Putting the Project Pieces Together


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Putting the Project Pieces Together

  1. 1. Putting the Project Pieces Together Planning Training
  2. 2. Agenda Items <ul><li>Introduction </li></ul><ul><li>Planning Process </li></ul><ul><li>Planning Steps </li></ul><ul><li>Templates/Tools & Techniques </li></ul><ul><li>Evaluation </li></ul>
  3. 3. Training Goals <ul><li>Understand: </li></ul><ul><li>what planning is/is not </li></ul><ul><li>where and when to start </li></ul><ul><li>to adapt or tailor planning </li></ul><ul><li>shortening the planning time </li></ul><ul><li>what the project plan represents </li></ul><ul><li>process and supporting materials </li></ul>
  4. 4. Project Approach Project Manager (marionette) vs . Project Management Approach (participatory)
  5. 5. What it is and is not Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address. <ul><li>It is the work plan, not the work. </li></ul><ul><li>It is a definition of needed work and resources </li></ul>Initiate Plan Execute Control Close
  6. 6. Where Planning Fits Time Initiate Execute Close Control Level of Activity Plan Start Finish
  7. 7. Planning Process Overview Planning Core Work Plans Facilitating Control Plans Integrated Project Plan
  8. 8. Planning Objectives <ul><li>Agreements on: </li></ul><ul><li>Scope </li></ul><ul><li>Objectives </li></ul><ul><li>Work activities </li></ul><ul><li>Estimates </li></ul><ul><li>Resources required </li></ul><ul><li>Roles & responsibilities </li></ul><ul><li>How to change & update the plan </li></ul>
  9. 9. Importance / Lessons <ul><li>Straying from original goals, </li></ul><ul><li>Inadequate resourcing </li></ul><ul><li>Repetitive meetings - on what needs done </li></ul><ul><li>Frustration - poorly defined, communicated, and coordinated work activities </li></ul><ul><li>Issues not understood or related </li></ul><ul><li>Decisions repetitively re-opened or re-addressed </li></ul>
  10. 10. Input to Planning <ul><li>Product Description </li></ul><ul><li>Project Charter </li></ul><ul><li>Historical Information </li></ul><ul><li>Organizational Policies </li></ul><ul><li>Constraints </li></ul><ul><li>Assumptions </li></ul>
  11. 11. Output From Planning <ul><li>Project Plan </li></ul><ul><li>Updated Project Charter </li></ul><ul><li>Supporting Detail </li></ul>
  12. 12. Process Flexibility <ul><li>On most projects: </li></ul><ul><ul><li>planning steps are the same </li></ul></ul><ul><ul><li>the time spent and outcomes are flexible </li></ul></ul>Complex Project Simple Project High Formality Loose Formality
  13. 13. Formality is based on Complexities TC = 3 BC = 5 Result - Potential High Complexity (TC) (BC)
  14. 15. Planning diagram, Integrated Project Plan template.
  15. 16. 4. Develop Project Scope <ul><li>All the work, and only the work required </li></ul><ul><li>Scope Statement - agreement of what is and is not </li></ul><ul><ul><li>Includes: </li></ul></ul><ul><ul><li>primary objectives (products/deliverables) </li></ul></ul><ul><ul><li>major deliverable milestones </li></ul></ul><ul><ul><li>assumptions </li></ul></ul><ul><ul><li>constraints </li></ul></ul><ul><ul><li>completion criteria </li></ul></ul>Work Some may be cut and pasted from the product description or charter.
  16. 17. 4. Change Management Management of changes to the primary objectives and major deliverables milestones. <ul><li>. Change acceptance/expectations </li></ul><ul><li>. How changes will be evaluated </li></ul><ul><li>. How change will be managed </li></ul>The plan should include agreements of:
  17. 18. 5. Define and Sequence Activities <ul><li>Develop a Work Breakdown Structure(WBS) </li></ul><ul><li>Determine Dependencies (Sequencing) </li></ul><ul><ul><li>define work activities to manage, create and deliver the solution </li></ul></ul><ul><ul><li>determine the order of work activities or dependencies </li></ul></ul>
  18. 19. Examples WBS’s Hierarchy Diagram Format Table of Contents Format List Format
  19. 20. Examples of Sequencing
  20. 21. 6. Estimate Duration Determine Resource Needs <ul><li>Obtain initial estimate of likely duration for tasks </li></ul>does not take into account the number of people expected to perform the task. <ul><li>For each task </li></ul><ul><ul><li>- determine skills and resources </li></ul></ul>
  21. 22. 7. Determine How Quality will be Managed How will quality assurance and control be conducted? <ul><li>Identify Quality Standards </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Quality Control </li></ul>Sometimes performed by a 3rd Party Quality Plan How? What? Check
  22. 23. 8. Determine How to Meet Communication Needs <ul><li>The plan should determine: </li></ul><ul><ul><li>who needs what information </li></ul></ul><ul><ul><li>when will they need it </li></ul></ul><ul><ul><li>how will it be given to them </li></ul></ul><ul><ul><li>by whom </li></ul></ul><ul><ul><li>See PMO Standard </li></ul></ul><ul><ul><li>Directory Setup </li></ul></ul><ul><li>And determine how to: </li></ul><ul><ul><li>store, update, and disseminate information </li></ul></ul><ul><ul><li>close, file and archive information </li></ul></ul><ul><ul><li>update the comm. plan </li></ul></ul>
  23. 24. 9. Develop Schedule determining start and finish dates for tasks and assigning resources May Jun Jul Aug Sep Oct Nov
  24. 25. Define - then schedule Define Scope Define WBS Define Resources Define Deliverables Define Dependents
  25. 26. Terminology - This is a schedule or Gantt chart, not a WBS, not the project plan
  26. 27. 10. Estimate Resource Costs <ul><li>Develop cost estimates for: </li></ul><ul><ul><li>internal & external labor (hrs,rates) </li></ul></ul><ul><ul><li>materials </li></ul></ul><ul><ul><li>supplies </li></ul></ul><ul><ul><li>contracts </li></ul></ul><ul><ul><li>special costs </li></ul></ul>refined during the course of the project , definitive just prior to construction Estimate 50 - 100 - 150 70 - 100 - 130 80 - 100 - 120 Definitive + or - 20% ROM + or - 50% Intermediate + or - 30%
  27. 28. 11. Organize and Acquire Staff
  28. 29. 12. Determine What to Procure and When <ul><li>Procurement planning determines: </li></ul><ul><ul><li>whether, what, and how much, </li></ul></ul><ul><ul><li>how and when, </li></ul></ul><ul><ul><li>how to manage solicitations, selection, contract administration, and closeout </li></ul></ul><ul><li>Procurement documents: </li></ul><ul><ul><li>SOW - Statement of Work </li></ul></ul><ul><ul><li>RFP - Request for Proposal </li></ul></ul><ul><ul><li>Evaluation Criteria </li></ul></ul>Actual solicitation is part of execution
  29. 30. 13. Build Budget and Spending Plan Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.
  30. 31. 14. Identify Risk & Create Risk Response Plan <ul><li>Risk planning involves: </li></ul><ul><ul><li>identifying risks w/high effect and impact </li></ul></ul><ul><ul><li>planning for risk mitigation or contingency </li></ul></ul><ul><li>Common sources of risk: </li></ul><ul><ul><li>Changes in requirements </li></ul></ul><ul><ul><li>Design errors and omissions </li></ul></ul><ul><ul><li>Roles and responsibilities misunderstood </li></ul></ul><ul><ul><li>Poor estimates or unsupported estimates </li></ul></ul><ul><ul><li>Insufficiently skilled staff </li></ul></ul><ul><ul><li>Impossible timeframes </li></ul></ul>
  31. 32. 15. Integrate the Plans Previous steps are reiterated to create a coherent plan. <ul><li>for example: </li></ul><ul><li>initial draft - reflects generic skills and duration </li></ul><ul><li>final plan - reflects specific resources and dates </li></ul>
  32. 38. Hardcopy Binders PMO Project Management Guide
  33. 40. Please take some time for Class Evaluation!