About creating project management plans

1. Project Management 3. Project Management Plans

2. Week 3

3. Project management plans

10. And what will it cost? $

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/

27. ?

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

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 ?

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

74. And what will it cost? $

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

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