> Planning
3.4 Planning
Process Group “The Planning Process Group consists of those processes
performed to establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those
objectives” (Project Management Institute, 2008, p 46).
The
Planning Process Group has the most activity and some of the most
critical elements of all of the process groups. Here the Project Management
Plan, Scope definition, and Work Breakdown Structure are all developed.
Activities definition, sequencing, resource estimation, and duration estimation
are identified and a schedule developed. Costs are estimated and a
baseline budget is implemented. The quality requirements are determined and
incorporated into the quality plan.
A Human
Resources plan will identify the type and skills of personnel needed creating
the staffing management plan. The communications plan is developed during the
planning phase as well. The risk management plan is a significant part of the
planning process and includes identify risks, performing both qualitative and
quantitative risk analysis. The risk response plan provides the appropriate
actions to mitigate possible threats.
Planning procurement rounds out the planning process and it
identifies the purchasing requirements for the project and potential
suppliers.
More effort made during the planning phase will reap dividends throughout the project.
4.2 Develop Project
Management Plan “Develop Project management Plan is the process of
documenting the actions necessary to define, prepare, integrate, and coordinate
all subsidiary plans. The project management plan defines how the project is
executed, monitored and controlled, and closed” (Project Management Institute,
2008, p 78).
At the Planning phase, the Project Management Plan defines the 'broad brush' outline of the entire project. This document will be utilized and updated throughout the remainder of the project.
Artifacts:
CNM Construction Bridge Project
The CNM Bridge Project culminates the elements necessary to develop a Project Management Plan and demonstrates my knowledge in this area.
Denver International Airport (DIA) Airport Case StudyThe Denver International Airport, (DIA) the objective of the city, the airlines, and various stakeholders are considered as to how DIA was developed into a project management plan. The section on page five 'Scope Creep' and from page eight the 'Risk' section on describe inadequate planning and its impact on the project.
PGMT 502 Term Paper ReEngineSTCProject APA-RevB2 mm.docx
Page three begins the project description that will lay the groundwork for the project management plan.
5.1 Collect
Requirements “Collect Requirements is the process of defining and
documenting stakeholders’ needs to meet the project objectives” (Project
Management Institute, 2008, p 103).
5.3 Create WBS
“Create WBS is the process of subdividing project deliverables and project work
into smaller, more manageable components” (Project Management Institute, 2008, p
103).
The PPt p31 tab in MGMT 524 Queuing-Resource Chp 14 Problems.xlsx is a base line to establish my excel formula utilizing a known question and answer. You can change inputs in cells D1 and D2 to your own obtain custom results that are indicated in blue.
Imagine coordinating hundreds of trucks, hauling concrete to a massive new parking structure. How many trucks will be needed has to be determined, but there are other considerations. This artifact aids in determining the rates that the trucks should be dispatched based on the time it takes to empty the trucks load. This prevents wait times, lowers cost, and inputs to the sequencing of activities since the activity durations for the operation are predictable. Activity resources are better managed as resource cost can be anticipated.
The tab SP 14-2 in MGMT 524 Queuing-Resource Chp 14 Problems.xlsx provides the following information given the parameters in E1 and E2, (you can place your own data in E1 and E2 for custom results indicated in blue).
Customers in the system on the average, show the time that an average customer spends in the system, the number of customers waiting in line on the average, the average waiting time per customer, the percentage of time Marty, (or a truck), is busy, and the probability that there are 0 customers in the system. Cell I48 Implies that there is a 19.8% chance that more than three customers are in the system under the current parameter. Tab ‘P 14-19 to 22’ cells M53 through O61 in MGMT 524 Queuing-Resource Chp 14 Problems.xlsx demonstrates how to extrapolate the best mix of resources to off-load the trucks. As indicated, this problem was originally incorrect in class due to an oversight of the labor rate time the number of workers. The remainder of tab ‘P 14-19 to 22’ in MGMT 524 Queuing-Resource Chp 14 Problems.xlsx is ancillary information.
The remainder of the tabs contains notes and additional problems.
As this is an Federal Aviation Administration (FAA) Certification project, the sequence of events is structured and cannot be deviated from. The FAA divides the project into phases and this paper correlates the phases to the process groups of project management.
6.3 Estimate Activity
Resources “The process of estimating the type and quantities of material,
people, equipment, or supplies required to perform each activity” (Project
Management Institute, 2008, p 129).
The PPt p31 tab is a base line to establish my excel formula utilizing a known question and answer. You can change inputs in cells D1 and D2 to your own obtain custom results that are indicated in blue.
Imagine coordinating hundreds of trucks, hauling concrete to a massive new parking structure. How many trucks will be needed has to be determined, but there are other considerations. This artifact aids in determining the rates that the trucks should be dispatched based on the time it takes to empty the trucks load. This prevents wait times, lowers cost, and inputs to the sequencing of activities since the activity durations for the operation are predictable. Activity resources are better managed as resource cost can be anticipated.
The tab SP 14-2 provides the following information given the parameters in E1 and E2, (you can place your own data in E1 and E2 for custom results indicated in blue).
Customers in the system on the average, the time that an average customer spends in the system, the number of customers waiting in line on the average, the average waiting time per customer, the percentage of time Marty, (or a truck), is busy, and the probability that there are 0 customers in the system. Cell I48 Implies that there is a 19.8% chance that more than 3 customers are in the system under the current parameter. Tab ‘P 14-19 to 22’ cells M53 through O61 demonstrates how to extrapolate the best mix of resources to off-load the trucks. As indicated, this problem was originally incorrect in class due to an oversight of the labor rate time the number of workers. The remainder of tab ‘P 14-19 to 22’ is ancillary information.
The remainder of the tabs contains notes and additional problems.
6.4 Estimate Activity
Durations “The process of approximating the number of work periods needed
to complete individual activities with estimated resources” (Project Management
Institute, 2008, p 129).
Tom Schriber is a hypothetical businessperson who wants to know what 'tall poles' face him for a project. Since there are deadlines for the project, he also needs to understand the probability of project completion within certain periods. This artifact demonstrates the ability to develop a Project Evaluation and Review Technique, (PERT), to ascertain milestones and schedule constraints.
6.5 Develop Schedule
“The process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule” (Project Management
Institute, 2008, p 129).
Tom Schriber is a hypothetical businessperson who wants to know what 'tall poles' face him for a project. Since there are deadlines for the project, he also needs to understand the probability of project completion within certain periods. This artifact demonstrates the ability to develop a Project Evaluation and Review Technique, (PERT), to ascertain milestones and schedule constraints. He will use this data to develop a schedule.
7.1 Estimate Costs
“The process of developing and approximation of the monetary resources needed
to complete project activities” (Project Management Institute, 2008, p 165).
This artifact provides substantiation of the estimate cost area of knowledge. Although some of my responses were incorrect, the feedback given during classroom review re-enforces the concept. Responses are highlighted with the following meaning: Yellow = Correct, Red = Incorrect, Gray = Correct answer.
7.2 Determine Budget
“The process of aggregating the estimated costs of individual activities or
work packages to establish an authorized cost baseline” (Project Management
Institute, 2008, p 165).
This artifact provides substantiation of the estimate cost area of knowledge. Although some of my responses were incorrect, the feedback given during classroom review re-enforces the concept. Responses are highlighted with the following meaning: Yellow = Correct, Red = Incorrect, Gray = Correct answer.
8.1 Plan Quality
“The process of identifying quality requirements and/or standards for the
project and product, and documenting how the project will demonstrate
compliance” (Project Management Institute, 2008, p 189).
Tab P 14-11 will help plan quality when a base-line failure
rate has been established providing the expected down time for a particular
machine. For projects in process, data
can be input to establish a base line. When the service rate exceeds a
pre-determined threshold, a corrective action plan should be enacted to
determine root-cause.
MGMT 532 Leadership-TQM-Culture R2 mm.docx
This paper focuses on quality leadership, the organizational
cultures role in quality, and the metrics utilized to sustain quality. These elements
should be incorporated in the plan quality phase of the project.
9.1 Develop Human
Resource Plan “The process of identifying and documenting project roles,
responsibilities, and required skills, reporting relationships, and creating a
staffing management plan” (Project Management Institute, 2008, p 215).
Artifacts:
PMGT 612 Cultural Implications of International ProjectsR4 doc (1).docx
The Cultural Implications of International Projects is a lessons learned for human resources planning. When the project spans across many countries each site will have unique needs.
MGMT 532 Leadership-TQM-Culture R2 mm.docx
This paper focuses on quality leadership, the organizational cultures role in quality, and the metrics utilized to sustain quality. These elements should be incorporated in the plan quality phase of the project.
PMGT 611 Project Management Human Resources Planning, Execution, and Control2.docx
Team dynamics play an important role during the 'develop human resource plan' phase of a project. You need the right people, with the right skills, at the right place throughout the project. Page two of this paper identifies these requirements.
10.2 Plan
Communications “The process of determining the project stakeholder
information needs and defining a communication approach” (Project Management
Institute, 2008, p 243).
11.1 Plan Risk
Management “The process of defining how to conduct risk management
activities for a project” (Project Management Institute, 2008, p 273).
11.2 Identify Risks
“The process of determining which risks may affect the project and documenting
their characteristics” (Project Management Institute, 2008, p 273).
11.4 Perform
Quantitative Risk Analysis “The process of numerically analyzing the effect
of identified risks on overall project objectives” (Project Management
Institute, 2008, p 273).
Artifacts:
PMGT 613 Quant-Qual wbs4_6_questions2.doc
PMGT 613 Qual risk WBS 5.5 - questions2.doc
MGMT 524 CP-3 CapstoneProblemSe2.pdf
These documents demonstrate the knowledge required to make
quantitative risk analysis of a project. The PMGT 613 Quant-Qual
wbs4_6_questions2.doc examines sources and tools for risk analysis while
identifying quantitative risk. PMGT 613
Qual risk WBS 5.5 - questions2.doc addresses simulations, decision trees, and
statistical definitions.
MGMT 524 CP-3 CapstoneProblemSe2.pdf demonstrates an
application germane to quality metrics that can easily be adapted to
quantitative risk analysis. Predicting the dependent variable, analyzing the
independent variables, and determining the predictability the accuracy of the
independent variables can identify risk with greater accuracy.
11.5 Plan Risk
Responses “The process of developing options and actions to enhance
opportunities and to reduce threats to project objectives” (Project Management
Institute, 2008, p 273).
12.1 Plan Procurements
“The process of documenting project purchasing decisions, specifying the
approach, and identifying potential sellers” (Project Management Institute,
2008, p 313).
Page two of this article examines the plan procurements
phase of a project.