Bai 3 giai doan hoach dinh du an

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Khoa KTĐN, ĐH Kinh tế Luật
@2010
Trần Thiện Trúc Phượng
The Project Planning Stage
Giai đoạn hoạch định dự án
Phuong TT Tran
Project Appraisal & Management
UEL
2010
2
Content
 Introduction
 The Planning Stage
(Planning Project Documents)

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Key Outputs of Project Stage
Initiation Planning Implementing
(Executing)
Implementing
(Controlling)
Closing
Project Charter Project
Management
Plan
- Deliverables
- Work
Performance
Information
- Change
Requests
- Change
Management
Plan
- Change
Request Status
Updates
Final Product,
Service or
Result
Transition
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1. Introduction
“… planning is indispensable.”
- Dwight D. Eisenhower, 34th US President .
Studies have found that planning will reduce project budgets by
an average of 20% and duration by almost 40%.
Source: http://www.betterprojects.net/2007/08/plans-are-useless-but-planning-is.html

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 The Planning Stage focuses on developing a detailed
project plan that can be executed to acquire all project
deliverables according to project specifications.
 The following are some of the major project management
areas:
2. The Planning Stage
Determining the Scope of Work
Understanding and Creating the WBS
Planning the Time Element
Planning the Cost Element
Planning the Quality Element
Developing a Resource Mngmt Plan
Developing Communication Plan
Developing a Procurement Plan
Developing HR Mngmt Plan
Developing the Risk Plan
Project Plan Temnplate 01
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The Project Plan Content
1. Scope of Work
2. WBS and Tasks
3. Schedule Plan
4. Cost Plan
5. Procurement Management Plan
6. HR Management Plan
7. Quality Plan
8. Communication Plan
9. Risk Plan
10.Sponsor Approval

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 The project scope of work simply documents the work that
needs to be accomplished and is directly linked to the
quality element of the project
 Project Scope of Work document should include the
following:
 Product Description
 Project Goals and Objectives
 Project Specifications
 Project Deliverables
 Business Case Document
 Any supporting documentation
2.1 Project Scope of Work (- Project Scope Statement)
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 How can the scope of work change?
 Entries can be removed
 Entries can be added
 Entries can be modified or updated
 Any change to the scope of work can significantly affect
quality, time and cost constraints, deliverables, and the
end result of the entire project  Scope changes need to
be managed with a Scope Management Plan.
2.1 Project Scope of Work (cont)

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 A scope management plan may include the following
 An assessment of how likely the scope is to change, how often,
and by how much
 Scope Change Classification Criteria. For example, a $1000 change can be
approved by any project manager; a $10,000 change can be approved by the lead project
manager and relevant stakeholders, and anything above $10,000 must be referred to the Project
Commissioner for approval.
 A plan stating what must be done when a scope change is
identified
 Scope of Work Change Request Form
2.1 Project Scope of Work (cont)
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 A deliverable-oriented grouping of project elements that
organizes and defines the total work scope of the project.
Each descending level represents an increasingly detailed
definition of the project work.
 The WBS seeks to break work down into smaller, more
manageable tasks.
2.2 The Work Breakdown Structure (WBS)

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 Benefits of using WBS:
 Makes work more manageable
 Creates a clear plan or structure for all work in order to achieve the final
end result of the project or all deliverables
 Makes it easier to estimate or plan for time, costs, and quality
 Makes estimates more accurate
 Provides a clear way to measure progress and performance to ensure
that the project is on schedule
 Makes it easier to assign resources to specific work
 Makes it easier to match team member skills with specific work
 Makes it easier to assign team member responsibilities
 Makes risks more identifiable and manageable
2.2 WBS (cont)
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 Creating WBS
Level 1: Project
Level 2: Deliverable
Level 3: Deliverable or
task
Level 4: Deliverable,
task or subtask
 Ref:
Goals and Objectives
Tasks
Project Specs
2.2 WBS (cont)

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2.2 Example of WBS (Tree structure view)
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2.2 Example of WBS

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 Unique WBS Identifiers: choose to assign a
unique code to identify and track each task
within your structure
 A milestone is a reference point that allows you
to track and monitor the progress of your project.
A milestone can be a group of tasks or a
deliverable
 Determine Deliverable-Specific Task List
 Define Task Description
 A general task description
 Task-specific specifications
 Task Sequence: Sequence tasks in a logical
order after task description.
2.2 WBS (cont)
Project  G1
G1D1
 G1D1T1
 G1D1T2
 G1D1T3
G1D2
 G1D2T1
 G1D2T2
 G1D2T3
 G1D2T4
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2.2 Example
Project: Single Family House - Architect Design
General Conditions
Site Work
 Clear and grub lot
 Install temporary power service
 Install underground utilities
Foundation
 Excavate for foundations
 Form basement walls
 Place concrete for foundations & basement walls
 Cure basement walls for 7 days
 Strip basement wall forms
 Waterproof/insulate basement walls
 Perform foundation inspection
 Backfill foundation

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Level 1 Level 2 Level 3
1 Widget
Management
System
1.1 Initiation 1.1.1 Evaluation & Recommendations
1.1.2 Develop Project Charter
1.1.3 Deliverable: Submit Project Charter
1.1.4 Project Sponsor Reviews Project Charter
1.1.5 Project Charter Signed/Approved
1.2 Planning 1.2.1 Create Preliminary Scope Statement
1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone: Project Plan Approval
1.3 Execution 1.3.1 Project Kickoff Meeting
1.3.2 Verify & Validate User Requirements
1.3.3 Design System
1.3.4 Procure Hardware/Software
1.3.5 Install Development System
1.3.6 Testing Phase
1.3.7 Install Live System
1.3.8 User Training
1.3.9 Go Live
1.4 Control 1.4.1 Project Management
1.4.2 Project Status Meetings
1.4.3 Risk Management
1.4.4 Update Project Management Plan
1.5 Closeout 1.5.1 Audit Procurement
1.5.2 Document Lessons Learned
1.5.3 Update Files/Records
1.5.4 Gain Formal Acceptance
1.5.5 Archive Files/Documents
2.2 WBS
example
(WBS
Dictionary)
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Milestone Duration Start Date Finish Date
Single Family House - Architect Design 152 days 1-Jan 30-Jul
General Conditions 21 days 1-Jan 29-Jan
Site Work 3 days 30-Jan 3-Feb
Foundation 42 days 4-Feb 1-Apr
Framing 22 days 2-Apr 3-May
Dry In 22 days 3-May 1-Jun
Exterior Finishes 19 days 2-Jun 28-Jun
Utility Rough-Ins and Complete Concrete 21 days 6-May 3-Jun
Interior Finishes 30 days 2-Jun 13-Jul
Landscaping and Grounds Work 12 days 5-Jul 20-Jul
Final Acceptance 8 days 21-Jul 30-Jul

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Deliverable-specific task list
1. Deliverable: Foundation
2. Excavate for foundations
3. Form basement walls
4. Place concrete for foundations & basement walls
5. Cure basement walls for 7 days
6. Strip basement wall forms
7. Waterproof/insulate basement walls
8. Perform foundation inspection
9. Backfill foundation
Create a task
description for each
task.
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 Consult from SoW docs: Project constraint & Project
Assumption for each task.
 Time estimate method  duration:
 PERT
 Gant
 Network Diagram
 Project Schedule Chart
 Update Project Assumption and Time Constraint
2.3 Planning the Time Element

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 The following are several ways that you can plan the time
element for each task:
 Personal Experience
 Project Team Member: consult with your team members who may
have completed similar tasks in the past
 Subject Matter Experts
 Previous Projects
 Mathematical Methods
2.3.2 Time Estimates
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 Personal Experience
 If you have completed similar tasks in the past, you should be able
to make a reasonable time estimate from personal experience
 Project Team Member
 Consult with your team members who may have completed similar
tasks in the past
 Subject Matter Experts
 Consult with SMEs for estimates. SMEs can be anyone who can
give an expert judgment, a website, or industry source
 Consult previous projects that have accomplished similar tasks and
have recorded their durations
2.3.2

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 Mathematical Methods
PERT (Program Evaluation and Review Technique) uses Three Time
Estimates to calculate the Expected Time Value:
Tm – The most likely time estimate - Represents the most probable amount of
time to complete the task or project.
To – The optimistic time estimate - Represents the optimistic or shortest time,
within which only 1% of similar projects or tasks are completed
Tp – The pessimistic time estimate - Represents the pessimistic or longest
time, within which 99% of similar projects or tasks are completed
Te – The expected time value
Standard Deviation:
Empirical Rule:
 68.26%; 95.44%; 99.73%
2.3.2
6
4 TpTmTo
Te


6
ToTp 

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WBS Code Activity Description
To
Optimistic
Tp
Pessimistic
Tm
Most
Likely
Te
Expected
Value
σ
Standard
Dev
σ2
SD
Squared
30.3 Deliverable: Foundation
30.3.1 Excavate for foundations
30.3.2 Form basement walls 5 8 6 6.17 0.50 0.25
30.3.3 Place concrete for foundations
30.3.4 Cure basement walls
30.3.5 Strip basement wall forms
30.3.6 Waterproof/insulate basement walls
30.3.7 Perform foundation inspection
30.3.8 Backfill foundation
Total Time for Deliverable
2.3.2

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WBS Code Activity Description
To
Optimistic
Tp
Pessimistic
Tm
Most
Likely
Te
Expected
Value
σ
Standard
Dev
σ2
SD
Squared
30.3 Deliverable: Foundation
30.3.1 Excavate for foundations 3 5 4 4.00 0.33 0.11
30.3.2 Form basement walls 5 8 6 6.17 0.50 0.25
30.3.3 Place concrete for foundations 4 7 5 5.17 0.50 0.25
30.3.4 Cure basement walls 3 5 4 4.00 0.33 0.11
30.3.5 Strip basement wall forms 5 7 5 5.33 0.33 0.11
30.3.6 Waterproof/insulate basement walls 3 6 4 4.17 0.50 0.25
30.3.7 Perform foundation inspection 1 1 1 1.00 0.00 0
30.3.8 Backfill foundation 3 5 4 4.00 0.33 0.11
Total Time for Deliverable 33.83 1.19
2.3.2
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 Define the project calendar: identify the project working
hours and the working days.
 Standard - 8am to 4pm Calendar; or
 Night Shift Calendar; or
 24 hour calendar
 Sundays and holidays: nonworking day.
 Check resource availability: when necessary resources are
unavailable, you exclude those hours and days from your
Project Calendar. These hours and days should be classified as
nonworking time.
2.3.3 Project Schedule Chart

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2.3.3 Project Schedule Chart (cont)
January 26
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
27 28 29 30 31 February 1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
February 04
Clean the house
Clean the house
Scrub Walls
Scrub Walls
Paint the house
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 Your project schedule can be effectively viewed and
displayed using different charts. These charts make it
easy to view and read scheduled tasks.
 Gant Charts
2.3.3 Project Schedule Chart
ID Task Name Start Finish Duration
Feb 2004
6 7 8 9 10 11 12 13 14 15 16 17 18 19
1 5d2/12/20042/6/2004Excavate for foundations
2 2d2/13/20042/12/2004Form basement walls
3 1d2/16/20042/16/2004Place concrete for foundations
4 2d2/18/20042/17/2004Cure basement walls
5 1d2/19/20042/19/2004Strip basement wall formsTask 5

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 Microsoft Project
2.3.3 Project Schedule Chart (cont)
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 You would recall that when we were generating our Product Definition Document and
Scope of Work document, we documented our assumptions and substantiated them as
best we could. However, now that we have created our WBS and gained the benefits of
more manageable tasks and structure, we are now in a better position to make project
assumptions. At this stage, we are able to update all our time assumptions with much
more accurate estimates.
 You would also recall that every project has three major constraints: time, cost, and
quality. Project constraints are anything that can limit or restrict the actions of the
project team members towards accomplishing the goals of a project. Additionally, the
project time constraint is directly linked to the scheduled completion of your project and
limits the amount time that we have to complete the project.
 Now that you have determined better time estimates for all tasks, deliverables and the
entire project, you should revisit your project time constraints to ensure that you are in
compliance with your allotted times. If your initial assumptions are adequate, you should
be within your constraints; however, if you have surpassed your allotted time, you will
need to consult with stakeholders on how best to address the challenge.
 At this stage, you should update project assumptions with revised time estimates.
2.3.4 Updating Project Assumption & Time Constraints
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 If you have surpassed your time constraints, the following are some possible solutions:
 Allocate more resources
 Adjust project specifications or the scope of work (in this case you will have to consult with your
Scope Management Plan)
 Extend and reduce the duration of different tasks
 Make more time by expanding the project calendar (allow for overtime and weekend work)
 Extend duration of the entire project (a last resort)
 The following are possible solutions for when you have surpassed your time
constraints:
 Your solution may be to allocate more resources
 Adjust project specifications or the scope of work (in this case you will have to consult with your
Scope Management Plan)
 Extend and reduce the duration of different tasks
 Make more time by expanding the project calendar (allow for overtime and weekend work)
 Extend duration of the entire project (a last resort)
2.3.4 Updating Assumption & Time Constraints (cont)

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 Consult from Scope docs: Project Constraint & Assumption  Cost.
 All tasks that achieve a particular goal or deliverable are limited by the
projected cost constraints for that goal or deliverable.
 Cost assumptions can be improved as planning the cost element
2.4 Planning the Cost Element
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1. Xác định nguồn lực (Resource Identifiaction): xác định
những nguồn lực nào (con người, trang thiết bị, nguyên vật liệu)
và với số lượng bao nhiêu sẽ được sử dụng trong dự án.
2. Ước tính chi phí (Cost Estimating): phát triển việc ước tính
chi phí các nguồn lực để hoàn thành dự án.
3. Lập dự thảo ngân sách chi phí (Cost Budgeting): phân
phối tổng chi phí ước tính cho từng khoản mục công việc nhỏ để
thiết lập ranh giới (baseline) cho việc đo lường hiệu quả công
việc.
4. Kiểm soát chi phí (Cost Control): kiểm soát sự thay đổi
đến ngân sách của dự án. ( trình bày trong Implementing
stage)

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 Every task needs resources to be completed and these
resources cost something to provide.
 Resource includes (i) Human, (ii) Equipments and, (iii)
Materials.
 Required documents before resource planning:
 The Project WBS
 Historical information (resources using in similar task of similar project)
 Scope statement
 Resource pool description (which one is available)
 Organizational policies (buy/ rent,… procurement policy)
 Project Calendar
 Project Schedule
2.4.1 Resource Planning / Resource identification
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 Human resource
 Equipment costs
 Travel expense
 Special skills sets
 Telephone bills
 Computers
 Software
 Office space
 Desks
 Technology infrastructure
 Administrative costs
 Overhead
 Materials and supplies
 Others
2.4.1 Examples of common resources or costs

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 Planning method:
 SMEs
 Alternative Solution
 Software
 Resource Identification: shows resource list and resource
schedule for each task in WBS.
2.4.1 Resource Planning (cont)
Quantity Resource List
For Excavate for foundations
Duration Start Date Finish Date
1 Site excavation contractor 3 days 2/20 2/22
1 Site supervisor 3 days 2/20 2/22
1 Excavation Tractor 1 day 2/20 2/20
2 Site Lights 3 days 2/20 2/22
3 Site Workmen (A) 2 days 2/21 2/22
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 Cost estimating is a process of assembling and predicting
the cost of necessary resource to complete project.
 Cost Estimation Methods:
2.4.2 Cost Estimating
 SMEs
 Quantitative methods
 Bottom-up
 Top-down
 Administration costs: 5% - 30% total project costs.
 Buffer cost: Buffer costs create a buffer to prevent costs
from running over the project’s budget or cost estimates.
Should be <= 20% total cost.

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2.4.2 Cost Estimating example
ITEM
DESCRIPTION UNIT QTY
MATERIAL COST LABOR COST (USD) TOTAL REMARKS
No. UNIT RATE
TOTAL
PRICE UNIT RATE TOTAL PRICE AMOUNT
1
Mobilization and demobilization Lot 1
2 Temporary facility
Lot
1
3 Insurance
Lot
1
4 Site supervision
Lot
1
5 Safety Officer
per
2
6 Safety expenditure
Lot
1
TOTAL USD
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 Resource: Site Lights
 Unit Cost: $20/hour
 No of Units:
 Project Calendar: 24 hour work day
 Resource Schedule: 3 days
 No of Units = 24 * 3 = 72
 Project Cost per Site Light: Unit Cost * No. of Units = 72 * $20 = $1440
 Cost for two Site Lights = $1440 * 2 = $2880

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Quantity Resource List Duration
Start
Date
Finish Date
Projected
Costs
1 Site excavation contractor 3 days 2/20 2/22 $1200
1 Site supervisor 3 days 2/20 2/22 $960
1 Excavation Tractor 1 day 2/20 2/20 $600
2 Site Lights 3 days 2/20 2/22 $2880
3 Site Workmen (A) 2 days 2/21 2/22 $1450
Total Task Costs $7,090
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 Task Specific Resource List:
Project Task: Excavate for foundations
Quantity Resource List Duration Start Date
Finish
Date
 Compensation rate: $40/hour
 Total Man-hours: 3 days x 8 hour day = 24 hours
 Estimated costs = 24 hours * $40 = $960
 Other compensation: None

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Start
Date
Finish
Date
Estimated
Costs
 Assigning resources and Assigning responsibility: each task
has resources and will be responsible with the project
member(s) who is assign to the task.
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 Cost Baseline  BCWS
2.4.3 Cost budgeting

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5,000
15,000
25,000
35,000
45,000
55,000
65,000
75,000
1 2 3 4 5 6 7 8
Cumulative
Values
Time
2.4.3 Cost budgeting
 Update Cost plan  Cost Baseline  BCWS (Budgeted Cost
of Work Scheduled
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 Procurement Plan is essentially the strategy for determining
how to secure the resources for the tasks in your project 
affect on the cost estimations of a project.
 Procurement Methods:
 Make
 Buy
 Rent
 Lease
 Outsource
 License
 The Procurement Criteria includes costs, duration need,
technical requirements, availability, dependability and other
factors.
2.5 Procurement Plan
Advantages vs Disadvantages?

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 Make: This means that you will create or make the actual resource.
This may have several advantages, such as ownership of copyrights,
trademarks, patents and trade secrets, which may allow you to license
the resource. Making may be cheaper than buying the resource.
Depending on the nature of the project and the resource, this may be
advantageous. Resources that you make can be sold with or without
rights to recover costs.
 However, making the resource means time and increased
management to ensure delivery and quality. Additionally, you may
need to acquire other things to make the resource such as the
necessary skill sets. You would probably have to put an entire process
in place. Not all resources can be made and in making the resource,
you may face other procurement challenges.
2.5 Procurement Plan (cont)
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 Buy: This means that you will purchase the resource. This may
provide several benefits such as immediate availability and
guaranteed quality. Additionally, buying may be cheaper than making
the resource. Buying the resource will increase the assets of the
company; these assets can increase in value or depreciate with time.
Resources that you buy can be sold to recover costs.
 Moreover, when you buy the resource, you may not own its
copyrights, trademarks, patents, and trade secrets. Additionally, you
may have to purchase extended warranties for the life of the project to
ensure resource availability. Most resources can be purchased.

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 Rent: Rentals tend to be very useful for short term arrangements.
Rental has the benefit of on-demand availability.
 However, rental can be more expensive in the long run than buying,
making, or leasing. Rental also provides no ownership, and hence the
resources cannot be resold. Not all resources may be available for
lease. Ensure that warranties are applicable during the rental period.
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 Lease: Lease contracts are very useful for long term arrangements.
The lease can ensure certain legal and service protections,
performance requirements and basically any other term that you
require. Leases tend to be less expensive than rentals in the long
term. They can also provide a path to ownership in lease-to-own
contracts. Additionally, leases may give you the option of subleasing
the resource.
 However, leases may require financial evaluations and insurance
contracts. Leases may bind you into a long-term financial obligation.
Leases may or may not be transferable. In addition, not all resources
may be available for lease. Ensure that warranties are applicable for
the entire lease period.

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 Outsource: Certain resources can be outsourced, which allows the
resource and the service provided by that resource, to be handled by another
party. Every resource has an accompanying service, for example: the
excavation tractor provides excavation services. Outsourcing has the benefit
of removing the management burden associated with the resource and may
prove to be very cost effective. Outsourced service providers may be uniquely
skilled at providing their service, and this can result in increased quality and
reduced costs. Outsourced services may also combine the human resource
costs with the resource costs that reduce cost estimates. Additionally, this
would allow the project team to concentrate on essential tasks and functions.
Outsourced services may also provide an option to warranty the work itself.
 However, without proper quality of service contracts, you may not be able to
control the quality and delivery of the service provided by the resource.
Outsourced services provide no ownership, and, as such, the resource cannot
be sold after use.
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 License: Licensing is very useful for acquiring resources where you
need access to copyright, trademarks, patents, and trade secrets.
Additionally, licensing may give you the option of sublicensing.
Licenses may or may not be transferable and may have expiration
dates which need to be considered based upon the project schedule.
Licenses provide a limited form of ownership.

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Resource List Make Buy Rent Lease License Outsource
Delivery Truck No Yes Yes Yes No Yes
Shuffles No Yes Yes No No No
Excavation Tractor No Yes Yes Yes No Yes
Site Lights Yes Yes Yes No No No
2.5 Example of Procurement Analysis
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2.5 Example of Procedure Criteria
 The Vendor Must : Provide room air conditioners that earn the ENERGY STAR
and meet the ENERGY STAR criteria for energy efficiency as outlined below.

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Công việc
Mua
ngoài
Thuê
ngoài
Tự cung
cấp
Ghi chú
Công tác khảo sát Yes Khảo sát thực hiện cùng đơn vị thi công
Công tác thiết kế kiến trúc
Yes Thuê đơn vị thiết kế nhà máy (Công ty
Green Solution)
Công tác thiết kế nội thất Yes Chủ đầu tư thực hiện
Xin phép xây dựng
Yes Yes
Thuê ngoài:
1. Giấy phép kinh doanh
Tự thực hiện:
1. Giấy phép sản xuất
2. Giấy phép y tế
Công tác thi công công trình
Yes Nhà thầu xây dựng thực hiện dưới sự
giám sát của chủ đầu tư.
Công tác giám sát thi công công trình Yes Chủ đầu tư thực hiện
Nghiệm thu công trình Yes Chủ đầu tư thực hiện
Dây chuyền lọc nước
Yes CÔng ty tư vấn Green Solution cung cấp &
lắp đặt
Hệ thống thanh trùng
lắp đặt
Hệ thống đóng chai & thành phẩm
lắp đặt
Nguyên vật tư sản xuất Yes Chủ đầu tư thực hiện
2.5 Example of Procedure Plan
05 Procurement Plan
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 Tenders or Bids: in case resources are supplied by different vendors and suppliers.
 Scope of Work (SoW): in order to get a better understanding of the cost estimates for
the resources. You may include the scope of work, or the part of the scope of work,
that is relevant to the IFB.
 Invite a wide range of vendors and suppliers to tender to create comparative cost
estimates. Should be aware of contractual implications in using this method.
 Documents include:
 RFP, Request for Proposal (Yêu cầu đề xuất)
 RFQ, Request for Quotation (Yêu cầu báo giá)
 RFI, Request for Information
 IFB, Invitation for Bid (Mời dự thầu)
 Procurement and contracting is a task  can be documented + scheduled in WBS.
 Procurement Criteria  evaluating bids and proposals.
 Update Project Constraints and Assumptions.
2.5 Procurement Plan (cont) - Tenders or Bids

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 Reviewing task-specific resource list to determine the
needed human resources for each task.
 Clarifying HR (workforce), SoW of HR, and the
compensation rate
 Identifying project calendar and project schedule.
 Recognizing other additional compensation
 Payment Schedule
 Update cost baseline and time baseline.
2.6 Human Resource management Plan
58
 R = Responsible (Người thực hiện) The person who is ultimately
responsible for delivering the project and/or task successfully.
 A = Accountable (Người ra quyết định) The person who has
ultimate accountability and authority; they are the person to whom “R”
is accountable.
 S = Supportive (Người cung cấp nguồn lực) The person or team of
individuals who can provide resources or other support to “R ”.
 C = Consulted (Nhà tư vấn) Someone whose input adds value
and/or buy-in is essential for ultimate implementation.
 I = Informed (Người được thông báo) The person or groups of
individuals who need to be notified of results or actions taken but don’t
need to be involved in the decision-making process.
2.6 RASCI chart

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Process:
1. Identify tasks and list them down the left side of the chart.
2. Identify roles (/people) and list them across the top of the chart
3. Identify who has each of 5 roles (RASCI) and put the appropriate letter
in each box.
4. Check that every task has only one R. Resolve overlap or gaps.
2.6 RASCI chart
Person 1 Person 2 Person 3 Person 4 Person 5 Person 6
Task A
Task B
Task C
Task D
Task E
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2.6 RASCI chart

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 Task Specific Resource List:
2.6 Example HR plan
Quantity Resource List Duration Start Date
Finish
Date
 Compensation rate: $40/hour
 Total Man-hours: 3 days x 8 hour day = 24 hours
 Estimated costs = 24 hours * $40 = $960
 Other compensation: None
62
Start
Date
Finish
Date
Estimated
Costs
2.6 Example HR plan
 Assigning resources and Assigning responsibility: each task
has resources and will be responsible with the project
member(s) who is assign to the task.

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 WBS, project and tasks specifications are a major part of
planning the quality element for project.
 Quality Project scope & deliverable specs
all tasks create that deliverable
 By planning the project and task specifications, we have
really defined the quality of our work.
 Specifications must be detailed and precise,  define
both the Grade and Quality of the specification to produce
the desired standard of work.
2.7 Planning the Quality Element
64
 Grade: represents a descriptive rating for each material
resource that we require.
 Example: In creating a “soft drink can” we may need Grade 2
aluminum. This grade may not represent the quality, but just the
type of material that is required when making soft drink cans.
 Quality: represents standards of workmanship or the
degree of excellence in the completed work.
 Example: The standard of workmanship in creating our “soft drink
can” must be excellent, reach the ISO 2000.
2.7 Planning the Quality Element (cont)
Quality means that something does that you needed it to do.
Grade described how much people value it
Quality and Grade affect cost + time element.

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 Communication time is 50% - 80% of total project time,
begun after project charter is authorized.
 Communication cycle
2.8 Communication Plan
SENDER RECEIVER
FEEDBACK
MESSAGE
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 Methods of Communication
2.8 Communication Plan (cont)
Reading Writing
Speaking Listening

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68

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 The risk rating describes the risk in terms of its impact on
time, cost and quality elements.
2.9 Risk plan
Project
Elements
Low Medium High
Cost <5% increase
5 – 10 %
increase
> 10 %
increase
Time <5% increase
5 – 10 %
increase
> 10 %
increase
Quality Insignificant Significant Serious
70
2.10 Sponsor Approval

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