Project Activity Planning PDF

Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) A PROJECT ACTIVITY PLANNING CHAPTER 6: Project Activity Planning Project Activity Plann...

Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) A PROJECT ACTIVITY PLANNING CHAPTER 6: Project Activity Planning Project Activity Planning is a crucial step in project management that involves identifying, organizing, and scheduling all the tasks TOPIC OVERVIEW needed to successfully complete a project. This process ensures that resources are allocated A. Project Activity Planning effectively, deadlines are met, and the project a. Components Of Project Activity stays on track. It forms the foundation for Planning managing time, costs, and risks throughout the b. Tools And Techniques For project lifecycle Project Activity Planning c. Benefits Of Effective Project Activity Planning A1 COMPONENTS OF PROJECT ACTIVITY B. Writing The Project Scope PLANNING a. Elements Of A Project Scope b. Advantages 1. ACTIVITY IDENTIFICATION - Break down c. Disadvantages the project into smaller, manageable C. Developing The Work Breakdown tasks or activities. This is often done Structure (WBS) using a Work Breakdown Structure a. Advantages (WBS), which helps in identifying all the b. Disadvantages necessary activities to achieve the c. Steps For Developing A Work project's objectives. Breakdown Structure D. Gantt Chart 2. ACTIVITY SEQUENCING - Determine the a. Advantages logical sequence in which activities need b. Disadvantages to be performed. Identity dependencies E. Raci Matrix (tasks that must be completed before a. Advantages others can begin) and relationships b. Disadvantages between activities (e.g., finish-to-start, F. Critical Path Method start-to-start). a. Advantages b. Disadvantages 3. ACTIVITY DURATION ESTIMATION - c. Key Concepts In Critical Path Estimate the time required to complete Method each task. This could be done using d. Steps In Critical Path Method techniques like: 4. RESOURCE ALLOCATION - Identify the resources (people, equipment, materials) A REMINDER FROM WONWOO needed for each task, Ensure the availability of these resources and assign roles and responsibilities for each activity. 5. DEVELOPING THE PROJECT SCHEDULE - Once activities are identified, sequenced, and estimated create a project schedule that visualizes the timeline. Tools like Gantt Charts or Critical Path Method (CPM) are often PAGE 1 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) used to develop and optimize the 4. PERT (PROGRAM EVALUATION AND schedule. REVIEW TECHNIQUE) - Used for estimating project durations when there 6. SETTING MILESTONES - Identify major is uncertainty in activity time estimates. milestones or key deliverables in the project. Milestone significant 5. PROJECT MANAGEMENT SOFTWARE - checkpoints that represent the Tools like Microsoft Project, Asana, Trello, completion of critical tasks or phases in or Primavera can help automate and the project. manage the scheduling process. 7. RISK IDENTIFICATION AND MITIGATION - Analyze the potential risks associated A3 BENEFITS OF EFFECTIVE PROJECT with each activity and develop risk ACTIVITY PLANNING management strategies. This involves identifying any uncertainties, constraints, or assumptions that could affect the 1. IMPROVED CLARITY AND FOCUS - By activity planning. breaking the project into smaller tasks, the team gains a clearer understanding 8. BUDGETING AND COST ESTIMATION - of what needs to be done. Estimate the costs associated with each activity, including labor, materials, and 2. ENHANCED RESOURCE MANAGEMENT any other necessary resources. The - Better allocation of resources, ensuring project budget will be based on these they are available when needed. cost estimates. 3. TIME AND COST EFFICIENCY - Helps in 9. MONITORING AND CONTROLLING - estimating realistic timelines and Regularly monitor the progress of each budgets, which reduces the risk of delays activity against the plan. Use tools like and cost overruns. Earned Value Management (EVM) to assess whether the project is on 4. RISK MANAGEMENT - Early schedule and within budget. identification of potential risks allows for Adjustments may be made to address proactive mitigation strategies. any deviations from the plan. 5. BETTER COMMUNICATION - An organized plan improves communication between stakeholders, team members, A2 TOOLS AND TECHNIQUES FOR and other parties involved in the project PROJECT ACTIVITY PLANNING B WRITING THE PROJECT SCOPE 1. WORK BREAKDOWN STRUCTURE (WBS) - A hierarchical decomposition of the total scope of work. Writing the project scope is a critical step in project management, as it defines the 2. GANTT CHARTS - A visual tool for boundaries of the project and ensures that all scheduling and tracking progress. stakeholders have a clear understanding of what will be delivered. The project scope statement 3. CRITICAL PATH METHOD - A technique serves as a guiding document throughout the to identify the longest path of planned project lifecycle, providing clarity on the project’s activities and determine the minimum goal, deliverables, and limitations. project duration. PAGE 2 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) 9. MILESTONES - Define key dates or B1 ELEMENTS OF A PROJECT SCOPE events that mark significant progress points in the project. These are often tied 1. PROJECT OBJECTIVES - A concise to the completion of major deliverables. description of what the project aims to achieve. These objectives should be 10. RISK FACTORS - Identify potential risks SMART (Specific, Measurable, Achievable, or issues that could impact the project's Relevant, and Time-bound). success. This helps prepare the team to mitigate these risks proactively. 2. PROJECT DELIVERABLES - List the tangible outcomes or products that the project will produce. Deliverables should B2 ADVANTAGES be specific and measurable. 3. PROJECT SCOPE DESCRIPTION - A 1. CLARITY and FOCUS: A well-defined detailed description of the work required project scope provides clarity on what is to deliver the project's objectives. This included and excluded from the project, outlines the key features, functions, and helping to maintain focus and direction. processes involved in the project. 2. STAKEHOLDER ALIGNMENT: It serves as 4. ACCEPTANCE CRITERIA - Define the a communication tool to align conditions or standards that must be stakeholders’ expectations, ensuring met for the project deliverables to be everyone has a shared understanding of accepted by the stakeholders. the project goals. 5. PROJECT EXCLUSIONS (OUT OF SCOPE 3. PREVENT SCOPE CREEP: clearly ITEMS) - Clearly state what is not defining the scope helps prevent scope included in the project to avoid scope creep-uncontrolled changes or additions creep (unintended expansion of project to the project - by establishing scope). boundaries. 6. CONSTRAINTS - Identify the limitations Personal Notes: or restrictions that may affect the project, Scope creep refers to the uncontrolled such as budget, deadlines, resource growth of a project's requirements or availability, or technology limitations, goals 7. ASSUMPTIONS - Outline the assumptions you're making that are 4. RESOURCE PLANNING: a detailed scope critical to the project's success. These allows for more accurate resource should be realistic and agreed upon by estimation and allocation, ensuring that stakeholders. the necessary resources are available 8. STAKEHOLDER REQUIREMENTS - List 5. MEASURABLE DELIVERABLES: it defines the specific needs and expectations of specific deliverables, making it easier to stakeholders, ensuring these are measure progress and success addressed in the project scope. It helps in throughout the project lifecycle ensuring that the project aligns with stakeholder interests. 6. IMPROVED RISK MANAGEMENT: a clear scope can help identify potential risks PAGE 3 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) early on, allowing for proactive risk C DEVELOPING THE WORK mitigation strategies. BREAKDOWN STRUCTURE (WBS) The Work Breakdown Structure (WBS) is a key B3 DISADVANTAGES project management tool used to break down a project into smaller, more manageable 1. TIME-CONSUMING; writing a components. It provides a clear structure for comprehensive project scope can be organizing and defining the total scope of a time-consuming, especially for complex project, allowing the team to see all the work projects, delaying the start of actual that needs to be completed. The WBS divides work. the project into tasks or deliverables, starting from high-level objectives and then breaking 2. POTENTIAL FOR OVER-COMPLEXITY: if them down into smaller, actionable tasks. not managed carefully, the scope document can become overly detailed, making it difficult to navigate and C1 ADVANTAGES understand 3. RESISTANCE TO CHANGES: once a scope 1. CLARITY AND STRUCTURE: WBS is defined, stakeholders may resist provides a clear visual presentation of change, even if new information project tasks, making it easier to suggests that adjustments are necessary. understand the project’s scope and structure 4. INFLEXIBILITY: a rigidly defined scope can lead to inflexibility in adapting to 2. IMPROVED PLANNING: it helps in changing circumstances or evolving identifying all necessary tasks and project needs. deliverables, leading to more accurate project planning and resources 5. ASSUMES COMPLETE allocation. UNDERSTANDING: the process assumes that all requirements and expectations 3. EASIER MONITORING AND CONTROL: are known upfront, which may not be the by breaking down the project into case, especially in innovative or smaller parts, it's simpler to track exploratory projects. progress, manage changes, and identify potential issues. 6. LIMITED SCOPE FOR ITERATION: in projects that benefit from iterative 4. ENHANCED COMMUNICATION: a process (like AGILE), a traditional scope well-defined WBS can improve may constrain flexibility and communication among team members responsiveness. and stakeholders by providing a common understanding of project goals WRITING A PROJECT SCOPE is essential for and tasks. successful project management, providing clarity and direction. However, it requires careful 5. RISK MANAGEMENT: it allows for better consideration to avoid potential drawbacks, identification of risks at various project particularly regarding rigidity and complexity. levels, enabling proactive risk management strategies. PAGE 4 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) 6. FACILITIES ESTIMATION: helps in more highest level of the WBS and forms the accurate cost and time estimations for basis for breaking down the project into each component, leading to better more specific deliverables and tasks. budgeting and scheduling. 2. DEFINE MAJOR DELIVERABLES - Break down the project into its major deliverables or high-level components. C2 DISADVANTAGES These are large pieces of work that are essential for achieving the project's 1. TIME-CONSUMING: developing a overall objective. comprehensive WBS can take considerable time and effort, especially 3. BREAK DOWN DELIVERABLES INTO for large projects WORK PACKAGES - Decompose each major deliverable into smaller, more 2. OVER-COMPLEXITY: if not managed detailed work packages. These are the properly, a WBS can become overly smallest units of work in the WBS and complicated, making it difficult to follow should be small enough to be easily and use effectively. managed and assigned to team members. 3. INFLEXIBILITY: once established, changes to the WBS can be 4. DEFINE ACTIVITIES AND TASKS - For cumbersome, potentially leading to each work package, break it down resistance from team members further into specific tasks or activities that need to be completed. This step 4. FOCUS ON STRUCTURE: there’s a risk of provides the team with a detailed focusing too much on the WBS structure roadmap of what needs to be done for rather than the actual project objectives each part of the project. and outcomes. 5. ASSIGN UNIQUE IDENTIFIERS - Assign 5. REQUIRES TRAINING: team members unique codes or numbers to each may need training to understand and element in the WBS for easy tracking. effectively use WBS, which can lead to a These identifiers help to link tasks to learning curve specific deliverables and track progress. 6. POTENTIAL FOR MISSING TASKS: if the 6. ENSURE 100% RULE COMPLIANCE - The WBS is not thorough, some tasks may be 100% Rule states that the WBS must overlooked, leading to project delays and capture 100% of the work required to issues. complete the project, including all deliverables, tasks, and activities. No work While a WBS is a valuable tool for project should fall outside the WBS, and nothing management, its effectiveness depends on should be omitted. careful planning and execution. 7. CREATE A HIERARCHICAL STRUCTURE - Organize the WBS into a hierarchical C3 STEPS FOR DEVELOPING A WORK structure, with the overall project BREAKDOWN STRUCTURE objective at the top, major deliverables in the middle, and work packages and tasks 1. IDENTIFY THE PROJECT OBJECTIVES - at the lowest level. Begin by identifying the overall goals and objectives of the project. This is the PAGE 5 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) 8. REVIEW WITH STAKEHOLDERS - D1 ADVANTAGES Review the WBS with project stakeholders and the project team to ensure that it accurately represents the 1. VISUAL CLARITY: Gantt charts provide a project's scope. Stakeholder input helps clear visual representation of the project ensure that no tasks are missed and that timeline, making it easy to see the start the scope is well-understood. and end dates of tasks and their duration. 9. FINALIZE AND USE FOR PROJECT MANAGEMENT - Once the WBS is 2. TASK OVERLAP AND DEPENDENCIES: finalized, use it as a reference for project they allow project managers to identify scheduling, resource allocation, overlapping tasks and dependencies, budgeting, and risk management. Each helping to better coordinate resources work package can be assigned to team and timelines. members and tracked throughout the project lifecycle. 3. PROGRESS TRACKING: Gantt charts enable easy tracking of progress against the schedule, allowing for quick identification of delays and necessary D GANTT CHART adjustments A Gantt chart is a type of bar chart used in 4. EFFECTIVE COMMUNICATION: they project management to visually represent the serve as a useful communication tool timeline of a project. It shows the tasks or among team members and stakeholders, activities involved in a project, along with their providing a common reference point for start and end dates, durations, and project status. dependencies between tasks. Here’s a breakdown of key components of gantt charts 5. IMPROVED PLANNING: Gantt charts facilitate better planning by laying out TASKS: The specific activities or work the sequence of tasks and identifying that need to be completed in the project. critical paths in the project. TIMELINE: The horizontal axis, typically showing dates, which indicates when 6. RESOURCE ALLOCATION: they can help each task starts and ends. in managing resources more effectively by showing who is responsible for each BARS: Horizontal bars that represent the task and when they are needed. duration of each task. The length of the bar corresponds to the time required to D2 DISADVANTAGES complete the task. DEPENDENCIES: Lines connecting tasks 1. COMPLEXITY FOR LARGE PROJECTS: for that show how one task depends on large projects with many tasks, Gantt another. For instance, Task B cannot start charts can become overly complex and until Task A is completed. difficult to read, leading to confusion. MILESTONES: Significant points or 2. LIMITED DETAIL: Gantt charts may not events in the project timeline, often provide sufficient detail about task represented as diamonds or symbols. specifics, dependencies, or resource assignments, which can be a drawback in more complex projects. PAGE 6 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) 3. STATIC NATURE: once created, Gantt I (Informed): People who need to be kept charts can be challenging to update, updated on progress or decisions but especially if the project scope changes don't contribute directly to the task. frequently 4. OVEREMPHASIS ON SCHEDULING: E1 ADVANTAGES there can be a tendency to focus too much on deadlines rather than the quality of work being done. 1. CLEAR ROLE DEFINITION: It clearly defines roles and responsibilities, 5. TIME-INTENSIVE TO CREATE: reducing confusion about who is developing a comprehensive Gantt chart responsible for what tasks. can require significant time and effort, particularly in the planning stages. 2. IMPROVED COMMUNICATION: by outlining who needs to be consulted and 6. ASSUMES LINEAR PROGRESSION: Gantt informed, it enhances communication charts often assume a linear progression among team members and stakeholders. of tasks, which may not reflect the reality of some projects that involve iterative or 3. ENHANCED ACCOUNTABILITY: the non-linear workflows. distinction between responsible and accountable helps ensure that someone GANTT CHARTS can be highly effective for is ultimately answerable for each task, project management, particularly for smaller to promoting ownership. medium-sized projects. Their effectiveness largely depends on the project’s complexity and 4. STREAMLINED DECISION-MAKING: it the team’s familiarity with using them. clarifies who should be involved in decision-making processes, which can speed up approvals and feedback loops 5. CONFLICT REDUCTION: By establishing E RACI MATRIX clear responsibilities, it can minimize conflicts and misunderstandings within A RACI MATRIX is a project management tool the team. used to define roles and responsibilities for tasks and deliverables within a project. The acronym 6. BETTER RESOURCE ALLOCATION: helps RACI stands for: project managers understand who is available and when, aiding in effective R (Responsible): The person(s) who resource management. actually does the work to complete the task. They are responsible for the E2 DISADVANTAGES action/implementation. A (Accountable): The person ultimately accountable for the task's completion 1. COMPLEXITY IN LARGE PROJECTS: for and decision-making authority. There is larger projects with many tasks and typically only one person assigned to this stakeholders, the RACI Matrix can role for each task. become complex and difficult to C (Consulted): People who provide input, manage. feedback, or expertise needed for the task. These are usually subject matter 2. OVERSIMPLIFICATION: some tasks may experts. require more nuanced roles that a RACI PAGE 7 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) matrix can’t adequately capture, leading 2. EFFICIENT RESOURCE ALLOCATION: by to oversimplification. focusing on critical tasks, project managers can allocate resources more 3. RESISTANCE TO CHANGE: team effectively, ensuring that essential members may resist adapting to the activities are prioritized. RACI framework, especially if they’re accustomed to a different way of 3. TIME MANAGEMENT: it allows for better working. time management by identifying tasks that can be delayed without affecting 4. REQUIRES MAINTENANCE: the matrix the project’s overall timeline. needs to be updated regularly to reflect changes in roles of project scope, which 4. RISK MANAGEMENT: CPM helps in can be time-consuming identifying potential bottlenecks and risks in the project schedule, allowing for 5. POTENTIAL AMBIGUITY: if not carefully proactive risk management. defined, the roles within the RACI matrix can still be misunderstood, leading to 5. IMPROVED COMMUNICATION: provides confusion. a clear visual representation of project timelines, which enhances 6. LIMITED DEPTH: the matrix does not communication among team members provide details about how tasks should and stakeholders. be completed or the specific timelines, which may be necessary for effective 6. FACILITATES SCHEDULING: helps in project management. creating a realistic and achievable project schedule, making it easier to monitor RACI MATRIX is a valuable tool for clarifying progress. roles and responsibilities, particularly in complex projects. However, it requires careful F2 DISADVANTAGES implementation and maintenance to be truly effective. 1. COMPLEXITY: for large projects with many interdependent tasks, CPM can become complex and difficult to F CRITICAL PATH METHOD manage, requiring significant effort to maintain. The Critical Path Method (CPM) is a project management technique used to identify the 2. STATIC NATURE: CPM assumes that task longest sequence of dependent tasks that must durations are fixed, which may not reflect be completed on time for the entire project to reality in dynamic projects where meet its deadline. This sequence is known as the changes are frequent. critical path. Any delay in the critical path will delay the entire project. 3. FOCUS ON TIME: there can be an overemphasis on completing the project as quickly as possible, potentially F1 ADVANTAGES compromising quality. 1. PROJECT PLANNING: CPM helps in 4. LIMITED FLEXIBILITY: changes in project developing a detailed project plan by scope or unforeseen issues may require identifying critical tasks that directly significant adjustments to the CPM, impact project completion time. which can be time-consuming. PAGE 8 A.D.G.SANTOS – ARC 5107  Specialization 2 : Chapter 6 ARCH 547 FIRST SEMESTER – AR. LLANES – FRIDAY (5:00-8:00) 5. RESOURCE CONSTRAINTS: CPM does F4 STEPS IN CRITICAL PATH METHOD not inherently account for resource availability, which may lead to unrealistic scheduling if resources are 1. LIST ALL ACTIVITIES: Identify all tasks over-allocated. required for project completion. 6. REQUIRES DETAILED INFORMATION: 2. IDENTIFY DEPENDENCIES: Determine accurate application of CPM requires the sequence in which tasks must be detailed information about all tasks, their performed. durations, and dependencies, which may not always be readily available. 3. ESTIMATE DURATIONS: Assign an estimated time duration to each task. CRITICAL PATH METHOD is a powerful tool for project management that aids in planning and 4. DRAW A NETWORK DIAGRAM: scheduling. However, it requires careful Represent the tasks as a flow chart consideration and management to effectively showing dependencies, address its limitations. 5. CALCULATE THE CRITICAL PATH: Find the longest path in terms of duration F3 KEY CONCEPTS IN CRITICAL PATH through the diagram. METHOD 1. CRITICAL PATH: The longest duration Personal Notes: path through the project, dictating the Advantages and disadvantages for minimum completion time for the midterms, semis na ang rest of the project. topic Goodluck on review! 2. ACTIVITIES/TASKS: The individual steps or components required to complete the project. 3. DEPENDENCIES: Relationships between tasks, showing which tasks must be completed before others can start. 4. EARLIEST (ES) AND EARLIEST FINISH (EF): The earliest times an activity can start or finish, based on preceding tasks. 5. LATEST START (LS) AND LATEST FINISH (LF) : The latest times an activity can start or finish without delaying the project. 6. FLOAT/SHACK: The amount of time a task can be delayed without affecting the overall project timeline. Tasks on the critical path have zero float. PAGE 9 A.D.G.SANTOS – ARC 5107