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The Project Management Process - Week 3

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  • + zhourq rq zhou 4 months ago
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  • + ramankumar RAMAN KUMAR 10 months ago
    excellent presentation

    raman kumar
    ex-(P&A) SAIL INDIA
  • + akshatrj akshatrj 2 years ago
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The Project Management Process - Week 3 - Presentation Transcript

  1. Project Management 3. Project Management Plans
  2. Week 3
  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?
  10. 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
    • 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
    • The project management plan
    • Benefits of planning
    • What to consider in your plan
    • Guidelines
    • Reviewing a plan
  16. http://flickr.com/photos/xabier-martinez/225627841/ Why plan? Why plan?
  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. 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. 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. 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. 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. 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. 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. 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/
    • The project management plan
    • Benefits of planning
    • What to consider in your plan
    • Guidelines
    • Reviewing a plan
  26.  
  27. ?
    • Who will read it?
    • What do they need to know?
    • Do they come in cold?
  29. What is your project going to deliver? Scope The work to be done = The target product
  30. Hunt, B. et al. (2003). Project charter . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/charter.doc (partial)
  31. Hunt, B. et al. (2003). Project scope statement . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial)
  32. What is your project going to deliver? Definition The work to be done =?= The target product
  33. What is your project going to deliver? Change control The work to be done =?= The target product
  34. What is your project going to deliver? Value? The work to be done =?= The target product
  35. The WBS
  36. The right way The wrong way
  37. Focus on deliverables Focus on processes
  38. Align to value Align to process stages
  39. Why? Why not?
  40. Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176) The wrong way? Note the Layers
  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
  42. http://images.google.com.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2
  43. Document your assumptions Very little knowledge Complete knowledge Degree of knowledge over time
  44. OBS
  45. Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)
  46. Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4
  47. http://www.winningwithadd.com/organization/
  48. Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)
  49. tools rasci (aka raci) ram
  50. http://makeitstrategic.com/index.php?blog=5&cat=18
  51. r a s c i responsible accountable supportive consulted informed
  52. r a m responsibility assignment matrix http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc
  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
  54. Figure 9.4 Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360) OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure
  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
  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
  57. 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
  59. Remember this?
  60. You might break down the work by phases
  61. Why?
  62. http://flickr.com/photos/pshan427/2382209408/
  63. So now you know what needs to be done
  64. So now you know what needs to be done and who is going to do it.
  65. So now you know what needs to be done and who is going to do it. But what about when ?
    • Schedule
  67. http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
  68. Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)
  69. Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)
  70. Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)
  71. http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
    • Scope
    • Resource plan
    • Schedule
    • Why
    • What
    • How
    • When
    • Who
  74. And what will it cost? $
  75.  
  76.  
    • Constructing a budget is easy
    • Sticking to it is hard.
  78.  
    • How will you Monitor and Control the project?
    • Who needs to know?
  80. Galloway, M. (2004). Status report . Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)
  81. Risk management Degree of knowledge over time
  82. BetterProjects.net http://www.betterprojects.net/search?q=risk+101 risks impact
    • The project management plan
    • Benefits of planning
    • What to consider in your plan
    • Guidelines
    • Reviewing a plan
  84. Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc.   http://www.pcubed.com/Solutions/SolSixStep.asp
    • The project management plan
    • Benefits of planning
    • What to consider in your plan
    • Guidelines
    • Reviewing a plan
    • http://thinh1808.files.wordpress.com/2007/12/projplan_sample_20050610_144024.pdf
  87. BetterProjects.net
    • Title page pic care of cayusa & CC @ Flickr
    • http://flickr.com/photos/cayusa/465106926/

+ Craig BrownCraig Brown, 2 years ago

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