Planning and Organizing by reCP2H

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									                            Project Planning Techniques



   Course objectives:

   By the end of this interactive training workshop participants will:

      Understand the principles and importance of effective planning
      Acquire the skills required for successful planning for a project
      Be able to practice planning and organizing skills for specific projects
      Draw a time line for projects and organize accordingly.
      Control the performance of the employees and the project
      Strive to achieve goals and objectives for the company.

   Audience:

   Managers, supervisors and all those who need excellent planning and
   organizing skills to be able to perform their duties .

   Course Outline:

1 – Reviewing the Fundamentals

      Review of the 'Project Life Cycle'
      Project initiation, project scope, definition and specification
      The different project roles, responsibilities and boundaries
      Stakeholder management and engagement

2 – Planning Projects for Results

      Work breakdown structures
      Estimating and scheduling work
      The value of qualitative risk analysis
      Contingency planning
      Establishing appropriate milestones

– Organising the Project

      Managing the established milestones
      Getting to grips with information management
      Managing project costs - what you need to know
      Network diagrams and Gantt charts
      When and how to negotiate
4 – Controlling the Project

      Handling the changes and challenges that affect projects
      Running effective change control processes
      Project control systems
      Activity coding
      Earned Value calculations
      How to create an effective communication plan

5 – Managing People and Project Issues

      Leadership qualities that get results
      The keys to effective influence and persuasion
      Resource scheduling and levelling
      Relationship between time and cost
      Lean project management
              Detailed outline and sample of handouts.

   Historical Perspectives of Management
       o The behavioral approach to management
       o The management science approach
       o The contingency approach
       o The system approach
   Principles of Planning
       a Defining planning
       b. Purposes of planning
       c. Advantages and potential disadvantages of planning
       d. Management by objectives
       e. Planning tools
       f. Strategic planning
       g. Forecasting and budgeting
   The Management Task
       o The Role of management
       o Defining management
       o The management process, management functions
       o Management goal attainment
       o Management and organizational resources
   Fundamentals of Organizing
       o The definition of organizing
       o The organizing process
       o The organizing subsystem
       o Classical organizing theory
   Leadership and Effective Communication
       o Defining leadership; leader vs. manager
       o Leadership behaviors
       o Transformational Leadership
       o Coaching
       o Entrepreneurial leadership
   Controlling for Productivity
       o Defining production and productivity
       o Quality and productivity
       o Operations management
       o Operations control
       o Using control tools to control organizations
   Managerial Ethics and Social Responsibility
       o Fundamentals of social responsibility
       o Areas of corporate social responsibility
       o Social responsiveness and decision making
       o Influencing individuals performing social responsibility activities
       o A definition of ethics
       o Creating an ethical workplace
   Making Good Business Decisions
      o Types of decisions
      o Elements of the decision situation
      o The decision making process
      o Decision making conditions
      o Decision making tools
      o Processes for making group decisions
                                Further Details

Approaching the project . . .

Working on a project is exciting, and oftentimes people want to start rolling right
away so they can accomplish the project goal—or they spend so much time
planning, they don’t have enough time to implement—or they wait until the last
minute to begin the project, and they rush haphazardly to complete it. They may
race to the next project without evaluating the initial project—and perhaps make
the same mistakes all over again.

There are many ways to approach doing a project. A good approach would be to
begin by defining the project to ensure that everyone has the same
definition—and understands it. This may delay the start of the project; however,
in the long run it will save time, and more importantly, it will help people to
accomplish the same goal.

      Planning
      Organizing
      Implementing
      Monitoring & Controlling
      Evaluating


                              Planning and Organizing
      Planning

It is important to plan the project as a team so that everyone’s contributions are
included and the entire team is committed to the project. The plan becomes the
basis for completing the project. Begin with a rough outline. A rough outline will
be easier to adjust than a final detailed plan. As you add more detail to the plan,
be sure to get consensus among your project team members on all aspects of
the plan. A final detailed plan will evolve as the project progresses; however, its
main intent and direction will generally proceed intact.

Organizing

Work undertaken by a team requires coordination. Higher levels of organization
and structure are required as the number of people involved in the project
increases.

In the planning and organizing activities, you develop the project plan (an
orderly sequence of activities that are assigned to resources based on their
availability and abilities), and the manner in which it will be viewed (a report).
      Define project objective(s)
      Identify activities
      Determine what types of reports are needed (Gantt charts, CPM/PERT)
      Establish precedence relationships—relationships between tasks whereby
       some tasks depend (sequentially) on other tasks (i.e., one task has to
       occur before another task can begin)
      Identify the work breakdown structure (WBS) of all the tasks that need
      to occur in the project
      Identify milestones—critical actions and dates
      Make time estimates for each task and the completion of the project
      Determine resource requirements to meet objectives—include such
       resources as funding, staffing, equipment, and materials. You may need
       to add/reallocate resources to meet your objectives.
      Determine the best way to allocate resources

         Organizing, Implementing, Monitoring, and Controlling

Implementing

The project team must ensure that the team's output meets the agreed upon
goals of the project. How the project is managed on a continuing basis has a
direct relationship to the quality, timeliness, and cost of the project.

Monitoring & Controlling

Regular reviews of task outcomes, completion dates, and costs compared to
planned outcomes, deadlines and costs are needed to insure that the project is
on task, on time, and within budget. If the project is not proceeding as planned,
action must be taken quickly to get the project back on track.

Here, you need to ensure that project activities occur as intended (effectively
and efficiently): as allocated, on time, on budget, in proper sequence, and at the
desired quality level.

Establish protective measures

While you may not be able to control some activities and/or unanticipated
events, you can practice measures to alert you when things go awry.

Determine what tools are needed and available. For example, is project
management software available? Do the people working on the project know
how to use it effectively and efficiently?

      Inspect the progress of the project on a regular basis.
      Communicate on a regular basis—exchange and share information among
       all parties: from the project manager to the team, from the team to the
       project manager, and from one team member to another.
      Identify potential risks. For example, if the project involves exchanging
       electronic files, make sure all parties have compatible software, that they
       use the same file formats, that they protect files by backing them up and
       using anti-virus software.
      Identify back-up measures and make sure they are available if needed.
       For example, if a project team is writing a report, make sure all members
       of the team use compatible software.
      Document activities—keep the project plan up-to-date.
           o If changes occur, revise the plan.
           o If something unusual or significant occurs that can impact the
               project, note it in the project file and review it with your team
               and/or client.
      Know your project milestones and check them regularly.

Evaluating

Evaluating the project involves assessing the completed project and determining
what went right, what went wrong, what could have been done better, and what
was learned. Evaluating may take time that could be spent on beginning the next
project; but the lessons learned can help ensure the next project won’t repeat
the same mistakes, or that it will incorporate features that contributed to the
success of the project.

								
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