Project Management IS: 14580 - PART 1: Management Planning Review Reportlng and Termination Procedures
Project Management IS: 14580 - PART 1: Management Planning Review Reportlng and Termination Procedures
Project Management IS: 14580 - PART 1: Management Planning Review Reportlng and Termination Procedures
IS : 14580 – PART 1
▪ MANAGEMENT
▪ PLANNING
▪ REVIEW
▪ REPORTlNG AND
▪ TERMINATION PROCEDURES
BROAD CONTENTS
ORGANISATION AND
MANAGEMENT OF PROJECTS
PROJECT CYCLE
• FORMULATION
• IMPLEMENTATION
• COMMISSIONING
PROJECT TYPES
• TIME SCALE
• COST
• PURPOSE
• DIRECT PRODUCTION OF GOODS
• SECTORS OF THE ECONOMY – AGICULTURE, INDUSTRY, MINING?
• OWNERSHIP – PUBLIC, PRIVATE JOINT SECTORS?
•SPECIFIC PURPOSE
PROJECT ORGANISATIONS
• INNOVATIVE APPROACHES TO OVERCOME PROBLEMS
• SOUND AND EXPERIENCE BASED SOLUTIONS
• IMPLEMENTATION
• COMMISSIONING
• FORWARD LOOKING.
AUTHORITY.
LEVELS.
THE PRINCIPAL ROLE OF A PROJECT MANAGER
• DEFINE CONTRACTING STRATEGY AND POLICY, PREPARE THE CONTRACT PLAN AND
SPECIFY CONTRACTORS RESPONSIBILITIES.
• DEFINE METHODS AND PROCEDURES TO MANAGE CHANGE FROM ITS INITIAL STAGE
TO ITS FINALIZATION.
• AWARD OF CONTRACT;
• AFTER THE BASIC PROJECT MANAGEMENT AND CONTROL SYSTEMS HAVE BEEN
DEVELOPED AND AGREED, ALL THOSE WHO HAVE TO PARTICIPATE IN THE PROJECT
IT WILL INVOLVE:
• CORPORATE GOALS;
• THE OBJECTIVES.
LEVELS OF PLANNING
• CORPORATE MANAGEMENT,
• PROJECT MANAGEMENT,
• OPERATIONAL MANAGEMENT
• STAGE PLAN
• DETAILED PLAN
• IDENTIFY THE MILESTONES IN -PROJECTS AND STAGES FOR MAJOR ASSESSMENT AND
REVIEW.
RESOURCE PLANS
• THE CASH FLOW PLANS CAN BE DERIVED BY TRANSLATING THE TECHNICAL PLAN
INTO FINANCIAL TERMS,
• IDENTIFY DEPENDENCIES
• THE BAR CHARTS CAN BE USED BOTH FOR DEPICTING THE PLANS AS WELL AS THE
PROGRESS OF ACTIVITIES.
NETWORK TECHNIQUES
AND REVIEW TECHNIQUE (PERT), WHICH ARE MORE OR LESS IDENTICAL, ARE
• THE ONLY DIFFERENCE BEING, THAT CPM USES DETERMINISTIC TIME ESTIMATES
A. AN ACTIVITY CAN BEGIN ONLY AFTER ITS PRECEDING EVENT HAS BEEN ACHIEVED.
B. AN EVENT IS SAID TO HAVE BEEN ACHIEVED ONLY AFTER ALL THE ACTIVITIES LEADING
• FOR EXAMPLE IN THE NETWORK SHOWN BELOW ACTIVITY 5-7 IS A DUMMY ACTIVITY.
DANGLING ACTIVITY
• EVENTS ARE NUMBERED IN SUCH A WAY THAT EVERY ACTIVITY HAS A HIGHER
SUCCEEDING EVENT NUMBER THAN ITS PRECEDING EVENT NUMBER.
• ALL OTHER EVENTS IN THE PROJECT HAVE AT LEAST ONE ACTIVITY LEADING INTO IT
AND AT LEAST ONE ACTIVITY STARTING FROM IT.
PRECEDENCE NETWORKS
• THE INITIAL TIME ESTIMATE OF AN ACTIVITY IS CALLED THE ‘NORMAL EXPECTED DURATION’.
• THE TERM ‘NORMAL’ IN THIS CONTEXT MEANS THE NORMAL LEVEL OF RESOURCES AND
TECHNOLOGY WHICH THE ORGANIZATION WOULD USE HAD THE ACTIVITY BEEN EXECUTED IN
• IN THE PRECEDENCE NETWORKS, THE ACTIVITY DURATION IS USUALLY INDICATED IN THE LEFT
DEPENDENCIES AND THE DEPENDENCY TIME MAY INDICATE THE AMOUNT OF TIME THAT MUST
ELAPSE AFTER THE START OF PREDECESSOR ACTIVITY BEFORE THE START OF THE SUCCESSOR
ACTIVITY.
• THIS DEPENDENCY TIME MAY BE DIFFERENT FROM THE DURATION OF THE PREDECESSOR ACTIVITY
TIME ANALYSIS
THE TIME ANALYSIS IS CARRIED OUT IN TWO STAGES :
• THE FORWARD PASS
• THE BACKWARD PASS
The following notations are used:
• tij, = Normal expected duration of activity ‘ij’ (Activity with preceding event ‘i’ and succeeding event ‘j’);
• T E(n) = Earliest time of event ‘n’; • T L(n) = Latest allowable time of event ‘n’;
• Sln= Slack time of event ‘n’; • EST ij = Early start time of activity ‘i-j’;
• EFTij = Early finish time of activity ‘i-j’; • LSTij = Latest start time of activity ‘i-j’;
• LFTij = Latest finish time of activity ‘i-j’; • Flij = Total float of activity ‘i-j’;
• FFij = Free float of activity ‘i-j’.
A). FORWARD PASS
• THIS INVOLVES THE FORWARD TRAVERSAL OF THE NETWORK FROM THE PROJECT
STARTING EVENT TO THE PROJECT ENDING EVENT.
• DURING THIS PASS, THE EARLIEST START AND FINISH TIMES OF ACTIVITIES, EARLIEST
TIMES OF EVENTS AND THE EARLIEST COMPLETION TIME OF THE PROJECT ARE
WORKED OUT.
• THIS INVOLVES THE BACKWARD TRAVERSAL OF THE PROJECT FROM THE PROJECT
ENDING EVENT TO THE PROJECT STARTING EVENT.
• DURING THIS PASS, THE LATEST STARTING AND FINISH TIMES OF ACTIVITIES, THE
LATEST ALLOWABLE TIME OF EVENTS, EVENT SLACKS AND ACTIVITY FLOATS ARE
WORKED OUT, AND THE CRITICAL ACTIVITIES ARE IDENTIFIED.
CRITICAL PATH, SLACK AND FLOAT
• EVENT TIME CHARACTERISTICS - THIS DIFFERENCE BETWEEN THE LATEST
ALLOWABLE TIME AND THE EARLIEST TIME OF AN EVENT IS CALLED THE EVENT
SLACK.
EFTij = ESTii + tii = TE(i) + tii LSTij = LFTij - tij = TL(j) - tij
• ACTIVITY FLOATS - THE DIFFERENCE BETWEEN THE EARLIEST AND THE LATEST TIMES
OF AN ACTIVITY IS CALLED ‘ACTIVITY FLOAT’, THAT IS,
• Flij = LSTij - ESTij = LFTij - EFTij = TL(j) – TE(i) – tij
• CRITICAL ACTIVITIES, CRITICAL PATH - THE ACTIVITIES WITH ZERO TOTAL FLOAT (OR
IN GENERAL, WITH MINIMUM TOTAL FLOAT IF THE PROJECT TARGET DATE IS
DIFFERENT FROM ITS EARLIEST ACHIEVEMENT DATE) ARE CALLED THE CRITICAL
ACTIVITIES.
NETWORK ANALYSIS
AND BAR CHART
CHECKLISTS
• CHECKLISTS CAN BE USED FOR SEVERAL PURPOSES AND IN SEVERAL WAYS IN
COMPUTER PROJECT PLANNING AND CONTROL.
TYPES OF CHECKLISTS:
• TASK LISTS
• DOCUMENT LISTS
• RESPONSIBILITY LISTS
SECTION 3
• THE PROJECT REVIEW PROCEDURE SHOULD HAVE INBUILT MECHANISM FOR CHECKING
THE QUALITY OF VARIOUS SYSTEMS, SUB-SYSTEMS.
• FOR A SMALLER PROJECT, THE REVIEW CYCLE CAN BE SET ON DEMAND AT THE INITIAL
PLANNING STAGE.
REVIEW PROCEDURE
• SOURCES OF DATA
THE COST OF WORK PERFORMED SHOULD BE COLLECTED ON THE FOLLOWING THREE ASPECTS:
REPORTING DOCUMENTATION
AND PROCEDURES
TABULAR PRESENTATION
TABLES ON TIME SCHEDULES AND ACTUALS / ANTICIPATIONS
• ACTIVITY LIST SHOWING SCHEDULE AND ACTUAL / ANTICIPATED TIME AGAINST
EACH ACTIVITY.
TABLES ON COST
• SQUARED NETWORK
• BAR CHART
PREPARED.
ACTIVITIES
STEPS FOR PROJECT CLOSURE / TERMINATION
• AFTER THE PROJECT OBJECTIVES ARE FROZEN AND PROJECT SCOPE ALONG WITH
THE CONTRACTUAL OBLIGATION IS AGREED WITH THE PROJECT AUTHORITIES,
PROJECT MANAGER PREPARES THE PLAN WITH WBS, ESTABLISHES THE CONTROL
MECHANISM AND DEFINES PROCEDURES FOR UPDATION.
• RESOURCES DRAWN FROM THE COMMON POOL MUST BE RELEASED FOR USE IN
OTHER PROJECTS ONCE THE NEED OF THE CURRENT PROJECT IS MET AS DETAILED IN
AS PROJECT PROPERTY.
• A REPORT ON FINANCIAL CLOSING STATING HOW THE FUNDS HAVE BEEN RAISED AND
• AS-BUILT-DRAWINGS.
• OPERATING PROCEDURES.
• TRANSFER OF RESPONSIBILITY.
• RELEASE OF RESOURCES.
• QUALITY/PERFORMANCE/TECHNOLOGY DOCUMENTS
• SPECIAL FEATURES