Please enable JavaScript.
Coggle requires JavaScript to display documents.
Project Planning: The Project Infrastructure - Coggle Diagram
Project Planning: The Project Infrastructure
Introduction
The Project Planning Phase attempts to answer the following questions:
Does the time, money and resources invested support the project's MOV:question:
How long will it take:question:
What resources will be needed to do the work:question:
What work needs to be done:question:
Who will do the work:question:
When will they do the work:question:
How much will it cost:question:
Project's have..
:check: An Infrastructure
:check: A Governance structure
:check: Required Resources
:check: A Project Charter
Project Infrastructure Pyramid
Project Governance
Should flow from
organizational governance
Provides a framework to ensure that a project aligns with a chosen business strategy while ensuring that the time, money and resources provide real value to the organization
must define:
:fountain_pen: Structure
:fountain_pen: Authorization
:fountain_pen: Oversight and Accountability
:fountain_pen: Decision Making
:fountain_pen: Resources
The Project Team
The Roles of Project Manager
:star: Managerial Role
:star: Leadership Role
Attributes of successful project manager
:star: ability to communicate with people
:star: ability to deal with people
:star: ability to create and sustain relationships
:star: ability to organize
The Project Team
:star: Technology Skills
:star: Business/organization knowledge
:star: Interpersonal skills
The Formal Organization
Formal groupings & specializations
Published Lines of
:warning: Authority
:warning: Responsibilities
:warning: Reporting Relationships
:warning: Communication
:warning: Decision-Making
The Functional Organization
Advantages
:smiley: Increased Flexibility
:smiley: Breadth & Depth of Knowledge & Experience
:smiley: Less Duplication
Disadvantages
:no_entry: Determining Authority & Responsibility
:no_entry: Poor Response Time
:no_entry: Poor Integration
The Project-Based Organization
Advantages
:smiley: Clear Authority & Responsibility
:smiley: Improved Communication
:smiley: High Level of Integration
Disadvantages
:no_entry: Project Isolation
:no_entry: Duplication of Effort
:no_entry: "Projectitis"
The Matrix Organization
Advantages
:smiley: High Level of Integration
:smiley: Improved Communication
:smiley: Increased Project Focus
Disadvantages
:no_entry: Higher potential for conflict
:no_entry: Poorer Response Time
Procuring External Project Resources
Project resources can be internal or externally acquired
The decision depends on
:!: The project scope
:!: Availability of the products and services in the marketplace
:!: Cost
:!: Quality
:!: Terms and Conditions
:!: Experience and skills of the project team
Similar to a "make" or "buy" decision
Business process outsourcing
, including
offshoring
, is one option for acquiring external resources
Procurement Planning
Begins by determining which project needs can be fulfilled internally or externally by the project team
Focuses on not only
what
can be filled internally or externally, but
:black_flag:
How
:black_flag:
When
:black_flag:
How Many
:black_flag:
Where
these products or services will be acquired
Contracts Between Sellers and Buyers
Once a seller is selected, the buyer may enter into contract negotiations so that a mutual agreement can be reached
A contract is a document signed by the buyer and seller that defines the terms and conditions of the buyer-seller relationship. IT serves as a legally binding agreement that obligates seller to provide specific products, services, or even specific monetary or other consideration
General Categories of Procurement-type Contracts
Fixed-Price or Lump-Sum Contracts
:explode: A total or fixed price is negotiated or set as the final price for a product or service
:explode: May include incentives for meeting certain performance objectives or penalties if those objectives are not met
Categories for Procurement-Type Contracts
Cost-Reimbursable Contracts
Payment or reimbursement is made to the seller to cover the seller's actual direct costs (i.e., labor, materials, etc) and indirect costs (i.e., admin, salaries, rent, utilities, etc)
May include incentives for meeting certain objectives or penalties if those objectives are not met
Types:
:pen: Cost-Plus-Fixed-Fee (CPFF):
The seller is reimbursed for the total direct and indirect costs of doing the work, but receives a fixed amount that does not change unless the project's scope changes
:pen: Cost-Plus-Incentive-Fee (CPIF):
The seller is reimbursed for the costs incurred in doing the work and receives a predetermined fee plus an incentive bonus for meeting certain objectives
:pen: Cost-Plus-Fee (CPF) or Cost-Plus-Percentage Cost (CPPC):
The seller is paid for the costs incurred in performing the work as well as a fee based upon an agreed on percentage of the costs
Time and Materials (T&M) Contracts
A hybrid of cost-reimbursable and fixed-price contracts
The buyer pays the seller for both the time and materials required to complete the work
The Project Environment
:recycle: A place to call home
:recycle: Technology
:recycle: Office supplies
:recycle: Culture
The Project Charter
Serves as an agreement and as a communication tool for all of the project stakeholders
Documents the project's MOV
Defines the project's infrastructure
Summarizes the details of the project plan
Defines the project's governance structure
SHows explicit commitment to the project