project management
DESCRIPTION
This Project Management Presentation was made for the Ateneo Graduate School of Business (AGSB) Middle Managers Operations Management Class, Semester 1 of 2011.TRANSCRIPT
![Page 1: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/1.jpg)
Project Management
MMOPEMANabellon | calivo | dayan | gamba | marquez
prof gusjuly 27, 2011
![Page 2: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/2.jpg)
PROJECT MANAGERS
![Page 3: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/3.jpg)
PROJECT
Is a time bound endeavour undertaken to create a product or service. It is characterized by the need for the service of many different people in an organization while requiring considerable planning and coordination of tasks.
![Page 4: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/4.jpg)
PROJECT MANAGEMENT
The application of knowledge, skills, tools and techniques to project activities to meet requirements.
![Page 5: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/5.jpg)
![Page 6: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/6.jpg)
Take action by decomposition or breakdown into major project deliverables
Work Breakdown Structure [WBS]
![Page 7: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/7.jpg)
Constraints
SCOPE of the PROJECTEnsuring the project includes all the work required and only the work required.
TIME
COST COST
QUALITY
TIME
SCOPE
![Page 8: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/8.jpg)
PROCESS GROUPS
Initiate Plan
Execute
Close
Control
![Page 9: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/9.jpg)
PROJECT LIFE CYCLE
This is usually misunderstood as the process groups in project management.
![Page 10: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/10.jpg)
SPAN TIME ESTIMATING
abellon | calivo | dayan | gamba | marquezprof gus
july 27, 2011
![Page 11: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/11.jpg)
Determining When the Project will Be Done
Project assignments always have DEADLINE.
Required Info to determine the amount of time for your project:
Duration: length each individual activity takes
Sequence: order of activities
![Page 12: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/12.jpg)
Developing a Network Diagram
NETWORK DIAGRAMa flowchart illustrating the order of project activities performed
![Page 13: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/13.jpg)
Developing a Network Diagram
ELEMENTS OF THE NETWORK DIAGRAM:
EVENTsignificant occurrences in project’s life; a milestone / deliverable; takes no time and consumes no resources—occurs instantaneously; signposts signifying certain points during project completion
ACTIVITYdescribes action / work to go from one event to another in the project; consumes time and resources
![Page 14: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/14.jpg)
Developing a Network Diagram
SPAN-TIME: Actual calendar time to complete an activity
DURATION of an activity
Affected by amount of work effort, people’s availability, and whether people can work on an activity at the same time.
Work effort, as opposed to span time, is the amount of time a person needs to work on an activity to complete it.
![Page 15: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/15.jpg)
Developing A Network Diagram
Activity-in-the-box approach (also called activity-in-the-node, precedence or dependency diagramming)
Activity-on-the-arrow-approach (also called the classical or traditional approach)
![Page 16: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/16.jpg)
Developing A Network Diagram
A
tA = 0
B
tB = 0
EVENT—milestone or deliverable
SPAN TIME—duration EVENT
ACTIVITY—work required to move from one event to another
1
t1 = 2 wks
![Page 17: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/17.jpg)
Importance of A Network Diagram
1. Determine how long the entire project will take
2. Identify potential difficulties
3. Consider alternatives to complete the project more quickly
The network diagram represents your PLAN—your ROAD Map…
![Page 18: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/18.jpg)
Defining Span Time Estimate
SPAN-TIME ESTIMATE:your best sense of how long you need to actually perform an activity (realistically speaking)
![Page 19: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/19.jpg)
The Underlying Factors
The underlying makeup of an activity determines how long it will take.
You are required to determine its different aspects and how they affect one other.
![Page 20: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/20.jpg)
The Underlying Factors
![Page 21: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/21.jpg)
Resource Characteristics
Types of Resources to Support the Project:
![Page 22: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/22.jpg)
Resource Characteristics
For each resource, determine its…
CAPACITYproductivity per unit time period
AVAILABILITYon the calendar; when a resource will be available
![Page 23: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/23.jpg)
Sources of Info Support
Sources can be based from the following:
Historical records of how long similar activities have taken place in the pastPeople who have performed similar activities in the pastPeople who will be working on the activitiesExperts familiar with the type of activity, even if they haven’t performed work exactly like it in the past
![Page 24: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/24.jpg)
Improving Activity Span-Time Estimates
Define your activities clearly.
Subdivide your activities until your lowest level activity estimates are two weeks or less.
Define activity START and END points clearly.
Involve the people who will perform an activity when estimating its duration.
Minimize the use of fudge factors.
![Page 25: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/25.jpg)
Displaying your project’s schedule
Key-events list
Activities list
Combined key-events/activities list
Gantt Chart
Combined milestone chart and Gantt chart
![Page 26: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/26.jpg)
PROJECT SCHEDULING
abellon | calivo | dayan | gamba | marquezprof gus
july 27, 2011
![Page 27: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/27.jpg)
IMPORTANCE OF PROJECT SCHEDULE
Provides a basis for you to monitor and control project activities.
Helps you determine how best to allocate resources so you can achieve the project goal.
Helps you assess how time delays will impact the project.
Figures out where excess resources are available to allocate to other projects.
Provides basis to help you track project progress.
![Page 28: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/28.jpg)
SCHEDULE INPUTSPersonal and project calendars – critical elements are working days, shifts and resource availability
Description of project scope – key start and end dates
Project risks – to ensure that there’s enough extra time to deal with identified risks
Lists of activities and resource requirements – identifying possible constraints and other factors that may affect the schedule
* A Project Manager should be aware of deadlines and resource availability issues that may make the schedule less flexible *
![Page 29: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/29.jpg)
SCHEDULING TOOLS
SCHEDULE NETWORK ANALYSISGraphic presentation of the project’s activities
Gantt Chartuseful tools for analyzing and planning more complex projects; helps you monitor whether the project is on schedule.
![Page 30: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/30.jpg)
GANNT CHART
![Page 31: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/31.jpg)
SCHEDULING TOOLS
Critical Path Analysis & PERT Charts
helps you to plan all tasks that must be completed as part of a project; act as the basis both for preparation of a schedule, and of resource planning
![Page 32: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/32.jpg)
Regular Crash Regular Crash
A (start) office
0 0
B drive to the club A1 0.75 100 125
100
C call the wifeA
0.25 0.15 500 6001000
D enter the club B,C0.25 0.15 50 75
250
E talk to the manager D0.25 0.15 50 65
150
F choose/table a GRO E0.5 0.25 50 75
100
G watchF
2.5 1.5 1000 1500500
H drink / eatF
1 0.5 1000 1300600
I payG,H
0.5 0.25 1000 1200800
J leave the clubI
0.25 0.15 50 100500
K drive homeJ
1 0.5 100 150100
L (finish) homeK
0 03900 5190
ID
Incremental Cost
(per hour)Time (hrs)
Cost
PredecessorActivity
PERT CHART
![Page 33: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/33.jpg)
Schedule Compression helps shorten the total duration of a project by decreasing the time allotted for certain activities.
CRASHING - assign more resources to an activity thus decreasing the time it takes to complete it
FAST TRACKING - rearranging activities to allow more parallel work
SCHEDULING TOOLS
![Page 34: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/34.jpg)
PROJECT REVIEW
“ What if” scenario analysiscompares and measures the effects of different scenarios on a project
Resource levelingrearrange the sequence of activities to address the possibility of unavailable resources
Critical chain methodthis also addresses resource availability; you plan activities using their latest possible start and finish dates
Risk multipliersadding extra time to high-risk activities
![Page 35: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/35.jpg)
KEY POINTSScheduling aims to predict the future, and it has to consider many uncertainties and assumptions,
The schedule identifies and organizes project tasks into a sequence of events that create the project management plan.
A variety of inputs and tools are used in the scheduling process, all of which are designed to help you understand your resources, your constraints, and your risks. The end result is a plan that links events in the best way to complete the project efficiently.
![Page 36: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/36.jpg)
RESOURCE MANAGEMENT
abellon | calivo | dayan | gamba | marquezprof gus
july 27, 2011
![Page 37: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/37.jpg)
RESOURCE MANAGEMENT
The process of using a company’s resources in the most efficient way possible.
resources such as goods and equipment, financial resources, and labor resources such as employees.
![Page 38: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/38.jpg)
RESOURCE MANAGEMENT
Resource management can include ideas such as making sure one has enough physical resources for one's business, but not an overabundance so that products won't get used, or making sure that people are assigned to tasks that will keep them busy and not have too much downtime
![Page 39: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/39.jpg)
Human Resources
Identify the skills and knowledge needed to perform your project’s activities
Specify the people who’ll work on each activity
Determine how much effort they have to invest to complete their assigned tasks
Determine their slack times and reevaluate
![Page 40: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/40.jpg)
ENNEAGRAMUse the ENNEAGRAM to get an insight on the qualities of our employees and to check if they “fit” into their job description.
Appoint project leaders into more appropriate positions based on their strengths and weaknesses thus increasing productivity
Can help understand fears and desires, strengths and weaknesses, defenses and anxieties, how we react to frustration and disappointment - and, more positively, what our truest capacities and greatest strengths are so that we can build on those rather than on misjudgments and illusions.
![Page 41: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/41.jpg)
Skill RosterPao Mark Tina Rom
Technical writingLegal research
Graphic design
Marketing
primary skill/ knowledge
secondary skill/knowledge
interest
Person is able to assume a lead role in a task requiring this skill/knowledge
Has some training or experience in the skill/knowledge but should work under another’s guidance
Person would like to work on tasks involving this skill/knowledge
![Page 42: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/42.jpg)
Human Resource matrixActivity Line Tender (person-hours)
WBS code Description R. Barrientos G. Madrigal J. Malacaman
ILO-1.1 Chemical Analysis 2 1 2
ILO-1.2 Chemical Charging 5 6 4.5
ILO-1.3 Line Maintenance 18HRS
18HRS
18HRS
• Describe in detail all work to perform the activity• Consider their history• Have the person who’ll do the work participate in estimating the
required work effort• Consult with experts familiar with this type of activity, even when
they haven’t performed work exactly like it before.
![Page 43: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/43.jpg)
Productivitya. Knowledge and skillb. Prior experiencec. Sense of urgencyd. Ability to switch among several taskse. The quality and setup of the physical
environment
Efficiencya. Non-project-specific professional activitiesb. Personal activities
Availability
![Page 44: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/44.jpg)
Aligning the Key Players for the Project
Recognize the people who define and influence your work environment
Understand their unique roles
Know how to work effectively with them to create a successful project
Iloilo Plant
Logistics ProductionSales Engineering
QA
Project AProject BProject C
Funct
ional
resp
onsi
bili
ty
Project responsibility
![Page 45: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/45.jpg)
Defining Team Member’s Roles and
ResponsibilitiesAUTHORITY
ability to make binding decisions about your project’s products, schedule, resources, and activities
RESPONSIBILITYThe commitment to achieve specific results
ACCOUNTABILITYBringing consequences to bear in response to people’s performance.
![Page 46: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/46.jpg)
Finalizing your Project’s Participants
Inform them that your project has been approved and when the work will start
Confirm that they are still able to support your project
Explain what you will do to develop the project team and start the project work
Reconfirm the work you expect them to perform, when they’re to do it, and the amount of time you expect them to spend on it
![Page 47: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/47.jpg)
Work Order AgreementWork –Order Agreement
Project Name: Project Number:
Activity Name: WBS Code:
Description of work to be performed:
Start date End date Number HRS to be spent
APPROVALS
Project Manager:
NAME DATE
Team Member:
NAME DATE
Team Member’s Supervisor:
NAME DATE
![Page 48: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/48.jpg)
Planning for Nonpersonnel
ResourcesResource matrix for all nonpersonnel resources
Individual usage charts for each nonpersonnel resource
Summary usage chart for all nonpersonnel resource
![Page 49: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/49.jpg)
Resource Matrix for Nonpersonnel
ResourcesActivity Amount of Resource Required (Hours)
WBS code Description Computer Copier Test Lab
1.2.1 Design layout 32 0 0
2.1.4 Prepare report 0 40 0
3.3.1 Design device 40 0 32
![Page 50: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/50.jpg)
Usage Chart
Computer Time Required (hrs)Wk1 Wk2 Wk3 Wk4 Wk5 Total
Task1 10 10 10 30
Task2 20 20 40
Task3 10 20 30 60
Total 10 30 40 20 30 130
![Page 51: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/51.jpg)
Summary Usage Chart
Amount of resource required (hrs)Wk1 Wk2 Wk3 Wk4 Wk5 Total
Computer 10 30 40 20 30 130
Copier 10 20 10 30 10 80
Test lab 15 10 20 10 30 85
![Page 52: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/52.jpg)
COSTMANAGEMENT
abellon | calivo | dayan | gamba | marquezprof gus
july 27, 2011
![Page 53: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/53.jpg)
Cost Management
PROJECT COST ESTIMATION
Progressiveevolves as more project details become available.
Varianceeach estimate should provide a range of cost and time.
![Page 54: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/54.jpg)
What is a GOOD Estimate?
Defines what the project will accomplish
What assumptions were made
How long the estimates are valid
Project Cost based on the Current Information
![Page 55: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/55.jpg)
What is a GOOD Estimate?
Presents to the stakeholder everything that is relevant to the proposed work – Transparency.
If there are any disagreements, in the estimate, it is better to talk about it sooner than later.
![Page 56: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/56.jpg)
Estimate Phase #1
Ballpark or Rough Order of Magnitude (ROM)
Based on high level objectivesTypically high variance
Depending on the industry+/- 25% to +/- 75%
![Page 57: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/57.jpg)
Estimate Phase #2
Budget Estimate or Top Down Estimate
A little more accurateFormulated in the early stagesUses info from previous experience/projectsRange of variance is much smaller, +/- 10% to +/- 25%
![Page 58: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/58.jpg)
Estimate Phase #3
Definitive Estimate or Bottom Up Estimate
Requires a WBS (Work Breakdown Structure)
WBS is a deliverables oriented decomposition of the project scope
![Page 59: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/59.jpg)
WBS Example
![Page 60: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/60.jpg)
WBS Explained
Code of accounts clarifies the deliverable to all participants
Provides an accurate record of all the elements in the project
Saves time and helps control costs
WBS Dictionary or Reference helps keep all divisions on the same page
![Page 61: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/61.jpg)
Definitive Estimate
Takes the most time but is the Most Accurate, +/- 5% to +/-10% of variance
Very detailedEasier to make accurate estimates once you know everything that the project will create
![Page 62: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/62.jpg)
POOR Estimates
CONTROLLEDPoor planningRushed, bloated, “low-balled” estimate
UNCONTROLLEDFluctuation in Raw Materials costsInaccurate information
![Page 63: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/63.jpg)
POOR Estimates
Can come from the Customer, Stakeholders, and even Project Sponsor
Change Orders or new deliverables after project scope has been finalized
![Page 64: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/64.jpg)
QUALITY & RISKMANAGEMENT
abellon | calivo | dayan | gamba | marquezprof gus
july 27, 2011
![Page 65: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/65.jpg)
Four Aspects of Quality
Client Satisfaction
Accurate and Current specifications
Quality of the Product of the Project
Quality of the Project
![Page 66: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/66.jpg)
Achieving Quality
1. Do the Right Thing Right the First Time (DTRTRTFT)
2. The CUSTOMER is the next Person/Operation in the Process
3. Statistical Process Control
![Page 67: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/67.jpg)
Risk
“The possibility that you may not achieve your product, schedule, or resource targets because something unexpected occurs or something planned doesn’t occur.”
![Page 68: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/68.jpg)
Risk Management
“It is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability & consequences of adverse events to project objectives.”
![Page 69: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/69.jpg)
Risk Management
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
![Page 70: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/70.jpg)
Taxonomy of RisksPROJECT RISKS PRODUCT RISKS
•Safety Type of Product
•Technology Timing
•Rework Features
•Personnel Location
•Equipment
•Suppliers
•Materials
•Environment
•Government
•Community
![Page 71: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/71.jpg)
REPORTING & CONROL
MANAGEMENTabellon | calivo | dayan | gamba | marquez
prof gusjuly 27, 2011
![Page 72: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/72.jpg)
Reporting & Control
A. Managing the Scope1. Client Expectations2. Commitments 3. The Vision4. Specifications5. Work Package/ Activity Performance
Requirements6. Changes 7. Documents
![Page 73: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/73.jpg)
Reporting & ControlB. Managing Work Package/Activity
Performance1. Work authorization2. Activity Duration3. Schedule4. Activity Start and Completion5. Slack6. Maintaining a Sense of Urgency7. Relay Race Mentality8. Technical Objective Achievement9. Cost Control10. Carpe Diem
![Page 74: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/74.jpg)
Reporting & Control
C. Managing Resource Application
D. Managing the Project Itself1. Visibility2. Maintaining Sense of Urgency3. Interfaces4. Over-all Cost Performance5. System Performance6. Replanning
![Page 75: Project Management](https://reader038.vdocuments.us/reader038/viewer/2022110302/54b528ed4a7959cf308b46a5/html5/thumbnails/75.jpg)
THANK YOUabellon | calivo | dayan | gamba | marquez
prof gusjuly 27, 2011