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Lecture Project management: A managerial approach – Chapter 6: Project activity and risk planning

Chapter 6 deals with project activity planning and presents tools useful in organizing and staffing the various project tasks. It also contains a short discussion of phase-gate management systems and other ways of dealing with the problems that arise when multidisciplinary teams work on complex projects. | Project Planning Part II Project Management 6- Project Activity and Risk Planning Chapter 6 Initial Project Coordination and the Project Charter Early meetings are used to decide on participating in the project Used to “flesh out” the nature of the project Outcomes include: Technical scope Areas of responsibility Delivery dates or budgets Risk management group 6- Outside Clients When it is for outside clients, specifications cannot be changed without the client’s permission Client may place budget constraints on the project May be competing against other firms 6- Project Charter Elements Purpose Objectives Overview Schedules Resources Stakeholders Risk management plans Evaluation methods 6- The Project Plan Addresses: The process for managing change A plan for communicating with and managing stakeholders Specifying the process for setting key characteristics of the project deliverable (technically referred to as configuration management) Establishing the cost baseline | Project Planning Part II Project Management 6- Project Activity and Risk Planning Chapter 6 Initial Project Coordination and the Project Charter Early meetings are used to decide on participating in the project Used to “flesh out” the nature of the project Outcomes include: Technical scope Areas of responsibility Delivery dates or budgets Risk management group 6- Outside Clients When it is for outside clients, specifications cannot be changed without the client’s permission Client may place budget constraints on the project May be competing against other firms 6- Project Charter Elements Purpose Objectives Overview Schedules Resources Stakeholders Risk management plans Evaluation methods 6- The Project Plan Addresses: The process for managing change A plan for communicating with and managing stakeholders Specifying the process for setting key characteristics of the project deliverable (technically referred to as configuration management) Establishing the cost baseline for the project and developing a plan to manage project costs Developing a plan for managing the human resources assigned to the project Developing a plan for continuously monitoring and improving project work processes 6- The Project Plan Addresses: (cont) Developing guidelines for procuring project materials and resources Defining the project’s scope and establishing practices to manage the project’s scope Developing the Work Breakdown Structure Developing practices to manage the quality of the project deliverables Defining how project requirements will be managed Establishing practices for managing risk Establishing the schedule baseline and developing a plan to manage the project’s schedule 6- A Whole-Brain Approach to Project Planning Project managers typically use left side of brain- logical and analytical Should also use right side – creative A whole-brained approach is mind mapping 6- Mind Mapping Advantages It is a visual approach that mirrors how human brain .