Lecture 18
Lecture 18
Lecture 18
Lec 18 VU June 14
Contents of Lec 18
Proj Policy,Procedures & Stnadrad Syst Integration (perf, Cost & Effectiveness) Value Analysis Sorting Out Project Hierachical Planning Sys
Bite off more than you can chew, then chew it. Plan more than you can do, then do it.
Anonymous
Make no little plans; they have no magic to stir men's blood. Make Big Plans, Aim high in Hope & Work.
Daniel H. Burnham (1846 - 1912)
In preparing for battle, I have always found that plans are useless, but Planning is indispensable.
Dwight D. Eisenhower (1890 - 1969)
A good Plan, violently executed now, is better than a Perfect Plan next week.
George S. Patton (1885 - 1945)
Plans are only Good Intentions unless they immediately degenerate into hard work.
Peter Drucker (1909 - 2005)
Project Planning
Planning is determining, what Needs to be done, by whom, & when, in order to fulfill one's assigned responsibility.
Planning is a required Management Function to facilitate comprehension of complex problems involving interacting factors.
Planning Function of selling Enterprise Objectives & Establishing: A)Policies B)Procedures C)Programs nec for achieving them.
Planning in a Project Environment Establishing : Predetermined course of action within a Forecasted Environment. Project Required set and Major Milestones: Line managers hope -they can meet them.
Most important Responsibilities of a Project Manager Planning, Integrating, & Executing Plans. All Projects are:
Relatively Short Duration Often Prioritized Control of Resources Require Formal, Detailed Planning.
Project Manager -Key to successful ProjectPlanning. Desirable- Project Manager be involved from:
Project- Conception Through Execution.
Project Planning - Iterative process Performed through-out Life of Project. Objectives of Project Planning: To Completely Define all work required through: DocumentedProjectPlan Readily identifiable to Proj Participant.
Project Plan Elements Nine Elements Constitute Project Plan basis for: A) More detailed Planning of Budgets. b) Schedules. c) Work plan. d) General management of Project. Once this Basic Plan is developed & approved, it is disseminated to all interested parties.
Policy: General guideline for decision making & individual actions. Procedure: Detailed method for carrying out a Policy. Standard: Level of individual/group Performance defined as AdequateorAcceptable. Planning Categories: Strategic, Tactical, or Operational.
Strategic/Planning 5 years or more. Tactical 1-5 years. Operational 6 months to 1 Year.
Most Project- Operational, can be Strategic: If spin-offs or follow-up work is promising. If Project Planning Operational- Planning clearly definable. If Strategic or Linear Planning is Necessary Future Economic outlook Varies from year to year, (geo-political & Socio Economic Imperative to RePlanning -Regular intervals.
Policies, Procedures, & Standards, vary from Project to Project due to Uniqueness. Each Project Manager Can Establish Project Policies, within Broad Limits Set by Top Management. Policies: Predetermined general courses/guides based on five Principles: a) Subordinate Policies supplementary to Superior projects. b) Based on Known Principles in Operative Areas. c) Policies should be: Definable Understandable In writing d) Flexible & Stable.
Project Policies to Conform Organizational Policies, Similar in Nature from Project to Project. Procedures: Drastically different from Project to Project even if same activity is performed. For instance: Signing off of Manufacturing Plans may require different signatures on two selected Projects even though same end-item is produced.
System Integration/engineering includes any Technical specialist in science/art of Project, Performing Role of Integrating Technological Discipline to achieve:
a) Customers objectives. b) Integrating project into customers system.
1.Performance: is what system does. It Includes: System design Reliability Quality Maintainability Repair ability -Not separate, independent elements of system. -highly interrelated. System Performance Characteristicssubject to over/under design.
Desgin withindesignparameters ofclient. May give client more than specs already Designed to some capability Better if client get design System Faster & Less expensive than Specs.
Essthetic Qualities Specified, through Required Appearance of System Must be acceptable to clients.
Cost: In System Integration cost to design parameter Can be Accumulated in several areas. Added Design Cost: a) Decrease component costs,- leaving Performance & effectiveness otherwise unchanged. b) Yield Decreased Production Costs (P/C) c) Production Cost Trade Off (T/O) against u/cost for materials. Value Engineering Examines: a) These Cost Trade Offs (T/O). b) Is an important aspect of System Integration. Used in Projects for estimation of relevant cost Trade off. Value Engineering : Simply consistent & thorough Use of Cost/Effectiveness Analysis.
Systems Integration
A Good Design will take all Trade offs in InitialStageofTechnicalApproach. Avoid Locking Project_ Into Rigid Solution with Less flexibility or Adaptability - in two situations: 1)If Problems occur later on. 2).Changes in Environment Require Changes in Project Performance/effectiveness.
Not unusual for clients to violate any or all of these seemingly logical dicta.
We move into consideration of details of Projects. Need to know exactly: a) What is to be done b) by Whom c) When
All activities required to complete project must be precisely: - Delineated & - coordinated.
Necessary resources must be availed:
when & where needed correct amounts Some activities sequentially Some simultaneously
In large projects on time & within cost: Great many things to happen When & how they supposed to happen. We Propose conceptually simple methodtoassistinsortingout& planning all this detail.
2- Prepare network from this information Difficult, if number of Major Activities significantly are greater than 20.
All items roughly same Level of Task Generality. Book chapters: same level of Generality, Individual chapters are divided - Finer Detail. Sub division of chapter - divided into Finer Details still. DifficulttoOverstateSignificanceof SimpleDictum. Central to Preparation of most of Planning Documents.
Problem When Planning Some managers think: -Outcomes (Event). -Specific Tasks (Activities). -Many mix two. Problem - develop list of both activities & outcomes which: -Represent Exhaustive -Non-redundant set of results to be accomplished (outcomes) & Work to be done (activities) IOT complete project.
Procedure-Hierarchical Planning System (HPS)_ First, Goals are specified. Aid planner in identification of set of required activities for:
Goals to be Met- Project Action Plan (PAP). Each Activity has Outcome (event). sub-activities & sub-events, are sub divided again.
These activities & events (A & E) Project Plan (PP)- Set of these Action Plans. Advantage of PP:
contains all Planning information in one Document.
A Form to Assist Hierarchical Planning. Additional information in this form added later at B & S stage.
a. Print forms
b. Contact org c. collect display information d. Gather Universitys particulars
Secretary
Program Manager Office Manager Secretary
6
15 4 4
Print shop
Word processing
e. Print programs
f. Print participants certificates
Secretary
Graduate Assistant
6
8
1.D
-
Print shop
do
Steps 3. Publicity & Promotion a. Send invitations b. Organize certificates c. Arrange banners d. Contact faculty e. Advertise in university web /news paper f. Class announcements g. Organize posters
Responsibility
Time Prec. (Weeks) 2 5.5 5 1.5 5 1 4.5 1.d 1.d 1.d 3.d 1.d
Resources
Graduate Assistant Graduate Assistant Graduate Assistant Program Manager Secretary Graduate Assistant Secretary
World processing
Steps
4. Facilities a. Arrange facility for event
Responsibility
Resources
Program Manager
b. Transport materials
Office Manager
.5
4.a
Movers
SortingOutProjectContd
Trees diagram rep HPS. type of diagram Gozinto chart -Professor Gozinto,
Level 1
Level 2
Level 3
30089 Body
30077 Wheel/axle
Level 4
40050 Axle
40039 Wheel
Level 5
3.
October 15
Bob Carl
4.
October 15
Bob Carl
2,3
SortingOutProjectContd
Objective: Merger of Ajax Hardware into Instat Corp. by Apr 1,2006 Steps Due Date Responsibility Precedent
5.
October 15
Van Baker
2,3
6.
October 15
7. 8. 9.
Bob Carl, Van Baker, Val Walters Van Baker Brent Sharp, Ken Roadway Instat regional managers
4,5
6 6 7
SortingOutProjectContd
Objective: Merger of Ajax Hardware into Instat Corp. by Apr 1,2006
Steps 10. Sales training sessions for Ajax products Visit Ajax again
Precedent 9
11.
November 26
8,10
12.
Request DP tapes from Bob Cawley for conversion Offer Norwood warehouse for sublease
November 30
13.
December 3
Val Walters
11
SortingOutProjectContd
Objective: Merger of Ajax Hardware into Instat Corp. by Apr 1,2006 Steps 14. 15. 16. Write order procedures Sales meeting (instruction product line & procedures) DP tapes due for master inventory file, bill of materials, structure file . . . . . . . . . Tabular Action Plan for Ajax-Instat Merger Due Date December 3 December 3 December 14 Responsibility Precedent Doug Crutchfield Fred Abbott, Doug Bob Cawley 10 14 12
as type of Gozinto Chart or Tree constructed directly from Project Action Plans. Many of project management software packages actually create WBSs automatically, given that action plans have been input. These WBSs are usually in form of outlines with first level tasks at left, & successive levels appropriately in dented.