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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  • Def : A project management plan (or project plan) is a formal approved document used to coordinate all project planning documents and help guide a project’s execution and control Plans created in the other knowledge areas are subsidiary parts of the overall project management plan
  • Important to fit needs of specific project; small or large Many ways to organize and present a project plan, common elements include: Introduction or Overview Description of organisation Management and technical processes Work to be done Schedule Budget information
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Plans are unique just like projects First and foremost guide project execution by helping the project manager lead the project team and assess project status Plans should be: Dynamic Flexible Updated as changes occur Project Plans are used to: Guide project execution Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Provide a baseline for progress measurement and project control
  • Important to fit needs of specific project; small or large Many ways to organize and present a project plan, common elements include: Introduction or Overview Description of organisation Management and technical processes Work to be done Schedule Budget information
  • Introduction or Overview Project name should be unique Brief description outline of goals and reason for project. written in layperson’s terms, avoiding technical terms include rough time and cost estimate Sponsor’s name include name, title and contact information Names of project manager and key team members List of deliverables list of products produced as part of project examples; software applications, pieces of hardware, technical reports, training materials etc... List of reference materials list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc… List of definitions and acronyms include this section only if appropriate IT projects involve terminology unique to a particular industry or technology provide a list of definitions to avoid confusion
  • Introduction or Overview Project name should be unique Brief description outline of goals and reason for project. written in layperson’s terms, avoiding technical terms include rough time and cost estimate Sponsor’s name include name, title and contact information Names of project manager and key team members List of deliverables list of products produced as part of project examples; software applications, pieces of hardware, technical reports, training materials etc... List of reference materials list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc… List of definitions and acronyms include this section only if appropriate IT projects involve terminology unique to a particular industry or technology provide a list of definitions to avoid confusion
  • Introduction or Overview Project name should be unique Brief description outline of goals and reason for project. written in layperson’s terms, avoiding technical terms include rough time and cost estimate Sponsor’s name include name, title and contact information Names of project manager and key team members List of deliverables list of products produced as part of project examples; software applications, pieces of hardware, technical reports, training materials etc... List of reference materials list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc… List of definitions and acronyms include this section only if appropriate IT projects involve terminology unique to a particular industry or technology provide a list of definitions to avoid confusion
  • Introduction or Overview Project name should be unique Brief description outline of goals and reason for project. written in layperson’s terms, avoiding technical terms include rough time and cost estimate Sponsor’s name include name, title and contact information Names of project manager and key team members List of deliverables list of products produced as part of project examples; software applications, pieces of hardware, technical reports, training materials etc... List of reference materials list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc… List of definitions and acronyms include this section only if appropriate IT projects involve terminology unique to a particular industry or technology provide a list of definitions to avoid confusion
  • Management and Technical Processes Management objectives top management view of project priorities major assumptions or constraints/limitation/restriction Project controls describes how to monitor project progress monthly, quarterly status reviews Other work-related information highlights key information, e.g. list specific hardware or software to use on the project or certain specifications to follow document major assumptions made in defining project work
  • Description of Organization Organizational charts sponsor company customers company project Project responsibilities responsibility assignment matrix (RAM)
  • Description of Organization Organizational charts sponsor company customers company project Project responsibilities responsibility assignment matrix (RAM)
  • Management and Technical Processes cont’d… Risk management process for identifying and controlling risks risk management plan; Project staffing description of types and number of people staffing management plan; resource histograms Technical processes formats for technical documents, CASE tools etc…
  • Description of Organization Organizational charts sponsor company customers company project Project responsibilities responsibility assignment matrix (RAM)
  • Description of Organization Organizational charts sponsor company customers company project Project responsibilities responsibility assignment matrix (RAM)
  • Description of Organization Organizational charts sponsor company customers company project Project responsibilities responsibility assignment matrix (RAM)
  • Other information process related information e.g. software upgrade project; provide diagram of steps Other information process related information e.g. software upgrade project; provide diagram of steps
  • Other information process related information e.g. software upgrade project; provide diagram of steps Work to be done Major work packages description of work to perform, and references the scope management plan scope management plan; project charter, scope statement, work breakdown structure Key deliverables description of products produced as part of project includes description of quality expectations
  • Schedule Summary schedule one-page summary of the overall schedule milestone report Detailed schedule detailed information and references schedule management plan schedule management plan; Gantt chart, network diagram Other schedule-related information document major assumptions made in preparing schedules
  • Budget Summary budget total estimate of overall budget, could include estimates by month or year sorted by categories Detailed budget detailed budget and includes cost management plan cost management plan; cost estimates, budget Other budget-related information document major assumptions made in relation to financial aspects of the project
  • Budget Summary budget total estimate of overall budget, could include estimates by month or year sorted by categories Detailed budget detailed budget and includes cost management plan cost management plan; cost estimates, budget Other budget-related information document major assumptions made in relation to financial aspects of the project
  • Management and Technical Processes Management objectives top management view of project priorities major assumptions or constraints/limitation/restriction Project controls describes how to monitor project progress monthly, quarterly status reviews
  • Guidelines Many organizations use guidelines to create project management plans Project management software come with template files to use as guidelines The project management plan includes all project planning documents. Plans created in other knowledge areas are subsidiary parts of the overall project management plan Government agencies provide guidelines for creating project management plans Many private organizations standards are not as rigorous however it is good practice to follow standards or guidelines Sample templates: http://www.augsburg.edu/ppages/~schwalbe/templates/pmlinks.html CP829_Lecture_Week3_Templates_4e.zip
  • Week 3 1218026127441315 9

    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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