Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

scholarly journals Methods of post disaster accommodation in terms of project management; case of Isparta

2017 ◽  
Vol 7 (2) ◽  
pp. 90-94
Author(s):  
Pinar Usta ◽  
Murat Cevikbas
Keyword(s):  
Project Management ◽  
Industrial Area ◽  
Lessons Learned ◽  
Management Process ◽  
Project Management Institute ◽  
Three Stages ◽  
Earthquake Process ◽  
Efficiency And Productivity ◽  
Post Disaster ◽  
Process Group

There are many faults in Turkey and %93 percent of land, %98 percent of population, %98 percent of  industrial area, %95 percent of dams in Turkey carry the earthquake risks. Turkey has encountered with many earthquakes and obtained lessons learned to improve the process of project with respect to supporting rapid accommodation, health, education and any other requirements. Studies have been revealed that after earthquake, three stages have been applied namely, Emergency Stage, Rehabilitation Stage, Reconstruction Stage to help the victims. According to Project Management Institute (PMI), Project Management Process Group (PMPG) consists of initiation, planning, execution, controlling & monitoring and closing. Applying these stages are vital to provide support according to plan. To understand importance of this process group, witness’ comments are evaluated, and defined bottleneck throughout providing support. Moreover, efficiency and productivity shall be measured in order to ensure being within time and budget. In this study, after earthquake process is studied in terms of project management. Results are discussed and lessons learned are obtained in order to take measurement associated with post disaster for Isparta- Burdur zone located in the mid-west of Mediterranean, Turkey.

scholarly journals Overview about project planning

2012 ◽  
Author(s):  
Catalin Drob
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Fourth Edition ◽  
Body Of Knowledge ◽  
Project Management Institute

The purpose of this article is to present the main aspects regarding project planning. This study is generally based on the fourth edition of the Guide to the Project Management Body of Knowledge (PMBOK Guide) developed by the Project Management Institute (PMI) in 2008. According to this edition of PMBOK, project planning involves a group of processes required to establish the scope of the project, refine the objectives, and define the actions that must be undertaken to attain the objectives of the project.

scholarly journals Diagnosing the Causes of Failure in the Construction Sector Using Root Cause Analysis Technique

2018 ◽  
Vol 2018 ◽  
pp. 1-12
Author(s):  
Faiq M. S. Al-Zwainy ◽  
Ibrahim A. Mohammed ◽  
Ibrahim F. Varouqa
Keyword(s):  
Project Management ◽  
Planning Process ◽  
Construction Project ◽  
Management Process ◽  
Construction Sector ◽  
Project Failure ◽  
Root Cause ◽  
Analysis Technique ◽  
Monitoring Process ◽  
Process Group

The aim of this study is identifying and diagnosing the causes of construction project failure by using different project management process groups. These groups were initiation process group, planning process group, design process group, contract process group, executing and monitoring process group, and close process group. Also, the relative importance of the causes of construction project failure was investigated. Three techniques were used in this study: Ishikawa diagrams, Pareto diagrams, and 5-why techniques. The results were generally identified and diagnosed thirty-five causes of the construction project failure; however, only twenty-three of the causes were the most important. The majority of causes (thirteen causes) were obtained by using executing and monitoring project management process group. Seven causes were obtained by using contract project management process group. In addition, fewer causes (only three causes) were obtained by using initiation project management process group.

scholarly journals ’n Bestuurshulpmiddel vir doelmatige en doeltreffende kerkbestuur: ’n Generiese perspektief vir ’n makro-gemeente

2003 ◽  
Vol 59 (4) ◽  
Author(s):  
A.A. Van den Berg
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Tool ◽  
Specific Reference ◽  
Management Process ◽  
Project Management System ◽  
Planning Project ◽  
Generic Management ◽  
Project Closure ◽  
And Function

A management tool for efficient and effective church management: A generic perspective for a macro-congregationThis article examines the place and function of project management as a generic management tool in the church and the potential solution it has to offer in respect of congregation management and ministry. "Project" and "project management" are defined and contextualised within a church environment. The project management process is put in the context of a project management system and of the congregation and its relevant functions. Project management consists of five generic phases namely, project initiation, project planning, project execution, project control and project closure. The project manager is provided with an overall picture of the project management process, with specific reference to its compilation and workings. The discussion in the article includes the management of the human dimension of the project management process.

Attock Refinery Upgradation Project

2006 ◽  
Vol 10 (01) ◽  
pp. 77-101
Author(s):  
Ahmed Nawaz Tariq ◽  
Arif Iqbal Rana
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Project Managers ◽  
Personal Relationships ◽  
Post Mortem ◽  
Northern Pakistan ◽  
Monitoring And Control ◽  
Project Monitoring ◽  
And Control

This case is about a major expansion and upgradation project undertaken at a refinery in Northern Pakistan in the 1990s. The project was the biggest expansion project since the company's inception in the 1920s. The project was carried out by a Japanese contractor, and was marked by changes in CEO's and Project Managers. Despite the vicissitudes in relationships between the construction team and company management, the project was completed in time and within budget. The case looks at project management from the client's perspective. It can be used in a module on Project Termination, or Project Monitoring and Control in a course on Project Management). The case highlights the importance of project planning, and monitoring; the management of inter-personal relationships; and 'post-mortem' analysis and learning from projects.

The Rational Choice of Not Applying Project Risk Management in Information Technology Projects

2009 ◽  
Vol 40 (3) ◽  
pp. 72-81 ◽  
Author(s):  
Elmar Kutsch ◽  
Mark Hall
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Management ◽  
Project Managers ◽  
Project Risk Management ◽  
Management Process ◽  
Information Technology Projects ◽  
Project Risk ◽  
Risk Management Process ◽  
Project Management Institute

The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management. However, knowledge of what needs to be done frequently fails to result in action consistent with that knowledge. The reasons for this seem to have received little attention. This study researched the degree of use of project risk management and barriers that prevent IT project managers from using risk management. Interviews and a survey were carried out. The results show that, in one-third of cases, because of the problem of cost justification, no formal project risk management process was applied.

1999 International Student Paper Award Winner: Evaluation and Application of a Project Charter Template to Improve the Project Planning Process

2000 ◽  
Vol 31 (1) ◽  
pp. 14-23 ◽  
Author(s):  
Diane S. Hayes
Keyword(s):  
Information System ◽  
Project Management ◽  
Planning Process ◽  
Early Stage ◽  
System Development ◽  
Project Planning ◽  
Management Tool ◽  
Management Approach ◽  
Management Process ◽  
Information System Development

Innovation and project management formation are best accomplished in the early stage of a project. The project charter is important to the success of a project, transforming agreements and facts into a documented project management approach. This output begins to organize and document a project's need and expected outcomes at the beginning of the project management process and provides a foundation on which to base project decisions. This paper evaluates the completeness and effectiveness of a project charter template as a project management tool. In addition, a project charter is developed for an information system development project initiated by a hospital-based clinical laboratory, addressing the problem of a complete lack of a repeatable project management process within an entity whose adaptation of formal project management methods is immature. A section-by-section assessment of the justification for inclusion in the Tryon and Associates Project Charter (Tryon and Associates, 1998) adopted by St. John Medical Center in Tulsa, Oklahoma USA, based upon a review of project management literature, is accomplished. In addition, a working project charter for use in the planning phase of one of Regional Medical Laboratory's (RML) current information system development projects—RML Turnaround Time System—is constructed and evaluated. This study of project charter components, combined with the development of a formal planning document for an authentic project in progress, provides an opportunity to introduce, validate, and integrate the concept of a formalized project initiation process.

scholarly journals THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE

2021 ◽  
Vol 6 (22) ◽  
pp. 128-147
Author(s):  
Jamal Hussien ◽  
Mansoor Abdullateef Abdulgabber ◽  
Hasan Kahtan ◽  
Riza Sulaiman
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Project Planning ◽  
Business Systems ◽  
Project Proposal ◽  
Global Business ◽  
Implementation Phase ◽  
Knowledge Based ◽  
Two Phases ◽  
And Control

We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES by increasing the understanding of knowledge in each ES phase. The pre-implementation phase has two phases: Project Origination with (3) PMPG (Develop Project Proposal, Evaluate Project Proposals, and Select Projects), (8) tasks, (8) deliverables, and (3) roles. Project Initiation phase, with (3) PMPG (Initiate the Project, Approve the Project Charter, and Conduct Kick-off Meeting), (7) tasks, (7) deliverables, and (4) roles. In the implementation phase of the project ES there are two phases: Project Planning with (3) PMPG (Prepare the Project Planning, Perform the Planning Activities - Detail the Project Plan, and Confirm Approval to Proceed), (19) Tasks, (21) Deliverables, and (7) Roles. Project implementation and control with (3) PMPG (Launch Project, Management Project-Execution and control, and Gain Project Acceptance), (17) tasks, (17) deliverables, and (7) roles. Additionally, in the post-implementation phase, there are a phase called project closure with (2) PMPG (Perform, Initiate Project Follow-up, and Administrative Closure), (5) tasks, (6) deliverables, and (5) roles.

scholarly journals Improving the Work Breakdown Structure of the Plant Installation - Case: Asphalt Plant

2018 ◽  
Vol 3 (5) ◽  
pp. 174-187
Author(s):  
Said Abujudeh
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Response Strategy ◽  
Management Tools ◽  
Work Breakdown Structure ◽  
Industrial Organizations ◽  
Control Framework ◽  
And Control ◽  
Installation Time

The improvement of the project management forced the industrial organizations to focus on using the project management techniques in their industry, to plan and control the workflow to achieve their targets, further to increase the satisfaction of their customers. One of the most common project management tools are used is the work breakdown structure (WBS), which provide a framework for the implementation of the project scope including project planning, scheduling, monitoring, control, and estimation. Depending on the top-down approach the project activities will be broken into smaller parts that can be measured and controlled during the project implementation. The well-defined construction of the structure contributes to making the project more realistic and visual. However, the misunderstanding of the project WBS among the project team creates deflection and misinterpretation of the project scope. The main issue of this research is to improve the WBS of the installation plan and develop a standard WBS for plant installation. The research was limited to Asphalt plant installation WBS as a case study to identify the weaknesses of the current WBS at the case company which leads to extra installation time and cost. The research is offering a template WBS based on the company logic, defining the frequent risks that affect the plant installation based on the WBS and suggesting a suitable response strategy by recommending a control framework to monitor and control the WBS schedule throughout all installation phases.

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