFORMANCE SCALE (Max. Marks = 32) 30 32
Project Time Management
Activity Defination Identifying the specific activities that must be performed to produce the
various project deliverables
It is deleiverable-oriented grouping of project components that organizes and defines
the total scope of the project; work not in the WBS outside is often used to develop
Work break down structure or confirm a common understanding of project scope. 1 2 3 4 1 2 3 4

The project deliverables, constraints, and assumptions documented in the project

Scope management Plan 1 2 3 4 1 2 3 4
scope statement
Constraints are factors that will limit the project management team’s
Constraints 1 2 3 4 1 2 3 4
options, such as Scheduled Milestone with completion dates
Activity Sequencing Identifying and documenting dependencies among
schedule activities
The activity list is a comprehensive list including all schedule activities that
Activity List 1 2 3 4 1 2 3 4
areplanned to be performed on the project
The product description documents the characteristics of the product or services that
Product description 1 2 3 4 1 2 3 4
the product was undertaken to create.
The milestone list is a component of the project management plan and the
Milestone 1 2 3 4 1 2 3 4
milestones are used in the schedule model.
Activity Duration Estimating Estimating the number of work periods that will be needed to complete
individual schedule activities.
The activity list is a comprehensive list including all schedule activities that are
Activity List 1 2 3 4 1 2 3 4
planned to be performed on the project
A predefined budget highly likely to limit the team's option regarding scope, staffing
Constraints 1 2 3 4 1 2 3 4
and schedule.
Information on which resources are potentially available is used for estimating the
1 2 3 4 1 2 3 4
resource types
Resource requirements people 1 2 3 4 1 2 3 4
Equipments 1 2 3 4 1 2 3 4
Material 1 2 3 4 1 2 3 4
The duration of most activities will be significantly influenced by the capabilities of
Resource Capabilities 1 2 3 4 1 2 3 4
the human and material resources assingned to them .
The project team considers information on identified risk when producing estimates
Identified Risk of activity durations,since risks can have a significant influence on duration. 1 2 3 4 1 2 3 4

Schedule Development
PND usually shows both the project logic and project 's critical path activities.
Project Network Diagram 1 2 3 4 1 2 3 4
ADE is the process of taking information on the project scope and resources and
Activity Duration Estimates 1 2 3 4 1 2 3 4
then developing duration for inputs to schedule.
Information on which resources (such as people, equipment, and materiel) are
Resource Requirements potentially available is used for estimating the resource types. 1 2 3 4 1 2 3 4

Resource Pool Description

Milestone are similar to Bar Charts ,but only identifies the schedule start or
Milestones 1 2 3 4 1 2 3 4
completion of major deliverables and key external interfaces.
A predefined budget highly likely to limit the team's option regarding scope, staffing
Constraints 1 2 3 4 1 2 3 4
and schedule.
Schedule Control Schedule control is concerned with :
Determining the current status of the project schedule
Influencing the factors that create schedule changes
Determining that the project schedule has changed
Managing the actual changes as they occur.
Schedule Management Plan The descriptions of the tools and techniques to be used for accomplishing
those processes 1 2 3 4 1 2 3 4

How the selected processes will be used to manage the specific project,
including the dependencies and interactions among those processes, and the essential 1 2 3 4 1 2 3 4
inputs and outputs
How work will be executed to accomplish the project objectives 1 2 3 4 1 2 3 4
How changes will be monitored and controlled 1 2 3 4 1 2 3 4
How configuration management will be performed 1 2 3 4 1 2 3 4
Key management reviews for content, extent, and timing to facilitate
1 2 3 4 1 2 3 4
addressing open issues and pending decisions

Shashank Arun | SPA/NS/BEM/469 | 2010-11 | Even Sem |Year 2 | SPA, New Delhi
 Time Cost optimization for Accelerated Project Delivery Thesis 2010-11 |2

Reports should provide the status and progress information, and the level of detail
1 2 3 4 1 2 3 4
required by client
Performance reports organize and summarize the information gathered, 1 2 3 4 1 2 3 4
Performance reports
Daily Progress reports 1 2 3 4 1 2 3 4
Monthly Progress reports 1 2 3 4 1 2 3 4
Quaterly Progress reports 1 2 3 4 1 2 3 4
Approved change requests are the documented, authorized changes to expand or
contract project scope. 1 2 3 4 1 2 3 4

Modificaation in polices 1 2 3 4 1 2 3 4
Change requests
Modification in project management plan 1 2 3 4 1 2 3 4
Cost Modification 1 2 3 4 1 2 3 4
Budget Modification 1 2 3 4 1 2 3 4
Review in Schedule 1 2 3 4 1 2 3 4
PERFORMANCE SCALE Max. Marks 144 93 125
Project Cost Management
RESOURCE PLANNING Determining what resources (people, equipment, materials)
and what quantities of each should be used to perform project activities.

It is deleiverable-oriented grouping of project components that organizes and defines

the total scope of the project; work not in the WBS outside is often used to develop
Work Breakdown Structure or confirm a common understanding of project scope. 1 2 3 4 1 2 3 4

Historical information regarding what types of resources were required for similar
Historical Information 1 2 3 4 1 2 3 4
work on previous projects should be used if available.
The scope statement contains the project justification and the project objectives,
Scope Statement both of which should be considered explicitly during resource planning. 1 2 3 4 1 2 3 4

Knowledge of what resources (people, equipment, material) are potentially available

Resource Pool Description
is necessary for resource planning. The amount of detail and the level of specificity of
the resource pool description will vary. For example, during the early phases of an
engineering design project, the pool may include “junior and senior engineers” in
large numbers. During later phases of the same project, however, the pool may be 1 2 3 4 1 2 3 4
limited to those individuals who are knowledgeable about the project as a result of
having worked on the earlier phases.

The policies of the performing organization regarding staffing and the rental or
Organizational Policies purchase of supplies and equipment must be considered during resource planning. 1 2 3 4 1 2 3 4

Activity duration estimating is the process of taking information on project scope

Activity Duration Estimates and resources and then developing durations for input to schedules. 1 2 3 4 1 2 3 4

Cost Estimating
Work break down structure
Cost estimating involves developing an approximation (estimate) of the costs
of the resources needed to complete project activities. In approximating cost,
the estimator considers the causes of variation of the final estimate for
purposes of better managing the project.
The project’s work breakdown structure provides the
relationship among all the components of the project and the project deliverables 1 2 3 4 1 2 3 4

The output of the resource planning process is a description of what types of

Resource Requirements resources are required and in what quantities for each element at the lowest level of 1 2 3 4 1 2 3 4
the WBS.
The individual or group preparing the estimates must know the unit rates (e.g., staff
cost per hour, bulk material cost per cubic yard) for each
Resource Rates resource to calculate project costs. If actual rates are not known, the rates themselves 1 2 3 4 1 2 3 4
may have to be estimated.
Activity duration estimates will affect cost estimates on any project where the project
Activity Duration Estimates budget includes an allowance for the cost of financing (i.e., interest charges). 1 2 3 4 1 2 3 4

Cost Budgeting
Formal periodic limitations of the expenditure of project funds can be given in the
Cost Estimates contract. , and can be due to annual funding authorizations by the buyer’s 1 2 3 4 1 2 3 4
organization or other entities like government agencies
The project work breakdown structure provides the relationship among all the
Work Breakdown Structure 1 2 3 4 1 2 3 4
components of the project and the project deliverables
The project schedule includes planned start and finish dates for
the project’s schedule activities, schedule milestones, work packages, planning
Project Schedule packages, and control accounts. This information is used to aggregate costs to the 1 2 3 4 1 2 3 4
calendar periods when the costs are planned to be incurred.

Cost Control
The cost baseline is a time-phased budget that is used as a basis against which to
measure, monitor, and control overall cost performance on the project. 1 2 3 4 1 2 3 4

It is developed by summing estimated costs by period and is usually displayed in the

Cost Baseline 1 2 3 4 1 2 3 4
form of an S-curve
Many projects, especially large ones, have multiple cost or resource baselines, and
consumables production baselines (e.g., cubic yards of concrete per day) to measure 1 2 3 4 1 2 3 4
different aspects of project performance.
Work performance information pertaining to the status and cost of project activities
1 2 3 4 1 2 3 4
Work Performance Information being performed is collected.
Estimates to complete the schedule activities 1 2 3 4 1 2 3 4
Approved change requests from the Integrated Change Control
Change requests process can include modifications to the cost terms of the contract, project scope, 1 2 3 4 1 2 3 4
cost baseline, or cost management plan.
The project management plan and its cost management plan component and other
Cost management plan subsidiary plans are considered when performing the Cost Control process. 1 2 3 4 1 2 3 4

PERFORMANCE SCALE Max. Marks 80 45 63

Project Quality Management
Quality Planing Identifying which quality standards are relevant to the project and determining how
to satisfy them
Enterprise Environmental Factors Governmental agency regulations, rules, standards, and guidelines specific to the
1 2 3 4 1 2 3 4
application area may affect the project
Organizational Process Assets the project management team will need to develop a quality policy for the project.
1 2 3 4 1 2 3 4
Project Scope Statement The project scope statement is a key input to quality planning since it documents
1 2 3 4 1 2 3 4
major project deliverables,
the project objectives that serve to define requirements (which were derived from
stakeholder needs, wants, and expectations), thresholds, and acceptance criteria 1 2 3 4 1 2 3 4

Shashank Arun | SPA/NS/BEM/469 | 2010-11 | Even Sem |Year 2 | SPA, New Delhi
 Time Cost optimization for Accelerated Project Delivery Thesis 2010-11 |3

Perform Quality Assurance
Quality Management Plan
applying the planned, systematic quality activities to ensure that the project employs
all processes needed to meet requirements.
The quality management plan describes how the project management team will
implement the performing organization’s quality policy. The quality management plan
is a component or a subsidiary plan of the project management plan 1 2 3 4 1 2 3 4

Process Improvement Plan

Process boundaries Describes the purpose, start, and end of processes, their inputs and outputs, data
1 2 3 4 1 2 3 4
required, if any.
Process configuration A flowchart of processes to facilitate analysis with interfaces identified 1 2 3 4 1 2 3 4
Process metrics Maintain control over status of processes 1 2 3 4 1 2 3 4
Targets for improved performance Guides the process improvement activities 1 2 3 4 1 2 3 4
Work Performance Information Work performance information , including technical performance measures, project
deliverables status, required corrective actions, and performance reports are
important inputs to QA and can be used in areas such as audits, quality reviews, and 1 2 3 4 1 2 3 4
process analyses.
Approved Change Requests Approved change requests can include modifications to work methods, product
1 2 3 4 1 2 3 4
requirements, quality requirements, scope, and schedule.
Approved changes need to be analyzed for any effects upon the quality management
1 2 3 4 1 2 3 4
plan, quality metrics, or quality checklists
Approved changes are important inputs to QA and can be used in areas such as
1 2 3 4 1 2 3 4
audits, quality reviews, and process analyses
All changes should be formally documented in writing and any verbally discussed,
but indocumented, changes should not be processed or 1 2 3 4 1 2 3 4
implemented.
Perform Quality Control monitoring specific project results to determine whether they comply with relevant
quality standards and identifying ways to eliminate causes of unsatisfactory
performance
Work results Work results include both process results and product results. Information about the
planned or expected results (from the project plan) should be available along with 1 2 3 4 1 2 3 4
information about the actual results.
Quality management plan “the organizational structure, responsibilities, procedures, processes, and resources
1 2 3 4 1 2 3 4
needed to implement quality management”
Operational definitions An operational definition describes, in very specific terms, what something is and
1 2 3 4 1 2 3 4
how it is measured by the quality control process.
Checklists A checklist is a structured tool, usually item specific, used to verify that a set of
1 2 3 4 1 2 3 4
required steps has been performed.
PERFORMANCE SCALE Max. Marks 72 42 59

Shashank Arun | SPA/NS/BEM/469 | 2010-11 | Even Sem |Year 2 | SPA, New Delhi