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Chapter 3

CGMS450- Chapter 3- Planning the Project.docx

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Global Management Studies
GMS 450
Stan Katz

CGMS450- Chapter 3- Planning the Project  Carefully planning—project success  Paralysis by analysis—over done planning 3.1 The contents of a project plan- the “project charter”  Map of the route from project start to end o Business case or the organizations expected financial benefits that will accrue as well as the strategic reasons for the project  Needs to know whether or not any changes in project pans are contemplated or likely to happen in the future  Project plans o PMBOK project plan—elements concerning planning, execution, and control of the project o Work breakdown structure o RACI matrix  Elements required in project plan 1. Overview—brief description of the project and its deliverables  Together with a list of the major milestones of significant events in the project schedule and any constraints on the project scope 2. Objectives—more detailed description of the projects scope, its deliverables and outcomes 3. General approach—technological and managerial approaches to the work described 4. Contractual aspects—complete description of all agreements made with the client or any third party 5. Schedules—outline of all schedules and milestones 6. Resource requirements—estimates of project expenses, both capital and operating and included here 7. Personnel—details of the project work force 8. Risk management—attempt to remedy that condition 9. Evaluation methods—description of all project evaluation procedures and quality standards  Project charter contains most but not all elements above o Abridged version of full project plan—summaries of the budget and schedule details o Major stakeholder must sign off on the plan 3.2 The project process- overview  Distant steps for computer software 1. Develop and evaluate the concept of the project 2. Carefully identify and spell out the actual capabilities hat the projects deliverable must have to be successful 3. Create such a system—build a prototype deliverable 4. Test the prototype to see if it does have desire abilities a. Go back to step 3 to modify and re-test 5. Integrate the deliverable into the system which it was designed 6. Validate the deliverable 7. Client test system 8. Make sure client understands all standard operating and maintenance requirements  Bit of tweaking for some projects  R&D project would need more extensive risk analysis 3.3 The planning process- nuts and bolts  Problem of determining and listing the various tasks that must be accomplished in order to complete a project The launch meeting- and subsequent meetings  First job is to review the projects objectives with senior manager  Purpose of interview o Make sure PM understands the expectations for the project o Identify those among the senior managers who have major interest in the project o Determine if anything about the project is atypical for projects of the same general kinds  Invitation list—at least 1 rep from senior management, someone with strong interest in the project, probable project champion 1 CGMS450- Chapter 3- Planning the Project  Single project—common for preliminary plan to be generated at the launch meeting o Result of launch meeting  Projects scope is understood and temporarily fixed  Various functional managers understand their responsibilities and have committed to develop an initial task and resource plan  Potential benefits to the organization outside the scope of the project are noted  Plan moves through the appropriate management levels where it is approved or altered and approved  Communication between the interested parties is critical for successful planning o Project baseline Sorting out the project- the work breakdown structure (WBS)  Ensuring any task required to produce a deliverable is not overlooking and thereby not accounted for and planned  Hierarchical planning process—how to build a WBS for a project  Start with the projects objectives  Planner often the PM makes a list of the major activities that must be completed to achieve the objectives o Level 1 activities—delegates it to an individual or function group o They then make level 2 activities to complete level 1 and so on o Decomposing larger tasks into their component parts continue until the lowest level subtasks are sufficiently understood till there’s no reason to continue  Gathering the project team together and providing each member with a pad of sticky-notes o After defining the projects objectives, level 1 tasks—team members write on the sticky notes all the tasks that is required to complete project o Provides entire team a better understanding of the work needed to complete project  WBS tree—task are appropriately identified o Space is available for a party’s signature—denoting that the person has accept accountability by “signing off”  Hierarchical planning—at any given level the degree of detail of the task should be roughly the same level Extensions of the everyday WBS  Modified WBS- additional data required 1. Estimated of resources required for each task in plan 2. Estimated time required to accomplish each task 3. Information about who has responsibility for the task 4. Data that will allow tasks to be sequenced so the set will finish at a early time  Not only identifies the deliverables but also note the start date if it is known or other information one wishes to show  Estimates for the durations and resource requirements for accomplishing the subtasks are subject to constraints or assumptions—should be noted 3.4 More on the work breakdown structure and other aids  Information needed to constructing the project WBS 1. All projects activities will be identified and arranged in successively finer detail, that is, by levels 2. For each activity, the type and quality of each required resource are identified 3. For each activity, predecessors and task duration are estimated 4. All projects milestones are identified and located on the project schedule following their predecessor activities 5. Each activity, the individua
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