Project Mgmnt Frm.work
Transcript of Project Mgmnt Frm.work
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Project Management FrameworkProject Management Process Groups
Project Quality
Management
Project CostManagement
Project TimeManagement
Project ScopeManagement
ProjectManagementIntegration
Knowledge AreaProcesses
Scedule ControlActi!ity "e#inition
Acti!ity Se$uencing
Acti!ity %esource&stimating
Acti!ity "uration&stimating
Scedule "e!elopment
Cost ControlCost &stimating
Cost 'udgeting
Per#orm Quality
Control
Per#orm Quality
Assurance
Quality Planning
Scope (eri#icationScope Control
Monitor and ControlProject )orkIntegratedCange Control
Monitoring *Controlling Process
Group
Scope PlanningScope "e#initionCreate )'S
"e!elop ProjectManagement Plan
Planning
Process Group
"irect and ManageProject &+ecution
&+ecuting
Process Group
"e!elop ProjectCarter
"e!elop PreliminaryProject ScopeStatement
Initiating ProcessGroup
Close Project
ClosingProcess Group
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Project Management FrameworkProject Management Process Groups
ProjectProcurementManagement
Project %iskManagement
ProjectCommunicationsManagement
Project ,uman%esourceManagement
Knowledge AreaProcesses
%isk Monitoring andControl
%isk ManagementPlanning
%isk Identi#ication
Qualitati!e %isk
AnalysisQuantitati!e %iskAnalysis
%isk %esponsePlanning
Per#ormance%eporting
Manage Stakeolders
In#ormation"istri-utionCommunicationsPlanning
Manage ProjectTeam
Ac$uire ProjectTeam
"e!elop ProjectTeam
,uman %esourcePlanning
ContractAdministration
Monitoring *Controlling Process
Group
Plan Purcases andAc$uisitions
Plan Contracting
Planning
Process Group
%e$uest Seller%esponses
Select Sellers
&+ecuting
Process Group
Initiating ProcessGroup
ContractClosure
ClosingProcess Group
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Project Stakeolders
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Create Project Carter
Include te project and autority identi#ication in#ormation.
Include a clear/ concise description o# te -usiness need/opportunity/ or treat tat te project is intended toaddress.
Include summary descriptions o# te product or ser!ice o#
te project. Include a description o# te project2s relationsip to te
-usiness need it is intended to address.
Consider any known constraints and3or assumptions.
&nsure te person wit te re$uired knowledge andautority signs te project carter.
"istri-ute te signed carter to te appropriate projectstakeolders.
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Product Analysis
Identi#ying wat te customer2s needs are/ and translating tose needs intotecnical re$uirements. Appropriate #or eac stage o# te productde!elopment cycle.
Analy1ing products olistically/ integrating #actors suc as users/ usageen!ironment/ and related ardware or so#tware wit wic te product must#unction.
Quality #unctiondeployment
Systems engineering
Identi#ying and de!eloping te cost !ersus -ene#its ratio #or eac #unction o#a product. A metod #or controlling costs wile maintaining per#ormance and$uality standards. (ery common in military and construction contracts.
(alue engineeringand !alue analysis
Analy1ing all o# te tings tat a product does/ including primary and related#unctions/ to identi#y unnecessary #unctions tat migt dri!e up cost on aproduct.
Functional analysis
"escriptionTecni$ue
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Alternati!es Identi#ication
A group tecni$ue tat e+tracts and summari1es anonymous group input tocoose among !arious alternati!es. 4#ten used to arri!e at an estimate or
#orecast.
"elpi tecni$ue
A general creati!ity tecni$ue #or generating possi-le alternati!es.'rainstorming metods can -e structured or unstructured in approac. Tegoal is to generate as many ideas as possi-le #rom as many teammem-ers as possi-le.
'rainstorming
A creati!e approac to pro-lem sol!ing in wic te team attempts to tink
a-out a pro-lem in new ways and generate a #res solution.
5ateral tinking
"escriptionTecni$ue
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Create A Scope Statement
%e#ine te project o-jecti!es/ deli!era-les/ and productscope description.
%ee+amine te project re$uirements.
%e!iew te project -oundaries.
6pdate te preliminary project constraints/ risks/ andassumptions.
Create scedule milestones.
Include a re!ised o!erall cost estimate and de#ine any costlimitations.
Identi#y and document known risks.Map out te internal organi1ation.
"ocument project speci#ications and appro!al re$uirements.
Finali1e te procedure #or accepting completed products.
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Work Breakdown StructureTis is a tecni$ue to analyse te content o# work and cost -y -reaking it down into itscomponent parts. It is produced -y 70
Identi#ying te key elements
'reaking eac element down into component parts
Continuing to -reakdown until managea-le work packages a!e -een identi#ied. Tese
can ten -e allocated to te appropriate person.'elow is a work -reakdown structure #or te recruitment o# a new person to #ill a !acantpost.
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PERT
Program &!aluation and %e!iew Tecni$ue0plani#icaci8n de duraci8n de acti!idades. Se
asignan !alores a las condiciones7
9 4ptimista9 Pesimista
9 5o m:s pro-a-le
5a distri-uci8n de las ; posi-ilidades se multiplicapor el !alor dado a la condici8n/ y se di!ide entre
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Project Evaluation Review Technique (PERT)=etwork analysis or P&%T is used to analyse te inter0relationsips -etween te tasks identi#ied -y tework -reakdown structure and to de#ine te dependencies o# eac task. )ilst laying out a P&%T cart it iso#ten possi-le to see tat assumptions #or te order o# work are not logical or could -e acie!ed more coste##ecti!ely -y re0ordering tem. Tis is particularly true wilst allocating resources> it may -ecome sel#e!ident tat two tasks cannot -e completed at te same time -y te same person due to lack o# workingours or/ con!ersely/ tat -y adding an e+tra person to te project team se!eral tasks can -e done in
parallel tus sortening te lengt o# te project.'elow is te PERT cart o# te )'S sown a-o!e a#ter network analysis as -een applied.
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Acti!ity
An element o# project work tat re$uires anaction to produce a deli!era-le.Typically as an e+pected duration.
6sually consumes costs and resources.
&+amples o# acti!ities7%e!ise user manual
"ig #ooters%eser!e con#erence room
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Create Acti!ity 5ist
Gater inputs and resource materials.
"ecompose eac work package in te )'S
into acti!ities re$uired to produce te
deli!era-le.
Consult records o# similar projects to identi#y
possi-le acti!ities.
Consult su-ject matter e+perts a-out un#amiliar
acti!ity.
&nsure acti!ities listed are necessary and
su##icient to success#ully complete.te work
package.
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Finis0to0Start ?FS@ &+ample
A
10 dayB
! day
A (10 day) B (! day)
B can"t tart untilA i #inihed
B can"t tart untilA i #inihed
1! day
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Finis0to0Finis ?FF@ &+ampleA
10 day
B
! day
A (10 day)
B (! day)
B can"t #inihuntil A #inihe
B can"t #inihuntil A #inihe
A (10 day)
B (! day)
$$
1! day (Wort %ae)
10 day (Bet %ae)
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Start0to0Start ?SS@ &+ampleA
10 day
B
! day
A (10 day)
B (! day)
B can"t tartuntil A tart
B can"t tartuntil A tart
A (10 day)
B (! day)
SS
10 day (Bet %ae)
1! day (Wort %ae)
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Start0to0Finis ?SF@ &+ampleA
10 day
B
! day
A (10 day)
B (! day)
A (10 day)
A &ut tart 'e#ore Bcan #inih
A &ut tart 'e#ore Bcan #inih
B (! day)
10 day (Bet %ae)
1! day (Wort %ae)
S$
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P j = k "i
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Project =etwork "iagram
Start
$inih
A B
%
E
$ * + ,
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G&%T =etwork "iagram wit 5oop &+ample
ei-n .o-o
S/onorA//roval
e&o #or $ocurou/
$ocu
rou/2
Produce $inalArtwork
no
.oo/
ye
ye
no
G&%T =etwork "iagram wit
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G&%T =etwork "iagram witConditional 'ranc
i- trench
$ill with
Water
.ay /i/e
%onditional'ranch
Pu&/ trench+ntall u&/
yte&
ye
no
Completed Sidewalk %eplacement )ork
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Completed Sidewalk %eplacement )orkPackage =etwork "iagram
3454541
Re&oveld Sidewalk
3454543
E6cavate.awn
3454545
Build$or&
3454547
Re&ove$or&
345454!
Pour%oncrete
3454548
Re/laceTo/oil
3454549
.aySod
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Acti!ity "uration &stimates
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Acti!ity "uration &stimates
=um-er o# work units re$uired to complete te
acti!ity.
Assumptions made wen making te
estimates.
%ange o# !ariance #or te estimate.
Analogous &stimating
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Analogous &stimating
Te amount and relia-ility o# istorical
in#ormation.
Te similarity o# te istorical project on wic
te estimates are -ased.
Te e+pertise and rele!ancy o# te e+pert
judgment used to make te estimates.
&stimate Acti!ity "urations
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&stimate Acti!ity "urations
In!ol!e te work package owners.
Consult istorical in#ormation.
"etermine wic work unit you will use.
Consider resource re$uirements and capa-ilities
"etermine te appropriate estimation metod to use.
Modi#y te constraints and assumptions #rom teoter planning processes.
(eri#y te accuracy o# your estimates.
Consider te need #or reser!e time.
Include te list o# assumptions made in te creation o#estimates.
Include a range o# !ariance #or eac estimate.
Critical Pat
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Critical Pat
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Ruta Crtica
Como gerente de proyectos/ de-o concentrarme en las acti!idades $ue est:n en
la ruta crtica/ $ue es la de menor #le+i-ilidad.
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$loat7 tiempo $ue puedo dilatar sin impactar el proyecto.
Conocido como Bslack
$ree #loat7 se puede compartir en una secuencia de acti!idades.
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Simulacin
9 Montecarlo Analysis
9 )at0i# Scenario
Nivelacin de Recursos
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&stimado de Costos
9 Proyecci8n de recursos necesarios para
completar el proyecto
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9 An:lisis de reser!a7 se esta-lece cuando ay riesgos$ue pueden impactar el costo del proyecto. Se e!alDaa medida $ue el proyecto a!an1a.
9 5uego de tener los estimados de costo/ puedo
tra-ajar en el :'aeline;4Son elementos demonitoreo. Puede su#rir cam-ios si el proyecto tieneun ajuste en alcance o costo. &l B-aseline se crea enla #ase de plani#icaci8n para controlar el proyecto ycomparar los cam-ios en el mismo/ -asado en el
costo inicial estimado.
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Calidad, Staff y Comunicaciones
Para minimi1ar el riesgo de #allas en calidad/ disposici8n de recursos y
comunicaci8n/ se de-e lograr el consenso y el respaldo de los stakeolders para
desarrollar los planes correspondientes/ $ue ser!ir:n de gua y re#erencia
durante el proyecto.
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9 Quality Planning de-e acerse regular yconcurrentemente con otros procesos de
plani#icaci8n para proyectar el impacto en en
el proyecto.
9 &sta-lecimiento de guas de calidad ?IS4 / Total Quality Management@
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9 Considerar regulaciones e+ternas9 Quality Management Plan7 c8mo se maneja la calidad. Su-sidiario del PM
Plan. Contiene las mEtricas y #actores $ue in#luyen en el proyecto?est:ndares/ regulaciones@
9 &st:ndar7 principios/ guas/ -uenas pr:cticas de la empresa/ o generalesen la industria.
9 %egulaciones7 normas esta-lecidas.9 Quality Planning9 %econocer los tipos de costo7 de pre!enci8n/ Bappraisal o #alla0 el m:s
costoso
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identi#icar /ro'le&a de calidad y
u e#ecto
Causa y ecto ?BFis-one@
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Checklists
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R l R #ilid d
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Roles y Responsa#ilidades
S7 Signo##
A7 Accounta-le ?responsa-le@
P7 Participant
Organization Chart del proyecto- ayuda a evitar el problema de
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g p y y p
desconocimiento respecto a quin dirigirse.
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Pl ifi i d C i i
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Planificacin de Comunicacin
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%isk Management Plan
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%iesgo es cual$uier e!ento no plani#icado/ sea positi!o o negati!o. Si la
organi1aci8n ya tiene un manejo de riesgos/ el gerente de proyectos de-e
seguirlo. Si el pas tiene unos procesos esta-lecidos/ de-en ir so-re el de laorgani1aci8n.
%isk Management Plan
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%isk Management Plan Components
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Tolerancia al %iesgo Clasi#icaciones
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Tolerancia al %iesgo/ Clasi#icaciones
Toma de "ecisiones Categoras
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Toma de "ecisiones/ Categoras
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%isk Identi#ication
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Todos los proyectos tienen riesgos> el pro-lema es $ue la gente los conoce/ cree
sa-er $uE acer si ocurren/ y si ocurren nadie se encarga de tomar acci8n ante el
riesgo
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