Project Management Tools and Methods:

Module 3: Project Planning

Teacher :
Amadou BOUREIMA
 Objective of the intervention
ß AT THE END OF THE ADMINISTRATION OF THIS MODULE, THE PARTICIPANT MUST BE WELL
TO UNDERSTAND:

‹ The project planning methodology

‹ The concept of the tools made available to the team for

pilot the projects

‹ Thedifferent project management tools and their implementation

work
 Course plan
[Link] plan
Execution
3. Project monitoring and control

4. Project Closure (Project Assessment)

Planning of
project
Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Phases of a project?
‰ Startup
‰ Forecast
(Planning in English).
‰ Execution
‰ Surveillance and control
‰ Fence
 Generalities on planning
This phase addresses what, for many project managers,
constitutes the heart of their mission.

Even if this vision proves somewhat reductive, it remains

It is no less true that there is no project without planning.

The reference schedule (forecast schedule or also

Initial planning is equivalent to the description of an itinerary.

Where are we planning to go and when?

 Generalities on planning
The planning is nothing more than the description of a
complex process.

In the planning exercise, we try to:

Videntify the actions and the actors of the project
Vschedule the actions chronologically and evaluate them in terms of charge
work, in durations and in costs
Vgain time

The objectives of the planning are as follows:

Vdetermine if the objectives are achieved
Vtrack and communicate on the project's progress
Vallocate resources to tasks
 Planning: advantages

Coordinate all activities of the organization to

achieve the intended goals

Achieve a better distribution of activities

Effectively control the achievement of the objectives pursued

compared to the standards defined in the plans.
 Deliverable: Project Management Plan
∑ Describe how the project will be executed, controlled, and closed.
VApproach and content
1 Identify the activities
2 Establish the sequencing logic of activities
3 Estimate the resources
4 Estimate the durations
Calculate the dates
Calculate the margins, identify the critical path
5 Draw the schedule (GANTT)
6 Definitive allocation of resources
7 Analyze the risks and plan the responses
8 Define a communication plan
1. Identify the activities

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 The breakdown of the Project

The management of a project is based on a chronological breakdown.

(phases) of the project specifying:

What needs to be done (Tasks)

By whom this must be done (Resources)
How the results (Deliverables) must be presented
How to validate them (Milestones)
 The concept of WBS

The WBS (Work Breakdown Structure) or Structure of

Project Breakdown Structure (PBS) is the hierarchical structure of
project tasks.

The design of the WBS involves:

1. the establishment of a list of work results (deliverables)

the most important of the project
2. the division (if necessary) of these deliverables into subsets
3. for each deliverable and sub-deliverable, the listing of activities
who are necessary for its accomplishment
4. the possibility of dividing these activities into sub-activities
 The Project Breakdown Structure (PBS)

° Process of subdivision of deliverables and work

main project components into smaller and easier to
to master.

° The SDP is one of the key elements of project management.

provide an overall vision of the project and its components.

° Facilitate communication and cooperation within

the project team and with the stakeholders.
 The Project Breakdown Structure (PBS)
° The SDP is deliverable-oriented but that does not mean that only the
deliverables intended for the Client are described there.
° the main deliverables and sub-projects as the first level of
decomposition
° phases of the project life cycle as the first level of
decomposition, inserting the project deliverables at the second level,
° sub-projects, where these sub-projects can be developed by
external organizations to the project team

ß The smallest level of a WBS is the 'work package'.

A common practice is to refine the SDP until obtaining batches.
with a duration between 8 and 80 hours of work.
Example of SDP
2. Sequencing Logic

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Task scheduling
Scheduling is the development of an action plan that allows for
determine the possible sequences or, on the contrary, the parallelisms between
the execution of the previously identified tasks.

To proceed with task scheduling, it is necessary, for each task

elementary, list the previous tasks and select only the tasks
immediately preceding.

The planning must allow for the identification of the scheduling of

project tasks
_____________________________
In certain projects, a margin of flexibility can be arranged by the manager.
project management for task scheduling, that is to say that the project manager
can anticipate several possible scenarios regarding the scheduling of
tasks. Depending on the project's progress, a scheduling scenario
tasks may be prioritized over another scenario.
3. Estimate the Resources

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Resource estimation
° Resource: it is the entirety of the material, funds, and the
machinery, labor or anything else in front
be invested in the project.

ß Identify and estimate all resources:

VLabor
VMaterial
V Supply
VEtc.

ß Establish the workload for the budget

4. Estimate the durations

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Duration estimation
Definitions

Earliest start: this is the date on which an activity can begin.

earlier considering its prerequisite activities. It is equal to the maximum of
earliest end dates of prerequisite activities.

Earliest end: it is the earliest start date plus the duration of the activity.

End at the latest: this is the date by which the activity must finish at the latest for
do not delay the continuation of the project. It is equal to the minimum of the start dates
at the latest post-required activities.

Start at the latest: this is the latest end date of the activity - the duration of
the activity.
 Estimation of durations
Definitions

Dependent activity: it is an activity that cannot start until a

required activity is not completed.

Parallel activities: it is a set of activities that can take place

simultaneously.
Slippage: there is slippage when an activity lasts longer than expected in
reason for a missed deadline or the delay of a subsequent activity.

Marge: it's the extra time we have to complete a

activity without delaying the start of the post-required activities. It is equal to:
Start at the latest - start at the earliest, or, End at the latest - end at the earliest.
 Management of deadlines and schedules
Concept of Network
A project is divided into activities that all have a beginning and an end. Some
activities follow the laws of precedence, while others can
running in parallel. Each activity consumes time, cost and
labor.

What objectives does the manager pursue in the management of the project?

establishthe project plan taking into account the precedence relationships

determine the duration of the project, the critical activities, the costs of
achievement, the best way to allocate available resources.

The achievement of these objectives is greatly enhanced by network analysis.

What is a Network?
A Network is the representation of the relationships of precedence between
activities. The network allows for the expression of all the relationships that exist
among the various activities of the project
 Management of deadlines and schedules
Concept of Critical Path

Critical path: it is the longest path in a network, the one that has
usually a zero margin or the lowest margin.

The critical path is the one for which the related tasks cannot
take no lead and no delay

It concerns all the tasks for which:

Earliest Start Date = Latest Start Date
 Different types of networks
Scheduling techniques

‹ the Gantt or bar diagrams

‹ the Networks
Vthe Critical Path Method (CPM) or Diagram Method
Arrows (Arrow Diagram Method - ADM)
Vthe Program Evaluation and Review Technique (PERT)
Vthe Precedence Diagram Method (PDM)
Vthe Graphical Evaluation and Review Technic (GERT)

These methods have proven to be extremely valid for assisting the

project managers to fulfill their enormous and complex
responsibilities with efficiency and effectiveness. Thus achieving the stated objectives
higher
Establish the project plan taking into account the precedence relationships.
determine the duration of the project, the critical activities, the implementation costs,
best way to allocate available resources.
 Network construction
Annex.1 - Module-3: Conventions used for construction of
networks

Annex 2 – Module 3: Network Construction Examples

 The critical path method (CPM) or
Arrow Diagram Method (ADM)
∑ Networking by CPM and critical path calculations allow for
give answers to four important questions:

What is the total duration of the project?

2. What are the scheduled start and end times for each of the activities?

3. Which activities are 'critical' and should be completed?

exactly as planned so as not to delay the project?

4. How much time could be reduced for 'non-productive' activities?

critiques » before being able to delay the project?
 The critical path method (CPM) or
Arrow Diagram Method (ADM)
ADM provides answers to these questions in nine (9) steps:

1. From the SDP, list all the activities that constitute the project.
2. Determine the immediate predecessors of each activity in the project.
3. Estimate the time required for each activity.

4. Build the network materializing the predefined precedence relations at

step 2

5. Using the network and the durations of the activities, determine the dates of
start and end as early as possible for each activity by one pass before
through the network. The earliest end date of the last activity in the
The project identifies the total time required to complete the project.
 The critical path method (CPM) or
Arrow Diagram Method
6. Using the total time required to complete the project (time calculated at
step 5) as the latest end date for the last activity, do
a backward pass through the network to determine the start dates
and end at the latest for each activity.

7. Use the difference between the latest start and the earliest start or
the one between the latest end and the earliest end for each of the
activities to determine the available margin.

The critical path activities are the activities with zero margin.

9. Use the information from steps 5 and 6 to develop the schedule of

project activities.
Learning activities to do
5. Schedule outline - GANTT

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
6. Definitive allocations of
resources

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Permanent allocation of resources
ß The identification of critical activities allows for better allocation of
resources according to project priorities. The use of margins allows
also to level the use of resources (for example, we can transfer the
personnel of activities with a non-zero margin to critical activities.

ß The critical path is vital for resource allocation because the

project manager, in coordination with the heads of departments
fonctionnelles, peut re-céduler les événements qui ne sont pas sur le chemin
critique for their realization during other periods without the duration of
critical path should not be exceeded. This type of reordering through the use of
margins provide a better balance of resources within the company
7. Risk Management

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Notion of risk
∑ The risk is made up of the possibility that an event has consequences.
undesirable occurrences take place (OECD, 1983)

∑ The risk involves:

• the possibility that a project may not be executed according to forecasts
° completion date

° of cost

° specifications (compliance)

• thesegaps are considered to be difficult to accept or even

unacceptable
 Risk management process
ß Risk management refers to the concepts of planning,
organization and control
∑ Planning:
• identify the potential risks of the project, assess them (analyze), anticipate
solutions (means) to prevent these from occurring or to
limit the negative consequences when their occurrence cannot be avoided

∑ Organisation:
the implementation of the means or mechanisms necessary for control of
risks

∑ Control:
•refers to the continuous monitoring of risk situations that have not
can be eliminated and upon the triggering of the mechanisms intended to limit
the most possible negative consequences caused by the occurrence of
adverse events
 Risk identification
Categorization:
° Issues and Risks of Management
° Technical Issues and Risks
° Financial issues and risks/Resources
° Human stakes and risks (conflicts)
° Challenges and risks Changes
° External Stakes and Risks
 Risk analysis
¢ Assess the level of risk
¢ the probability of occurrence,
¢ the impacts on the aspects of time, cost, and project performance;

Calculate the criticality of the risk:

Ic = P*I
 Planning of responses

No. Category Risque Probabilité Gravité Ic Response

8. Communication Plan

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Communication Planning

∑ Analysis of information needs, expectations of stakeholders

stakeholders in the project
Mastering one's communication: enough... but not too much!
Who communicates with whom? On what? When? And by what means?
means?
 Communication plan

Party Need Messenger Means/Moments/Actions

Expectant COMMENT?
WHO? WHAT? BY WHOM? WHEN?
Execution
Monitoring and Control
Project assessment and closure

Reality is a 'yo-yo', change is the only constant.

Paul Auster

American writer
 Successful execution?
Knowledge of the team and the project environment

Realistic goals

Alignment of stakeholders and sharing of objectives

Consistent plan

Team member management and recognition

Adaptation of his/her leadership style

Negotiation of resources
Conflict Management
 Project Monitoring and Control

Measure and regularly monitor the progress of the project.

to identify the deviations from the project plan,
in order to allow the necessary corrective actions and to
achieve the project's objectives
 Project follow-up process
[Link] the work with what is planned in the work breakdown structure.

2. Update the project schedule

3. Make a statement of the project's expenses

4. Determine the cumulative actual expenses

5. Monitor performance and estimate final results

6. Make progress reports, inform and anticipate changes to

bring later
 Project closure report
Finalization of the project delivery to the client

Resolution of all issues

Project completion report

Release of resources

Documentation archiving

Triggering of service and maintenance warranty

 Project completion report
Measuring objectives (achieved, not achieved) and analysis of the
performance of the delivered outputs

•Analysis of the discrepancies noted against the baseline reference

Document the lessons learned and improve projects/decisions

futures

Completed as a team.

Based on facts: Costs, timelines, scope, changes,

Quality, Suppliers, ...