Académique Documents
Professionnel Documents
Culture Documents
Municipality Building
Chapter 1
Introduction
| Project Management
[Allar
Municipality Building
1.1 Introduction
Problems, needs, organization. and opportunities continually arise in every
Problems like low operational efficiency, needs like additional office space, and opportunities like penetrating a new product market are just a few of a nearly endless number of situations that management must address in the process of operating an organization or company. These problems, needs, and opportunities give rise to the identification of solutions. Executing those solutions entails a change for the organization. Projects are generally established to carry out this change and theres always someone responsible for the successful completion of each project. As the project manager, you are the primary change agent, and your guide for carrying out the change is the project management process.
The old saying, "Mind your own business," really has two parts: (1) you need to avoid getting involved in things that aren't on your path to success, and (2) you need to know what business you are in and then mind that business with care. This saying may seem like a cliche', but it is the first rule of business success. If you get this one wrong, nothing else will really go right. Implementation of this principle, involves careful project selection and definition. You should define the scope of your project so it embraces the areas for which you will be responsible. If you try to do a project outside of your area of influence, you will be likely to have problems.
| Project Management
[Allar
Municipality Building
Understand the organizational boundaries between your business and others'. Look at risk areas in the potential project scope that you will not be able to influence, and try to contain these or define them out of your project area. If this is not a project you should be doing, then don't do it. Effective project selection is the first step towards project success.
[Allar
Municipality Building
This is a noteworthy point, as it suggests that you will rarely have the benefit of a wealth of historical information when you start your project. Youll have to launch your project with limited information or, worse yet, misinformation. There will always be some uncertainty associated with your project. This uncertainty represents riskan ever-present threat to your ability to make definitive plans and predict outcomes with high levels of confidence. All of your projects consume resourcesresources in the form of time, money, materials, and labor. One of your primary missions is to serve as the overall steward of these resourcesto apply them as sparingly and as effectively as possible. So, theres a general definition or explanation.
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
During the third phase, the Execution Phase, the prescribed work is performed under the watchful eye of the project manager. Progress is continuously monitored and appropriate adjustments are made and recorded as variances from the original plan. Throughout this phase, the project team remains focused on meeting the objectives developed and agreed upon at the outset of the project. During the final phase, or the Close-Out Phase, the emphasis is on verifying that the project has satisfied or will satisfy the original need. Ideally, the project culminates with a smooth transition from deliverable creation (the project) to deliverable utilization (the post-project life cycle). The project customer accepts and uses the deliverables. Throughout this phase, project resources (the members of the project team) are gradually re-deployed and the project finally shuts down. However,although the project team and the project manager typically stop participating at this point, they can benefit greatly from understanding and appreciating what goes on after the project, as we will soon see.
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
Develop Initial Project Plan, where the Project Manager and Project Team identify all Stakeholders and document their involvement in the project, develop means of communicating with them, and compile all documentation created during Project Initiation to produce the Initial Project Plan. Confirm Approval to Proceed to Next Phase, where the Project Manager reviews and refines the Business Case, secures resources required for Project Planning and prepares the formal acceptance package for review and approval by the Project Sponsor.
| Project Management
[Allar
Municipality Building
Statement of Work (SOW) to document the procurement requirements of the project. Request for Information (RFI) to request general information from interested suppliers. Request for Proposal (RFP), to request detailed proposals from shortlist suppliers. Formal Supplier Contract, to contract the preferred suppliers to the project.
[Allar
Municipality Building
produced during Project Execution and Control have been completed, tested, accepted and approved, and that the product or service of the project has been successfully transitioned to the Performing Organization.
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
Chapter 2
| Project Management
[Allar
Municipality Building
PMBOK define Project Time Management:- includes the processes required to ensure timely completion of the project.
Project Management for Development Organizations define time management: The project schedule is the organization of all project activities by time and by their logical dependencies and each with a start date and a finish date. So every time we plane project we had to pass throw a lot of action's (that need an implementation) each action had specific characteristic's: action time, the labor need for, start and finish of the action..etc the define activity process is to identify this characteristic, and estimate this characteristic, this action's lead to produce a project deliverable's .
The action's arranging by time with process call sequencing activities that identifying the dependency of actions.
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
The estimation of project duration need to assign duration for each activity and developing the schedule at this time we need to be accurate as possible as we can (always we had a degree of uncertainty) in estimation this depend on estimation method and the experience. Accurate estimation safe money .and safe time because it affect on the whole project duration and the quantity of labor, material, equipment and working hour's
Five steps must be prepared before start defining actions: Step # 1 : work breakdown structure must be done because the first piece of information needed for this The creation of the project schedule requires the team to define the conditions that will project step comes from the WBS that has all the activities identified for the track when each activity should begin and finish . Step # 2 : scope statement must be situated the main point in planning process is to set the goal's to knew what to do and ,and that contain developing the time line of the project Step # 3 : historical information ( experience ) from past similar project that was a feedback used to improve accuracy of estimation . Step # 4 : constrains affect on define activities because each time and each place had specific constrains that control the project and the option will be limited . Step # 5 : assumption's will made in any project that will identify the degree of risk so assumption must be real and based on accurate info
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
because it use in planning purpose but the assumption's become more accurate later and later because after each project feedback will used in the next project amount of risk will decrease.
Decomposition : mean to divide the project to a subdivision's easy to deal with and more manageable components in order to provide better management control the final outputs here are described as activities (action steps) rather than as deliverables (tangible items) some application , the WBS and the activity list are developed concurrently. Template: is to use the activity list of previous project as template in the next project and the activity list for a WBS element from the current project may be usable as a template for other, similar WBS elements. Results: Activity list: finally activity should be listed including all activity that will done in implementation phase and the description of each activity ,and activity arrange as an extension to be sure than no addition activity the activity list understandably . Supporting detailed: Supporting detail for the activity list should be documented and organized as needed to facilitate its use by other project management processes. Supporting detail should always include documentation of all identified assumptions and constraints. The amount of additional detail varies by application area. Work breakdown structure updates: that the deliverable descriptions need to be clarified or corrected. Any such updates are needed, the project team may identify missing deliverables or may determine In using the WBS to identify which activities must be reflected in the WBS and related
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
documentation such as cost estimates These updates are often called (refinements)and are most likely when the project involves new or unproven technology.
| Project Management
[Allar
Municipality Building
1- Finish-to-startthe from activity must finish before the to activity can start 2- Finish-to-finishthe from activity must finish before the to activity can finish. 3- Start-to-startthe from activity must start before the to activity can start 4- Start-to-finishthe from activity must start before the to activity can finish.
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
2.4.1.2 Arrow diagramming method (ADM): This is a method of constructing a project network diagram using arrows to represent the activities and connecting them at nodes to show the dependencies. Although less prevalent than PDM, is still the technique of choice in some application areas. ADM uses only finish-to-start dependencies and may require the use of dummy activities to define all logical relationships correctly. ADM can be done manually or on a computer
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
5- Resource capabilities: the productivity of any unit of resource affect on the time estimation which need an accurate estimation for the productivity of each unit for example old equipment or old staff member need time more than the new equipment or young staff member to achieve the specific work .
6- Historical information: Historical information on the likely durations of many categories of activities is often available from one or more of the following sources: 1- Feedback from previous projects helps estimation time for project by comparing and interpolating two projects with area and member of the team which work 2- Commercial duration estimating databases: historical information is often available commercially. These databases tend to be especially useful when activity durations are not driven by the actual work content for example how long it takes concrete to cure; how long does a government agency usually take to respond to certain types of requests. 3- Project team knowledge: experience of team member facilitate the estimation process from previous project they work in.
[Allar
Municipality Building
project will be accurate enough It is frequently used to estimate project duration when there is a limited amount of detailed information about the project.
5- Resource pool description: Knowledge of what resources will be available at what times and in what patterns is necessary for schedule development. The amount of detail and the level of specificity in the resource pool description will vary. 6- Calendars: Project and resource calendars identify periods when work is allowed. Project calendars affect all resources, Resource calendars affect a specific resource or category of resources .
7- Constraints: explained earlier There are two major categories of constraints that must be considered during schedule development: Imposed dates: Completion of certain deliverables by a specified date may be required by the project sponsor, the project customer, or other external factors.
| Project Management
[Allar
Municipality Building
Key events or major milestones: Completion of certain deliverables by a specified date may be requested by the project sponsor, the project customer, or other stakeholders. Once scheduled, these dates become expected and often may be moved only with great difficulty. 8- Leads and lags: Any of the dependencies may require specification of a lead or a lag in order to accurately define the relationship.
2- Duration compression:
Duration compression is a special case of mathematic analysis that looks for ways to shorten the project schedule without changing the project scope . Duration compression includes techniques such as:
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
Crashing: In which cost and schedule trade-offs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing does not always produce a viable alternative and often results in increased cost. Fast tracking: Doing activities in parallel that would normally be done in sequence , Fast tracking often results in rework and usually increases risk.
[Allar
Municipality Building
Project network diagrams: with date information added these charts usually show both the project logic and the projects critical path activities Bar charts: also called Gantt charts, show activity start and end dates as well as expected durations, but do not usually show dependencies. They are relatively easy to read and are frequently used in management presentations. Milestone charts: similar to bar charts, but identifying the Scheduled start or completion of major deliverables and key external interfaces Time-scaled network diagrams: are a blend of project network diagrams and bar charts in that they show project logic, activity durations, and schedule information. Supporting detail: Supporting detail for the project schedule includes at least documentation of all identified assumptions and constraints. The amount of additional detail varies by application area. For example: On a construction project: it will most likely include such items as resource histograms, cash flow projections, and order and delivery schedules. On an electronics project: it will most likely include resource histograms only. Information frequently supplied as supporting detail includes, but is not limited to: Resource requirements by time period, often in the form of a resource histogram. Alternative schedules Schedule reserves or schedule risk assessments Schedule management plan: A schedule management plan defines how changes to the schedule will be managed. It may be formal or
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
informal, highly detailed or broadly framed based on the needs of the project. It is a subsidiary element of the overall project plan Resource requirement updates: Resource leveling and activity list updates may have a significant effect on preliminary
| Project Management
[Allar
Municipality Building
Chapter 3
| Project Management
[Allar
Municipality Building
3.1 Introduction
Scope is the description of the boundaries of the project. It defines what the project will deliver and what it will not deliver. Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project. One of the leading causes for project failures is poor management of the project scope, either because the project manager did not spend enough time defining the work, or the uncontrolled changes in a project's scope, is the tendency of a project to include more tasks than originally specified, which often leads to higher than planned project costs and an extension of the project end date. It is not possible to assume there will be no changes during the life of the project. For example, changes may come from the beneficiaries who want additional deliverables, then the initial estimates for budget, and schedule may no longer be valid. If the donor agrees to include the new work into the project scope, the project manager has the right to expect that the current budget and deadline will be modified (usually increased) to reflect this additional work. This new estimated cost, effort and duration now become the approved target. All changes to the project scope must be approved by management and the donor; this is one of the principal requirements for scope management. This is not to say the objective of scope management is to avoid any changes to the initial agreement; development projects, due to their nature are initiated mostly on general assumptions. It is expected that as the project makes progress, additional information will lead to new insights that require the project to change its approach and its plans. The purpose of scope management is to establish a process that will allow the incorporation of changes by ensuring the changes contribute to the
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
ultimate goal of the project, changes are approved by management and the donor. The major project scope management processes: 3.2 Initiation: committing the organization to begin the next phase of the project. 3.3 Scope Planning: developing a written scope statement as the basis for future project decisions. 3.4 Scope Definition: subdividing the major project deliverables into smaller, more manageable components. 3.5 Scope Verification: formalizing acceptance of the project scope. 3.6 Scope Change Control: controlling changes to project scope. These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.
3.2 Initiation
Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase. This formal initiation links the project to the ongoing work of the performing organization. In some organizations, a project is not formally initiated until after completion of a feasibility study, a preliminary plan, or some other equivalent form of analysis which was itself separately initiated. Some types of projects, especially internal service projects and new product development projects, are initiated informally and some limited amount of work is done in order to secure the approvals needed for formal initiation.
| Project Management
[Allar
Municipality Building
The Project Log frame that describe the projects inputs, outputs, outcomes and objectives of the project. Historical information from similar projects and their lessons learned. Expert advice from subject matter experts on a specific technical area of the project Information from project beneficiaries.
[Allar
Municipality Building
value engineering, value analysis, function analysis, and quality function deployment. 2. Benefit/cost analysis Benefit/cost analysis involves estimating tangible and intangible costs (outlays) and benefits (returns) of various project alternatives, and then using financial measures such as return on investment or payback period to assess the relative desirability of the identified alternatives. 3. Alternatives identification This is a catchall term for any technique used to generate different approaches to the project. There are a variety of general management techniques often used here, the most common of which are brainstorming and lateral thinking. 4. Expert judgment Expertise may be provided by any group or individual with specialized knowledge or training and is available from many sources including: Other units within the performing organization. Consultants. Professional and technical associations. Industry groups.
[Allar
Municipality Building
Improve the accuracy of cost, time, and resource estimates. Define a baseline for performance measurement and control. Facilitate clear responsibility assignments.
The WBS is a hierarchy of all project work, it is a vertical breakdown, moving from the project goal to the tasks or subtasks. This decomposition process allows a good level of confidence in estimating the final project schedule and budget. It shows all the work that needs to be accomplished. At the top level is the project ultimate goal, the second level contains the project objectives, the third level has the project activities and depending on the size and complexity of each activity the WBS may contain a fourth level that describe the tasks.
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
The size and complexity of a project will determine the number of levels a WBS needs. For some projects additional levels may be included to represent intermediate objectives. Other projects may choose to structure the WBS by the geographical locations the project will work or group the objectives by the communities participating in the project. The Work Breakdown Structure (WBS) is an important planning tool used to define a project in terms of its outputs while providing a method for breaking these deliverables into meaningful work units. The WBS allows the project manager to clearly describe the hierarchical nature of the work to be performed and establishes a foundation for other elements of the project planning documents including the projects resource plan, budget, implementation plan, and project schedule. With the WBS, the project manager will be able describe the outcomes of a project in a way that is clear to the project team, while at the same time capturing the order and sequence of the work necessary to produce those outputs. The WBS provides a means for carefully detailing the outputs of the project and facilitates the identification of specific the work elements, and groupings required to deliver each element. Additionally, once it is complete, the WBS becomes an essential building block and reference point for other project plan components. Another component of the WBS is the numbering system used to track each element with a unique number useful for development of the project schedule.
[Allar
Municipality Building
Quality management is generally performed before scope verification, but these two processes can be performed in parallel.
completed, what costs have been incurred or committed, etc. Work results are an output of project plan execution. 2. Product documentation: Documents produced to describe the projects products must be available for review. The terms used to describe this documentation (plans, specifications, technical documentation, drawings, etc.) vary by application area.
examining, and testing undertaken to determine whether results conform to requirements. Inspections are variously called reviews, product reviews, audits, and walk-through; in some application areas, these different terms have narrow and specific meanings.
[Allar
Municipality Building
Scope change control must be thoroughly integrated with the other control processes (time control, cost control, quality control, etc.).
| Project Management
[Allar
Municipality Building
Chapter 4
| Project Management
[Allar
Municipality Building
4.1 Definition
Management of cost related activities achieved by collecting, analyzing, evaluating, and reporting cost information used for budgeting, estimating, forecasting, and monitoring costs.
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
above and thereby facilitate rapid consideration of many costing alternatives. 4- Bottom-up estimating (Unit Cost Method of Estimation). If the design technology for a facility has been specified, the project can be decomposed into elements at various levels of detail for the purpose of cost estimation. This technique involves estimating the cost of individual work items, then summarizing or rolling-up the individual estimates to get a project total.
Cost base line : The base line is a time-phased budget that will be used to measure and monitor cost performance on the project. Many projects, especially larger ones, have multiple cost baselines to measure different aspects of cost performance.
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
4.7.1 Important
Knowing where you are on schedule Knowing where you are on budget? Knowing where you are on work accomplished?
| Project Management
[Allar
Municipality Building
Chapter 5
| Project Management
[Allar
Municipality Building
5.1 Introduction
Quality management is the process for ensuring that all project activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance. Quality management is a continuous process that starts and ends with the project. It is more about preventing and avoiding than measuring and fixing poor quality outputs. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase. Quality management focuses on improving stakeholders satisfaction through continuous and incremental improvements to processes, including removing unnecessary activities; it achieves that by the continuous improvement of the quality of material and services provided to the beneficiaries. It is not about finding and fixing errors after the fact, quality management is the continuous monitoring and application of quality processes in all aspects of the project.
[Allar
Municipality Building
Quality management is a repetitive cycle of measuring quality, updating processes, measuring, updating processes until the desired quality is achieved.
[Allar
Municipality Building
will be used in the project, it will look at what the donor, beneficiaries, the organization and other key stakeholders to come up with a good definition of quality. In some instances the organization or the area of specialization of the project (health, water or education) may have some standard definitions of quality that can be used by the project. Quality management implies the ability to anticipate situations and prepare actions that will help bring the desired outcomes. The goal is the prevention of defects through the creation of actions that will ensure that the project team understands what is defined as quality.
[Allar
Municipality Building
*Timeliness, how the product or service is delivered in time to solve the problems when its needed and not after, this is a crucial characteristic for health and emergency relief work *Suitability, defines the fitness of its use, it appropriateness and correctness, the agriculture equipment must be designed to operate on the soul conditions the beneficiaries will use it on. *Completeness, the quality that the service is complete and includes all the entire scope of services. Training sessions should be complete and include all the material needed to build a desired skill or knowledge *Consistency, services are delivered in the same way for every beneficiary. Clinical tests need to be done using the same procedure for every patient.
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
It is the systematic approach to the processes of work that looks to remove waste, loss, rework, frustration, etc. in order to make the processes of work more effective, efficient, and appropriate. Quality improvement refers to the application of methods and tools to close the gap between current and expected levels of quality by understanding and addressing system deficiencies and strengths to improve, or in some cases, re-design project processes. A variety of quality improvement approaches exists, ranging from individual performance improvement to redesign of entire project processes. These approaches differ in terms of time, resources, and complexity, but share the same four steps in quality improvement: Identify what you want to improve; the project using the data found in the quality control process identifies the areas that need improvement. Analyze the problem or system, the team then investigates the causes for the problem and its implications to the project, the causes may be internal or external to the project. Develop potential solutions or changes that appear likely to improve the problem or system, the team brainstorms ideas and potential solutions to the problem, taking in consideration its impact to the project schedule and budget. After careful considerations the team decides and chooses the best alternative. Test and implement the solutions. The team may decide to test the solution on a small scale to verify that it is capable of fixing the problem, it testes for the initial assumptions made about the problem and once it confirms that the solution is a viable alternative, it then proceeds to implement in a full scale the solution.
[Allar
Municipality Building
quality. Poor quality is the waste, errors, or failure to meet stakeholder needs and project requirements. The costs of poor quality can be broken down into the three categories of prevention, appraisal, and failure costs: Prevention costs: These are planned costs an organization incurs to ensure that errors are not made at any stage during the delivery process of that product or service to a beneficiary. Examples of prevention costs include quality planning costs, education and training costs, quality administration staff costs, process control costs, market research costs, field testing costs, and preventive maintenance costs. The cost of preventing mistakes are always much less than the costs of inspection and correction. Appraisal costs: These include the costs of verifying, checking, or evaluating a product or service during the delivery process. Examples of appraisal costs include receiving or incoming inspection costs, internal production audit costs, test and inspection costs, instrument maintenance costs, process measurement and control costs, supplier evaluation costs, and audit report costs. Failure costs: A project incurs these costs because the product or service did not meet the requirements and had to be fixed or replaced, or the service had to be repeated.
[Allar
Municipality Building
trying to wait until the end of a phase or a mid term evaluation to start making adjustments and improvements to the work. It requires little effort and by doing small incremental improvements the project can reach significant levels of quality. To implement continuous improvements, it necessary to have a culture of reflection that allows the project team to learn from mistakes and apply the lesson on the next phase or cycle and not spend time and effort trying to put blame, otherwise, the team will fear reporting any problems with quality and it will be too late to do anything once the donor or the beneficiaries find out.
| Project Management
[Allar
Municipality Building
Chapter 6
Communications Management
| Project Management
[Allar
Municipality Building
6.1 Introduction
The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed . The Communications Management Plan defines the following : *Communication requirements based on roles *What information will be communicated *How the information will be communicated *When will information be distributed *Who does the communication *Who receives the communication This Communications Management Plan sets the communications framework for this project . It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change . This plan identifies and defines the roles of persons involved in this project . It also includes a communications matrix which maps the communication requirements of this project . An in-depth guide for conducting meetings details both the communications rules and how the meetings will be conducted, ensuring successful meetings . A project team directory is included to provide contact information for all stakeholders directly involved in the project.
[Allar
Municipality Building
Strong verbal skills are a key factor in career advancement for IT professionals
[Allar
Municipality Building
A common cause of project failure is the lack of clear communication within the project team .To ensure that the communications on your project are clear, concise, relevant and timely, you need to create a detailed Communications Plan .The Communications Plan describes the information that must be disseminated to all of the project stakeholders to keep them regularly informed of the project's progress .The following diagram depicts the steps involved in creating a Communications Plan:
To begin, you first need to identify all the stakeholders who require regular information about the status of the project. Identify the nformation requirements of each stakeholder group. Then schedule the dissemination of that information to those stakeholders throughout the Project Lifecycle. Finally, define the formal process for delivering communications within the project.
[Allar
Municipality Building
For example the register will enable the project manager to view the status of all of the communications to date and determine whether or not the stake holders to the project are being kept in the loop and informed. *Project Status Report This Project Report will help you communicate the status of your project, to your staff and stakeholders. Project Reports enable you to keep people regularly informed of the progress of the project and to raise any items for their attention. This Project Status Report enables you to tell your team whether the project is on track and likely to finish within schedule. *Performance Reporting Performance reporting refers to an integrated system of planning and reporting that is oriented toward achieving outcomes.
| Project Management
[Allar
Municipality Building
Chapter 7
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
*It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources. *It results in fewer problems for project personnel and the accounting department. *It often improves morale.
[Allar
Municipality Building
5- External feedback : The project team must periodically measure itself against the performance expectations of those outside the project.
| Project Management
[Allar
Municipality Building
Chapter 8
| Project Management
[Allar
Municipality Building
8.1 Introduction
Project integration management involves coordinating all of the other Project management knowledge areas throughout a projects life cycle
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
Overall change control requires: * Maintaining the integrity of the performance measurement baselines all approved changes should be reflected in the project plan, but only project scope changes will affect the performance measurement baselines. *Ensuring that changes to the product scope are reflected in the definition of the project scope
| Project Management
[Allar
Municipality Building
Chapter 9
Risk Management
| Project Management
[Allar
Municipality Building
Risk management is not a separate project office activity assigned to a risk management department, but rather is one aspect of sound project management. Risk management should be closely coupled with key project processes, including but not limited to: overall project .management, systems engineering, cost, scope, quality, and schedule A risk is defined as any event which is likely to adversely affect the .ability of the project to achieve the defined objectives
2- Identefy risk event Risk identification involves determining which risks might affect the project and documenting their characteristics 3- QualitativeRisk Analysis
| Project Management AN-NAJAH NATIONAL UNIVERSITY 2010-2011
[Allar
Municipality Building
Qualitative risk analysis assesses the impact and likelihood of the identified risks and develops prioritized lists of these risks for further analysis or direct mitigation 4- Quantitative Risk Analysis Quantitative risk analysis is a way of numerically estimating the probability that a project will meet its cost and time objectives . Quantitative analysis is based on a simultaneous evaluation of the impacts of all identified and quantified risks 5- Risk Response Planning Risk response strategy is the process of developing options and determining actions to enhance opportunities and reduce threats to the projects objectives .It identifies and assigns parties to take responsibility for each risk response The Project Manager and the project team identify which strategy is best for each risk, and then selects specific actions to implement that strategy.. 6- Risk Monitoring & Control Risk Monitoring and Control tracks identified risks, monitors residual risks, and identifies new risksensuring the execution of risk plans, and evaluating their effectiveness in reducing risk .Risk Monitoring and Control is an ongoing process for the life of the project.
[Allar
Municipality Building
5- Establish the expectation that risk will be managed, documented and reported
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
Chapter 10
PROCUREMENT PLANNING
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
To the extent that other planning outputs are available they must be which considered during procurement planning. Other planning outputs must often be considered. Constraints: Constraints are factors that limit the buyers options. One of the most common constraints for many projects is funds availability.
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
Chapter 11
Part two
| Project Management
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
Overview: 1- Total project cost = 2104555 NIS 2- Profit & Overhead 20% from total cost 3- The cost of structural work is = 1311071 NIS The cost of mechanical work is = 95835 NIS The cost of electrical work is = 82050 NIS The cost of finishing work is =615600 NIS
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
[Allar
Municipality Building
| Project Management
[Allar
Municipality Building
| Project Management