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collection of individuals with different needs, backgrounds and expertise and transforming them into an integrated, effective work unit.
A simple and effective way is to represent these roles in
a chart so that one can easily and immediately identify the roles played by the stakeholders.
Responsiveness
and flexibility to customer requirements and changes Strategic position of the project for future business Ability to stretch beyond planned goals Organizational learning benefitting future projects
and
reporting
relations Charter of the program or project organization Project organization chart Define the project scope and key parameters pertaining to work, timing, resources and responsibilities Staff the project and organize the team
Organizational Charts
Traditional chart- portrays the general framework of
the organization. It is of pyramidal variety. Such charts reflects project-functional interfaces on dotted lines which gives flexibility to managers. Linear Responsibility Chart useful to determine the specificity of individual and collective roles in the organization
nature of organization structure It shows the basic relationships and the groupings of positions and functions Formal lines of authority and responsibility and hierarchy are depicted.
objectives Does not reflect the myriad reciprocal relationships between the peers, associates & many others with common interest in some purpose Most charts are static & become outdated by the time they are published Neglects are informal, dynamic relationships that are constantly at play in the environment It may confuse organizational positions with status and prestige Overemphasizes the vertical role
Functional chart
An organizational position An element of work a work package An organizational interface point A legend for describing the specificity of the organizational interface A procedure for designing, developing and operating LRCs for an organization A commitment and dedication on the part of the members of the organization to make LRC process work
Work Packages
The work elements of hierarchical levels of the Work
Breakdown structure are called work packages. It has the following characteristics: Work package represents a discrete unit of work at appropriate level of the organization Each work package is clearly distinguished from all other work packages Primary responsibility of completing the work package on schedule and within budget can always be assigned to an organizational unit Work package can be integrated with other work packages at the same level of the WBS
package R Review reviews output of a work package N Notification notifies the output of a work package O Output receives the output of a work package and integrates it into the work being accomplished I Input provides input to a work package W Work is done accomplishes the actual labor of a work package I* - Initiation initiates a work package
LRC - Example
Developing LRC
Distribute current traditional organizational chart to
key people Develop and distribute blank copies of LRC Get the people together to discuss regarding merits & demerits of traditional chart; concept of WBS and work package; nature of LRC and how it is developed & used; making actual WBS and work package &; fitting of symbols into proper relationship in LRC Encourage an intensive dialogue during the actual making of LRC
Uses of LRC
Portray
formal authority, responsibility and accountability relationships Acquaint new corners of with how things are done in the organization Get the people committed and motivated Bring out real or potential conflicts Permit people to see the big picture how they fit in the organization Facilitate team work Project standards to monitoring by project managers
PROJECT PLANNING
and making explicit the objectives, goals and strategies necessary to bring the project through its life cycle to a successful termination when the projects product or service takes its rightful place in the execution of project owners strategies. Project plan and control are interrelated Three plans are interrelated in an enterprise:
Strategic plan
Functional plan Project plan
Strategies
Structure Roles Style Systems Resources
Project manager
Work package manager Professional Simultaneous project planning Concurrent planning
Objectives
detailed description of projects deliverables project mission statement
Contractual aspects
agreements with clients and third parties reporting requirements technical specifications project review dates
Resource requirements
estimated project expenses overhead and fixed charges
Personnel
special skill requirements necessary training legal requirements
Elements of Project Master Plan Evaluation methods evaluation procedures and standards procedures for monitoring, collecting, and storing data on project performance Potential problems list of likely potential problems
for the project. Identify who among senior managers has a major interest in the project. Determine if anything about the project is atypical.
Important results
scope understood and temporarily fixed
objectives (level 1 activities) delegate level 1 activities to individuals or functional areas to develop list of level 2 activities degree of detail should be same within a given level
successively finer detail (by levels). Type and quantity of each required resource identified for each activity. Predecessors and durations estimated for each activity. Milestones identified. Individual or group assigned to perform the work identified for all activities.
Use of templates
diagrams Bar Chart with precedence & without precedence Critical Path Method (CPM) PERT- Path Evaluation and review Technique GERT simulation Graphical Evaluation and review Technique Time/ Cost Analysis Resource Leveling Computer Assistance LRC
assigned and accomplished by some organizational unit or individual. These tasks are the performed by specialized functional organizational components. The map of the project represents the collection of these units and shows the project manager many organizational and subsystem interfaces to manage.
Substantially detailed
Based on credible time estimates and available
resources Compatible with other organization plans that share common resources
status of each work package in relation to the time scale. A variation of the bar chart is the milestone chart, which replaces the bar with lines, and triangles to indicate project status. A bar does not show work package interdependence and time-resource trade-off.
strategies Develop WBS Sequence work packages and tasks Estimate cost and time elements Review master schedule with project time constraints Reconcile master schedule with project time constraints Review the schedule as to consistency with cost and technical performance Senior managers approve the schedule
Financial plan
Functional plan
Strategic outlining
Activity network showing the sequence Separate budgets and schedules for individual units Interface plan must particularly being customer oriented Indication of review process to be undertaken A list of key project persons in relation to WBS
project Identify and make provisions for the assignment of the functional work Identify project work packages that will be subcontracted Develop the master and work package schedules Develop the logic networks and relationships of the project work packages
face Estimate the project costs Perform risk analysis Develop the project budgets, funding plans and other resource plans Ensure the development of organizational cost accounting system interfaces Select the organizational design Provide for the project management information system
techniques Develop the project team Integrate contemporaneous state of the art project management philosophies, concepts and techniques Design project administration policies, procedures and methodologies Plan for the nature and timing of project audits Determine who the project stakeholders are, plan for the management of these stakeholders