工程項(xiàng)目管理英文課件：class7-planning

Planning1ASSIGNMENTSReadChapterXII&XIII–KerznerProjectManagementProblems12–14,15,24,25,26,272PLANNINGSTART PROGRAM

APPROVAL3ProjectCharterPrelim.ScopeStatementPrelim.AssumptionsCustomerWHYBUYSTargetsRegulatoryPROJECTPLANPlanningThemostimportantresponsibilitiesoftheProjectManagerisplanning,integratingandexecutingplans.ProjectPlanning–establishingapredeterminedcourseofactionwithinaforecastedenvironment.ProjectPlanningisaniterativeprocessandmustbeperformedthroughoutthelifeoftheproject.TheProjectManagerhastheultimateresponsibilitytodelivertheSOWandinsureonlyworkrelatedtotheSOWisperformed.4PlanningAnswersthequestions:Whatmustbedone?Howshoulditbedone?Whowilldoit?Bywhenmustitbedone?Howmuchwillitcost?Howgooddoesithavetobe?5PlanningFailingtoPlanisplanningtofailTheprimarybenefitofnotplanningisthatfailurewillthencomeasacompletesurpriseratherthanbeingprecededbyperiodsofworryanddepression.6ProjectPlanning&ControlFunctionGoals/ObjectivesWorkDescription&InstructionsNetworkSchedulingMaster/detailedSchedulesTime/Cost/Perf.TrackingBudgetSystemReportsMgmt.decision-Making7PlanningComponentsObjectiveProgramScheduleBudgetForecastOrganizationPolicyProcedureStandard8PlanningComponentsObjective–agoal,targetorquotatobeachievedbyacertaintime.Program-thestrategytobefollowedandmajoractionstobetakentoachievetheobjectivesSchedule-aplanshowingwhenactivitieswillbestartedandcompleted.Budget-plannedspendingtoachieveobjectives9PlanningComponentsForecast-aprojectionofwhatwillhappenbyacertaintime.Organization-designofthenumberandkindsofpositionsalongwithdutiesandresponsibilitiesPolicy-ageneralguidefordecisionmakingProcedure-adetailedmethodforcarryingoutapolicyStandard-alevelofperformancedefinedasacceptable10PLANNINGDELIVERABLESProjectObjectivesFinalassumptionsDetailedtimingplansResourcerequirementsovertimeBudgetsBusinessPlanMilestoneTimingWorkBreakdownSchedules–WBSNetworkDiagrams11PLANNINGDELIVERABLESQualityPlanRiskPlanManufacturingPlanSupply/SourcingPlanMarketingPlanChangeControlPlanPrototypeBuildandTestPlanOrganizationChartsLinearResponsibilitycharts12FORDGATEPROCESS13INITIATIONPLANNINGCONTROLEXECUTIONCLOSURE1210118974356MARKETANALYSISDESIGNENGINEERINGSOURCINGMANUFACTURINGFORDGATEPROCESS1MR–ManagementReview–ConfirmTiming&Scale2PS(orKO)–ProgramStart(Kick-Off)3PSC–ProgramStrategyConfirmed–TargetsSet4PTCC–ProgramTargetCompatibilityCheckpoint5PTC–ProgramTargetCompatibility6PA–ProgramApproval–ObjectivesSet7LR–LaunchReadiness–Engineeringcomplete8LS–LaunchSign-Off–Toolingsigned-Off9J1–Job#1–Startproduction10OKTB–OKtoBuy–ProductSignedOff11FSR–FinalStatusReadiness-Closure14Kick-OffMeetingsParticipantsincludetheProjectManager,SubjectMatterExperts(SME),andfunctionalleads.Topicsinclude:DiscussionofscopeDefinitionofsuccessAssumptionsandconstraintsOrganizationchartRolesandresponsibilities15PROJECTPLANNING16ValidateAssumptionsPlanningbeginswithanunderstandingoftheassumptions.Itisimportanttovalidatetheassumptionsatthestartastheymaychangeduringthelifeoftheprogram.EnvironmentalFactorssuchasregulations,interestrates,marketconditions,changesintechnology,changesincustomerdemands,etc.Internalcompanyassumptionscompanyversuscontractemployeemix,plantavailability,projectmanagementtools,etc.17FrontDiscBrake18FrontDiskBrakesRoterCaliperPadsDustshield New,ModifiedCalipermountingbolts orCarryoverPistonBleedvalve19DESIGNINPUTSProgramTargetsWeight,Cost,Investment,Engineering,QualityRegulatoryRequirementsCompanyDesignSpecificationsCustomerWantsandNeeds20ASSUMPTIONSAssumptionswillimpact:CostInvestmentTimeEngineeringWeightQualityWarrantyCostManufacturingCostSourcing21OBJECTIVESOurtaskistodefineaProjectPlanthatdefinestheassumptionsnecessarytoconverttheProjectTargetsandPreliminaryScopestatementintoObjectivesandaFinalScopeStatementtoachieveApprovaltoproceed.22ObjectivesBasedontheSOW,programassumptions,customerwantsandneeds,andstakeholderwants,youdefinetheprogramobjectives.Definingtheobjectivesshouldinvolveeveryoneontheteam,functionalmanagersandseniormanagement.ThisisnormallyatwostepprocessDefinepreliminaryobjectivesDefinefinalobjectivesatprogramapproval23ObjectivesInitially,thepreliminaryobjectivesmaybeinconsistentandmaynottietotheassumptions.Thisisthebesttimetomaketrade-offsbetweencompetingobjectivesandassumptions.Thetaskfortheteamistodothenecessaryworktodefineobjectiveswhichareachievable,areconsistentwithprogramassumptionsandsatisfytheexternalandinternalcustomers.24ValidatetheObjectivesObjectivesshouldmeettheSMARTRULE S=Specific M=Measurable A=Attainable R=RealisticorRelevant T=TangibleorTimeBound25InformationRequirementsatthestartofProgramPlanningTheStatementofWork(SOW)TheProjectSpecificationsTheMilestonescheduleTheworkbreakdownschedule(WBS)26DEFINITIONS–TheStatementofWorkScope–SummationofallprojectdeliverablesProjectScope–WorkrequiredtoachievetheScopeScopeStatement–Containstheobjectives,deliverables,endresultorproductandjustificationfortheprojectStatementofWork–NarrativedescriptionoftheendresultstobeprovidedunderthecontractScopeCreep-addingfeaturesandfunctionalitywithoutaddressingtheeffectsontime,costandresources.CommoncauseispoorlywrittenSOW27StatementofWorkCanbepreparedbythecustomerorthecontractor.Thereisagreatdealofopportunityformisinterpretations.Itmustbewordedclearly.SpendtimewiththeprojectteamandfunctionalmanagerstoconfirmtheSOWiscompleteandaccurate.TheSOWisthebasisforthecontractwiththecustomer.Productspecificationsarecalledoutseparately.28MilestoneSchedulesAmilestoneisamajorprojecteventsuchasprojectstart,Kick-off,approval,orLaunch.IdentifieskeydatessuchasProgramStart,Approval,EngineeringSign-offandProductionStart.ShouldincludeallLifeCyclestagesrequiringmanagementApproval29Life-CyclePhasesAcompanywillbreaktheprojectdownintolife-cyclephasestoprovideuniformityinprojectplanning.Life-Cyclesallowmanagementtocontroltheprogressoftheproject.ProjectManagersmustgetapprovaltoproceed.Life-CycleprocessespermitcontinuousimprovementPriortoadetailplan,aprojectwillpassthroughconceptualization,feasibilityandpre-planningstages30WorkBreakdownScheduleAWBSisaproduct-orientedfamilytreesubdivisionofthehardware,servicesanddatarequiredtoproducetheendproduct.CoreCharacteristicsIsdeliverable-orientedHierarchicalandconstructedinsuchawaythateachlevelofdecompositioncontains100%oftheworkoftheparentelementDefinesfullscopeanddeliverables31WorkBreakdownScheduleCoreCharacteristicscontinuedIncludesonlyelementsrelatedtotheprojectUsesnounsandadjectives,notverbsEmployscodingschemethatdepictsthehierarchicalnatureoftheprojectContainsatleasttwolevelsofdecompositionCreatedbythoseperformingtheworkIsupdatedperchangemanagementprocedures32WorkBreakdownScheduleItprovidesthecommonbasisfromwhich:ThetotalprogramcanbedescribedPlanningcanbeperformedCostsandBudgetsdefinedCost,Timeandperformancecanbetracked33WorkBreakdownScheduleItprovidesthecommonbasisfromwhich:ObjectivescanbelinkedtocompanyresourcesSchedulesandStatusreportscanbedevelopedNetworkconstructioncanbeinitiatedResponsibilitiesassignedforeachelement34WorkBreakdownSchedule

Level

DescriptionManagerial 1 TotalProgram

Levels 2 Project

3 TaskTechnical 4 Subtask

Levels 5 Workpackage

6 Levelofeffort35WBSCharacteristicsThetopthreelevelsreflectintegratedeffortsbetweendepartmentsandshouldnotberelatedtoonespecificdepartment.Thesummationofalltheelementsinonelevelmustbethesumofallworkinthenextlowerlevel.Eachelementofworkshouldbeassignedtoonlyonelevel.36WBSCharacteristicsThelevelatwhichtheprojectismanagedisgenerallycalledtheworkpackagelevel.TheymaybeatdifferentlevelsintheWBS.TheWBSmustbeaccompaniedbyadescriptionofthescopeofeffortrequired.AlllinemanagersshouldassesstheriskoftheWBS.37DecompositionWysockiidentifiessixcharacteristicstoconfirmdecompositioniscomplete.Theactivityhasthefollowing:Status/completionismeasurableTheactivityisboundedTheactivityhasadeliverableTimeandcostareeasilyestimatedActivitydurationiswithinacceptablelimitsWorkassignmentsareindependent38StructuringtheWBSLevel

Flow

LifeCycle

OrganizationProgram Program Program ProgramProject System LifeCycle DivisionTask Subsystem System DepartmentSubtask People SubsystemSectionWorkPkg. People People PeopleLevelof People People People

effort39ExampleofaWBSBuildtheThreeGorgeDam LEVEL1EngineerandbuilddamEngineerandbuildlocksEngineerandbuildpowerstation LEVEL2Relocatepeople,factoriesandtownsEnvironmentalstudiesandsiteselectionGovernmentfundingandapproval40ExampleofWBSEngineerandBuildadamGeologicaltestinganddefinitionofDamrequirementsPreliminaryEngineeringDetailedEngineeringProcurementofmaterialandpeople LEVEL3ConstructionQualitycontrolandInspectionFinancialcontrolProjectManagement41ExampleofWBSConstructionBuilddiversiontunnelBuildcofferdamsinfrontandrearExcavatedamsidesandbaseLayfoundation

LEVEL4ConstructDamandPowerplantstructureClosediversiontunnelsand

destroycofferdams42ExampleofWBSBuildDiversionTunnelHirecontractorsProcurematerialHiresurveyors LEVEL5DefineconstructionstepsDefinecostbudgetandtimingRentequipment43ExampleofWBSHirecontractorsForeachstepintheprocessyouwillneedSOWRFQIdentifypossiblecontractorsforeachstepLEVEL6ReviewquotesandcapabilitiesSelectprimecontractorPreparecontract44ClassExerciseIwanttoBuildanElectricScooter.WhatdoestheWBSlooklike?Level1-DesignandbuildascooterLevel2Level3Level4Level545ClassExerciseIwanttoBuildanElectricScooter.WhatdoestheWBSlooklike?Level1-DesignandbuildascooterLevel2–Design,Engineer,Manufacture,Service

Market,Sell,DistributeLevel3Engineer–Breakdownbycomponents,brakes,frame,etc.Level4Brakes–BreakdownbycomponentsLevel5-onecomponent-CAD,CAE,Design,Test,Prototypes,46DetailedSchedulesTheschedulesserveasthemasterplanfromwhichboththecustomerandmanagementhaveanup-to-datepictureoftheoperations.GuidelinesAllmajoreventsanddatesmustbeclearlyidentified.DatescontainedintheSOWmustbeshown.47DetailedSchedulesGuidelines(continued)Theexactsequenceofworkshouldbedefinedthroughanetworkinwhichinterrelationshipsbetweeneventscanbeidentified.SchedulesshouldbedirectlyrelatabletotheWBS.Allschedulesmustidentifythetimeconstraints48MasterProductionScheduleAMasterProductionScheduleisastatementofwhatwillbemade,howmanyunitswillbemade,andwhentheywillbemade.Itisaproductionplan.Allplanningformaterials,manpower,plant,equipment,andfinancingforthefacilityisdrivenbythemasterproductionschedule.49SourcingPlanDetailedplanindicatingwhichcomponentswillbesourcedoutsideversusinside.PriortoProgramApprovalallsuppliershavebeenidentifiedandfinalquotesreceived.Finaldesignshavebeencompletedanddrawingsprovided.50BusinessPlan/FinancialObjectivesFormostprojects,thecompanyisinvestinganamountofmoneyandnon-financialresourceswiththeexpectationtheywillgetanacceptablereturn.TheRateofReturnisthegainovertheoriginalinvestmentoverasetperiodoftimeasapercentageoftheinvestment.Obviously,theratecanbeincreasedbyreducingtheinvestmentorincreasingthegains.51BusinessPlan/FinancialObjectivesGainsaretherevenueslessthecosts.Financialobjectiveswouldinclude:VariablecostperunitRevenueperunitInvestment(Facilities,Tooling,EngineeringandLaunch)RORSalesVolumeovertime(Totalprofitsareafunctionofsalesvolume,priceandvariablecost)52BusinessPlan/FinancialObjectivesThetaskfortheProjectteamistodefineassumptionswhichmaximizetheRateofReturn.Andthendeliverthoseassumptionsintheprojectimplementation.RecognizeManagementhasmanyalternativeswheretospendtheirmoney.TheyselectedyourprojectbasedonyourplantodelivertheROR.Theydonotacceptchangeseasily.53ChangeControlEveryplanwillencountertheneedtochange.Youneedadisciplinedprocessformanagingchange.Whocanmakechanges?Whomustapproveachange?Whatinformationi