Chapter 2 - IPM - Developing Project Plan

IT PROJECT MANAGEMENT
Developing the Project Plan

Institute of Information and Communication Technology
University of Sindh, Jamshoro
Dr. Zeeshan Bhatti

MPhil (IT)
Lecture 3
BY: DR. ZEESHAN BHATTI
PLAN
Introduction to PM Project planning
Resource analysis
Project planning
Gantt chart and WBS Risk management
Project planning
Network analysis I
Project planning
Network analysis II
Quality
Budgets and cost control
Project teams
WHAT IS A PROJECT?
Unique process consisting of a set of coordinated and
controlled activities with start and finish dates,
undertaken to achieve an objective conforming to
specific requirements, including constraints of time, cost,
quality and resources
A Project is a planned set of activities
A Project has a scope
A Project has time, cost, quality and resource constraints
3
WHAT IS PROJECT MANAGEMENT?

The art of organising, leading, reporting and completing
a project through people
WHAT IS PROJECT MANAGEMENT?

A project is a planned undertaking
A project manager is a person who causes things to
happen
Therefore, project management is causing a planned
undertaking to happen.
CHARACTERISTICS OF A GOOD IT
PROJECT MANAGER
EXERCISE 1
Write down three attributes of a good Project Manager
PROJECT MANAGER ROLE

A Good Project Manager
Takes ownership of the whole project
Is proactive not reactive
Adequately plans the project
Is Authoritative (NOT Authoritarian)
Is Decisive
Is a Good Communicator
Manages by data and facts not uniformed optimism
Leads by example
Has sound Judgement
Is a Motivator
Is Diplomatic
Can Delegate
8
PERSONAL CHARACTERISTICS
Is technically qualified
Is a decision maker
Is honest and creates a relaxed atmosphere
Possesses the art of saying no without offending others

Believes in managing time and people
PROJECTRELATED CHARACTERISTICS
Achieves the objectives and goals of the project within the established schedule, budget,
and procedures
Develops IT projects on budget and on time to the complete satisfaction of the users
Has experience in related or similar projects
Can control project outcomes by measuring and evaluating performance against established
objectives and standards
Develops and executes contingency plans to meet unforeseen circumstances and problems
Develops and implements decisions relating to planning
Is willing to redefine goals, responsibilities, and schedules as necessary to get the project
back on track in case the schedule slips or the project is over budget
Establishes and meets real priorities and deadlines
Believes in good planning to reduce pressure and stress and increase productivity
Establishes longterm and shortterm planning

10
TEAMRELATED CHARACTERISTICS
Has good communication and managerial skills
Is able to plan, organize, lead, motivate, and delegate proper responsibilities

to team members
Respects team members and has their confidence and respect
Shares success with the team members

Selects the right person for the right job
Shows appreciation to good workers
Gets others in the organization to accept his or her ideas and carry out his or
her plans
Delegates duties and maintains control
Believes in professionally training people for their delegated jobs
11
Considers himself or herself as a part of the team
Creates structured discipline

Recognizes individual differences and takes advantage of individual
strengths
Provides work that stimulates a feeling of personal respect and
professional growth
Allows sufficient time for ideas to develop and mature
Allows free time and encourages openness
Understands the team members and creates effective communication

Monitors his or her team members on a regular basis for and takes
necessary actions
12
PROJECT MANAGEMENT CHECKLIST

A good IT project manager must do the following:
Identify users, stakeholders, and customers
Communicate with users, stakeholders, and customers throughout the project
Educate and train users, stakeholders, and customers about the project
Understand the requirements of users, stakeholders, and customers
Set up the project book
Plan the project
Staff the project

Establish project phases
Allocate the budget for various phases and activities
Estimate resources
Estimate the level of efforts
Model and simulate the project
Establish standards and controls
13
Form project tasks teams

Staff task teams
Provide necessary training
Staff support groups

Provide a team concept
Establish a schedule and milestones
Provide a guideline to implement success
Provide stateoftheart tools
Encourage the reuse of assets, the Internet, and telecommunications
Track the deliverables
Measure the success
Create effective communication among the members of the project
team
Gain the users' confidence

Show results
Document the products
Provide a smooth transition of the product to the users
14
STAKEHOLDER ENGAGEMENT
15
STAKEHOLDER
A person or group of people who have a vested
interest in the success of an organization and the
environment in which the organization operates
16
EXERCISE 2
Write down three typical project stakeholders
17
EXERCISE 2 - TYPICAL STAKEHOLDERS

Sponsor
Funding Body
Customer
Suppliers
End User
HSE/Environmental Agency
Maintenance Team
Neighbours/Community/Shareholders
Fusion Community
Interfaces
18
STAKEHOLDER ENGAGEMENT PROCESS

Identify Stakeholders
Assess needs
Define actions
Establish communication channels

Gather feedback
Monitor and review
19
THE PROJECT PROCESS

Gate 0
Project Justification
- Approve Project Definition
Gate 1
Strategic and Budgetary

Approval
Design Approval
Undertake Design
Gate 2 - Approval of
Final Documents
Readiness for
Gate 3 Manufacture
- Approval to
place Contract
Initiate Project
Prepare Technical Design
Ensure Machine Compatibility
Prepare
Safety Case Modification
Major
Project
Proposals
Project
set-up
Project
Definition
Appoint Project Sponsor

Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Appoint Project Leader
Approve Project Set-up
EFDA/CSU/JOC Management
* This will include:

- Initial WBS, OBS and CBS
- Project Plan
- Risk and Procurement Strategies
** These will only take place here
for large projects demanding DO
effort for preliminary Conceptual
work
Conceptual
Design
Scheme
Design
Detailed
Design
Tender
Invitation &
Assessment
Raise/Extend/Update initial TCD-R/PERF

Prepare Outline Conceptual Design
Define Design Constraints
Prepare
Interface Requirements Spec. (IRP)
Finalise Conceptual Design
Hold Conceptual Design Review (CDR)
Clear CDR Issues
Initiate Modification Safety Case
Update PMP
Approve Proceed to Detailed Design
Extend TCD-Rs/PERFs
Prepare Sub-system Detailed Design
Hold
Detailed Design Review (DDR)
Clear Sub-system DDR Issues
Use TCD-I/MMAC for Sub-system DD Approval
Prepare Final Documents including:
- Design Documents., Machine Compatibility
Documents., Safety Case Modification
Project Team/IRP/EFDA/CSU/JDC
Project Team/Interfaces/EFDA/CSU/JDC
Draft Statement of Requirements (SoR)

Review & Approve SoR
Identify
Resources
Appoint Project
Team
Produce & Maintain
Procurement Plans
Undertake Project Risk Assessment
Prepare Project Boundary Document
Develop Project Management Plan (PMP)*
Raise initial TCD-R/PERF**
Prepare Preliminary Conceptual Design**
*** These will comprise:

- Technical Specification
- Drawings
- Contractual Requirements
Compile Tender Docs.***

Send out Invitations (ITTS)
Hold Clarification Meetings
Receive Tenders
Evaluate Tenders
Arrange site visits
Approve changes to Specs.
Choose preferred Company
Raise/Extend Sub-system TCD-Rs/PERFs

Agree Classifications & Interfaces
Prepare Sub-system Scheme Design
Hold Sub-system Scheme Design Review (SDR)
Clear Sub-system SDR Issues
Update PMP
Use TCD-I/MMAC for Sub-system SD Approval
Project Team/Contracts/EFDA
Project Team/Interfaces
Project Leader/Project Team/EFDA/CSU
Implement Project
Manufacture
Equipment
Project Team/Contractor/ICM
Gate 4
Readiness for Operation

- Acceptance of System
Complete Project
Install
Equipment
Raise Contract Documentation

Place Contract
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan)
Monitor Progress
Witness key Procedures
Complete Release Note
Approve Complete Package****
Approve Release Note
Pack & Dispatch Equipment
**** This includes

supporting documentation
Undertake Tender
Test &
Commission
Confirm
Completion
Project
Review
Note: Overall Project

Management and Reporting will
be as defined in the Project
Management Plan (PMP)
Gates (Formal Decision Points)
See accompanying notes
Test Equipment against Test Schedule

Commission Complete System
Undertake Post
Project Review
Project Team/ICM/EFDA/CSU
Project Team/CSU
Receive Equipment
Pre-test Equipment
Install equipment
Project Team/ICM
Confirm Technical Completion

Review Project Records
Complete
Handover Documents Resolve
Reservations
Obtain
Acceptance of Completed Project
Project Team/EFDA/CSU
UNCONTROLLED
WHEN PRINTED
20
VARIOUS PHASES
OF THE IT
PROJECT
21
KEY POINTS IN PROJECT SET-UP AND DEFINITION

Create Project Management Plan (PMP)
Be clear of scope and objectives
Establish clear statement of what is to be
done (WBS)
Establish Risks to be Managed
Establish Costs and Durations

Establish Resources Required
22
PROJECT MANAGEMENT PLAN - PMP

Master Document for Project
Defines the following: Project Objectives, Scope, Deliverables

Stakeholders (Internal & External)
Work to be done (WBS)

Project Organisation and Resources (OBS)
Project Costings (CBS)
Project Schedule
Procurement/Contract Strategy
Risk Management
Quality management
Change Management
23
PROJECT PLANNING
24
PROJECT PLANNING
Adequate planning leads to the correct completion of
work
25
PROJECT PLANNING
The larger, more complex or uncertain an endeavour is,
the more important planning becomes
Lockyer & Gordon
What measures would you use to determine the

complexity of a project?
26
PLANNING
Inadequate planning leads to frustration towards the end of the project & poor
project performance
Project Start
Project End
27
WHY PLAN?
IS development is complex and time consuming
There are usually a number of people involved with a
project
Communication
Informs Project Manager/Team of the state of the project
Customer confidence
28
WHY PLAN?
Projects are unique and therefore there will always be
uncertainties
Need to plan for these (Plan B)
So
For anything more than the smallest project, planning must be a formal
process
29
PROJECT PLANNING FOR IS

Requires knowledge drawn from:
Development techniques
Application domain
Project planning techniques
Skills abilities and motivation of developers
Business and organisational environment
30
PROJECT PROPOSALS
Project planning starts with the project proposal Result of Conception Phase
Maybe a response to a project brief

prepared by an external or internal customer
31
PROJECT INITIATION
Project initiation document
Internal or external
Project manager needs a good appreciation of

requirements
This may require extra work
Customer needs report on unknowns

protects both the project team and the customer
32
THE PROJECT PLAN SIMPLE FORM

The project plan is an attempt to timetable
all the activities that make up a project
How will the project be divided
Who does what
When are tasks carried out
33
THE PROJECT PLAN

More detail can be added to the plan to indicate:
Level of performance and quality
Costs
Further detail indicates:

availability of the resources required to carry out each task
34
THE PROJECT PLAN

Summary plan
Shows key tasks, events and milestones in the systems project
Primarily used for reporting progress
Detailed plan
Task plan
Time control plans
Resource plan
Cost plans
Primarily used as a working tool
35
Project Planning
A word about Scheduling
Schedules (task durations) can have a wide
variation
There is no unique answer. Rather, there is a
statistical variation depending on assumptions
Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!)
Most people are very optimistic/naive
36
PLANNING AND CONTROL CYCLE
Plan
Monitor &
Review
37
ITERATIVE PROCESS
The plan will evolve as the project evolves
The plan is reviewed and updated as more information
becomes available and uncertainties become less uncertain
Plan
Plan
Plan
Monitor &
Review
Monitor &
Review
Monitor &
Review
38

How will the project be divided?
Work breakdown structure
Product breakdown structure
When will the work be carried out?
Gantt Chart
Who does what?
39
WORK BREAKDOWN STRUCTURE

Work broken down in a hierarchical manner until:
Each task is atomic
Duration can be estimated with reasonable accuracy
Can be carried out by one person
Each task :
Has a well defined beginning and end
Will consume resources
May be dependant on other tasks
40
WORK BREAKDOWN STRUCTURE (WBS)

The Work Breakdown Structure is the foundation for
effective project planning, costing and management.
It is the most important aspect in setting-up a Project
It is the foundation on which

everything else builds
41
WORK BREAKDOWN STRUCTURE - DEFINITION

A Work Breakdown Structure (WBS) is a
hierarchical (from general to specific) tree
structure of deliverables and tasks that need to
be performed to complete a project.
42
WBS EXAMPLE
Project
Produce
Report
Conduct
Investigation
Managing
Director
Conduct
Interviews
Investigate
Other Systems
Analyse
Requirements
Finance
Director
Stores
Manager
Sales Manager
Etc.
Conduct
Interview
Write Notes
Review Notes
Create DFDs
Investigate
Packages
Investigate
Hardware
Review DFDs
43
EXAMPLE WBS - TOP LEVEL PROJECT A

ITER-Like
Wall Project
1.0.0.0.0
Research &
Development
1.1.0.0.0
Engineering
Design & Manufacture
1.2.0.0.0
EP2
Shutdown
1.3.0.0.0
Project
Management
1.4.0.0.0
Be
Recycling
1.5.0.0.0
Installation
Preparation
1.6.0.0.0
Erosion/Deposition
for ILW
1.7.0.0.0
Be
Recycling
1.1.1.0.0
Sliced Be
Tiles
1.2.1.0.0
Remote
Handling
1.3.1.0.0
Overall Project
Management
1.4.1.0.0
Assess JET
Be Stocks
1.5.1.0.0
Sliced Be Tiles
Install Prep.
1.6.1.0.0
Engineering
Design & Manuf.
1.7.1.0.0
Bulk W
Divertor
1.1.2.0.0
Bulk Metal
Tiles
1.2.2.0.0
Torus Installation
Group
1.3.2.0.0
Contractual
Management
1.4.2.0.0
Prepare & Ship

JET Be
1.5.2.0.0
Bulk Metal Tiles

Install Prep.
1.6.2.0.0
Erosion/Deposition
Assemby & Calib.
1.7.2.0.0
W Coatings
1.1.3.0.0
W Coated
CFC Tiles
1.2.3.0.0
Waste Man.
Group
1.3.3.0.0
Safety & HP
Management
1.4.3.0.0
W Coated CFC
Install Prep.
1.6.3.0.0
Erosion/Deposition
Installation
1.7.3.0.0
Markers
1.1.4.0.0
Embedded
Diagnostics
1.2.4.0.0
Vacuum
Group
1.3.4.0.0
Quality
Management
1.4.4.0.0
Embed. Diag.
Install Prep.
1.6.4.0.0
Erosion/Deposition
Management
1.7.4.0.0
R&D
Management
1.1.5.0.0
Engineering D&M
Management
1.2.5.0.0
ILW Tile Removal

& Replacement
1.3.5.0.0
FZJ Contract
Management
1.4.5.0.0
Install Prep.
Management
1.6.5.0.0
Bulk W
Tiles
1.2.6.0.0
EP2 Shutdown
Management
1.3.6.0.0
Component Inspect
& Re-pack
1.2.7.0.0
Install Prep.
Bulk W
1.6.6.0.0
Install Prep.
Other Activities
1.6.7.0.0
44
EXAMPLE WBS - TOP LEVEL PROJECT B

Optical
Systems
5.5.C.0.0.0.0.0
Thomson Scattering
Core (LIDAR)
5.5.C.1.0.0.0.0
LIDAR Project
Management
1.1.0.0.0
LIDAR System
Concepts
1.2.0.0.0
Laser
Systems
1.3.0.0.0
Collection
Optics
1.4.0.0.0
Laser Path
Optics
1.5.0.0.0
Control &
Acquisition
1.6.0.0.0
LIDAR
Port Engineering
1.7.0.0.0
LIDAR
Services
1.8.0.0.0
Interfaces &
Integrated Testing
1.9.0.0.0
Key Project
Milestones
1.1.1.0.0
Overall Cluster
Co-ordination
1.2.1.0.0
Lasers
1.3.1.0.0
Collection
Optical Design
1.4.1.0.0
Laser Path
Optical Design
1.5.1.0.0
Control System
Interface Definition
1.6.1.0.0
Shutters
1.7.1.0.0
Water
Services
1.8.1.0.0
LIDAR
Interfaces
1.9.1.0.0
Key Project
Deliverables
1.1.2.0.0
Performance
Analysis
1.2.2.0.0
Laser
Layout
1.3.2.0.0
Collection
Windows
1.4.2.0.0
Laser
Windows
1.5.2.0.0
Control
System
1.6.2.0.0
Labyrinth
1.7.2.0.0
Interspace
Vacuum
1.8.2.0.0
Mock-up
Facility
1.9.2.0.0
Key ITER
Milestones & IPL
1.1.3.0.0
LIDAR
Neutronics
1.2.3.0.0
Laser Beam
Combiner
1.3.3.0.0
In-Vacuum
Collection Mirrors
1.4.3.0.0
Plasma Facing
Laser Mirrors
1.5.3.0.0
Acquisition
System
1.6.3.0.0
Extension Tubes &

Mirror Mounting
1.7.3.0.0
LIDAR
Power
1.8.3.0.0
Basic Mock-up
Tests
1.9.3.0.0
Overall
Management
1.1.4.0.0
Scattering
Theory
1.2.4.0.0
Ex-Vacuum
Collection Optics
1.4.4.0.0
Other Laser
Mirrors
1.5.4.0.0
LIDAR
Instrumentation
1.6.4.0.0
External Port Optics

Mounting
1.7.4.0.0
Spectrometer
Area
1.8.4.0.0
Tokamak
Tests
1.9.4.0.0
Safety & HP
Management
1.1.5.0.0
R&D
Tasks
1.2.5.0.0
Collection Optics
Mechanical Design
1.4.5.0.0
Laser Path
Mechanical Design
1.5.5.0.0
Safety
Interlocks
1.6.5.0.0
Bioshield
1.7.5.0.0
Laser
Room
1.8.5.0.0
Final System
Testing
1.9.5.0.0
Risk
Management
1.1.6.0.0
Radiation
Effects Data
1.2.6.0.0
Spectrometer
System
1.4.6.0.0
Beam
Dump
1.5.6.0.0
Safety
System
1.6.6.0.0
BSM
Penetrations
1.7.6.0.0
Port Cell/
Interspace
1.8.6.0.0
System Assembly
& Dis-assembly
1.9.6.0.0
Quality
Management
1.1.7.0.0
Remote
Handling
1.2.7.0.0
Detectors
1.4.7.0.0
Alignment
System
1.5.7.0.0
Item
Test Unit
1.2.8.0.0
Alignment
System
1.4.8.0.0
Calibration
System
1.5.8.0.0
Engineering
Analysis
1.2.9.0.0
Calibration
System
1.4.9.0.0
EM Analysis for
In-Port Comp.
1.7.7.0.0
45
Project Planning WBS (1)

Lowest Level of WBS is the Work Package (WP)
WP can be clearly defined allowing package to be
costed, scheduled and resourced

WP contains a list of Tasks to be Performed that
form the basis for the Schedule

WP allows assignment of responsibilities (Work
Package Manger, WPM)

46
Project Planning WBS (2)

WBS allows hierarchical build-up of costs and
schedule
Cost and Schedule can be reported at any level of
the WBS
WBS facilitates strong management during project
execution (Cost and Schedule control)

WBS can be used for many other things -
Document Management, Risk Management etc.

47
PRODUCT BREAKDOWN STRUCTURE

Concentrates on what is to be done, rather than how it is
to be done
More difficult to forget a product/element
Easier to assign quality measures/procedures
Process is more likely to fit if developed after product
Example {http://www.gifpa.co.uk/news/6/plans.html}
48
PBS EXAMPLE
Project
Project
Management
Deliverables
Design
Deliverables
Database
Deliverables
GUI
Deliverables
Functional
Deliverables
49
PBS EXAMPLE
Project
Project
Management
Deliverables
Design
Deliverables
Database
Deliverables
GUI
Deliverables
Functional
Deliverables
Produce Use
Cases
Produce Activity
Diagrams
Produce Class
Diagrams
50


Gantt Chart
Who does what?
51
GANTT CHART
(SOURCE : WW.GANTT.COM)
A Gantt chart, commonly used in project management, is one of the most

popular and useful ways of showing activities (tasks or events) displayed
against time. On the left of the chart is a list of the activities and along the
top is a suitable time scale. Each activity is represented by a bar; the
position and length of the bar reflects the start date, duration and end date
of the activity. This allows you to see at a glance:
What the various activities are
When each activity begins and ends
How long each activity is scheduled to last
Where activities overlap with other activities, and by how much
The start and end date of the whole project
To summarize, a Gantt chart shows you what has to be done (the activities)
and when (the schedule).
52
EXAMPLE GANTT CHART
53
EXAMPLE GANTT CHART

Activity
A
B
C
D
E
F
G
Week Number
5 6 7 8 9 10 11 12 13 14
54
EXAMPLE GANTT CHART
55
EXAMPLE GANTT CHART

Activity
A
B
C
D
E
F
G
Week Number
5 6 7 8 9 10 11 12 13 14
56
GANTT CHART COMPONENTS

An Activity/Task is represented as follows:
Start
Finish
The length of the bar is proportional to the

duration time of the activity
57
GANTT CHART COMPONENTS

Progress on an Activity/Task can be shown as follows:
Start
Finish
The length of the bar is proportional to the

amount of work completed.
This example is approx 50% complete
58
EXAMPLE GANTT CHART

Activity
A
B
C
D
E
F
G
Week Number
5 6 7 8 9 10 11 12 13 14
59
EXAMPLE GANTT CHART

Activity
A
B
C
D
E
F
G
Week Number
5 6 7 8 9 10 11 12 13 14
60
EXERCISE
Activity
Start (Week No)
Duration (Weeks)
% Complete
100
100
75
100
60
25
10
100
50
50
61
EXERCISE
Activity
Start (Week No)
Duration (Weeks)
% Complete
100
100
75
100
60
25
10
100
50
50
62
GANTT CHART ADVANTAGES

It is good at showing timing
It shows project progress clearly
It is therefore an ideal tool for the summary plan
63
GANTT CHART DISADVANTAGES

Not ideal for showing inter-relationships
MS Project does do this
Locating an activity requires three simultaneous

decisions:
Method
Time
Resources
64


Gantt Chart
Who does what?
65
BENEFITS OF PLANNING
Avoids the cost of the chaos that would ensue if
the project was unplanned
Filters out projects that would provide a negative
return
Being able to resolve problems in advance
Being able to allocate resources in advance
67
TWO VIEWS TO A PLAN

The Plan is a straight-jacket
Very Precise
Focus on data
The Plan is a working tool

Very Accurate
Focus on information
68
WHO DOES PLANNING

Developing the project plan is an iterative
process that involves:
Project manager
Project team
Project sponsor
Customer
Other stakeholders
69
LECTURE SLIDE REFERENCES

Slides Material By:
Dr Martin Stanton
m.stanton@mmu.ac.uk
Slide Reference Book:

IT Project Management Handbook
By: Jag Sodhi, Prince Sodhi
70
REFERENCES BOOKS USED

IT Project Management Handbook
By: Jag Sodhi, Prince Sodhi
Project Management Nation: Tools,

Techniques, and Goals for the New
and Practicing IT Project Manager
By: Jason Charvat
ISBN: 0471139262
71
THANKYOU
Q&A
For Course Slides and Handouts
Blog:
http://zeeshanacademy.blogspot.com/
Facebook:
https://www.facebook.com/drzeeshanacademy
72
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IT PROJECT MANAGEMENT

Developing the Project Plan

Dr. Zeeshan Bhatti

BY: DR. ZEESHAN BHATTI

WHAT IS PROJECT MANAGEMENT?

WHAT IS PROJECT MANAGEMENT?

BY: DR. ZEESHAN BHATTI

PROJECT MANAGER ROLE

Possesses the art of saying no without offending others

BY: DR. ZEESHAN BHATTI

Establishes longterm and shortterm planning

Is able to plan, organize, lead, motivate, and delegate proper responsibilities

Shares success with the team members

Considers himself or herself as a part of the team

Creates structured discipline

Understands the team members and creates effective communication

PROJECT MANAGEMENT CHECKLIST

Staff the project

BY: DR. ZEESHAN BHATTI

Form project tasks teams

Staff support groups

Gain the users' confidence

Provide a smooth transition of the product to the users

BY: DR. ZEESHAN BHATTI

BY: DR. ZEESHAN BHATTI

BY: DR. ZEESHAN BHATTI

BY: DR. ZEESHAN BHATTI

EXERCISE 2 - TYPICAL STAKEHOLDERS

STAKEHOLDER ENGAGEMENT PROCESS

Establish communication channels

BY: DR. ZEESHAN BHATTI

THE PROJECT PROCESS

Strategic and Budgetary

Appoint Project Sponsor

* This will include:

Raise/Extend/Update initial TCD-R/PERF

Draft Statement of Requirements (SoR)

*** These will comprise:

Compile Tender Docs.***

Raise/Extend Sub-system TCD-Rs/PERFs

Project Leader/Project Team/EFDA/CSU

Readiness for Operation

Raise Contract Documentation

**** This includes

Note: Overall Project

Test Equipment against Test Schedule

Confirm Technical Completion

BY: DR. ZEESHAN BHATTI

KEY POINTS IN PROJECT SET-UP AND DEFINITION

Establish Costs and Durations

PROJECT MANAGEMENT PLAN - PMP

Defines the following: Project Objectives, Scope, Deliverables

Work to be done (WBS)

BY: DR. ZEESHAN BHATTI

BY: DR. ZEESHAN BHATTI

What measures would you use to determine the

BY: DR. ZEESHAN BHATTI

BY: DR. ZEESHAN BHATTI

BY: DR. ZEESHAN BHATTI

PROJECT PLANNING FOR IS

BY: DR. ZEESHAN BHATTI

Maybe a response to a project brief

BY: DR. ZEESHAN BHATTI