Integrating Project Planning Tools into Organization

By integrating project planning tools into Organization, you give your project manager and their team the available resources to accomplish the goals and scope of the business venture in the best possible manner. 

The number and type of project management tools used in project planning are expanding all the time. What is important is not the number, but how well the users of the tools can apply the benefits of the tools to the tasks they are assigned.

The most common of the project planning tools used today are the project management templates. These are pre-formatted documents that are like an electronic outline. They can be used for the creation of project process documentation or for forms. It is all dependent on the reason the template was designed to do. Today there is a template for each of the nine separate project processes involved in the project planning of a business venture.

The way these project planning tools are incorporated into the daily business routine of your project manager will be the deciding factor to just how much time will be saved. It will also help you determine the detail and accuracy of the finished documents. This is where training involved on the proper use of the tools is very important. The more knowledge a project manager has about all the capabilities of the tools they have, the more they can use them to their and their organizations advantage.

Another important feature of the project planning tool is, it sees a great deal of use while monitoring programs. These are used in the planning stages of the project and can also be used once the execution phase of the project’s life-cycle has started. This helps to keep costs down by making it unnecessary to have an addition program used only for monitoring the projects progress.

The way project planning tools are used to play a vital role into just how effective they are within your organization. The more the users know about the programs and their capabilities, the more time and money can be saved when they are used.

Anticipating Source Overloads

Following having a detailed plan has been developed for a project, a troubling question remains to be answered: Will the resources required to execute the project according to plan be accessible when needed? In the process of growing each project schedule, the standard availability of resources should have been taken into consideration when activity stays were estimated. However, this estimating process does not make sure the total workload on an useful resource (person or functional group) from all projects and non-project assignments will not likely go beyond the availability of that resource during any future period. When resource overloads occur, personnel are exposed to unnecessary stress, and project activities fall lurking behind schedule. The quality of the deliverables produced is also likely to go through. Thus, the objective of resource planning is to anticipate source overloads, to enable them to be fixed for the good thing about both the people and the projects.

The Range of Approaches to Anticipating Source Overloads

The approach used to the task of wanting specific resource overloads in specific future periods will depend on after the quantity of simultaneous tasks undertaken by the corporation and the extent to which people are distributed across multiple projects.
In the event the organization undertakes only a really small number of assignments at one time, or if each person is focused on work on only one or two tasks at the same time, a "short-cut approach" may be employed. The easiest and probably most effective short-cut approach is to:

Give each person a duplicate of the newly-developed project schedule exhibiting only those activities in which that person will be involved, and
Inquire the individual to check the schedule against their personal calendar and other work commitments (including the plans for the few other projects in which they could be involved) and report any evident conflicts.
A person may realize for the first time that, during a week which is three months in the future, they are slated to work on five major activities in two different projects, while planning their operating budget get for another fiscal 12 months and taking part in a two-day training program. Clearly, "something's got to give! very well The key to this approach is the reality each person is given the ability and the responsibility to identify their own overloads.

However, if the business shares resources (again, individuals or groups) across a substantial number of simultaneous tasks, short-cut approaches to the anticipation of resource overloads are inadequate. A "comprehensive approach" is necessary. To be effective the comprehensive procedure must capture the work associated with all jobs in which the employees are involved. Fortunately, most popular project management software systems support the complete approach as described in the next section.

The Comprehensive Method to Anticipating Source Overloads

The critical first step to the complete approach is called "resource loading, " and it occurs during the planning process for each and every new task. For every single activity in the project schedule, the volume of each resource required to perform the activity (typically measured in staff-hours for personnel resources) is estimated and entered into the project management software system. Thus, we would approximate that an activity called "Develop computer code" should require about 30 staff-hours of Linda Baker's as well as 120 staff-hours of work from a group called "Computer Programmers. " As the estimates are fastened to the activities, the project management software has the ability to determine when the resources will be needed based on the scheduled start and completion dates for the activities. In other words, we've a time-phased output of resource requirements or workload for each and every resource (e. g., Linda Baker and the pc Programmers). That is also necessary and possible to estimate and enter resource requirements for project-level work (such as project management) and non-project work (that is, the continuing background process workload) for every single resource.

The next step is performed regularly and must be central at the project-portfolio level, rather than being performed at the project level. For each resource, the time-phased resource requirements are summed across all tasks (as well as the non-project workload) within the project management software system. The resulting "resource profiles" can show up in graphical and/or tabular format. By comparing the overall work projection for each and every resource with the resource's planned availableness, overloads during specific future periods become obvious.

The above description makes the process sound easier than it truly is. Challenges include:

Growing, maintaining, and applying on all projects standard ways of identifying organizational resources.
? Developing the capacity, confidence, and discipline to estimate useful resource requirements for a lot of activities on all projects.
Establishing the centralized infrastructure that works with the accumulation and evaluation of total resource requirements across all projects.

One important rule of lean PM

It is observed that I still left out three important guidelines underlying Lean PM, specifically: make commitments at the last responsible moment, PDCA everything (Deming Wheel), and produce deliverables in small batch sizes of one or single-piece flow. I actually did not cover those, since I believed they were not unique to Lean Project Management. Nevertheless Lean gives them a special slant, certainly worthwhile presenting as additional guidelines or principles. Towards the 3 extra principles proposed by Hal, I will include, in retrospect, another one: the only tasking of multiple tasks.

It is also notices in his blog that (as last coordinators - my addition) you should make your selections and commitments at the last responsible moment> >. He, and other Trim practitioners, noticed a behavior on projects to fasten down requirements early, to get material on order early, to seize resources early. These steps almost never help and usually add waste to the task. Further, we lose options whenever we act early.

We would somewhat equate this principle of producing commitments when we are more certain of possible outcomes with the practice of Coming Wave Planning alluded to in the PMBoK and incredibly well presented by Gregory D. Githens in his excellent white paper, Going Wave Project Planning. Good project managers and their team understand that it is useless to plan in detail the complete of a project when one does not have the results of the current project phase or stage necessary to intricate plainly the next period. For example, it is quite a waste of effort to detail the expansion phase of a new product before we have a clear explanation of its concept and design criteria. It is also presumptuous to make oneself on the design of a building's fundamentals when the results of required geo-technical studies are not yet available.

On the subject of one of the jobs I helped plan for an architecture firm, the project client ask me personally to be more specific on things that were planned to happen 3 years later; he needed to discuss details about this era. I experienced to tell him then that this was pointless to go over these points further while nobody had made precise commitments about the feasibility study phase we were planning to begin; these commitments were still impossible to make then, because we had yet to have his permission to the future project site to examine initial conditions.

The Rolling Wave Organizing principles are incredibly simple: take commitments and detail your planning the work about to begin, that you have all the information necessary to take proper action (very low uncertainty). These are "work packages" that you can agree to deliver with a high level of certainty for a given budget and schedule. For the effort to accomplish in a later phase, most often demanding as input the results of the work deals you will work on, you should keep away from too much detail, as you do not really really know what will be needed then. Rather, you can present this later part of the project as a collection of "planning packages" that will be revisited and detailed only when appropriate - when we have a clearer understanding of what should be done and what CAN be done.

Rule Number 5 of LPM - Make your choices and commitments (promises) at the last dependable moment. Make them as work packages that will deliver the desired results anticipated with a high degree of certainty....

... Rotate the waves: plan the work, execute the work, learn and adapt, plan the job, execute the work, learn and adapt, plan the work, execute the work.

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Global construction risk management

The good quality assurance as well as Project Quality Audit as well as Assessment Project Quality Audits Joy Gumz recently completed an quality assurance review for SYSTEMS APPLICATIONS AND PRODUCTS AG. The Standish Businesses well known Chaos job regularly reports hundreds of millions of dollars lost in the U. T. on failed technology assignments alone. Wonder where all that money went on work? Not comfortable that you're getting a concentrate on and unbiased picture of your projects? Quality management is not an event - this can be a process, and a mindset. A defective process cannot produce a constantly high quality product. There needs to certainly be a repetitive cycle of testing quality, updating processes, measure, updating processes, etc. To help make the quality management process work, collecting metrics is essential and those metrics need to be defined in the initial stages of the project. Project quality is not the responsibility of just one or two people. That is everyone's responsibility. Most of the team, like the customer, has a share in ensuring that the deliverables produced are of high quality. Most people are also in charge of surfacing delete phrase improvement to the techniques used to create the deliverables Project Auditors believes that a project quality taxation should achieve three goals: To identify existing problems on the project To identify areas where problems may occur if changes are not made To support the resolution of problems by recommending where changes should be made. Problems on projects are rarely induced a single person. That they are usually the effect of either missing or inadequate processes or failing to follow processes. Because projects and programs become increasingly complex, executive management may well not have a definite understanding of the project's position or problems. They often wonder: What
are the project's risks? How are these risks being been able and mitigated? Will certainly the project meet its targets? Is the project still aligned with our proper goals - or has it gone off on a tangent? Will be the task reports an accurate representation of reality? What is the quality of the deliverables? Features the builder fulfilled each of the contractual commitments? Are industry standards being used on the job? Is the contractor supplying me inexperienced personnel, with my project doing the courses? These concerns are especially valid when contracts are structured so that the contractor's goals are generally not aimed with the client's, as may occur in set price contracts. A job quality audit (sometimes called a The good quality assurance Review) and future plan of action will improve business processes within the organization. Ideally, a contract ought to include the option for such an self-employed assessment or some other way to assure that the project is on monitor and will deliver the quality the client wants to the schedule and budget that was stated. A Big 5 spouse in Global construction risk management lately explained that IT tasks have to be was able to ensure success, and that, "Project control can be achieved though external means [such as] independent project assessment
providing assurance over the task.

Resource Availability Pool

Project Dictionary RAM See Responsibility Assignment Matrix RAM See Responsibility/Accountability Matrix Random Observation A technique for building up a picture of an activity by taking sufficient random observations. The alternative is to observe the activity continuously, which may itself influence performance of the activity. Random Sample A sample selected in such a way that each unit of the population has an equal chance of being selected. Range The difference between the highest and lowest observed values in a data set. Ranking Placing in relative standing or position. An orderly hierarchical arrangement according to some identifiable characteristics. Rapid Implementation See Fast Tracking RBS See Resource Breakdown Structure Re-Baseline Development of a revised implementation plan with new milestone schedules. Re-baselining is required in response to changed contract requirements, funding changes, or realization that the operative implementation plan is not achievable. Re-Baselining The process whereby the project's costs, time scale or resources have to be re-calculated due to a change in the project's objectives, a change in the deliverables to meet requirements, or the project's original scope and plans have become untenable. Re-Profiling In resource scheduling it is possible to indicate that the specified resource requirement profile may be modified to fit the availability, without changing the total amount required.Readiness Assessment A meeting or series of meetings by selected members of the customer C/SCSC review team at a contractor's plant, to review contractor plans and progress in implementing C/SCSC in preparation for a full demonstration review. Real TimeThe application of external time constraints which might affect the calendar time position of execution of each activity in the schedule.Real Time Immediate response to an outside stimulus. RecommendTo offer or suggest for use. Recommendation describes the presentation of plans, ideas, or things to others for adoption. To recommend is to offer something with the option of refusal. ReconditionedRestored to the original normal operating condition by readjustments and material replacement. RecordA set of data. Record Drawings Drawings submitted by a contractor or subcontractor to show the construction of a particular structure or work as actually completed. Record RetentionThe necessity to retain records for reference for a specified period after contract close-out, in case they are needed.Recording FactsThe assembly and documentation of explicit data, typically focused on a specific area for resolving a problem or issue. Particularly required in value management or litigation.RecordsThe collection of related items of information assembled during the course of a project. See also Records Management.Records ManagementThe procedures established by an organization to manage all documentation required for the effective development and application of its work force. Recovery ScheduleA special schedule showing special efforts to recover time lost compared to the master schedule. Recruitment, Selection and Job PlacementAttraction of a pool of potential employees, determining which of those employees is best suited for work on the project, and matching that employee to the most appropriate task based on his or her skills and abilities.Recurring CostsExpenditures against specific tasks that would occur on a repetitive basis. Examples are sustaining engineering, production of operational equipment, tool maintenance, etc.Recurring TaskA task that occurs repeatedly during the course of a project, such as a weekly staff meeting. Reduced InspectionInspection under a' sampling plan using the same quality level as for normal inspection, but requiring a smaller sample for inspection.RedundancyDuplication of capability to increase reliability.ReengineeringThe process of completely redesigning a product, system or process to be more effective or efficient.Reference GroupA group of people available for advice, and expecting to be kept informed during project planning and implementation.Refinement, ScheduleThe rework, redefinition or modification of the logic or data that may have previously been developed in the planning process as required to properly input milestones, restraints and priorities.Regression AnalysisA quantitative technique used to establish a line-of-best-fit through a set of data to establish a relationship between one or more independent variable and a dependent variable. That line is then used with a projected value of the independent variable(s) to estimate a value for the dependent variable. Regulatory PersonnelThose individuals working for government regulatory agencies whose task it is to assure compliance with their particular agency's requirements. Reimbursable ExpenditureA seller's expenditure funded by the buyer. Rejection NumberThe minimum number of defects or defective units in the sample that will cause rejection of the lot represented by the sample. RelationshipA logical connection between two activities.Relationship FloatRelationship free float is the amount by which the lag on that relationship would have to be increased in order to delay the successor activity. Relationship total float is the amount by which it would have to be increased in order to cause a delay in the completion of the project as a whole (or the violation of a late target). ReleaseA configuration management action whereby a particular version of hardware, software, or documentation is baselined and made available for general use. Release ClaimsCertificate to release and hold harmless from future claims by the contractor.ReliabilityA fundamental characteristic of an item or material expressed as the probability that it will perform its intended function for a specified time under stated conditions.Reliability AssuranceAll actions necessary to provide adequate confidence that material conforms to established reliability requirements. Remaining Available ResourceThe difference between the resource availability pool and the level schedule resource requirements. Computed from the resource allocation process.Remaining DurationThe estimated work units needed to complete an activity as of the data date.Remaining Float ("RF")The difference between the early finish and the late finish date.Replacement TheoryA statistical methodology for arriving at the optimum life of replaceable elements in a project. It considers replacement cost, maintenance and down time costs, tax implications and scrap value. Replacement ValueThe amount equal to the cost of replacing an item with a new one rather than the depreciated value of the existing one.ReplanSchedule or resource adjustments to meet contract milestones. Replanning does not imply re-baselining. Replanning Actions performed for any remaining effort within project scope. Report A written record or summary. A detailed account or statement. Report Specification File A set of codified instructions, which defines the layout of a report.Reporting Planning activity involved with the development and issuance of (internal) time management analysis reports and (external) progress reports.Request for Appropriation ("RFA")See Capital Appropriation Request. Request for Change A proposal by the project manager for a change to the project as a result of a project issue report. Request for Change ("RFC")A buyer or seller request to spend contract funds on an engineering change proposal for a change. The request states the technical or contractual issue being addressed, the impact on or benefit to the project, and an assessment of the cost and schedule impact.Request for Proposal A formal invitation containing a scope of work which seeks a formal response (proposal) describing both methodology and compensation to form the basis of a contract.Request for Quotation ("RFQ")A formal invitation to submit a price for goods and/or services as specified.Requirement Specification A document containing the full set of product requirements, from the top-level business needs to the detailed technical requirements. Requirements A clear statement of a need, written in such a way that there is no question about what is being asked. For clarification purposes, a modifer should always precede requirements such as user requirements, system requirements, operational requirements, contract requirements, test requirements, etc. Requirements Flowdown The process of deriving and allocating requirements to all levels of system decomposition. Requirements Management The process of defining the user/customer requirements and building the system requirements before going on to develop the performance specifications in detail. Requirements should be comprehensive and clear, well structured, traceable and testable. They should give rise to clearly specified project deliverables and should be tested against the original set of requirements. Any changes to the initial requirements should be traceable i.e. documented and explainable. Requirements Traceability The management of the parent/child relationships of all system requirements. Requirements Traceability Matrix A document that maps the parent-child relationships of requirements. Reschedule The process of changing the logic, duration, and/or dates of an existing schedule in response to external imposed conditions. Rescheduling A feature of most PM software that recalculates the start and finish dates of all uncompleted activities based upon progress as of a specified date. Research and Development Technical pursuit of a new technology or design to support a strategic goal. ReserveA provision in the project plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated. Reserve For Scope Changes A sum of money set aside for changes in the Owner's requirements and to be used only at the direction of the Owner. Residual ValueThe proceeds, less removal and disposal costs, if any, realized upon disposition of a tangible capital asset.Residue File A file in the same format as the resource availability file containing a specification of the resources remaining after a project is scheduled.Resource Any factors such as personnel, equipment, facilities, etc. (except time) required or consumed to accomplish an activity. Resource Aggregation Totaling the requirement for a specific resource. Resource Allocation The assignment of resources to tasks in a project.Resource Allocation Process The scheduling of activities in a network with the knowledge of certain resource constraints and requirements. This process adjusts activity level start and finish dates to conform to resource availability and use. Resource Analysis A term for resource leveling and resource smoothing. Resource Assignment The work on an activity related to a specific resource. Resource Availability The extent to which resources are available to meet the project's needs.Resource Availability Date The calendar date when a resource pool becomes available for a given resource. Resource Availability Pool The amount of resource availability for any given allocation period. Resource Breakdown Structure ("RBS")A feature of hierarchical resources that facilitates both roll-up reporting and summary resource scheduling by enabling you to schedule at the detailed requirements level, and roll up both requirements and availabilities to a higher level.

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