Project Management 3. Project Management Plans
Week 3
Project management plans
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>Why is thi...
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>What solut...
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>How do we ...
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>When do wo...
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>Who do we ...
And what will it cost? $
<ul><li>Course objectives </li></ul><ul><li>Implement IT project planning and selection techniques </li></ul><ul><li>Appre...
<ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan...
<ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan...
<ul><li>Plans are useless.  Planning is indispensible </li></ul><ul><li>Dwight Eisenhower </li></ul>
<ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your 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-mart...
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities http://flickr....
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you thin...
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you thin...
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you thin...
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you thin...
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you thin...
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you thin...
<ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan...
 
?
<ul><li>Who will read it? </li></ul><ul><li>What do they need to know? </li></ul><ul><li>Do they come in cold? </li></ul>
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/char...
Hunt, B. et al. (2003).  Project scope statement . Retrieved January 23, 2006 from  http://webpages.charter.net/hafox/pm/d...
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....
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
OBS
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%20M...
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 W...
One and only one person can be  accountable . Multiple people can be responsible and certainly others can be informed and ...
One and only one person can be  accountable . Multiple people can be responsible and certainly others can be informed and ...
Project organisations go farther than workers and work
<ul><li>Project Team structure </li></ul>Project Sponsor Project Manager Craig Brown <ul><li>Working Group: </li></ul><ul>...
Remember this?
You  might  break down the work by phases
Why?
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 ?
<ul><li>Schedule </li></ul>
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
<ul><li>Scope </li></ul><ul><li>Resource plan </li></ul><ul><li>Schedule </li></ul>
<ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>
And what will it cost? $
 
 
<ul><li>Constructing a budget is easy </li></ul><ul><li>Sticking to it is hard. </li></ul>
 
<ul><li>How will you Monitor and Control the project? </li></ul><ul><li>Who needs to know? </li></ul>
Galloway, M. (2004).  Status report . Retrieved January 23, 2006 from  http://web.augsburg.edu/~oie/mis376/documents/SR1.d...
Risk management Degree of knowledge over time
BetterProjects.net http://www.betterprojects.net/search?q=risk+101   risks impact
<ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan...
Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc.     http://www.pcubed.com/Solutions/SolSixSt...
<ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan...
<ul><li>http://thinh1808.files.wordpress.com/2007/12/projplan_sample_20050610_144024.pdf </li></ul>
BetterProjects.net <ul><li>Title page pic care of cayusa & CC @ Flickr </li></ul><ul><li>http://flickr.com/photos/cayusa/4...
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The Project Management Process - Week 3

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  • The Project Management Process - Week 3

    1. 1. Project Management 3. Project Management Plans
    2. 2. Week 3
    3. 3. Project management plans
    4. 4. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>
    5. 5. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>Why is this project happening? Why now? Why us?
    6. 6. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>What solution needs to be put in place to achieve the goals? What work needs to happen to build the solution?
    7. 7. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>How do we get this solution in place? How do we know when we’re done?
    8. 8. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>When do work activities happen? What do we need to do first? What’s last?
    9. 9. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>Who do we need to deliver this project successfully?
    10. 10. And what will it cost? $
    11. 11. <ul><li>Course objectives </li></ul><ul><li>Implement IT project planning and selection techniques </li></ul><ul><li>Appreciate the importance of project portfolio management </li></ul>
    12. 12. <ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan </li></ul><ul><li>Guidelines </li></ul><ul><li>Reviewing a plan </li></ul>
    13. 13. <ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan </li></ul><ul><li>Guidelines </li></ul><ul><li>Reviewing a plan </li></ul>
    14. 14. <ul><li>Plans are useless. Planning is indispensible </li></ul><ul><li>Dwight Eisenhower </li></ul>
    15. 15. <ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan </li></ul><ul><li>Guidelines </li></ul><ul><li>Reviewing a plan </li></ul>
    16. 16. http://flickr.com/photos/xabier-martinez/225627841/ Why plan? Why plan?
    17. 17. 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/
    18. 18. 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/
    19. 19. 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/
    20. 20. 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/
    21. 21. 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/
    22. 22. 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/
    23. 23. 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/
    24. 24. 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/
    25. 25. <ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan </li></ul><ul><li>Guidelines </li></ul><ul><li>Reviewing a plan </li></ul>
    26. 27. ?
    27. 28. <ul><li>Who will read it? </li></ul><ul><li>What do they need to know? </li></ul><ul><li>Do they come in cold? </li></ul>
    28. 29. What is your project going to deliver? Scope The work to be done = The target product
    29. 30. Hunt, B. et al. (2003). Project charter . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/charter.doc (partial)
    30. 31. Hunt, B. et al. (2003). Project scope statement . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial)
    31. 32. What is your project going to deliver? Definition The work to be done =?= The target product
    32. 33. What is your project going to deliver? Change control The work to be done =?= The target product
    33. 34. What is your project going to deliver? Value? The work to be done =?= The target product
    34. 35. The WBS
    35. 36. The right way The wrong way
    36. 37. Focus on deliverables Focus on processes
    37. 38. Align to value Align to process stages
    38. 39. Why? Why not?
    39. 40. Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176) The wrong way? Note the Layers
    40. 41. 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
    41. 42. http://images.google.com.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2
    42. 43. Document your assumptions Very little knowledge Complete knowledge Degree of knowledge over time
    43. 44. OBS
    44. 45. Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)
    45. 46. Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4
    46. 47. http://www.winningwithadd.com/organization/
    47. 48. Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)
    48. 49. tools rasci (aka raci) ram
    49. 50. http://makeitstrategic.com/index.php?blog=5&cat=18
    50. 51. r a s c i responsible accountable supportive consulted informed
    51. 52. r a m responsibility assignment matrix http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc
    52. 53. 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
    53. 54. Figure 9.4 Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360) OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure
    54. 55. 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
    55. 56. 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
    56. 57. Project organisations go farther than workers and work
    57. 58. <ul><li>Project Team structure </li></ul>Project Sponsor Project Manager Craig Brown <ul><li>Working Group: </li></ul><ul><li>Design focus </li></ul><ul><li>OLA decisions and choices </li></ul><ul><li>Formal review & validation of deliverables </li></ul><ul><li>Business input and SME access </li></ul><ul><li>Steering Committee: </li></ul><ul><li>Governance focus </li></ul><ul><li>Approval of project strategy & plans </li></ul><ul><li>Endorsement of key OLA decisions </li></ul><ul><li>Final approval of the OLA Business case and Solution Design </li></ul><ul><li>Removal of major roadblocks & prioritisation </li></ul>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
    58. 59. Remember this?
    59. 60. You might break down the work by phases
    60. 61. Why?
    61. 62. http://flickr.com/photos/pshan427/2382209408/
    62. 63. So now you know what needs to be done
    63. 64. So now you know what needs to be done and who is going to do it.
    64. 65. So now you know what needs to be done and who is going to do it. But what about when ?
    65. 66. <ul><li>Schedule </li></ul>
    66. 67. http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
    67. 68. Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)
    68. 69. Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)
    69. 70. Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)
    70. 71. http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
    71. 72. <ul><li>Scope </li></ul><ul><li>Resource plan </li></ul><ul><li>Schedule </li></ul>
    72. 73. <ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>When </li></ul><ul><li>Who </li></ul>
    73. 74. And what will it cost? $
    74. 77. <ul><li>Constructing a budget is easy </li></ul><ul><li>Sticking to it is hard. </li></ul>
    75. 79. <ul><li>How will you Monitor and Control the project? </li></ul><ul><li>Who needs to know? </li></ul>
    76. 80. Galloway, M. (2004). Status report . Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)
    77. 81. Risk management Degree of knowledge over time
    78. 82. BetterProjects.net http://www.betterprojects.net/search?q=risk+101 risks impact
    79. 83. <ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan </li></ul><ul><li>Guidelines </li></ul><ul><li>Reviewing a plan </li></ul>
    80. 84. Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc.   http://www.pcubed.com/Solutions/SolSixStep.asp
    81. 85. <ul><li>The project management plan </li></ul><ul><li>Benefits of planning </li></ul><ul><li>What to consider in your plan </li></ul><ul><li>Guidelines </li></ul><ul><li>Reviewing a plan </li></ul>
    82. 86. <ul><li>http://thinh1808.files.wordpress.com/2007/12/projplan_sample_20050610_144024.pdf </li></ul>
    83. 87. BetterProjects.net <ul><li>Title page pic care of cayusa & CC @ Flickr </li></ul><ul><li>http://flickr.com/photos/cayusa/465106926/ </li></ul>
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