Session 04 - Project Planning

Classification: Restricted
PMP Certification Training
Project Planning

Agenda
• Develop Project Management Plan
• Plan Scope Management
• Collect Requirements
• Requirements Documentation
• Define Scope
• Create WBS
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Duration
• Develop Schedule

Develop Project ManagementPlan
• Documenting the actions necessary to define, prepare, integrate, &
coordinateall subsidiary plans into a project management plan.

Develop Project ManagementPlan

Project Management Plan
• Integrates and consolidates all of the subsidiary management plans
and baselines from the planning processes.
• Includes but not limited to:
 Project management processes selected by the project
management team.
 Level of implementation of each selected process.
 Descriptions of tools & techniques
 How the selected processes will be selected to manage the specific
project
• How work will be executed to accomplish objectives
• A change management plan

Project Management Plan contents

Plan Scope Management

Scope Planning

Project Scope Vs. ProductScope
• Project Scope: The work that needs to be accomplished to deliver a
product, service, or result with the specified features and functions
• Product Scope: The features and functions that characterize a
product, service, or result

• The process of creating a scope management plan that documents
how the project scope will be defined, validated and controlled.
• It provides guidance on how scope will be managed throughout the
project.

Project Scope Management Plan
• Part of Develop Project Management Plan
• The outcome of a planning effort that precedes performing the
processes of project scope management
• Documents how the scope will be defined, verified, controlled, and
how the work breakdown structure (WBS) will be created and
defined.
• Can be formal or informal depending on needs of the project.

It Includes:
• Processes for:
–Detailing the project scope statement.
–WBS creation, maintenance, and approval.
–Formal verification and acceptance of the completed project
deliverables.
–Control how requests to change the detailed project scope
statement will be processed.

Requirements Management Plan (RQM)
• A Plan that documents how requirements will be analyzed, document
and managed (tracked, reported, prioritized…) throughout the project life
cycle.

Requirements Management Plan (RQM) Components
• How Requirement activities will be planned, tracked and reported
• Configuration Management Activities
• Requirements Prioritization Process
• Product Metrics
• Traceability Structure

Collect Requirements

Collect Requirement

Collect Requirement
• The process of defining and documenting stakeholders’ needs to meet
project
objectives.
• Requirements include the quantified and documented needs and
expectations of the sponsor, customer, and other stakeholders.
• WBS, cost, schedule and quality planning are all built upon these
requirements.
• Need to be elicited, analyzed, and recorded in enough detail to be
measured once project execution begins
• Project Requirements include business requirements, project
management
requirements, delivery requirements, etc.
• Product Requirements include information on technical requirements,
security requirements, performance requirements, etc.

Collect Requirements

Interviews
• Talking to stakeholders directly.
• Asking questions and recording answers
• “One-on-one”, or multiple interviewers and/ or interviewees.
• Interviewing:
Experienced participants
Stakeholders
Subject matter experts

Focus Groups
• Bring together prequalified stakeholders and subject matter experts.
• Trained moderator guides the group through an interactive
discussion.
• More conservational than one-on-one

Facilitated Workshops
• Focused sessions that bring key cross-functional stakeholders
together to define product requirements
• Helps in building trust, foster relationships, and improve
communication.
• Reveal and resolve issues more quickly than individual sessions.
• Examples: Joint Application Development (JAD) & Quality Function
Deployment (QFD)

Group Creativity Techniques
• Brainstorming. A technique used to generate and collect multiple ideas
related to project
and product requirements.
• Nominal group technique. This technique enhances brainstorming with
a voting process used to rank the most useful ideas for further
brainstorming or for prioritization.
• The Delphi Technique. A selected group of experts answers
questionnaires and provides feedback regarding the responses from
each round of requirements gathering. The responses are only available
to the facilitator to maintain anonymity
• ldea/mind mapping. Ideas created through individual brainstorming are
consolidated into a single map to reflect commonality and differences in
understanding, and generate new ideas.
• Affinity diagram. This technique allows large numbers of ideas to be
sorted into groups for review and analysis.

Mind Map Example

Group Decision

Questionnaires & Surveys
• Written sets of questions.
• Aim to quickly accumulate information from a broad group of
respondents.
• Most appropriate with broad audience, when quick turnaround is
needed, and where statistical analysis is appropriate.

Observations
• Viewing user performance
• Also called “Job shadowing”
• Helpful for detailed processes when people that use the product have
difficulty or reluctant to articulate their requirements
• Can uncover hidden requirements

Prototypes
• Provide a working model of the expected product before actually
building it.
• Support the concept of progressive elaboration through use of
iterative cycles of mock-up creation, user experimentation, feedback
generation and prototype revision.

Benchmarking
• Involves comparing actual or planned practices, such as processes
and operations, to those of comparable organizations to identify best
practices, generate ideas for improvement, and provide a basis for
measuring performance.
• Compared organizations can be external or internal.

Context Diagrams
• Visually depict the product scope
by showing a business system
(process, equipment, computer
system…etc.), and how people and
other systems (actors) interact
with it.
• Context diagrams show inputs to
the business system, the actor(s)
providing the input, the outputs of
the business system, and the
actor(s) receiving the output.

Requirements Documentation
• The document including the stakeholders’ requirements to meet the
business need for the project.
• Usually starts at a high level and then gets elaborated within the life
cycle of the project and according to the RQM

Requirements Documentation Elements
• Business need or opportunity
• Functional requirements and non functional requirements
• Quality requirements
• Acceptance criteria
• Business rules
• Impacts to other organizational areas, and other entities inside or
outside
the performing organization
• Support and training requirements
• Requirements assumptions and constraints

Requirements Traceability Matrix
• A tool that links project objectives to requirements to deliverables to
product features.
• The structure and level of details of the traceability matrix to be used
shall be documented in the RQM as different projects can use different
structures of traceability.
• This tool can be as simple as a table or as complex as a software
program.

Requirements Traceability Matrix Contents
• Business needs, opportunities, goals, and objectives
• Project objectives
• Project scope, WBS deliverables
• Product design
• Product development
• Test strategy and test scenarios
• High level requirements to more detailed requirements

RTM Sample Format

Define Scope

Define Scope
• The process of developing a detailed description of the project and
the product
• Critical to project success.
• Builds upon the major deliverables, assumptions, and constraints
documented in the project initiation.

Product Analysis
• Translating high-level product description into tangible deliverables
• Includes techniques such as:
Product breakdown
System analysis
Requirements analysis
System engineering
Value engineering
Value analysis

Alternatives Identification
• A technique to generate different approaches to execute and perform the
work of the project.
• Includes techniques such as:
Brainstorming
Lateral thinking
Pair wise comparison

Project Scope Statement
• The project scope statement describes in details the project
deliverables, and the work required to create those deliverables.
Common understanding among stakeholders,
Enables more detailed planning,
Guides the project team’s work during execution,
Provides the baseline for evaluating changes.

Project Scope Statement Contents
• Product scope description
• Product acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions

Constraints & Assumptions
• Constraints
• Applicable restrictions that will affect the performance of the project.
• Factors that affect a scheduled activity or when an activity can be
scheduled.
• Assumptions
• Are factors that, for planning purposes, are considered to be true, real, or
certain.
• Affect all aspects of project planning.
• Part of the project’s progressive elaboration.
• Generally involve a degree of RISK.
• Must be identified, documented and validated.

Create WBS

Create WBS
• The process of subdividing project deliverables and project work into
smaller, more manageable components.
• WBS is a deliverable-oriented hierarchical decomposition of the work to
be executed by the project team to accomplish the project objectives,
and create the required deliverables.
• Each descending level represents an increasingly detailed definition of
the project work.
• Organizes and defines the total scope of the project.

Example WBS

Decomposition
• Subdivision of project deliverables into smaller, more manageable
components until the work and deliverables are defined to the work
package level.
• The level of composition varies per deliverable/ phase with the size
and complexity of project.

Work Package
• The “Work Package” level is the lowest level in the WBS.
• Work Package is the point at which the cost and activity duration can
be reliable, estimated and packaged.

Decomposition Involves
• Identifying deliverables and related work.
• Structuring and organizing the WBS.
• Decomposing upper levels into lower level detailed components.
• Developing and assigning identification codes.
• Verifying that the degree of decomposition is necessary and
sufficient.

WBS Dictionary Content
• Code of account identifier
• Statement of work
• Responsible organization
• Schedule milestones
• Associated activities
• Resources required
• Cost estimates
• Quality requirements
• Acceptance criteria
• Technical references
• Contract information

Scope Baseline
• Scope statement
• WBS
• WBS dictionary

WBS Dictionary
• A document generated by the “Create WBS” process that supports
the WBS.
• Provides more detailed description of the components in the WBS.,
including work packages and control accounts.

WBS is not
• Organizational Breakdown Structure (OBS)
• Bill Of Materials (BOM)
• Risk Breakdown Structure (RBS)
• Resource Breakdown Structure (RBS)

Plan Schedule Management

Project Time Planning

• The process of establishing policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project
schedule.
• The key benefit of the process is that it provides guidance and
direction on how the project schedule will be managed throughout
the project.

Analytical Techniques
• Scheduling Methodology
• Scheduling Tools & Techniques
• Estimating Approaches
• Formats
• Project Management Software

Schedule Management Plans
• A component of the project management plan.
• Establishes the criteria and activities for developing, monitoring, and
controlling the schedule.
• Can be formal or informal
• Can be highly detailed or broadly defined based on the needs of the
project

Schedule Management Plans
• Can include the following:
Project schedule model development
Level of accuracy
Units of measure
Organizational procedures links
Project schedule management
maintenance
Control schedule
Rules of performance measurement
Reporting formats
Process description

Define Activities

Define Activities
• The process of identifying the specific actions to be performed to
produce the project deliverables.
• Decomposed from the “work packages” at the WBS.
• Activities are the smaller components that represent the work
necessary to complete the work package.
• Activities provide basis for estimating, scheduling, executing, and
monitoring and controlling the project work.

Rolling Wave Planning
• Progressive detailing of the project management plan

Activity List
• A comprehensive list including all schedule activities required for the
project.
• Includes:
• Activity identifier
• Description of each activity

Sequence Activities

Sequence Activity
• Identifying & documenting dependencies among schedule activities
• Can be done using software or manually.

Sequencing Activities

Precedence Diagramming Method (PDM)
• Also known as Activity-On-Node
• Activities are represented in
boxes (Nodes), and arrows show
dependencies

Dependencies Relationships
• Finish-to-Start
• Finish-to-Finish
• Start-to-Start
• Start-to-Finish

Dependencies Relationships
• Use the following Rule of Thumb to understand the relationships
better:
• Activity A should _ _ _ _ _ _ Before activity B can _ _ _ _ _ _

Types of Dependencies
• Mandatory
• Discretionary
• External
• Internal

Applying Leads & Lags
• Lead: The overlapping time
• Lag: The waiting time
• Float/ Slack: The time an
activity can be delayed (wait)
without affecting the project
finish date
• A lead allows an acceleration of
the successor activity.
• A lag directs a delay in
the successor activity.

Applying Leads & Lags

Estimate Activity Resources

• Estimating the type and quantities of resources required to perform
each schedule activity

Types of Resources
• Material
• People
• Equipment

Estimate Activity Duration

Estimate Activity Durations

Estimate Activity Durations
• Approximating the number of work periods needed to complete
individual
activities with estimated resources.
• Uses information on:
Activity scope of work
Required resource types
Estimated resource quantities
Resource calendar
• Progressively elaborative
• Takes elapsed time into account

Estimate Activity Durations: Tools and Techniques

Estimate Activity Durations: Tools and Techniques
• Three-Point Estimating
• The accuracy of activity duration estimates can be improved by
considering
estimation uncertainty and risk.
• Triangular Distribution. tE= (tO+ tM+ tP) / 3
• Beta Distribution (from the traditional PERT technique). tE= (tO+ 4tM
+ tP) / 6
• Time Expected (tE)= (tO+4xtM+tP)/6
• tO: Optimistic Estimate
• tM= Average Estimate
• tP= Pessimistic Estimate

Beta Distribution

Activity Optimistic Duration
• The total number of work periods in calendar units assigned to
perform the schedule activity, considering all of the variables that
could affect performance, and is determined to be the shortest
possible activity duration
• It is determined by answering the question
• How long will it take in the best case scenario?

Activity Pessimistic Duration
• The total number of work periods in calendar units assigned to
perform the schedule activity, considering all of the variables that
could affect performance, and is determined to be the longest
possible activity duration
• It is determined by answering the question
• How long will it take in the worst case scenario?

Activity Most LikelyDuration
• The total number of work periods in calendar units assigned to perform
the schedule activity, considering all of the variables that could affect
performance, and is determined to be the most probable activity
duration
• It is determined by answering the question:
• How long will it most likely take?

Standard Deviation &Variance

Estimates Certainty
• Confidence level in the value is approximately 50%
• Confidence level in the value + SD is approximately 85%
• Confidence level in the value + 1.645 ×SD is approximately 95%
• Confidence level in the value + 2 ×SD is approximately 98%
• Confidence level in the value + 3 ×SD is approximately 99.9%

3-Point Estimate (PERT)

Exercise

Heading 1
• See that the question says that Duration Uncertainty is Pessimistic minus
Optimistic in other words P-O. We know that SD is (P-O ) / 6 , thus SD is
"duration Certainty " / 6
• Thus For Path 1:
• SD = 18/6 = 3
• Variance = 3*3 = 9
• For path 2:
• SD = 24 /6 = 4
• Variance = 4*4 = 16
• Total Path Variance = 16 + 9 = 25
• Sqrt (25) = 5
• Meaning (P-O) / 6 = 5
• (p-O) = 5 * 6
• DURATION UNCERTAINTY = 30

Schedule Uncertainty & Risk AnalysisProcess
• Schedule risk analysis uses information about the uncertainty of
activity durations to help answer the following questions:
• What is the likelihood of finishing project as scheduled?
• How much contingency is needed to establish a completion date
with a
probability of success that is acceptable to the stakeholders?
• Which activities are the most likely to delay the project?
• What actions can be taken to control risks in the schedule?

Critical Path
• The longest path from the beginning to the end of the project. Activities
on the critical path cannot be delayed without delaying the project.
• There can be more than one critical path (riskier)
• Project Manager should focus on critical path.

Network Diagram

Calculating Critical Path
• Specify the individual activities.
• Determine the sequence of activities.
• Draw the network diagram.
• Estimate activity completion time.
• Identify critical path.

Develop Schedule

Develop Schedule
• The process of analyzing activity sequences, durations, resource
requirements, and schedule constraints.
• Provides specific start and end dates for activities.
• Iterative process.

Resource Optimization Techniques
• Resource Leveling
• Resource Smoothing

Resource leveling

Modeling Techniques
• What-If Scenario Analysis
• Simulation

Develop Schedule
• Resource Smoothing. A technique that adjusts the activities of a
schedule model such that the requirements for resources on the project
do not exceed certain predefined resource limits. In resource smoothing,
as opposed to resource leveling, the project’s critical path is not changed
and the completion date may not be delayed. In other words, activities
may only be delayed within their free and total float. Thus resource
smoothing may not be able to optimize all resources.

What-If Scenario Analysis
• An analysis of the question “what if the situation represented by
scenario ‘X’ happens”.
• Can be used to assess the feasibility of the schedule under adverse
conditions, and in preparing contingency and response plans.

Schedule Compression
• Fast Tracking- A schedule compression technique in which phases or
activities normally performed in sequence are performed in parallel. It
can result in rework and increased risks.
• Crashing- A schedule compression technique in which cost and schedule
tradeoffs are analyzed to determine how to obtain the greatest amount
of compression for the latest incremental cost. It can result in increased
cost.

Critical Chain Method
• A schedule network analysis
technique that modifies the
project schedule to account for
limited resources (according to
PMBOK…).
• Combines deterministic and
probabilistic approaches.

Project schedule
• Milestone Chart
• Bar Chart
• Project schedule network chart

Schedule Baseline
• Project schedule with baseline start dates and baseline finish dates.
• Start & Finish Dates
• ES: Earliest start time.
• EF: Earliest finish time.
• LF: Latest finish time.
• LS: Latest start time.

Critical Path Basic Method

Calculating Early and Late Start and Finish Dates

Calculating Forward & Backward Pass
• Forward Pass
• Schedule Calculations That Identify The Early Start and Finish Dates of
Tasks
and The Project.
• ES = EF of Preceding Task (latest if more than one).
• EF = ES + Duration.
• Backward Pass
• Schedule Calculations That Identify The Late Start and Finish Dates of
Tasks
and The Project.
• LF = LS of succeeding Task (earliest if more than one).
• LS = LF -Duration

Float
• Float or slack is the amount of time that a task in a project network
can be delayed without causing a delay to:
• Subsequent tasks (free float)
• Project completion date (total float)
Total Float = LF –EF
 OR
 LS -ES
• Free Float = Min ES (Succeeding Task) –EF

Critical Path

Using Critical Path Analysis to Make Schedule
Trade-offs
• Free slack or free float is the amount of time an activity can be
delayed without delaying the early start of any immediately following
activities.
• Total slack or total float is the amount of time an activity can be
delayed from its early start without delaying the planned project
finish date.

Gantt Chart
• Graph or bar chart with a bar for each project activity that shows
passage of time
• Provides visual display of project schedule
• Slack- amount of time an activity can be delayed without delaying the
project

Topics to be covered in next session
• Project Execution Process
• Project Execution - Acquire Project Team
• Project Execution - Develop Project Team
• Project Execution - Manage Project Team
• Communications Manage Communications
• Procurement Conduct Procurement
• Stakeholder Manage Stakeholders Engagement

Thank You

Session 04 - Project Planning

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