Part 11 Planning

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MOST MANAGERS DO NOT LIKE PLANNING DUE TO THE FOLLOWING:. It takes time.You need to think.It includes paper work.You are sure to deliberate procedures.You are resolved to accomplish a particular result inside of a predefined time period.. Powerful Planning. A viable arrangement will be:- Explicit - expressed in point of interest, leaving nothing simply implied.Intelligible - it must be comprehended and be comprehensi

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´╗┐Part 11 Planning

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MOST MANAGERS DO NOT LIKE PLANNING DUE TO THE FOLLOWING: It requires some investment. You need to think. It includes paper work. You are bound to precise methods. You are resolved to accomplish a particular outcome inside a predetermined day and age.

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Effective Planning A powerful arrangement will be:- Explicit - expressed in detail, leaving nothing just inferred . Clear - it must be comprehended and be conceivable . Adaptable - equipped for tolerating change. Controllable - fit for being observed for control purposes.

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Six Phases of a Project: Wild Enthusiasm Disillusionment Panic Search for the liable Punishment of the honest Praise and respects for the nonparticipants Defining the necessities.

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Planning Fundamentals If the undertaking is surely knew before being performed, a great part of the work can be preplanned. In the event that the assignment is not seen, then amid the genuine errand execution more learning is picked up that, thus, prompts to changes in asset allotments, calendars, and needs. The more unverifiable the errand, the more noteworthy the measure of data that must be handled with a specific end goal to guarantee viable execution.

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Reasons for Planning To dispose of or diminish vulnerability To enhance productivity of the operation To get a superior comprehension of the destinations To give a premise to observing and controlling work

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DEFINITION OF A PROJECT LIFE CYCLE CONCEPTUAL PHASE FEASIBILITY AND PRELIMINARY PLANNING PHASE DETAILED PLANNING PHASE IMPLEMENTATION PHASE CONVERSION OR TERMINATION PHASE Resources Utilized PMO * PMO TIME

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PLANNING QUESTIONS OFTEN ASKED Who arranges the venture? Who executes the venture? Who is in charge of checking work and controlling work? Who is in charge of giving criticism with respect to the arranging and execution periods of a venture? The Line Manager(s) ? The Project Manager ? Both Parties ?

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Project Manager's Responsibility Project Manager will characterize: Goals and destinations Major points of reference Requirements Ground guidelines and suppositions Time, cost, and execution imperatives Operating strategies Administrative arrangement Reporting necessities

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Line Manager's Responsibility Line supervisor will characterize: Detailed undertaking portrayals to actualize targets, prerequisites, and developments Detailed timetables and labor distributions to bolster spending plan and calendar Identification of ranges of hazard, vulnerability, and struggle

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Senior Management's Responsibility Senior administration (extend support) will: Act as the mediator for contradictions amongst venture and line administration Provide illumination of basic issues Provide correspondence connect with client's senior administration

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THE SEVEN PHASES OF A PROJECT 1. Wild eagerness 2. Bafflement 3. Disorder 4. Look for the blameworthy 5. Discipline of the honest 6. Advancement of the non-members 7. Characterize the requirements

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Planning/Scheduling Tools

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Defining Requirements The announcement of work (SOW) The venture determinations The turning point plan The work breakdown structure (WBS)

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STATEMENT-OF-WORK (SOW) COMPLEXITY IS DETERMINED BY TOP MANAGEMENT, CUSTOMER AND/OR USER GROUP(S) FOR INTERNAL PROJECTS: SOW IS PREPARED BY THE PROJECT OFFICE AND/OR USER GROUP(S)

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POINTS TO ADDRESS WHEN DEVELOPING A STATEMENT-OF-WORK Purpose - destinations Exclusions - what ought not be done Quantities - what number of Schedule - when the work will be begun/finished Deliverables (i.e... work done) Acceptance criteria - what technique will be utilized to acknowledge deliverables Responsibility - division, office or individual capable

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WHO PREPARES THE STATEMENT-OF-WORK (SOW) Preparation of inward SOWs Project office and additionally client bunches Preparation of outside SOWs Dependent on circumstance, & multifaceted nature Project administrator/line supervisors and venture support Client who may have the abilities Client may choose to contract out to a free body Client may get your administrations PREPARATION OF A STATEMENT OF WORK REQUIRES TRAINING RATHER THAN LUCK.

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STATEMENT-OF-WORK RISKS IF A STATEMENT OF WORK IS MISINTERPRETED, IS IT NORMALLY IN FAVOR OF THE CLIENT OR CONTRACTOR ?

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Statement of Work Elements General extent of the work Objectives and related foundation Contractor's undertakings Contractor end-thing execution necessities Reference to related reviews, documentation, and determinations Data things (documentation) Support gear for contract end-thing

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Statement of Work Elements (Continued) Customer-outfitted property, offices, hardware, and administrations Customer-outfitted documentation Schedule of execution Exhibits, connections, and informative supplements

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The Cost Of Paperwork

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Problem Areas Project destinations/objectives are not pleasing to all gatherings. Extend destinations are excessively unbending, making it impossible to oblige changing needs Insufficient time exists to characterize targets well. Goals are not sufficiently evaluated. Goals are not recorded all around ok. Endeavors of customer and venture staff are not composed. Work force turnover is high.

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Misinterpretation Areas Mixing errands, particulars, endorsements, and extraordinary guidelines Using uncertain dialect ("almost," "ideal," "around," and so on.) No example, structure, or sequential request Wide variety in size of undertakings Wide variety in how to depict points of interest of the work Failing to get outsider audit

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IF A STATEMENT OF WORK IS MISINTERPRETED, IS IT IN FAVOR OF THE CONTRACTOR OR CUSTOMER?

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PURPOSE OF WBS IT IS TO STRUCTURE AN ASSIGNED PROJECT INTO VARIOUS ACTIVITIES IN ORDER THAT: Detailed arranging can be performed Costs and spending plans can be built up Objectives can be connected to accessible assets in a consistent way Specific specialist and obligation can be doled out

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WORK BREAKDOWN STRUCTURE Can be produced utilizing a top-down or base up approach Can be equipment related, work related, or a blend Depth of WBS must offset administration exertion against arranging precision (impacts specialized and cost control) For exactness purposes the WBS ought to be brought down a few levels The WBS must be organized for target control & assessment

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Work Breakdown Structure (WBS) The aggregate program can be depicted as a summation of subdivided components. Arranging can be performed. Expenses and spending plans can be built up. Time, cost, and execution can be followed. Destinations can be connected to organization assets in an intelligent way. Timetables and status-detailing systems can be set up.

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Work Breakdown Structure (WBS) (Continued) Network development and control arranging can be started. The obligation assignments for every component can be built up.

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IN SETTING UP A WORK BREAKDOWN STRUCTURE THE ACTIVITIES MUST: Have obviously characterized begin dates Have unmistakably characterized end dates Must have the capacity to be utilized as an open device in which you can impart the normal outcomes Be evaluated on an "add up to time term" not when the individual exercises begin or end Be organized so that at least venture office control and documentation (i.e. structures) are important

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WORK BREAKDOWN STRUCTURE (WBS) LEVEL DESCRIPTION 1 Total Program 2 Project(s) 3 Task(s) 4 Subtask(s) 5 Work Package(s) 6 Level of Effort Most basic sort: Six-Level Indentured Structure

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THE WBS BREAKS WORK DOWN INTO SMALLER ACTIVITIES THUS REDUCING THE RISK THAT ANY MAJOR OR MINOR ITEM WILL BE OMITTED WBS: SIX-LEVEL STRUCTURE LEVELS RESPONSIBILITY 1 2 3 4 5 6 Usually determined by the customer and dealt with the venture supervisor. Created by contractual worker for in-house control and oversaw by the utilitarian manager(s). Arranging exactness is reliant on the WBS level chose. The lower the level the more prominent is the arranging exactness however the higher the administration cost .

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WBS Tasks Have plainly characterized begin and end dates Be usable as a specialized device in which results can be contrasted and desires Be gauge on an "add up to" time length, not when the undertaking must begin or end Be organized so that at least venture office control and documentation (i.e., structures) is essential

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DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS) UTILITY CAR (1.00.00) PROTOTYPE DEVELOPMENT (1.1.0) ADVANCED DEVELOPMENT (1.2.0) PRE-PRODUCTION QUALIFICATION (1.3.0) FINAL PRODUCTION (1.4.0)

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WBS Example WBS LEVELS 1.00.00 PROGRAM 1 1.1.0 1.2.0 1.3.0 1.4.0 PROJECT 2 1.2.1 1.2.2 1.2.3 TASK 3 1.2.2.1 1.2.2.2 1.2.2.3 SUBTASK 4 WORK 1.2.2.1.1 1.2.2.1.2 1.2.2.1.3 1.2.2.1.4 5 PACKAGE

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WBS Controls SCHEDULES DECISION TREES MGT. COORDIN. WORK BREAKDOWN STRUCTURE ORGANIZ. Graphs ACCOUNT-ABILITY COSTS

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WBS Interfacing Benefits The obligation task framework Network booking Costing Risk investigation Organizational structure Coordination of destinations Control (counting contract organization)

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Work Package Control Point WBS WORK PACKAGES FUNCTIONAL ORGANIZATION

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WBS Work Packages Represents units of work at the level where the work is performed Clearly recognizes one work bundle from all others allocated to a solitary utilitarian gathering Contains plainly characterized begin and end dates that are illustrative of physical achievement Target is 80 hours and around two weeks, yet relies on upon size/nature of the venture.

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WBS Packages (Continued) Specifies a financial plan as far as dollars, worker hours, or other quantifiable units Limits the work to be performed to generally brief timeframes to limit the work-in-process exertion

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The Project Kickoff Meeti

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