Mod 10: Applica.on of ProjMan Body of Knowledge to 1. Gathering and collec3on of data through research and
Project Life Cycle work which are necessary and relevant to all aspects of the
Phase I: Project Ini0a0on And Defini0on Phase undertaking.
PROJECT LIFE CYCLE - is the series of phases that the project 2. Evalua3on and analysis of the data obtained.
passes through as it goes through from start to its 3. Formula3on of conclusions and recommenda3ons.
comple3on. Project Team - Any large project would ideally have the ff.
PHASE - is a collec3on of logically related project ac3vi3es team members in a feasibility study:
that culminates in the comple3on of one or more project • One industrial economist (as team leader)
deliverables. • One market analyst
This phase is about defining fundamentals: • One or more technologist / engineer specialized on the
• what problem needs solving appropriate industry
• who will be involved • One civil engineer (if needed)
• what will be done • One accoun3ng expert
INVOLVES THE FOLLOWING: Areas Covered In A Project Study
• Clarifying the business need 1. Organiza3on and Management
• Defining high-level expecta3ons and resource budgets 2. Marke3ng
• Iden3fying audiences that may play a role in the project 3. Technical
• Detailing the project scope, 3me frames, resources & risks 4. Taxa3on
5. Financing
5. Financial Projec3ons
7. Profitability
8. Social Desirability
Ac.vity 1.B. Define The Shareholders
In addi3on to the project manager, the shareholder list
includes the following:
• project owner
• project sponsor
• project team members
Ac.vity 1.C. Define The Product Goals Or Objec.ves
Goals or Objec.ves - when defined should be specific,
Ac.vity 1.A. Define The New Business Opportunity Or measurable, ac3on-oriented, realis3c, 3me-linked and
Problem To Be Solved approved by the ini3ator and the project manager.
Project Feasibility Study - is a tool that can be used to The ff. factors should be considered in defining a project's
ascertain whether a certain business idea or project is objec3ves:
viable, and if so, the degree of its profitability & risks. • Quality
Benefits: • Organiza3on
Minimiza3on of the risk of failure of business ventures • Communica3on
thereby reducing the waste of valuable resources. Ac.vity 1.D. Define The Scope, Resources And Major Tasks
Other Benefits of Project Feasibility Study: Project Scope - The scope statement is focused on defining
A. To the Promoters or Proponents of new projects exactly what the project will deliver. It will usually include
1. To ascertain viability of new projects the following:
2. To choose from among the alterna3ve projects to be • Project Scope - The scope statement clearly defines what
pushed through. the project will and would not do.
B. To Shareholders • Project Deliverables - Defines what the project is
1. To evaluate if an investment on a project or exis3ng supposed to deliver.
enterprise should be made or not. • Assump.ons & Constraints- Detail any assump3ons that
2. To decide to sell an exis3ng company and if so, at what limit the project or agreements that form the basis of
price. interac3ons here.
C. To Managers & exis.ng enterprises • User Acceptance - Criteria Introduce all the key project
1. To determine the feasibility of expansion programs. influencers, managers and users. Use the list of
2. To determine a reasonable price of an exis3ng business it stakeholders and the requirements to determine how the
is considering taking over. project deliverables will be accepted at comple3on.
Limita.ons of Project Feasibility Study: Ac.vity 1.D. Dealing With Resource Needs
1. Certain necessary and required informa3on may not be here are example of resource-related needs:
available. • Personnel
2. Error in judgment by the person making the study either • Budget
due to his incompetence may result in formula3ng wrong • Other Resources - Ex: access to laboratory etc.
conclusions/recommenda3ons. Ac.vity 1.D. Defining The Major Tasks Through WBS
3. The study is basically a forecast. Any significant change in Ac.vity 1.D. Performing Cost Benefit Analysis
actual business condi3ons as compared to the assump3ons Ac.vity 2: Prepare The Project Proposal
used in making the forecast will render the study useless. what to include:
Steps in the Prepara.on of Project Study: • Title
• Enterprise’s Requirements
, • Overall Aim 1. Group Size
• Objec3ves 2. Stage in group forma3on
• Outcomes 3. Individual exper3se & specializa3on
• Our Approach 4. Group norms & culture
• Time Plan 5. Leadership
• Cos3ngs 6. Individual personali3es
Ac.vity 3: Prepare The Project Charter 7. Group mo3va3on
the components of the charter: B. EXTRINSIC FACTORS
• Project Purpose or Jus3fica3on 1. Group task
• Project Objec3ves and Success Criteria - familiarity
• Project Approval Requirements - complexity
• Basic Reports - the significance of the outcomes.
• Benefits and risk in the early evalua3on 2. Resource availability
• High-level cost and schedule es3mate 3. Group rewards
Ac.vity 4: Develop Detailed Work Plan & Prepare SOURCES OF PROJECT PERSONNEL
For Trade Off staffing op3ons include the following:
Detailed Work Plan - serves as the blue print for the • Using the project manager’s own staff and other people
execu3on of the engagement and a means by which the from his department
project consultant can monitor project progress. • Using staff from other department
Elements/Components of the detailed Engagement Work • Contrac3ng with consultants, outside vendors, or
Plan temporary agencies
1. Task iden3fica3on and descrip3on • Hiring and training new staff
2. Task rela3onship TIPS FOR DELEGATING EFFECTIVELY
3. Es3ma3ng the work effort and comple3on 3me • Recognize the capabili3es of the team members
4. Scheduling tasks • Trust the team’s ability to get the job done
5. Determining review point • Focus on results, and let go of the need to get involved in
6. Staffing the project how tasks are accomplished.
7. Project cos3ng • Consider delega3on as a way to develop the skills of the
8. Detailed work plan review team.
Prepare For Trade Off - Time, Cost And Quality are the 3 • Always delegate in the lowest possible level to make the
related variables that typically dictate what can be best use of staff resources.
achieved, • Explain assignments clearly and provide resources needed
QUALITY = TIME + COST for successful comple3on.
Change in any of these variables will change the outcome. • Deflect reverse delega3on. Do not automa3cally solve
Knowing from the start which variable is the most problems or make decisions for the staff members.
important to each stakeholder will help the project Ac.vity 3. Create the Schedule
manager make the right changes along the way. It is his establishing the work schedule
responsibility to keep everyone informed. 1. Establish the scheduling assump3ons.
Phase II: Project Planning And Organizing Phase 2. Es3mate the number of resources, the ac3vity effort, and
Also known as “build-up phase” the work package dura3on based on the resources on hand
involves the following: or can afford.
• Establishing & managing the project team 3. Determine calendar dates for each ac3vity and create a
• Communica3ng with & managing project audiences master schedule.
• Resources & commitments are gathered 4. Adjust the individual resource assignments as necessary
• Budge3ng & launching the project to op3mize the schedule.
5. Chart the final schedule.
TOOLS & TECHNIQUES IN SCHEDULING WORK
Gana Chart - is a bar chart with 3me shown on the
horizontal axis and the dura3on of the task represented as a
bar running from the star3ng date to the ending date.
Cri.cal Path Method - helps one iden3fy which tasks are
cri3cal - those that must be completed on 3me for the
project to meet its deadlines - so resources can be allocated
efficiently.
Ac.vity 1. Assemble The Team Program Evalua.on And Review Technique (Pert) - is a
Team Forma.on technique that uses network analysis systems for planning,
The Process of Team Forma.on measuring progress against schedule, evalua3ng changes to
1. Forma3on schedule, forecas3ng future progress & predic3ng &
2. Brainstorming / Delibera3on controlling costs.
3. Emergence of Consensus Ac.vity 4. Develop A Budget
4. Performance 3 levels of accuracy to use in establishing the
factors influencing the team structure budget:
A. INTRINSIC FACTORS Ballpark Es.mate - gut level feel for what the en3re project
Project Life Cycle work which are necessary and relevant to all aspects of the
Phase I: Project Ini0a0on And Defini0on Phase undertaking.
PROJECT LIFE CYCLE - is the series of phases that the project 2. Evalua3on and analysis of the data obtained.
passes through as it goes through from start to its 3. Formula3on of conclusions and recommenda3ons.
comple3on. Project Team - Any large project would ideally have the ff.
PHASE - is a collec3on of logically related project ac3vi3es team members in a feasibility study:
that culminates in the comple3on of one or more project • One industrial economist (as team leader)
deliverables. • One market analyst
This phase is about defining fundamentals: • One or more technologist / engineer specialized on the
• what problem needs solving appropriate industry
• who will be involved • One civil engineer (if needed)
• what will be done • One accoun3ng expert
INVOLVES THE FOLLOWING: Areas Covered In A Project Study
• Clarifying the business need 1. Organiza3on and Management
• Defining high-level expecta3ons and resource budgets 2. Marke3ng
• Iden3fying audiences that may play a role in the project 3. Technical
• Detailing the project scope, 3me frames, resources & risks 4. Taxa3on
5. Financing
5. Financial Projec3ons
7. Profitability
8. Social Desirability
Ac.vity 1.B. Define The Shareholders
In addi3on to the project manager, the shareholder list
includes the following:
• project owner
• project sponsor
• project team members
Ac.vity 1.C. Define The Product Goals Or Objec.ves
Goals or Objec.ves - when defined should be specific,
Ac.vity 1.A. Define The New Business Opportunity Or measurable, ac3on-oriented, realis3c, 3me-linked and
Problem To Be Solved approved by the ini3ator and the project manager.
Project Feasibility Study - is a tool that can be used to The ff. factors should be considered in defining a project's
ascertain whether a certain business idea or project is objec3ves:
viable, and if so, the degree of its profitability & risks. • Quality
Benefits: • Organiza3on
Minimiza3on of the risk of failure of business ventures • Communica3on
thereby reducing the waste of valuable resources. Ac.vity 1.D. Define The Scope, Resources And Major Tasks
Other Benefits of Project Feasibility Study: Project Scope - The scope statement is focused on defining
A. To the Promoters or Proponents of new projects exactly what the project will deliver. It will usually include
1. To ascertain viability of new projects the following:
2. To choose from among the alterna3ve projects to be • Project Scope - The scope statement clearly defines what
pushed through. the project will and would not do.
B. To Shareholders • Project Deliverables - Defines what the project is
1. To evaluate if an investment on a project or exis3ng supposed to deliver.
enterprise should be made or not. • Assump.ons & Constraints- Detail any assump3ons that
2. To decide to sell an exis3ng company and if so, at what limit the project or agreements that form the basis of
price. interac3ons here.
C. To Managers & exis.ng enterprises • User Acceptance - Criteria Introduce all the key project
1. To determine the feasibility of expansion programs. influencers, managers and users. Use the list of
2. To determine a reasonable price of an exis3ng business it stakeholders and the requirements to determine how the
is considering taking over. project deliverables will be accepted at comple3on.
Limita.ons of Project Feasibility Study: Ac.vity 1.D. Dealing With Resource Needs
1. Certain necessary and required informa3on may not be here are example of resource-related needs:
available. • Personnel
2. Error in judgment by the person making the study either • Budget
due to his incompetence may result in formula3ng wrong • Other Resources - Ex: access to laboratory etc.
conclusions/recommenda3ons. Ac.vity 1.D. Defining The Major Tasks Through WBS
3. The study is basically a forecast. Any significant change in Ac.vity 1.D. Performing Cost Benefit Analysis
actual business condi3ons as compared to the assump3ons Ac.vity 2: Prepare The Project Proposal
used in making the forecast will render the study useless. what to include:
Steps in the Prepara.on of Project Study: • Title
• Enterprise’s Requirements
, • Overall Aim 1. Group Size
• Objec3ves 2. Stage in group forma3on
• Outcomes 3. Individual exper3se & specializa3on
• Our Approach 4. Group norms & culture
• Time Plan 5. Leadership
• Cos3ngs 6. Individual personali3es
Ac.vity 3: Prepare The Project Charter 7. Group mo3va3on
the components of the charter: B. EXTRINSIC FACTORS
• Project Purpose or Jus3fica3on 1. Group task
• Project Objec3ves and Success Criteria - familiarity
• Project Approval Requirements - complexity
• Basic Reports - the significance of the outcomes.
• Benefits and risk in the early evalua3on 2. Resource availability
• High-level cost and schedule es3mate 3. Group rewards
Ac.vity 4: Develop Detailed Work Plan & Prepare SOURCES OF PROJECT PERSONNEL
For Trade Off staffing op3ons include the following:
Detailed Work Plan - serves as the blue print for the • Using the project manager’s own staff and other people
execu3on of the engagement and a means by which the from his department
project consultant can monitor project progress. • Using staff from other department
Elements/Components of the detailed Engagement Work • Contrac3ng with consultants, outside vendors, or
Plan temporary agencies
1. Task iden3fica3on and descrip3on • Hiring and training new staff
2. Task rela3onship TIPS FOR DELEGATING EFFECTIVELY
3. Es3ma3ng the work effort and comple3on 3me • Recognize the capabili3es of the team members
4. Scheduling tasks • Trust the team’s ability to get the job done
5. Determining review point • Focus on results, and let go of the need to get involved in
6. Staffing the project how tasks are accomplished.
7. Project cos3ng • Consider delega3on as a way to develop the skills of the
8. Detailed work plan review team.
Prepare For Trade Off - Time, Cost And Quality are the 3 • Always delegate in the lowest possible level to make the
related variables that typically dictate what can be best use of staff resources.
achieved, • Explain assignments clearly and provide resources needed
QUALITY = TIME + COST for successful comple3on.
Change in any of these variables will change the outcome. • Deflect reverse delega3on. Do not automa3cally solve
Knowing from the start which variable is the most problems or make decisions for the staff members.
important to each stakeholder will help the project Ac.vity 3. Create the Schedule
manager make the right changes along the way. It is his establishing the work schedule
responsibility to keep everyone informed. 1. Establish the scheduling assump3ons.
Phase II: Project Planning And Organizing Phase 2. Es3mate the number of resources, the ac3vity effort, and
Also known as “build-up phase” the work package dura3on based on the resources on hand
involves the following: or can afford.
• Establishing & managing the project team 3. Determine calendar dates for each ac3vity and create a
• Communica3ng with & managing project audiences master schedule.
• Resources & commitments are gathered 4. Adjust the individual resource assignments as necessary
• Budge3ng & launching the project to op3mize the schedule.
5. Chart the final schedule.
TOOLS & TECHNIQUES IN SCHEDULING WORK
Gana Chart - is a bar chart with 3me shown on the
horizontal axis and the dura3on of the task represented as a
bar running from the star3ng date to the ending date.
Cri.cal Path Method - helps one iden3fy which tasks are
cri3cal - those that must be completed on 3me for the
project to meet its deadlines - so resources can be allocated
efficiently.
Ac.vity 1. Assemble The Team Program Evalua.on And Review Technique (Pert) - is a
Team Forma.on technique that uses network analysis systems for planning,
The Process of Team Forma.on measuring progress against schedule, evalua3ng changes to
1. Forma3on schedule, forecas3ng future progress & predic3ng &
2. Brainstorming / Delibera3on controlling costs.
3. Emergence of Consensus Ac.vity 4. Develop A Budget
4. Performance 3 levels of accuracy to use in establishing the
factors influencing the team structure budget:
A. INTRINSIC FACTORS Ballpark Es.mate - gut level feel for what the en3re project
