Project Planning and Scheduling - The Process

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Businesses that are project-intensive have to perfect their project planning and scheduling skills in order to ensure maximum utilization of business resources for maximum profitability at the minimum cost. Lack of proper planning and management has meant losses for small businesses, and big companies alike.

Any project calls for planning and scheduling of resources since they are used to achieve the project objectives and goals. Each project and project activity requires specific set of assets at specific times so that the project can be completed as scheduled. They in this case can be both human and non-human. While it is evident that human resource is the most important when it comes to project implementation; non-human assets such as office space, technology and machinery are indispensable.

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Getting all the resources required in a project at the appropriate time is a challenge that project managers need to overcome on a daily basis. If this challenge is not properly tackled, resources more often than not tend to be over-utilized or under-utilized hence reducing a project's productivity in both cases. Some project managers have a tendency of confusing under-utilization of resources with their unavailability and this has led to companies incurring additional costs in hiring new staff and even offshore hiring. Proper planning and scheduling of employees would ensure that each and every one of them are optimally utilized and no additional costs are incurred in achieving specific project objectives.

Proper resource planning and scheduling involves four major steps:-

Resource Definition: This involves an analysis of the project and project activities to identify the critical resources required for the project to be completed on time. Every project activity may require a different combination of assets; hence being able to identify each and every one of them is critical. A project manager should also identify all the employees that the business has and match it to the project's resource requirements. Most project managers fail in analysing the available employees and this leads to their under-utilization. This in the long run would mean acquisition of resources that are actually available.

Resource Allocation: Since resources are finite by nature, it is important that their allocation is done with care to ensure that all of them are optimally utilized. This involves matching up of the project resource needs to the available assets. The trick here is to allocate them for each project activity in such a way that the right resources are assigned to the right project and project activities at the right time.

Resource Aggregation: This step goes hand in hand with resource allocation. This is required for each project activity, period by period. This will ensure that there is a perfect combination of resources for each project activity until the project is complete. When it comes to employees; it is necessary that unique teams are created for each project activity so that everyone in the team works efficiently for the completion of the project. Creation of the teams therefore has to keep in mind the unique skills, experience and personalities of the individuals in a team. Doing this will definitely increase the team morale and productivity.

Resource Levelling: This steps attempts to tackle the problem or resource constraint by ensuring that the project's requirement does not exceed availability. If no levelling is done, cost over-runs may become a reality. Careful planning and scheduling ensures that future cost over-runs are prevented.

Project Monitoring is not among the four steps but is a very important task that every project manager needs to embark on. Being up to date with project progress enables a project manager to know if the human and non-human resources work well as scheduled. If there are gaps of under-utilization or over-utilization is some areas, the manager can easily shift employees to ensure that none of them are strained while another is relaxed. Constant and real-time monitoring of a team-led project makes it possible for a manager to shift assets to spread workload hence increasing productivity.

Traditionally, the above process was done manually but with little efficiency. Resource planning & scheduling was considered an art only a few could master. Nowadays, there are great automated techniques and software that allow for quick and easy planning of resources. The art has essentially been transformed to a science that every manager can embrace for the success of any project.

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What is Oracle Primavera P6?

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Oracle Primavera P6 is an integrated project portfolio management (PPM) solution consisting of role-specific tools to satisfy each team member’s needs, responsibilities, and skills. The P6 suite uses a standard Windows interface, client/server architecture, Web-enabled technology, and a stand-alone (Oracle XE) or network-based (Oracle and Microsoft SQL Server) database.

The Oracle Primavera P6 suite includes the following software components: Project Management (PM) The Project Management module enables users to track and analyze performance. It is a multiuser, multiproject system with scheduling and resource control capabilities supporting multi-tiered project hierarchies, resource scheduling with a focus on roles and skills, recording of actual data, customizable views, and user-definable data.

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The module is ideal for organizations that need to simultaneously manage multiple projects and support multiuser access across a department or the entire organization. It supports an enterprise project structure (EPS) with an unlimited number of projects, activities, baselines, resources, work breakdown structures (WBS), organizational breakdown structures (OBS), user-defined codes, and critical-pathmethod (CPM) scheduling and resource leveling. Large-scale implementations for enterprise-wide project portfolio management use it with Oracle or SQL Server as the project database.

For smaller implementations, you can use SQL Server Express. The PM module also provides centralized resource management. This includes resource timesheet approval and the ability to communicate with project resources who use the Progress Reporter module. In addition, the module provides integrated risk management, issue tracking, and management by threshold. The tracking feature enables users to perform dynamic cross-project rollups of cost, schedule, and earned value. Project work products and documents can be assigned to activities and managed centrally. The Report Wizard creates customized reports that extract specific data from its database

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Different Elements Involved in Project Planning

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The industry of information technology (IT) primarily deals with managing information with the aid of computer hardware and software. It is responsible for the study, design, creation, utilization, support, and management of these computer-based information systems but is not limited to computers, what with the breakthrough of hand-held gadgets like cellphones and personal digital assistants (PDAs). IT is also utilized by groups and companies to handle the multitude of information in their systems, with regular IT support help. Just like any other industry, IT involves project planning to help achieve goals.

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Project Goals

Stakeholders of a project are the individuals or entities directly or indirectly affected by the project. When the needs and goals of these stakeholders are met, a project can be considered successful. The first step in identifying project goals is specifying who the stakeholders for the project are. They can be anyone from the project sponsor, the clients of the output, the manager and the team, or the consumers of the deliverables.

Upon identifying the stakeholders, their needs should be classified and effectively prioritized. Listing down the stakeholders' needs will serve as the ground for coming up with goals that are specific, measurable, attainable, realistic, and time-bound (SMART). The SMART principle will also be the guide in assessing the success of the project. Stakeholders for an IT project can enlist an IT consulting service to come up with these SMART goals.

Project Deliverables

The project deliverables are both the tangible and intangible objects to be produced by a project, or the project output. It can be anything from a report to an upgraded server, and is usually comprised of smaller deliverables. The deliverables stated in a project plan should also include a delivery date.

Project Schedule

Aside from identifying a delivery date, a schedule on how to carry out each deliverable should also be included in the project plan. Each task should include the amount of hours and days needed to it carry out, as well as the resources to accomplish it. Establishing these will help in listing down the effort needed for each deliverable an accurate delivery date.

Supporting Plans

A project plan involves creating other plans that are part of the planning process. For instance, an IT project requires a communication plan, which involves all written, verbal, and electronic interactions between the stakeholders. Writing an effective and feasible communications plan for a project plan is possible by enlisting an IT consulting service.

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PMBOK

Let's go through the study recommendations and relate them to the processes recommended in the pmp certification in rawalpindi islamabad lahore pakistan. To refresh your memories, those processes are:

• Plan Risk Management
• Identify Risks
• Perform Qualitative Risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Response
• Monitor and Control Risks

ERM begins by segregating goals and objectives into 4 groups: strategic, operations, reporting, and compliance. For the purposes of managing projects, we need not concern ourselves with operational risksthrough enrolling in pmp certification in islamabad. Our projects might support implementation of reports and our projects may be constrained by the need to comply with organizational or governmental guidelines, standards, or policies. Projects in the construction industry will be constrained by the need to comply with the relevant safety laws enforced in their location. Projects in the financial, oil & gas, defense, and pharmaceutical industries will also be required to comply with government laws and standards. Even software development projects may be required to comply with standards adopted by the organization, for example quality standards. Projects are a key means of implementing strategic goals so goals in this group are usually applicable to our projects.

The study recommends 7 components:

• Internal environment The key component of the internal environment is the "Risk Appetite" statement from the Board. The environment also encompasses the attitudes of the organization, its ethical values, and the environment in which they operate.
  PMBOK® Alignment The description in the study is actually very close to the description of Enterprise Environmental Factors. Enterprise Environmental Factors are an input to the Plan Risk Management process. The PMBOK also refers to the organization's risk appetite in their description of Enterprise Environmental Factors, as well as attitudes towards risk.
• Objective Setting Management is responsible for setting objectives that support the organization's mission, goals, and objectives. Objective setting at this level must also be consistent with the organization's risk appetite. The objective setting here may refer to objective setting for the project, as well as any of the other 4 groups.
  PMBOK® Alignment Goals and objectives should include those that pertain to risk management. The project's Cost and Schedule Management plans are input to the Plan Risk Management process. These documents should contain descriptions of the goals and objectives in these individual areas. These goals and objectives may determine how risks are categorized (Identify Risks), prioritized (Perform Qualitative Risk Analysis), and responded to (Plan Risk Response).
• Event Identification Events that pose a threat to the organization's goals and objectives are identified, as well as events that present the organization with an opportunity of achieving its goals and activities (or unidentified goals and objectives). Opportunities are channeled back to the organization's strategy or objective setting processes.
  PMBOK® Alignment This component aligns exactly with the Identify Risks process from the PMBOK. The only significant difference here is the recommendation that opportunities be channeled back to the organization's strategy of objective setting processes. The PMBOK offers no guidance here but this component can be supported by simply referring any opportunity not identified with an existing project goal or objective back, to the project sponsor.
• Risk Assessment Risks are scored using a probability and impact scoring system. Risks are assessed on an "inherent and residual" basis. This simply means that once a risk mitigation strategy has been defined, its effectiveness is measured by determining a probability impact score with the risk mitigation strategy in place. This score is referred to as residual risk.
  PMBOK® Alignment This component aligns closely with the Perform Qualitative Risk Analysis process. This process provides for the probability and impact scoring for the identified risks. The Monitor and Control Risks process also supports this component. This is the process that measures the effectiveness of the mitigation strategies. This is the process that will determine the residual risks.
• Control Activities Policies and Procedures are established to ensure that risk responses are effectively carried out.
  PMBOK® Alignment This component is supported by the Plan Risk Management process. The output of this process is the Risk Management Plan which describes the risk management procedures the project will follow. Keep in mind that Control Activities is wider in scope than Plan Risk Management, the Plan will only cover those procedures that pertain to the project. The Monitor and Control Risks process also supports this component. This process ensures that the procedures defined in the plan are carried out and are effective.
• Information and Communication This component describes how information pertaining to risks and risk management is identified, captured, and communicated throughout the organization.
  PMBOK® Alignment This component is actually supported by the processes in the Communications Management knowledge area. The processes in this area manage all project communications. The Risk Management Plan will identify the information, how it is captured, and how it is maintained. The Communications Plan will describe to whom, when, and how the information is to be communicated.
• Monitoring Specifies that ERM is monitored and changed when necessary. Monitoring and change are performed in 2 ways: ongoing management activities and audits.
  PMBOK® Alignment Monitor and Control Risks supports this component. This process uses Risk Reassessment, Variance and Trend Analysis, Reserve Analysis, and Status Meetings to monitor risk management activities and ensure that the activities are meeting the project's goals and objectives. This process also describes audits as a technique for determining whether planned activities are being carried out and are effective. One of the outputs of this process is updates to the Risk Management Plan in the case where activities are not effective in controlling risks. Preventive and Corrective actions are also recommended to address cases where activities are not being carried out, or are incorrectly performed.

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Enterprise Risk Management

Enterprise Risk Management is a term used to describe a holistic approach to managing the risks and opportunities that the organization must manage intelligently in order to create maximum value for their shareholders and its practical is demonstrated in primavera p6 training in islamabad. The foundation for the approach is the alignment of the organization’s management of risks and opportunities to their goals and objectives. One of the keys to this alignment is the “Risk Appetite” statement which is a statement encapsulating the direction the Board gives management to guide their risk management methods. The statement should describe in general terms what kinds of risk the organization can tolerate and which it can’t. This statement plus the organization’s goals and objectives guides management in the selection of projects the organization undertakes. The statement also guides management in setting risk tolerance levels and determining which risks are acceptable and which must be mitigated.

primavera p6 training in Rawalpindi will attempt to review Enterprise Risk Management (ERM) and relate it to the best project management practices found in the PMBOK® (4th Edition). The source for most of my information about ERM comes from a study published by the Committee of Sponsoring Organizations (COSO) of the Treadway commission published in 2004. The Treadway commission was sponsored by the American Institute of Certified Public Accountants (AICPA) and the COSO consisted of representatives from 5 different accounting oversight groups as well as North Carolina State University, E.I. Dupont, Motorola, American Express, Protective Life Corporation, Community Trust Bancorp, and Brigham Young University. The study was authored by PriceWaterhouseCoopers. The reason for listing the oversight committee and authors is to demonstrate the influence the insurance and financial industries had over the study.

Furthermore in primavera p6 training in lahore, the approach suggested by the study, which is probably the most authoritative source of ERM information, is very similar to approaches taken to managing quality in the organization in that it places emphasis on the responsibility of senior management to support ERM efforts and provide guidance. The difference here is that, while Quality methodologies such as CMM or CMMI place the responsibility on management to formulate and implement quality policies, ERM takes responsibility right to the top: the Board of Directors.

Online Project Management Software - A Benefits Guide

In these challenging times, many organizations are faced with huge pressure to deliver change and improve business performance in order to survive. These change or transformation programs are managed via a series of projects designed to achieve certain goals be they cost reduction, new product, increased productivity or process improvement. An online project management software tool can benefit most organizations that can be faced with challenges such as project selection, project team collaboration, task management, resource planning, milestones and time sheet tracking. Technical Data used in the field explained in primavera p6 training in islamabad.    A major obstacle in rolling out programs across teams or departments is collaboration and communication as project team members are often based at different locations and the natural communication channels allowed by being in the same room or building can't be tapped into. This is where online project management can make the working life of the project team less stressful and more productive.

The main benefit of online project management software is to give all members of the project team full visibility of information and actions relating to project status, assigned tasks, risks, issues, and resource or time planning. Some organizations consider a project management system or tool as a stack of overflowing files, multiple excel sheets, unopened emails and post-it notes. A project management solution such as this only hampers a project and case studies prove that most project teams will end up in the situation where tasks get missed or simply forgotten, milestones ignored and ownership has lapsed to the point where the project lurches into the "started but never completed" label. The Project Management team needs a more organized solution rather than some project methodologies or an email and file sharing system. By having an online project management system in place there will be no more exchanging of emails with excel and word attachments or managers chasing up project team members for updates, as all concerned will have access to the same information from one central interface. Some more details of primavera p6 training in islamabad  are as under. This in turn will ensure that the organization is working on one project plan, even if departments and individuals aren't positioned in the same building or even the same country. Project productivity is boosted as any team member can access their personalized project dashboard from work, home and the airport, the list is endless.

Projects plans can change from one day to the next and this can have significant implications on the management of that project, as the necessary users of that project may not have an updated version of the plan. By having an online system any changes are made once and from there all involved parties can be updated and view all project information in real-time. Visibility is essential to the successful management of projects and an online system achieves one unified version of any project.Online project management software gives users huge flexibility and enables them to complete tasks, actions and programs to a high standard. This flexibility will have a positive knock on effect on the time and budget management of the projects as less time and money will be wasted updating and transmitting emails and files to team members. TSK Training for Skills and Knowledge is the best institute in Rawalpindi Islamabad for Pakistani Students who wants to join primavera p6 training in rawalpindi.

Project Management Professional Bootcamp - A Must For All Project Managers

pmp certification in Islamabad is a 4 day course. A PMP Bootcamp is project management training that prepares participants for the PMP certification exam. PMP Certification Training is among the most intensive credentials that are costly but considered both effective and reliable investments. PMP shows advanced awareness and skills with management notions. This course supplies every participant with high quality classes that are led by an instructor intended to make them ready to be successful in their exam. It also provides chances to plan and organize their PMP exam in only 4 continuous days.
At project management institute (PMI), high standards of PM Professional Classes are offered to project managers who have the need to elaborate an acquired kind of hypothetical support. These classes for pmp certification in Islamabad are designed to place a manager in a position to plan, advise, manage and become a businessperson with effective communication skills. This is a key element in projects that bring different professions together for it ensures flow of information among them. PMP classes also enable managers beat challenges faced in shaping and keeping a team motivated, getting the right resources, ensuring the work is done well and meeting targets.
During the 4 day bootcamp, a candidate applies for and takes the PMP Practice Questions before sitting for the actual exam. The PMP exam is taken within 7 days or 60 days after completion date of training. For a candidate to be a PM professional, the candidate must pass the PMP exam that is developed by PMI. The exam is intended to ensure that certified individuals acquire the skills and knowledge appropriate for project management to any project. The questions come from the following six areas namely initiation, planning, execution, monitoring and control, closing, and social and professional responsibility.
The PMBOK 4th Edition is written to provide clarity on different considerable features of management practices. This edition has preventive action, grouped corrective action, requested changes and defective repair that add simplicity and consistency in providing easy understanding of project management process. The edition clearly provides the required contents of scope statement and project charter. Consolidation, removal and addition of various processes are the notable differences in editions 3 and 4. The process of project management knowledge and project scope management knowledge areas have been excluded from the 4th edition.
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