Prof. Roy Levow Session 2. Define the Project Develop a Detailed Plan Launch the Plan Monitor /...

Prof. Roy Levow

Session 2

Define the Project Develop a Detailed Plan Launch the Plan Monitor / Control Project Progress Close Out the Project

Critical Step Often Underrated

State Problem / Opportunity Establish Project Goal Define Project Objectives Identify Success Criteria List Assumptions, Risks, Obstacles

Determine details of project

Identify Project Activities Estimate Activity Durations Determine Resource Requirements Construct / Analyze Project Network Prepare Project Proposal

Detailed description of each work activity Resources required for each activity Schedule (start / end) dates for each

activity Estimated cost and completion date for

project

Many questions to answer and options to consider

Take into account unplanned variations

Recruit and Organize Project Team Establish Team Operating Rules Level Project Resources Document Work Packages Monitoring and Control Processes Establish Progress Reporting System Set up Change Control Tools / Process Define Problem Escalation Process Monitor Project Progress Against Plan Revise Project Plan

Obtain Client Acceptance Install Project Deliverables Complete Project Documentation Complete Post-Implementation Audit

Lessons Learned Celebrate

 Use Linear approaches when: The solution and requirements are clearly

defined You do not expect too many scope change requests The project is routine and repetitive You can use established templates

Use Incremental approaches when: Same conditions as the Linear approach but the

customer wants to deploy business value incrementally

There may be some likelihood of scope change requests

Use Iterative approaches when: You feel that requirements are not complete

or may change You will learn about remaining requirements

in the course of doing the project Some features of the solution are not

identified as yet

Use Adaptive approaches when: The solution and requirements are only

partially known There may be functionality that is not yet

identified There will be a number of scope changes from

the customer. The project is new product development or

process improvement oriented. When the development schedule is tight and

you can’t afford rework or replanning.

Use Extreme approaches when: The goal and solution are not clearly known The project is an R&D type project.

Quality of Deliverable product/service/process Project management process

Identify Critical Success Factors (CSFs) Identify Business Processes Grade current quality of business processes Match to business processes to CSFs

Count commonalities Chart process grade against number of CSFs Priority goes to low grades with high CSF

ratings

What are the Risks? What is the Probability of Loss from each

Risk? How much are the losses likely to cost What is the worst-case scenario? What are the alternatives? How can losses be reduced or eliminated Will alternative procedures produce other

risks?