The Project Management Process - Week 3

Project Management 3. Project Management Plans

Week 3

Project management plans

Why
What
How
When
Who

Why
What
How
When
Who
Why is this project happening? Why now? Why us?

Why
What
How
When
Who
What solution needs to be put in place to achieve the goals? What work needs to happen to build the solution?

Why
What
How
When
Who
How do we get this solution in place? How do we know when we’re done?

Why
What
How
When
Who
When do work activities happen? What do we need to do first? What’s last?

Why
What
How
When
Who
Who do we need to deliver this project successfully?

And what will it cost? $

Course objectives
Implement IT project planning and selection techniques
Appreciate the importance of project portfolio management

The project management plan
Benefits of planning
What to consider in your plan
Guidelines
Reviewing a plan

Plans are useless. Planning is indispensible
Dwight Eisenhower

Guidelines
Reviewing a plan

http://flickr.com/photos/xabier-martinez/225627841/ Why plan? Why plan?

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Works out the timeline and budget http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget Helps understand the effects of changes http://flickr.com/photos/xabier-martinez/225627841/

The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Makes sure you are doing the right thing Works out the timeline and budget Helps understand the effects of changes http://flickr.com/photos/xabier-martinez/225627841/

Guidelines
Reviewing a plan

Who will read it?
What do they need to know?
Do they come in cold?

What is your project going to deliver? Scope The work to be done = The target product

Hunt, B. et al. (2003). Project charter . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/charter.doc (partial)

Hunt, B. et al. (2003). Project scope statement . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial)

What is your project going to deliver? Definition The work to be done =?= The target product

What is your project going to deliver? Change control The work to be done =?= The target product

What is your project going to deliver? Value? The work to be done =?= The target product

The WBS

The right way The wrong way

Focus on deliverables Focus on processes

Align to value Align to process stages

Why? Why not?

Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176) The wrong way? Note the Layers

Table 5.3 Sample tabular WBS (Schwalbe, 2006, p176) 1.0 Concept 1.1 Evaluate current systems 1.2 Define requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

http://images.google.com.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2

Document your assumptions Very little knowledge Complete knowledge Degree of knowledge over time

Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)

Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4

http://www.winningwithadd.com/organization/

Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)

tools rasci (aka raci) ram

http://makeitstrategic.com/index.php?blog=5&cat=18

r a s c i responsible accountable supportive consulted informed

r a m responsibility assignment matrix http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc

Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4 R R R R R R

Figure 9.4 Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360) OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure

One and only one person can be accountable . Multiple people can be responsible and certainly others can be informed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix , Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08

Project organisations go farther than workers and work

Project Team structure
Project Sponsor Project Manager Craig Brown
Working Group:
Design focus
OLA decisions and choices
Formal review & validation of deliverables
Business input and SME access
Steering Committee:
Governance focus
Approval of project strategy & plans
Endorsement of key OLA decisions
Final approval of the OLA Business case and Solution Design
Removal of major roadblocks & prioritisation
Analysts Testers Designer Change consultants Working Group Marketing Product Management Legal Finance Sales Customer Service Steering Committee Head of Marketing and Sales Head of Product Management Head of Customer Service Head of Finance Developers

Remember this?

You might break down the work by phases

http://flickr.com/photos/pshan427/2382209408/

So now you know what needs to be done

So now you know what needs to be done and who is going to do it.

So now you know what needs to be done and who is going to do it. But what about when ?

Schedule

http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076

Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)

Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)

Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)

http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076

Scope
Resource plan
Schedule

Why
What
How
When
Who

And what will it cost? $

Constructing a budget is easy
Sticking to it is hard.

How will you Monitor and Control the project?
Who needs to know?

Galloway, M. (2004). Status report . Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)

Risk management Degree of knowledge over time

BetterProjects.net http://www.betterprojects.net/search?q=risk+101 risks impact

Guidelines
Reviewing a plan

Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc. http://www.pcubed.com/Solutions/SolSixStep.asp

Guidelines
Reviewing a plan

http://thinh1808.files.wordpress.com/2007/12/projplan_sample_20050610_144024.pdf

BetterProjects.net
Title page pic care of cayusa & CC @ Flickr
http://flickr.com/photos/cayusa/465106926/

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The Project Management Process - Week 3

by Craig Brown on Aug 06, 2008

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