Transcript Slide 1

Project Management Planning Activities
Anil B. Jambekar
8/27/2004
What is a project?
What is an operation?
1
Project= Schedule +Scope +Budget +Quality
Success = (((Process +(Skills +Techniques) +Tools)
*Accountability) *Discipline)
2
Elements of project plan
3 W's
Why
the reason for undertaking the project
What
a description of objectives to be attained
When
a time line for key portions of the project
3 H's
How much
what the project expected to cost
Hazards
what might go wrong
How
how will the team function
4 C's
Critical success
factors
a brief listing of what should be monitored
Communication plan
who needs to know what and when
Collection of
knowledge
what do the team members bring to the
project
Commitment
who is involved and can make timely
decisions
3
Define: Scope
Plan:
Master plan- Key project milestones and deliverables and project
phases and project organization and accountability matrix
Phases, deliverables, tasks, milestones and resources
Quality plan
Communication plan
Budget estimation and scheduling
Implementation:
Directing and leading
Monitoring and controlling
Communication
Closure:
Reflection and lessons learned and documentation
Handing over the project output, training plans, maintenance plan
4
Project Leadership
Level
Team Level
Scope
X
X
Project Organizational
Structure
X
Master Plan
X
Responsibility
and Accountability Matrix
X
X
X (2 to 3 levels up
to team scope level)
X
Network
X
X
Gantt Chart
X
X
Estimation
of Durations and
Resources
X
X
Budget and
Spending Plan
X
X
Project
Communication Plan
X
X
Risk Management
X
Change Management
X
Planning Activity
WBS
X
5
Scope Development
Describe the following items in broad terms:
•The project goal and/or underlying concepts
•Justification for the project
•Who are the sponsor(s) and stakeholders
•Requirements of sponsors and stakeholders
•The deliverables and milestones (representing approximate
completion of major deliverables)
•The benefits to be obtained by implementing the
deliverables (
•In what ways the sponsor(s) and stakeholders are prepared
to support the project
Circumstances that support need of a project include
the presence of a justifiable:
•Market demand
•Business need
•Customer request
•Technological advances
•Legal requirement
6
Project Scope Statement
Project Name:
Date:
Project Manager:
Project Tracking Number:
Project Justification (problem or opportunity addressed):
Overview of Deliverables (. . . broad brush only—Place detailed
WBS in appendices*):
Specific Project Objectives & Success Criteria (schedule,
cost, quality):
Scope Management Issues (including ways scope changes will
be handled, contract change orders will be processed, etc.):
Primary Stakeholders & Roles (including broad statement of
roles and responsibilities of
all customers, sponsors, contributors, reviewers, managers, signoff authorities, project
manager, etc.):
Key Assumptions (including broad statement of
sponsor/stakeholder inputs and resources to be provided, as well
as what activities and deliverables lie outside the project scope):
Signatures—The following people agree that the above
information is accurate:

Project team members:

Project sponsor and/or authorizing manager(s):
7
An Example of A Project Organization
8
Master Plan
9
Project Responsibly and accountability Matrix
Phase*

Person

A=accountable, P=participate, R=review, I=input required, S= sign-off
required
10
F e stiva l
P rom otion
N ew spaper adds
P osters
List of volunteers
G am es
R ides
E ntertainm ent
B ooths
F ood
S ervices
F ood item s
A m usem ent
contractor
P erform ers
P arking
G am es
F acilities
G randstand
S ecurity
P erm its
P rizes
T ickets
S tage
A udio & lighting
F ood booths
C lean up
C ooking equipm ents
R estroom s facilities
E ating areas
R estroom s
S eating
C ontainers
F irst aid facilities
C ontractors
11
An Example of a Work Breakdown Structure
1 Coveyor Belt Control Computer
1.1 Hardware
1.1.1 Hardware specifications
1.1.2 Hardware design
1.1.3 Hardware documentation
1.1.4 Prototypes
1.1.5 Order circuit boards
1.1.6 Assemble preproduction models
1.2 Operating Systems
1.2.1 Kernel Specifications
1.2.2 Drivers
1.2.2.1 Disk drivers
1.2.2.2 Serial I/O drivers
1.2.3 M emory management
1.2.4 Operating system documentation
1.2.5 Network interface
1.3 Utilities
1.3.1 Utilities specifications
1.3.2 Routine utilites
1.3.3 Complex utilites
1.3.4 Utilities documentation
1.3.5 Shell
1.4 System integration
1.4.1 Architectural decisions
1.4.2 Integration first phase
1.4.3 System hard/software test
1.4.4 Project documentation
1.4.5 Integrated acceptance testing
12
Detail Definition: Work Breakdown Structure
Project
Design and
Development
Lab test
SDR
Environmental test
Production and
Delivery
Build production
line and Test
equipment
Integrated
Logistics System
Production and
delivery
Documentation
and training
programs
PRR
PRR
Training
PRR
CDR
PDR
TRR
CDR
TRR
13
Activity-on-Node Network Fundamentals
14
Wedding Project
Network
Marriage
license
Wedding
ceremony
Order
dresses
Fit dresses
Create / print
programs
Florist
Decide on
date
Select
attendants
Hire
photographe
r
Make final
order
Wedding
reception
Track RSVP
Rent church
Order
invitations
Address and
mail
invitations
Decide on
menu
Reserve
reception
hall
Choose
caterer
Decorate
reception
hall
Hire band
15
16
17
Estimating Durations for Activities and Resources Required
Step 1: Assemble the following:
q
Scope statement
q
Activity list and network diagram
q
Description of the resource pool, including resources available and their capabilities
q
Historical data on similar activities from project files, commercial databases, or project team
knowledge
q
Organizational policy regarding staffing, rental/purchase of equipment and supplies, and so forth
q
One or more experts who have estimated durations and resources required for similar projects
Step 2: Examine each activity; then estimate its duration and probable resources required.
q
Estimate of duration, each activity
q
Estimate of resources required and corresponding effort, for each activity
q
Assumptions about the resources to be assigned (for example, employees will need to work 10hour days or the machine will need to process 75 units per hour)
Note: Some organizations can supply you with data on what can reasonably be expected from a
particular resource in order to achieve a quality work product. For example, a reasonable expectation for a
veteran bricklayer might be to lay X number of bricks per day. If the project manager is forced, due to budget
cuts, to hire fewer bricklayers or inexperienced bricklayers, then you may not be able to maintain your project
schedule. Your assumptions should clearly state any “reasonable expectancies” such as these so
that they may be captured in your project plan.
Step 3: Reevaluate the activity relationships, given your duration and resource assumptions.
q
Examine clusters or groups of related activities.
q
Examine “stand alone” activities.
Step 4: Adjust the project network diagram as needed.
q
Network diagram adjusted
Step 5: Informally present your estimates of durations and resources required to an expert colleague to
“reality-check” it; adjust as needed.
q
Expert review, adjustment
18
Building a Budget and Spending Plan
Step 1: Assemble the following:
q
Project cost estimates
q
Work breakdown structure (WBS)
q
Project schedule
q
Budget forms or sample budget/spending plans approved by your organization
Step 2: Make a worksheet with headings similar to these:
Activity
Account
Code
Budgeted,
January
Budgeted,
February
Budgeted,
March
Budgeted
[April, etc.]
Note: If you want to monitor your spending on a quarterly or weekly basis, then
label the column headings accordingly.
q
Worksheet is completed.
Step 3: List all project activities in the left column of the worksheet.
q
Project activities are listed.
19
Step 4: For each activity, examine the project schedule and cost estimate to determine how
much will be spent the first month, how much the second month, and so on. Then list the
appropriate dollar amounts in the columns beside each activity.
q
Dollar amounts are listed by time.
Note: You might want to create a more detailed spending plan by breaking out
specific resource costs under each activity. Consider this example:
Account
Code
Activities/Resources
Write Script


Assistant

Scriptwriter
Research
PRD-5
RAS-1
EQP-1
Budgeted,
Jan. 1–7
Budgeted,
Jan. 8–15
Budgeted,
Jan. 16–23
$2,000.00
500.00
100.00
$2,000.00
—
100.00
—
—
100.00
Computer rental
Review Script

Producer

Videographer

Technical
Reviewer
Total:
$3,000.00
1,000.00
1,000.00
PRD-1
PRD-3
EXP-1
$2,600.00
$2,100.00
$5,100.00
Step 5: Informally present your preliminary budget and spending plan to an expert colleague
to “reality-check” it; adjust as needed based on his or her feedback.
q
Budget spending plan is “reality-checked” and revised.
Step 6: Present your budget and spending plan to your supervisor and (if appropriate) to the
sponsor; adjust as needed and obtain approval.
q
Budget spending plan is approved.
20
Guidelines for Developing the Project Communications Plan
Step 1: Assemble the following:
q
List of project stakeholders and their roles, responsibilities, and physical
locations
q
Any descriptions of communication requirements or related assumptions among
stakeholders
q
Information about external reporting requirements (What do the public, the
press, the government, and other outsiders need to know about the project? How will they
find out?)
q
Information about technology available to support communication on the project
(e.g., fax, E-mail, voice mail, messenger, postal service, radio)
q
Information about typical project communications methods for the industry or in
your organization
Step 2: Answer this question: “What kind of information does each stakeholder need?”
q
List of information needed by each stakeholder
q
Typical information needed by stakeholders on similar projects
Step 3: Analyze all stakeholder information needs and answer this question: “What
methods/technologies will provide all information needed by stakeholders without wasting
resources on providing unneeded information or using inappropriate technology?”
q
List of appropriate communications methods and technologies
Step 4: Create a project communications plan that includes information about:
q
Collection structure—How and by whom will project information be gathered,
what information will be gathered, and from whom?
q
Distribution structure—To whom will information flow, and by what methods?
q
Description of each type of information to be disseminated—What format,
content, level of detail, conventions/definitions will be used?
q
Schedules listing when each type of information will be produced
q
A method for updating the communications plan as the project progresses
21
Project Communications Planner
In the What Information column, list the type of information this
person or group will need.
In the When column, list how often or at what points in the
project this person or group will need the information. (For
example, you might say “weekly” or “monthly” here, or “at signoff of Phase II.”)
In the How (Form/Medium) column, list the appropriate medium
of communication. (For example, you might say “e-mail status
report,” “team meeting,” “broadcast voice-mail,” or “update to
project web page.”)
Who
What
Information
When
How
(Form/Medium)
22
Identifying Risks and Planning to Respond
Step 1: Determine what sources of risk and which risk events may reasonably be expected to affect the
project.
Examine the product (deliverables) description. Which require creation by using unproven
technology? Or which deliverables are themselves made up of unproven technology?
Examine the scope statement. Are the project costs or objectives overly aggressive?
Examine the work breakdown structure. Are there hidden dependencies that should be explored?
Could the work breakdown structure be broken into greater detail in some areas to “shine a light” on
risks or opportunities? If so, then create this detail.
Examine the staffing plan. Are there “irreplaceable” team members who might be made unavailable
somehow?
Examine the resource requirements (people, equipment, and materials). Could market conditions
make it difficult to obtain some resources (a risk) or easier to obtain some resources (an opportunity)?
Examine the history of similar projects. What potential opportunities or threats might we identify
based on previous experience?
Use established checklists from your project’s discipline to evaluate risk and opportunities.
Interview various stakeholders to uncover opportunities or risks.
Step 2: Quantify the risks identified in Step 1 to determine which risk events warrant response.
Consider:
 Expected monetary value or impact of the risk
 Expected impact on project quality
 Expected impact on project schedule
qRisks are quantified.
23
Step 3: Decide which risks or opportunities to focus on and document them by making a list of “risks to
pursue.”
“Risks to Pursue” list is created.
Step 4: For each risk warranting response, choose one of these risk responses:105

Avoid it—by eliminating the cause.
This might involve using different approaches to the work process, different staffing, redefined
deliverables, revised (lower-risk) schedules, or modified stakeholder expectations.

Mitigate it—by reducing the expected monetary value. For example, you could:
Contract out high-risk activities to specialists who have more experience.
Obtain insurance policies to deal with some types of risk.
Develop contingency plans which identify specific actions that will be taken if an identified risk should
occur.
Set aside a “desired reserve” of cash or other resources to use if the risk occurs.

Accept it—and take the consequences.
For help with this analysis, please see “Worksheet: Risk Assessment and Response Analyzer.”
q
Each risk is examined and a decision to avoid, mitigate, or accept it is made.
Step 5: Create a risk management plan that contains these sections:

List of potential risk events

Description of risk symptoms

Ways to improve processes or activities to reduce risks

Opportunities to pursue or threats to which to respond

Opportunities or threats that have been identified and consciously ignored

Description of contingency plans and steps to take to mitigate risks

Recommended contractual agreements to mitigate risks
q
Risk management plan is created.
24
25