PROJECT

MANAGEMENT
Project
and Estimation of
and
Project
Kick-off
meeting
• “The first team meeting sets the tone for how the team
will work together. If it is disorganized, or becomes
bogged down with little sense of closure, then this can
often become a self-fulfilling prophecy for subsequent
group work. On the other hand, if it is crisply run,
focusing on real issues and concerns in an honest and
straightforward manner, members come away excited
about being part of the project team.”
[Gray/ Larson 2002].
•A is a meeting held at the beginning of
a project but not until the first tasks of the initial phase
are completed.
• Three Objectives of Project Kick-off Meeting
• Provide an overview of the project
• Scope • Methods
• Objectives • Procedure
• General schedule • Established basic rules as guidelines
• Address the interpersonal concerns captured in the team
development model:
• Who are the other team members?
• How will I fit in?
• Will I be able to work with these people?
• Begin to model how the team is going to work together to
complete the project
Project
Project
SCOPE
MANAGEMENT
 is a precise explanation of the expected result of
the project or product for the customer from an external as well
as from an internal point of view in a specific, tangible, and
measurable way.

• Project Objectives
• Deliverables
• Milestones
• Technical Requirements
• Limits and Exclusions
• Reviews with Customer
 – are outputs or the end results of either completion of the
project or the end of a life-cycle phase of the project.
– is a special event in a project that is reached at a point in
time.
– is the requirements needed to ensure the
proper performance.
– needed to prevent failures that can lead to false
expectations and expending resources and time on the wrong problem.
– the completion of the scope checklist ends
with it – internal or external.
 tends to answer the following:
• Does the project definition identify key accomplishments, budgets,
timing and performance requirements?
• Are questions of limits and exclusions covered?
• Is the customer getting what he or she desires in deliverables?
 Time
• Costs
• Time
• Performance
Quality

Budget Resources
 – is a grouping of the
work involved in a project oriented towards the
deliverables that defines the total scope of the project.
• Can be imagined as roadmap of the project which
breakdowns the total work required for the project into
separate tasks and group them into a logical hierarchy.
• Serves as a framework for tracking cost and work
performance.
 Building a Bridge

Planning Construction Testing …

Location Steel Conceptual Testing …

Surveying Concrete Real Life Tracking

Blueprint … …

… Work Breakdown Structure

 is described as the process of subdividing project
deliverables into smaller, more compact and manageable components
until the work and deliverables are defined at the work package level.
• Project Communication Plan (PCP)
• Developed after creating the WBS. It is essential to communicate them
to all project members in the right way. Poor communication is a major
contributor to project failure in most cases.
• Is it the fundamental part of the overall project plan. It maps out the
flow of information to all different stakeholders in a project.
• Stakeholders communication requirements
• Information to be communicated, including format, content and level of
detail
• Identification of who will receive the information and who will produce
it
• Suggested methods or guidelines for conveying the information
• Escalation procedures for resolving issues
• Revision procedures for updating the communications management
plans
• A glossary of common terminology used on the project.
• Stakeholders Analysis - identifies the target group/s who needs
project information in order to make decisions and/or
contribute to the project processes.
• Information Needs - answers; What information is important
to whom? This information is required so that they can make
strategic decisions and manage the portfolio of projects.
• Sources of Information - determine the sources of information
wherein the information that can be collected using milestone
reports, team meetings and project status meetings.
• Distribution Modes – Methods through which the information
can be distributed. Companies can use the “web” to create
“virtual” project offices in which to store project information.
• Program Management Software – used by companies to transfer
information directly to the Web site so that different people can
immediate access to relevant project information.
• Responsibility and Timing - Determine who will send out the
information. Timing and frequency of allocation appropriate
to the information needs to be established.
• The flow of information is controlled by a certain person or
department.
ACTIVITY
RESOURCE
ESTIMATING
• Is closely related and coordinated with the cost
estimating process. The schedule for activity resource
estimating involves determining what resources and in
what quantity each resources is needed.
• Inputs for Estimation
• Enterprise Environmental Factors – the infrastructure resource
availability information that can also be found in the project charter.
These factors can be, for example, the organizational or industry
standard, the existing human resource or the personnel evaluation
system.
• Activity List – identifies the schedule activities for resources that are
estimated
• Activity Attributes – provides the primary data input for use in
estimating those resources required for each schedule in the activity list
• Resource Availability – information on which resources are potentially
available is used for estimating the resource types. This knowledge
includes consideration of various geographical locations from which the
resources originate and when they may be available.
• Inputs for Estimation
• Major Tools and Techniques for ARE are:
• An expert judgment which is used to rehearse the resource-related inputs. Any group or
person with specialized knowledge in resource planning and estimating can provide such
expertise.
• An alternative analysis which includes such thoughts as, for instance, make or buys, hand
versus automated, different size or type of machine.
• Published estimating data which are routinely published by various companies, e.g. on
production rates and unit costs of resources for an extensive array of labour trades,
equipment for different countries and geographical locations within countries.
• PM-Software, that helps planning, organizing and managing resource pools and develops
resource estimates.
• Bottom-up estimation which is used when a scheduled activity cannot be estimated with a
reasonable degree of confidence, whereby the work within the scheduled activity is
decomposed in more detail.
• Inputs for Estimation
• Resources Breakdown Structure – is hierarchical structure of the
identified resources category and resource type.
• Resource Calendar – identifies resource-specific holidays and resource
availability periods.
• Request Changes – the ARE process can result in request changes to add
or delete planned scheduled activities within the activity list.
PROJECT
TIME
MANAGEMENT
 • Includes the necessary processes to finish the project on time
Identifying the specific schedule activities that need to be performed
Activity Definition to produce the various project deliverables.

Identifying and documenting dependencies among schedule

Activity Schedule activities.

Estimating the number of work periods that will be needed to

Duration Estimating complete individual schedule activities

Analyzing activity sequences, duration and schedule constraints to

Schedule Development create the project schedule

Controlling changes to the project schedule.

Schedule Control
 ESTIMATION
OF PROJECT
COST
• Project cost management
• scope of cost estimation
• budgeting
• Cost control- ensures that the project stays within the financial boarders
which are define in the budgeting process
• Significant for the project cost Management
• concentration on the cost generated by the performance of the project schedule
• effect of cost management decisions on the project deliverables in the form of
“life-cycle costing”
• Most Industrial application
• industrial manufacturing of products
• financial performance of the project deliverables; itself is not take into detailed
consideration
• Three Main types of Cost
• direct cost
• cost for direct labor or materials
• direct overheads
• general and administrative overhead cost
• Project Management fixed task
• analyzing and forecasting of the product
• examine the different possibilities to spend cost
• steady improvement of the project cost estimate’s accuracy is another
challenge need to meet
• Inputs required to create a comprehensive project cost plan
• Environmental factors must be stated
• consideration of well-known data and predetermined approaches
• schedule management plan
• project team itself great influence on the project ‘s performance quality and
accuracy of estimation
• Padding – behavior of managers who are responsible for certain task in
the project’s progress tend to extend their estimations for a certain
percentage, to ensure that they will stay within the budget or will even
be under budget.
• Function point method – often used time, cost and resource estimate
method, specially in software-engineering project.
CONCLUSION
kick off
scope PROJECT
estimation
Time management
cost