Project Management, an introduction

Version: Author :

August 2012 Ella van der Sanden, Erik van der Schriek, Petra Heck

Preface If we want to develo software in a rofessional !anner, it is unthinka"le do to so without knowledge of ro#ect !anage!ent$ %or this reason, &ou get a "asic training in ro#ect !anage!ent in this !odule 'P() and &ou will have to a l& the learned techni*ues in other !odules '%e$ ro+,, --+2)$ In the ne.t / weeks &ou will work in s!all grou s 'with a !a.i!u! of 2 students)$ In these grou s &ou0ll get several s!all assign!ents eventuall& resulting in a co! lete ro#ect lan$ 1he assign!ents will "e handed out during the lessons$ 1o "e a"le to work successfull& in a ro#ect it is ver& i! ortant that &ou can work together with fellow2develo ers and that &our level of co!!unication is sufficient$ %or this reason it is i! ortant that &ou are resent during all lessons and ro#ect !eetings$ Assessment %or this !odule there is no final e.a!. Assess!ent is "ased on active attendance and *ualit& of the re orts$ 3e ho e &ou will en#o& this !odule$

Preface Assessment

2 2

Week schedule 4 1 Introduction 5

1$1 4ecessit& of ro#ect !anage!ent55555555555555555555555555555555555555555555556 1$2 +efinition 7

2 Project Statement............................................................................................................7 3Project Phasing................................................................................................................. 3.1 Phasing !rinci!les........................................................................................................ 3.2 "escri!tion of a !hase..................................................................................................# 4$anagement !lan...........................................................................................................1% 4.1 $one& 4.2 Skills 4.3 'ualit& 4.5 (ime 1% 11 11 12

4.4 Information 11 4.) *rganisation12 A!!endi+ A ,hess-clu....................................................................................................13 A!!endi+ / Phasing-e+ercise and $*S'0I(*............................................................14
A$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 9$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 E$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 H$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 ,$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 +$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 :$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 %$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$18 A$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 9$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 E$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 H$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 ,$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 +$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 :$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16 %$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$16

A!!endi+ , 1ont&s Promo-,ase....................................................................................1) A!!endi+ " "*2 3 ,ase.................................................................................................17

Week schedule

week 1 :

stud& cha ter 1 and 2 e.ercise 1: Pro#ect +efinition of the 9hess 9lu" 'A hand in exercise 1

endi. A)

week 2 :

stud& cha ter ; ' hasing rinci les) stud& cha ter 8 '(-S<=I1-) e.ercise 2: Pro#ect Phasing and (-S<=I1- of the 9hess 9lu" 'A re are interview with for!al client '>%ont&s Pro!o0 case) hand in exercise 2

endi. ,)

week 3 :

hold interview with for!al client for >%ont&s Pro!o0 ? case 'a endi. 9) hand in Project Definition !"ont#s Promo$ % case& ro#ect rogress !eeting hand in Project Definition ( Phasing !"ont#s Promo$ % case& ro#ect rogress !eeting hand in com*lete Project Plan !"ont#s Promo$ % case& *roject assessment %

week ' : week ) : week + : week , :

1 1.1

-ntroduction /ecessit# of *roject management

If &ou have to get certain results and &ou know e.actl& what activities are needed and how !uch ti!e and !one& it will cost to get there, then &ou certainl& don0t have to organise these activities in a ro#ect$ @ou si! l& lan &our activities, and &ou are *uite sure that &ou will get the desired results in the given ti!e$ If, on the other hand, the needed actions are not well known or, even worse, the desired results are not well defined, then &ou cannot #ust start working$ Several ro"le!s can occur: &ou run out of ti!e &ou run out of !one& the ac*uired results are not the one the custo!ers wants 1o get a s!all chance on success, &ou have to use ro#ect !anage!ent techni*ues to overco!e these ro"le!s$ Software ro#ect !anage!ent is the art of "alancing co! eting o"#ectives, !anaging risks, and overco!ing constraints to successfull& deliver a roduct that !eets the needs of the custo!ers 'the ones who a& the "ills) and the end users$ 3ith the hel of ro#ect !anage!ent, &ou will: define the ro#ect result in detail AB all artici ants will have the sa!e goal lan the necessar& activities AB artici ants have a clear view of the ti!e needed for the ro#ect, ti!e ro"le!s will "e foreseen at an earl& stage$ identif& e.actl& one for!al client and one ro#ect leader AB res onsi"ilities are well defined define several decision oints AB at each one of these oints it is ossi"le to ad#ust or !a&"e even sto the ro#ect$

1.2

Definition

In different co! anies &ou will see all sorts of definitions for a ro#ect$ In this course we will use the following: A project contains all activities needed to achieve a well defined result. Furthermore a project has the following features: definable begin and end focussed on result unique essential for all participants controllable 1herefore we have to define the wanted result and all necessar& activities "efore we can start a ro#ect, this is done in the *roject *lan$ 1he ro#ect lan is in fact a contract "etween the client and the ro#ect leader$ In this lan we define ver& recisel& what we will have at the end of a ro#ect, how we think we will get there and what !eans are needed$ A ro#ect lan contains: the ro#ect state!ent the hasing the ro#ect !anage!ent lan

Project 0tatement In this art we will define what the delivera"les of the ro#ect are, wh& we started this ro#ect, what the risks involved are, $$$$ 'cha ter 2)$ Phasing In this art we descri"e how we will get to the result as ro!ised in the state!ent$ 1he needed activities are lanned in a nu!"er of well defined hases$ At the end of each hase, su"2delivera"les are defined, which hel the artici ants to #udge the rogress of the ro#ect 'cha ter ;)$ Project management *lan ,efore &ou can start a ro#ect, it is of course ver& i! ortant to have a clear view of the ti!e and !one& needed to get the wanted result$ In this cha ter five ele!ents are defined: !one&, *ualit&, infor!ation, ti!e and organisation 'cha ter 6)$

Project 0tatement

1he ro#ect state!ent contains the following arts: 1$ %or!al client It is ver& i! ortant to have a erson who acts as the for!al client of the ro#ect$ If &our ro#ect works with a steering co!!ittee, then still one of the !e!"ers of this co!!ittee has to act as the for!al client, the one who can take decisions if necessar&$ 2$ Pro#ect leader 3ho will act as the ro#ect leader and is res onsi"le for all co!!unication "etween the ro#ect artici ants and the e.ternal arties$ ;$ 9urrent situation 3hat do we know a"out the current situation that could "e relevant for this ro#ect$ 3hat assu! tions are there$ 8$ Pro#ect #ustification 3h& was this ro#ect started, what ro"le!s does the for!al client have or what goals does he want to achieve$ 6$ Pro#ect roduct In a few lines the end result of the ro#ect is listed$ 1his is done in a concise, clear and !easura"le wa&$ 7$ Pro#ect delivera"les and non2delivera"les 1he ro#ect roduct as stated in art 6, is s ecified in !ore detail$ In this art it is also ver& i! ortant to list what is not included in the ro#ect roduct$ %or instance, if &our roduct is a software rogra!, do &ou also deliver a !anual, or a course, or$$$ C /$ Pro#ect constraints 1he for!al client as well as the ro#ect grou can for!ulate certain restrictions of the ro#ect$ %or instance, the for!al client !a& de!and that develo !ent of the roduct is done with the rogra!!ing language 9DD or the ro#ect grou de!ands co! lete inside infor!ation of the currentl& used "illing s&ste!, etc$ E$ Pro#ect risks So!e events !a& occur which will cause the ro#ect to fail on one or !ore as ects$ In this art is listed for what events an alternative scenario is lanned and with what events the ro#ect grou will not co e$

Project Phasing

3hen the state!ent as given in the revious cha ter is a roved of "& the for!al client, we can start with the hasing of the ro#ect$ Phasing !eans that all needed activities to get to the end of the ro#ect are listed and lanned in certain s ecified ti!e areas$ At the end of each ti!e area 'A !ilestone), it !ust "e clear to all artici ants, what activities are co! leted and what delivera"les are roduced$ In this wa& all artici ants 'and also the for!al client) have a clear view on the state of the ro#ect$ At each !ilestone, there is a !eeting "etween the ro#ect leader and the for!al client to see whether things go as ro!ised$ If not there can "e ad#ust!ents !ade to the rest of the ro#ect, "ust worst case, the for!al client can even decide to sto with the ro#ect$ 1hese !eetings are known as go2no go !eetings$ 3.1 Phasing *rinci*les 1ake &our ti!e to think things through$ <uite often, if ti!e is ressing, one tends to start with the ro#ect as fast as ossi"le, without thinking of all conse*uences$ So the chance of !aking !istakes is !uch larger in these cases "ut the a!ount of ti!e &ou have to re air is !uch shorter$ So es eciall& in these cases, &ou have to take &our ti!e to !ake a good ro#ect lan$ Fook at the ro#ect fro! two directions$ @ou will find that if we start with a ro#ect, that the actions we have to take in the first hase are *uite clear$ ,ut as we tr& to look further in the future the& "eco!e !ore vague$ 1hat is wh& &ou have to look at the ro#ect fro! two directions: the first direction is the natural a roach, &ou stand at the starting oint and &ou tr& to find out what &ou have to do to get the end of the ro#ect$ 1he second wa& to look at the ro#ect is to stand at the end$ I!agine that &ou alread& have achieved all &ou wanted with this ro#ect and than tr& to figure out what !ust have ha ened to get here$ Ste wise refine!ent$ 1his is of course a rinci le that &ou are alread& ver& fa!iliar with$ In constructing software this is one of the !ost i! ortant rinci les$ And &ou will find that it works *uite well for !aking a ro#ect lan$ If &ou start with the hasing donGt go in to !uch detail at once, "ut first tr& to work out the "ig icture$

3.2 Descri*tion of a *hase 1he descri tion of a hase consists of two arts: activities 1he !ain art of the descri tion of a hase contains actions the ro#ect grou has to take to get to the defined result$ 1his !eans that &ou can onl& use ver"sH su"2delivera"les 1he activities in this hase will lead to a nu!"er of measura1le results$ 1hese results have to "e shown to the for!al client to give hi! or her a wa& to check the rogress and the *ualit& of the ro#ect$ ,eside these su"2 delivera"les, &ou have to roduce two docu!ents at the end of each hase: a revised ro#ect lan and a ro#ect re ort$ ,ecause &ou have finished a hase at lot of ele!ents in the original ro#ect lan will "e in need of an u date 'the ne.t hase "eco!es clearer, the needed ti!e can "e calculated !ore recisel&, etc$)$ In the ro#ect re ort &ou give an overview of the roceedings o the ro#ect so far 'did &ou !eet all schedules, were there an& "ig ro"le!s, etc$)$ At the end of each hase the ro#ect grou Ileader has a for!al !eeting with the client$ In this !eeting the ro#ect grou has to show all ro!ised delivera"les until now and the new ro#ect lan and the re ort will "e discussed$ In this !eeting the for!al client e. licitl& has to give his a roval to continue with the ro#ect$

'

Management *lan

1o achieve the ro#ect delivera"les we have li!ited resources$ 1o guard these resources and !ake sure that we get a high *ualit&, we develo a !anage!ent lan$ In this lan si. ele!ents are discussed: M2ne& 0kills 3ualit& -nfor!ation 4i!e 2rganisation known as M2035-42$ %or each of these ele!ents we have to set a nor!, so we can control and if necessar& ad#ust the ro#ect ' or !a&"e the nor!) in ti!e$ '.1 Mone# %or !ost ro#ects there is #ust a li!ited a!ount of !one& availa"le$ So we have to s ecif& as recise as ossi"le the e. enses weGll !ake during the ro#ect$ So!e ossi"le e. enses are : wages, used !aterials, services fro! third arties, "ut also &ou !ust think of !one& s end on housing, etc$ So!e ro#ects will also have so!e rofits, during the ro#ect$ @ou can think of su"sidies, s onsoring, etc$ %or the !anage!ent lan &ou have to differentiate 1etween costs and rofits during the ro#ect and after '"ecause off) the ro#ect$ Also rofits or costs which can0t "e shown in !one& have to "e listed$

10

'.2 0kills In this section &ou descri"e what skills &ou need during the different hases of &our ro#ect to achieve the desired result$ %or instance at the "eginning of a ro#ect &ou need eo le who are ca a"le of !aking lans, who can foresee ro"le!s, etc$ In general &our ro#ect tea! is *uite s!all$ At a later hase, in a software ro#ect, &ou need eo le with e. erience in coding 'and of course in the language &ou decide to use)$ 1he tea! will "e !uch larger then$ So for all hases &ou have to deter!ine *ualit& and *uantit& of &our ro#ect tea!$ 4ow is also a good ti!e to s ecif& whether so!e courses are needed for &our ro#ect tea!$ '.3 3ualit# 1his is alwa&s a ver& difficult su"#ect$ In this section &ou have to descri"e how &ou think &ou0ll get a high *ualit& for &our ro#ect delivera"les$ %irst &ou have to set a nor!, what do &ou define as *ualit&CC 1han &ou have to convince the for!al client that &our ro#ect tea! is ver& ca a"le of achieving this wanted *ualit& and that &our control !echanis! is a ro riate to detect ro"le!s and to "e a"le to co e with the! in ti!e$ 1he *ualit& of &ou ro#ect lan is of course a first ste in the right direction$

'.' -nformation In a ro#ect &ou have an enor!ous a!ount of a er work$ 1o get so!e structure in all the roduced docu!ents, it is ver& i! ortant to decide "eforehand how &ou are going to handle the!$ %or this effect &ou can use a ver& si! le, "ut effective infor!ation !atri., in which all tea! !e!"ers can see what infor!ation will "e roduced "& who!, and who gets the docu!ents etc$ HoriJontall& &ou write down all ossi"le docu!ents, verticall& &ou write down all eo le or grou s who are related to the ro#ect$ %or e.a! le: Pro#ect lan Pro#ect re ort delivera"le !inutes $$$ for!al client A A ro#ect leader +r +r A ro#ect tea! +i +i +i secretar& S, Ar S, Ar +r $$$$$ legenda: +r +i A S K Ar +raw u +iscuss A rove Send Keceive Archive

11

'.) 4ime 1his is a ver& straightforward as ect of the ro#ect lan$ 1he "asis for this as ect is !ade in the hasing cha ter$ %or all activities listed in this cha ter &ou have to !ake a forecast on the a!ount of ti!e needed to successfull& carr& out these activities$ In this as ect &ou have to !ake a difference in actual !an2hours needed to do the #o" and in the actual ti!e it takes$ %or instance, if &ou have to ac*uire a certain release of a software rogra! &ou need$ 1han the a!ount of !an2hours ut in this activit& will "e ver& s!all$ ,ut the actual a!ount of ti!e e. ired, "efore &ou get the roduct, can take several weeks$

'.+ 2rganisation 1o get a successful ro#ect it is essential that all artici ants have a clear view over their tasks and res onsi"ilities$ It has to "e *uite clear for all ro#ect workers who is their hierarchical leader during the ro#ect$ A ver& co!!on !istake in a ro#ect is that the ro#ect leader has no for!al wa&s to correct his ro#ect tea! 'if needed)$ In that case e.ternal arties, who are not involved in the ro#ect, can ut ressure on !e!"ers of the ro#ect tea! to give riorit& to other !atters$ So in the "eginning of a ro#ect &ou have to for!alise who are the decision !akers on a ro#ect, who has got what res onsi"ilities, what are the co!!unication channels, etc$ %or instance, a ro#ect can have the following structure:
F o rm a l l! e " t

P r o je c t L e a d e r S e c re ta ry P r o je c t m e m b e r A P r o je c t m e m b e r B ......... P r o je c t m e m b e r X

12

A**endix A

6hess%clu1

1he e.ecutive co!!ittee of the chess clu" >the white rook0 was looking worried$ 1he !e!"ershi figure was steadil& decreasingL !an& older !e!"ers gave u and onl& s oradicall& new !e!"ers #oined the clu"$ +ue to a s!all nu!"er of !e!"ers 'contri"ution) the clu" has financial ro"le!s and it !ight have to close$ In ever& !eeting this to ic was "rought u "ut till now ever& discussion a"out this got "agged down in endlessl& re etitious arguing$ Maa 'the chair!an) took the view that the "ad i!age of chess was to "la!e for thisL the &outh wants d&na!ics$ 1he secretar& full& agreed with this and suggested to start a ro!otional ca! aign to i! rove the i!age$ After endless discussion a"out the ossi"ilities the !eeting "roke u without entering concrete argu!ents whatsoever$ In toda&0s !eeting things went as usualL the nor!al re!arks were !ade and a so!ewhat wear& silence was revalent$ 1hen Narel 'father of two childrenL age 12 and 18) ca!e u with a new idea: O3h& not using the Internet to ro!ote our clu"CP @ou see, his children are addicted to this !ediu! and each night the& are chatting for at least one hour$ @ou !a& understand that in the fa!il& of Narel !an& argu!ents have taken lace "ecause Narel had for"idden his children to !ake use of the co! uter for !ore than one hour a da&$ Kecentl& things went well, as the children had "een so s!art to draw father0s attention to the !an& chess ossi"ilities on Internet$ 4ow Narel has "een ke t *uiet with the co! uter for !an& hours$ 1he other co!!ittee !e!"ers reacted enthusiasticall& on the idea$ Owe can !ake the results u"licP Owe !ake a children0s age, with s!all *uiJJesP O!e!"ers can a l& through InternetP OI still have a written2off co! uter which can "e used for thisP OIf we have a co! uter, than we can co! uterise the !e!"ershi records and deal with the defaulters !ore effectivel&P It was clear to ever&"od& that the& wanted to tr& this out, "ut still there were so!e critical re!arks: Owe don0t know an&thing a"out co! utersP Owe also need to "u& a rinterP Oare there !e!"ers with knowledge a"out InternetCP ,& chance Maa 0s neigh"our is a student at %ont&s Infor!ation 1echnolog& and Maa was re*uested to contact his "o& ne.t door if he would "e willing to hel the clu" with their Internet re*uire!ents$ assignments: 1. 2. Make a mind ma* for the 6hess clu1 using the 7 Project 0tatement su1jects. 2n A3 *a*er with *en and markers. Write a *roject statement for the chess clu1 1ased on the mind ma*
13

A**endix 8

Phasing%exercise and M2035-42

In the revious e.ercise &ou have written a ro#ect2definition for a 9hess2clu"$ In this e.ercise we are going to construct a ossi"le activit&2 lan for this ro#ect$ 1he first thing we have to do is, think a"out all activities we need to do to achieve the desired ro#ect result$ A ver& useful !ethod for this is the P-S12I1 !ethod$ Ever& !e!"er of the ro#ect grou takes a nu!"er of P-S12I1 a ers 'a"out 20 er erson)$ -n these a ers each individual writes down all activities he can think of which will "e necessar& for the ro#ect$ %or ever& activit& a se*arate a er is used and there should "e no co!!unication "etween the !e!"ers of the ro#ect grou $ If ossi"le &ou also write down the esti!ated ti!e this s ecific activit& will take and what aids &ou will need to co! lete this activit&$ After a"out 10 !inutes the grou !e!"ers co!"ine their P-S12I1 a ers and discuss the!$ Activities that a ear !ore than once can "e re!oved$ 3hen the grou thinks the& have a fairl& co! lete overview of all activities, the a ers are laced in a network$ 1hrough this network it will "e ossi"le to find the de endencies in the activities$ A ossi"le result is shown "elow$

E H

14

3hen the grou is satisfied with the order and the co! leteness of the network, the network can "e divided in a nu!"er of hases$

#$a%e 1

#$a%e 2

#$a%e 3

#$a%e 4

E H

At the end of each ti!e area 'A !ilestone), it !ust "e clear to all artici ants, what activities are co! leted and what delivera"les are roduced$ In this wa& all artici ants 'and also the for!al client) have a clear view on the state of the ro#ect$ So all su"2delivera"les !ust "e e.actl& s ecified for ever& !ilestone$ %or ever& !ilestone there are not onl& ro#ect delivera"les "ut there should alwa&s "e a so called rocess2docu!ent$ In (1 this rocess2docu!ent is the ro#ect2 lan$ In all other !ilestones the rocess2docu!ent descri"es how well ' or !a&"e how "ad) the ro#ect until now has "een$

assignments: 1. A**l# the P204%-4 method to the chess *roject. 4hen write down the result in a *roject *hasing diagram with descri*tions of acti9ities, su1%deli9era1les and milestones. 2. Also write down the management *lan with the M2035-42 items for the chess *roject. 5se #our imagination to come u* with reasona1le num1ers for this *roject.

15

A**endix 6

"ont#s Promo%6ase

Narel Foonstra is !anaging director of %ont&s I91 and wants to increase nu!"er of students "& ro!oting his education institute to future students$ %or this ur ose he would like to organiJe an event for Eindhoven and 1il"urg, the two locations of %ont&s I91$ 1he target grou is u ils in the last two &ears of high school$ :oal is to give a ositive i!age of %ont&s I91 and it should "e attractive for the u ils to artici ate$ -f course (r$ Foonstra is ver& "us& !anaging %ont&s I91, so he would like to ask &ou to hel hi! organiJe this event$ Assign!ent : make a com*lete *roject *lan for the "ont#s Promotion :9ent.

1he first ste is to organiJe an interview with (ister Foonstra to get a clearer view of his ro"le!s and his wishes$

16

A**endix D

D2; < 6ase

(ister de Vere is chair of a Nennel 9lu": ON9 Ha & 1ailP in Eindhoven$ Kecentl& the kennel clu" has received a lot of co! laints fro! the neigh"orhood a"out the !ostl& large dogs the !e!"ers of the clu" own$ Peo le see! to think that these dogs are dangerous for their children and for the!selves$ 1o roof differentl&, the clu" wants to organiJe a dog show unlike all >standard0 shows the& have organiJed so far$ ,ecause his clu" onl& has a e. erience with these standard2 shows like "reed shows, o"edience co! etitions etc$ (ister de Vere wants to start a ro#ect to organiJe this different show$ %or this ur ose he has asked for &our hel H Assign!ent : make a com*lete *roject *lan for the dog%show. 1he first ste is to organiJe an interview with (ister de Vere to get a clearer view of his ro"le!s and his wishes$

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