Starting up a project. Things to do.pptx
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The document outlines the typical project life cycle which includes initiation, planning, executing, monitoring and control, and closing phases. It then provides more details on the project initiation phase including developing the business case, feasibility study, project charter, and project team. Finally, it discusses the importance of planning, defines construction project planning, and describes the key activities in the planning, execution, monitoring and control, and closure phases.
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Starting up a project. Things to do.pptx
- 1. Project Life Cycle • Initiation • Planning • Executing • Monitoring and control • Closing
- 2. Project Initiation Things to do a) Business Case b) Feasibility Study c) Project Charter d) Project team e) Setting up PMO f) Review the initiation phase to ensure no step is missed.
- 3. Project Initiation – Business Case • When ? • How ? • What ?
- 4. Project Initiation – Project Charter Project Charter consists of 2 parts : • Project Overview • Project Details
- 5. Understanding Planning – In Short Two major functions of Project Management : • Construction Project Planning. • Project Scheduling. Types of Construction Project Planning: • Strategic Planning. • Operational Planning.
- 8. Planning Phase • Detailed Project Plan. i. Communication Plan ii. Resource Plan iii. Quality Plan iv. Deployment Plan • Risk Management
- 10. Execution Phase Resource allocation and ensuring its timely delivery. Assigning the tasks to team members on a daily basis. Taking daily meetings. Creating a status report based on daily meetings and the progress of the project.
- 11. Monitoring and Control • SetKPI’s • CompareplanvsactualtomeasureKPI’s. • ReducedeviationandredefineKPI’sif required. • Updatethe planforanychanges tomeet the deadline. • Monitorbudgetutilization. • Monitorthe qualityofthe project.
- 12. Closure RELEASING DELIVERABLES. COMMUNICATION OF CLOSURE. SIGNING OFF DOCUMENTS. RELEASING TEAM MEMBERS AND CONTRACTS CLOSURE. PAYMENT AND DOCUMENT CLOSURE. DOCUMENTING LESSONS LEARNT.
Editor's Notes
- Initiating : Defining what needs to be done. Planning : Defining how to do what needs to be done. Executing : Making a project happen. Monitoring & controlling : Keeping a project on track. This is one of the toughest areas in the Project Management.
- This is the starting of the project. The project gets conceptualized in this stage. The project idea is either created or client approaches the idea. A business case document is created providing the solution to implement the idea after the brainstorming sessions consisting of the team, client and project managers. Project Managers and concerned teams check the feasibility test, then it is proposed for approval from the leadership team of the company. During approval, SOW for the project is signed and the budget is allocated.
- When to use a business case : A business case is needed when resources or expenditure on a project has to be justified. How to write a business case : The purpose of the business case is communication. Therefore, each section should be written in parlance of the intended audience. Moreover it should only contain enough information to help decision making. When writing a business case keep the following in mind: Be brief and convey only the bare essentials Make it interesting, clear, and concise Eliminate conjecture and minimize jargon Describe your vision of the future Demonstrate the value and benefits the project brings to the business Ensure consistent style and readability The project sponsor is responsible for preparing the business case. Those writing the business case should have a thorough understanding of the project’s aims and be able to merge the varied and potentially complex plans into one document. What follows are the four steps to writing a business case template for your project. It includes the following four sections: Executive Summary : It is a short summary of the entire business case. It succinctly conveys vital information about the project and communicates the entire story to the reader. Finance : The finance section of an effective business case is primarily for those who approve funding. The finance function will be interested in this plus the first half of the project definition. 3. The Project Definition This is the largest part of the business case and is for the project sponsor, stakeholders, and project team. It answers most of the why, what, and how questions about your project. Background information The purpose of this section is to give a clear introduction to the business case and project. It should contain a brief overview of the reasons why the project or business change has come about: the problem, opportunity, or change of circumstances. If necessary, refer to related programs, projects, studies, or business plans. Business objective This part describes why you are doing the project. Benefits and limitations The benefits and limitations section describes the financial and non-financial benefits in turn. The purpose is to explain why you need a project. Option identification and selection Identify the potential solutions to the problem and describe them in enough detail for the reader to understand. Scope, impact, and interdependencies This section of the business case template describes the work needed to deliver the business objective and identifies those business functions affected by the project. Outline plan The outline plan provides a summary of the main activities and overall timescale ― project schedule ― for the project. Risk assessment The risk assessment summarizes the significant project risks and opportunities and how they are managed. The risks included should cover those that could arise from your project or the organization’s ability to deliver change. Project approach The project approach describes how the project is tackled. That is, the way in which work is done to deliver the project. Purchasing strategy This section describes how a project is to be financed and whether a decision to buy, lease, or outsource should be taken by the organization before purchasing. 4. Project Organization The last section of the business case template is of most interest to the project manager, project team, and managers responsible for delivering work to the project. This project organization section describes how the project is set up.
- The project charter includes Purpose and objectives of project in clear, concise language. Requirement of project at high level without much detail. Project description in a paragraph or two that explains the project. Known high level, major categories of risks for the project. Schedule of events with the start and end dates. Project Charter : Consists of 2 parts. Part 1 : Project Overview Project Name Project Charter Author Creation Date Last Revision Date Project Requestor Project Manager Project Charter Status : Pending/Approve/Reject Project Sponsor Signature Date of Project Approval Proposed Project Start and End date Part 2 : Project Details Project Description Project Purpose Project Goals & Outcomes Project Scope Project Deliverables Benefits Stakeholders Constraints / Risks Assumptions Project Team
- Construction project planning is the function in which project and construction managers and their key staff members prepares the master plan. Then this master plan is put into time schedule by scheduling people which is called project scheduling. Scheduling: this puts the detailed operational plan on a time scale set by the strategic objectives. A construction master plan addresses how will the project be planned, organized, and major work activities be controlled to meet the goals of finishing the work on time, within budget and as specified. The two major types of construction project planning are: 1. Strategic planning: this involves the high-level selection of the project objectives. Here the decision on what project to build and what the completion date to meet owner’s project goals. 2. Operational planning: this involves the detailed planning required to meet the strategic objectives. Operational planning is done by construction teams. They ask certain questions before making operational plan for the project. They are: Will the operational plan meet the strategic planning target date? Are sufficient construction resources and services available within the company to meet the project objectives? What is the impact of the new project on the existing work load? Where will we get the resources to handle any overload? What company policies may prevent the plan from meeting the target date? Are usually long delivery equipment or materials involved? All these questions are answered in preparation of the construction master plan before detailed scheduling of the project.
- Construction project planning breaks down the complex moving parts of construction projects into a realistic and actionable building plan. One way that owners and their project team drive down risk to an acceptable level is through construction project planning. The fact is, project planning for construction projects isn’t optional. Instead, it is one way that construction project managers drive increased efficiency, reduce costs, and ensure construction projects are completed according to their budgetary and timeline constraints.
- Construction project planning is the act of creating a development plan for a construction project. In general, the goals of a construction project plan are as follows: Define the work tasks of each entity involved in the project. Illustrate the relationship between different work tasks and the individual entities that are performing those tasks. Make decisions about which technologies will be used to bring about the successful completion of the project. Provide a comprehensive assessment of all resources required to complete a project. Use the plan to arrive at a timeline and budget for the project. Construction planning is the process of figuring out the most efficient and cost-effective method of arriving at a satisfactory final project. Due to the fact that the project plan is also used as a benchmark from which to derive a project cost estimate and project completion timeline, it needs to be as comprehensive as possible. So, not only must a project planner assess all of the materials and labor required to complete a construction project, but they must also schedule those tasks in a way that improves the efficiency of the project as a whole.
- Construction planning is the specific process a construction manager uses to lay out how they will manage and execute a construction project, from design to building completion. In the planning stage, you’ll identify all construction activities, design the construction schedule, and plan out your team structure (such as if you will use a contractor or subcontractors). Communication Plan: A good communication plan ensures the success of the project. It determines how the information is to be shared amongst the various groups involved (setting up the mail, Skype, creating a distribution list, etc.) The escalation matrix is part of this plan that is used to escalate teams for issues. Resource Plan: It identifies resources required for project and consumption and schedule to procure the resources. The mapping of human resources is outlined in this plan. Quality Plan: The plan consists of a detailed description of quality standards adopted, quality testing, and assurance used to maintain the standards. Deployment Plan: It includes the outline of deploying the project deliverables. The approach towards deployment, the responsibility of team members during and after the deployment, issue tracking, and support on project post completion of the project. Post the completion of various plans; risk management is carried out depending on the criticality of the project. Identifying the potential threats and analyzing the impact of such threats occur from the part of this sub-phase. A risk management report is prepared with a plan to mitigate future threats.
- Implementing SMART and CLEAR goal requires transforming the Project Initiation Document (PID) to a draft initial plan. STEP1: Start by creating a Project Initiation Document (PID), which describes the following in general, not technical, terms (the technical part comes later): People: Number of workers needed including subcontractors Resources: Necessary materials for the design and building plans. Budget: Total cost estimate of the project including labor, materials, equipment, fees, and permits. STEP2:Draft an initial plan Next we need to turn the PID into a more concrete plan by setting goals that are S.M.A.R.T. and C.L.E.A.R. We will take the specific resources you listed in the previous step and use that to inform a broader strategy that will guide how you actually execute the project. Let’s start with the definition of S.M.A.R.T. goals: Specific: Set specific goals for your project such as deadlines for key milestones. Measurable: Agree on how you will measure success for goals. For example, is it good enough that you have started laying concrete by the deadline you set, or should it be completely set by that date? Attainable: You need to have a plan in place for how you’re going to achieve these goals. For example, does your project depend on a specific material that might not be available at the quantity you need when you need it? If so, you need to make adjustments. Realistic: Your goals need to be within your abilities as a construction manager. For example, if your project includes plans to get the electrical work done within three months when you’ve never done it in less than six months for a project of this size, you’re setting yourself up for failure. Timely: Lay out a specific time frame in which you can realistically expect that you can achieve these goals. Now let’s take a look at C.L.E.A.R. goals, which is a slight variation on this strategy. Collaborative: Get everyone on board. Hold a meeting before the project begins with the entire team to lay out what is expected and have them help you identify any possible obstacles. Limited: Limit these goals both in terms of scope and time frame to not get overwhelmed. Emotional: Ensure that your goals will get your employees fired up and on board. Appreciable: Break up big goals into achievable tasks so you don’t overwhelm your workers. Refinable: Count on having to be flexible, because you can never predict what will happen on a job site.
- Project managers follow the below steps in this process: Here the entire team comes to the picture as it starts with actual work (e.g. development of software, manufacturing). Daily targets are set; the team has to ensure to meet them; in case of delay, they have to report to project managers.
- This phase is merged with the execution phase because both occur at the same time. The main objective here is to ensure that execution is carried out as per the plan. Timelines and costs adhere. Set the key performance indicators (KPI’s). Compare the progress plan or status report with the project plan to measure KPI’s. For any deviation from the project, reduce the deviation and redefine KPI’s. Update the plan for any changes to meet the deadline. Monitor budget utilization. Monitor the quality of the project. Successful construction managers typically use key performance indicators (KPIs) to monitor the performance of a project. Some typical KPIs you can track include: Project objectives: Are you on schedule and on budget? Project performance: Is the project proceeding smoothly, or are you running into some obstacles you weren’t expecting? Quality: Sure, the crew is hitting their milestones, but is the work up to the quality that you want at this stage?
- Now that project is completed, and it is time to deploy the project to the client or launch in the market. This is where the collaborated efforts come to a fruitful end!! A deployment plan created in the planning phase comes into action. Releasing the deliverables(product/service) to the stakeholders. Communicating the closure to stakeholders and business partners. Signing off business documents. Releasing the team members and closing the contracts. Payment and documentation filing. Documenting lessons learned and best practices adopted during the project so that it can be used for future reference for other projects. Setting up support and maintenance structure as per the requirement. So above are the project life cycle phases. Although initiating a new project may seem a gigantic task but by breaking it into phases ensures the achievable target. But these phases aren’t mutually exclusive; they may overlap in practice. The execution and control phases that we have seen above occur at the same time. Likewise, the same thing can happen in other phases too.