EC410505

Project Management

Department of Electronics and Communication Engineering

Indus Institute of Technology and Engineering
Indus University
 Development of Project management plan
 Project Scope
 Work Breakdown Structure (WBS)
 Work Packages
 Develop project Scope Scope
management plan planning Definition

Create
WBS

Activity Activity Activity

Activity
Resource Budget Duration
Definition
Estimation Estimation Estimation

Human Quality Communication Purchase Risk

Resource Planning Planning Planning Management
Planning Planning
 INPUTS
 Project Charter
 Outputs from Planning Processes
 Enterprise Environmental factors
 Organizational Process Assets

 TOOLS AND TECHNIQUES

 Expert Judgment

 OUTPUTS
 Project Management Plan
 Validate project definition
 Determine what needs to be done
 Determine acceptance criteria
 Determine resource needs
 Acquire resources
 Estimate the work
 Develop the schedule
 Update roles and responsibilities
 Update project organization
 Determine costs and budgets
 Determine project control system
 Change
 Project information
 Issues
 Quality
 Communications
 Team management
 Procurements
 Risk assessment and mitigation
 Project scope is the definition of end result or mission of the
project, product, or service to client
 Project objective: Answers the questions of what, when,
and how much
 Deliverable: The expected outputs over the life of the
project
 Milestones: Significant events in a project that occurs at a
point in time (partial outcomes)
 Technical requirements: to ensure proper performance
 Limits and exclusions: Exclusions define the boundary of
the project by stating what is not included
 Review with customer: understanding and agreement of
expectations.
 WBS is the logical decomposition and representation
(hierarchical structure) of the work required by the
project
 Forms: Graphical or Outline (preferred)
 All the work is included in the WBS
 WBS is outcome oriented with concrete deliverables
 Lowest level of WBS is the activity or work package
 WBS breaks down larger tasks into
manageable individual components Project
 Steps in WBS
Milestone Milestone Milestone
 Total project 1 2 3

 Milestones (sub-projects) Major Task Major Task

 Major tasks Sub Task

 Subtasks Sub Task

 Minot tasks (work elements) Minor Task

Minor Task

Project Management 2006 R.N.Mutagi 10

 All project plans or work plans starts with the listing of
tasks
 Task is an unambiguous, and independent unit of
work, small enough and complete in itself to be
monitored and result in an output
 Many activities constitute a task and many tasks make a
project
 Several tasks together lead to a milestone
 Tasks can be sequenced, assigned, scheduled and
monitored
 Work plan is a document that organizes and
summarizes the tasks necessary to complete the project
 Identifying and documenting the work to be done
 Identifies the work at the lowest level in WBS (Work
package)
 Provide a basis for the estimating the costing,
scheduling, executing, monitoring and controlling
 Each work package
 Defines the work (what)
 Identifies the time to complete (duration-how
long)
 Identifies the budget (cost)
 Identifies resources required (how much)
 Identifies person required to do work (who)
 Identifies monitoring points for measuring
progress
 Work Packages are the lowest level of the WBS
 Work Packages are short-duration tasks with definite
start and stop points
 Work Packages consume resources, and represent
cost
 Each work package is a control point
 A work package manager is responsible for
completing work package on time, within budget,
and according to technical specifications
Project Manager:
Rev. Date:

WP Ref DESCRIPTION DAYS SKILLS

1.1.0 Task 1
1.1.1 WP 1
1.1.2 WP2
1.1.3 WP3

1.2.0 Task 2
1.2.1 WP1
1.2.2 WP2
1.2.3 WP3

1.3.0 Task 3
1.3.1 WP1
1.3.2 WP2
1.3.3 WP3

1.4.0 Task 4
1.4.1 WP1
1.4.2 WP2
1.4.3 WP3
Project
Work Package No: Work Package Manager:
Duration Start: End:
Inputs used
1
2
3
Tasks carried out
1
2
3
Outputs generated
1
2
3
Milestone (if any)
Signature of WPM: Signature of PM:
1.4 ENGINEERING - GSE & TEST JIG
WBS # 1.4.2.1 WBS # 1.4.2.2 WBS # 1.4.2.3 WBS # 1.4.2.4
Title = GSE Design Title = GSE Built Title = GSE Verification Title = Test Jig
Skill Title Skill code Rate Hours Cost Hours Cost Hours Cost Hours Cost
RF Engineer 2LA1 $100.84 80 $ 8,067.20 75 $ 7,563.00 75 $ 7,563.00 75 $ 5,625.00
RF Engineer 2LA2 $70.29
Systems Engineer 2JA1 $100.84 80 $ 8,067.20 75 $ 7,563.00 75 $ 7,563.00 30 $ 3,025.20
Systems Engineer 2JA2 $70.29
Digital Engineer 3CA1 $100.84 60 $ 6,050.40 30 $ 3,025.20 40 $ 4,033.60 40 $ 4,033.60
Digital Engineer 3CA2 $70.29
Structural Analyst 1BA1 $100.84 80 $ 8,067.20 40 $ 4,033.60 15 $ 1,512.60 30 $ 3,025.20
Structural Analyst 1BA3 $50.67
Mechanical Analyst 2HA1 $100.84 225 $ 22,689.00 150 $ 15,126.00 20 $ 2,016.80 75 $ 7,563.00
Mechanical Analyst 2HA2 $70.29
Mechanical Analyst 2HA3 $50.67
Thermal Analyst 1DA1 $100.84 0 $ - 10 $ 1,008.40 0
Thermal Analyst 1DA2 $70.29 10 $ 702.90
Thermal Analyst 1DA3 $50.67
Drafting Mechanical 1EA2 $70.29 30 $ 2,108.70 40 $ 2,811.60 15 $ 1,054.35 40 $ 2,811.60
PCB Layout technician 3CA2 $70.29
Power Engineering 2KA2 $70.29
Power Engineering 2KA1 $100.84 15 $ 1,512.60 15 $ 1,512.60 20 $ 2,016.80 40 $ 4,033.60
Electrical Technician 2GB3 $50.67
Test Power Engineering 2KA1T $100.84
Test Technician 2GB2 $70.29 0 $ - 75 $ 5,271.75 75 $ 5,271.75
Electrical Technician (ATE) 2GB2T $70.29
Electrical Assembler 2BB3 $50.67 40 $ 2,026.80 15 $ 760.05 75 $ 3,800.25
Mfg Technologist 2CB1 $100.84 70 $ 7,058.80 75 $ 7,563.00 15 $ 1,512.60 30 $ 3,025.20
Fab Technician 1KB1 $100.84 0 $ - 30 $ 3,025.20 0 $ - 25 $ 2,521.00
Total Engineering $ 64,324.00 $ 54,250.00 $ 34,312.95 $ 44,735.40 $197,622.35
 INPUTS
 Enterprise environmental
factors
 Organizational process assets
 Activity List
 Activity attributes
 Resource availability
 PM Plan
TOOLS AND TECHNIQUES
 Expert judgment, Published estimation data, PM Software,
Bottom-up estimation
OUTPUTS
 Activity resource
requirements
 Updated activity attributes
 Resource Breakdown
Structure (RBS)
 Updated Resource Calendar
 Requested changes
 Responsibility
 estimates should be made by the person(s) most familiar with
and responsible for carrying out the task
 Use several people to estimate
 individual differences in their estimate leads to consensus and
tends to eliminate extreme estimate errors
 Normal conditions
 Estimates should be based on normal conditions, efficient
methods, and a normal level of resources.
 Time units
 All task time estimates need consistent time units.
 Independence
 each task time estimate should be considered
independently of other activities.
Condition Top-down Bottom-up
Strategic decision making X
Cost and time important X
High uncertainty X
Internal, small project X
Fixed price contract X
Customer wants details X
Unstable scope X
 Consensus Methods
 uses the pooled experience of senior and/or middle
managers
 first top-down estimates are only a rough cut and typically
occur in the “conceptual” stage of the project
 Ratio Methods
 Estimates time and cost per unit and multiply with umber
of units (ex. Construction projects)
 Apportion Methods
 used when projects closely follow past projects in features
and costs
 Function Point Methods
 weighted macro variables called “function points” or major
parameters such as number of inputs, number of outputs,
number of inquiries, number of data files, and number of
interfaces
 Human resource planning: Identifying and
documenting project roles, responsibilities,
reporting relationships, and creating staffing
management plan
 Acquire project team
 Develop project team: Improve competencies
 Mange project team: Track performance, provide
feedback, resolve issues, co-ordinate changes
 Core team remains from start to finish
 Project Manager
 Managers, Coordinators, Supervisors
 Engineers, Designers, Specialists, Experts
 Outside team members work for short
times
 Consultants, Specialists
 Staff from other departments
 Contractors, Vendors
Acquire project team

Develop project team

Manage project team

Phase Inputs Tools & Techniques Outputs
Acquire PM plan, Pre-assignment, Staff assignment
Enterprise Negotiation, Acquisition, Resource calendars
environmental plan, Virtual teams PM plan updates
Organizational process
assets
Develop Staff assignments Inter-personal skills Team performance
PM plan Training, assessments, Enterprise
Resource calendars Team-building activities, environmental factor
Ground rules, Co-location, updates
Recognition and rewards
Manage Project staff Observation & Enterprise environmental
assignments, PM plan, conversation, factor updates,
Team performance Performance appraisals, Organizational
assessments & repots, Conflict management, Process assets updates,
Process assets Issue log, Interpersonal Change requests, PM
skills plan updates
 Team begins to
address project work

Team members
Team meets and begins to work
learn about project together

Team completes the Team works as well

project & moves to next organized unit
 Quality Quality
Quality Check
Planning Assurance
• Quality • Quality audit • Monitoring
standards • Process analysis results
• Cost-benefit • Quality planning • Inspection
analysis & control tools • Tolerances
• Check lists and techniques
• What information needs to be collected and when?
• Who will receive the information?
• What methods will be used to gather and store
information?
• What are the limits, if any, on who has access to
certain kinds of information?
• When will the information be communicated?
• How will it be communicated?
 Project status reports
 Changes in scope
 Decisions
 Action items
 Deliverable issues
 Team status meetings
 Accepted request changes
 Milestone reports
Milestone/Deliverable Max. Marks before
deadline
Project Proposal document 10
Design document 20
Hardware build 20
Test and demo 20
Presentation 10
Final Project Report 20
After deadline max marks will be reduced to 50%
 Why is project management plan (PMP) developed?
 What is considered in developing a PMP?
 What is Project Scope? What does it contain?
 What is Work Breakdown Structure (WBS)? How is it
represented?
 Describe what is a Work Package? What can be estimated
with work packages?
 What kinds of information are included in a work package?
 What does quality management include?
 How does a communication plan benefit management of
projects?