PPM_Class_Notes_-_Class_2b

PPM_Class_Notes_-_Class_2b - Principles of Project...

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Principles of Project Management BN620.7Z Instructor: Todd Hutcheson Class #2
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Principles of Project Management Class Session #2 - Agenda Warm-up Assignment Discussion Project Charter Review Class led Chapter Quizzes Chapter 10: Working with Executives Chapter 11: Planning Chapter 12: Network Scheduling Techniques Chapter 13: Project Graphics Chapter 14: Pricing & Estimating Chapter 15: Cost Control Case Study Discussion – Phil Condit and the Boeing 777 In-class Exercise – Create a Project Plan Due Prior to Class: Warm-up Assignment & Project Charter
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Executive Roles Project Selection Fit with strategic plan Feasibility Study Benefit-to-Cost Analysis Trade-off decisions (projects vs. criteria/score) Project Manager selection Milestone setting/approval Requirements definition Reasonable deadlines: balance “push” vs. “reality” Provide commitment post-selection Support/guidance Chapter 11
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The Importance of Planning Failing to Plan is Planning to Fail John Wooden, Legendary Basketball Coach A Goal Without a Plan is Just a Wish Antoine de Saint-Exupery, French writer Hope is Not a Strategy Rick Page, Author Proper Planning Prevents Poor Performance Attributed to Many Plan Your Work, Work Your Plan Attributed to Many A Successful Project MUST Have an Excellent Plan Chapter 11
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Most Managers Do Not Like Planning Due to the Following: It takes time. You have to think. It involves paper work. You are bound to systematic procedures. You are committed to achieve a specific result within a specified time period. Chapter 11
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Effective Planning An effective plan will be: Explicit - stated in detail, leaving nothing merely implied . Intelligible - it must be understood and be comprehensible . Flexible - capable of accepting change. Controllable - capable of being monitored for control purposes. Chapter 11
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Planning Fundamentals If the task is well understood prior to being performed, much of the work can be preplanned. If the task is not understood, then during the actual task execution more knowledge is gained that, in turn, leads to changes in resource allocations, schedules, and priorities. The more uncertain the task, the greater the amount of information that must be processed in order to ensure effective performance.
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