Week 3 Erletshaqe

Project Management3. Project Management Plans

Project management plans

Why is this project happening?

Why now?

Why us?

What solution needs to be put in

place to achieve the goals?

What work needs to happen to build

the solution?

How do we get this solution in place?

How do we know when we’re done?

When do work activities happen?

What do we need to do first?

What’s last?

Who do we need to deliver this

project successfully?

And what will it cost?

Course objectives

Implement IT project planning and

selection techniques

Appreciate the importance of project

portfolio management

The project management plan

Benefits of planning

What to consider in your plan

Guidelines

Reviewing a plan

Guidelines

Reviewing a plan

Plans are useless. Planning is

indispensible

Dwight Eisenhower

Guidelines

Reviewing a plan

http://flickr.com/photos/xabier-martinez/225627841/

Why plan?Why plan?

The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe 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

need to hire

Helps manage expectations

need to hire

Helps understand the effects of

changes

need to hire

Makes sure you are doing the right

Helps understand the effects of

changes

Guidelines

Reviewing a plan

Who will read it?

What do they need to know?

Do they come in cold?

What is your project going to deliver?

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/charter.doc (partial)

Hunt, B. et al. (2003). Project scope statement. Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial)

Definition

The work to be done =?= The target product

Change control

Value?

The WBS

The right

Focus on

deliverables

Focus on

processes

Align to

process

stages

Why? Why not?

Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176)

The wrong

Note the

Layers

Table 5.3 Sample tabular WBS(Schwalbe, 2006, p176)

1.0 Concept1.1 Evaluate current systems1.2 Define requirements

1.2.1 Define user requirements1.2.2 Define content requirements1.2.3 Define system requirements1.2.4 Define server owner requirements

1.3 Define specific functionality1.4 Define risks and risk management approach1.5 Develop project plan1.6 Brief Web development team

2.0 Web Site Design3.0 Web Site Development4.0 Roll Out5.0 Support

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

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://w

izatio

Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)

rasci(aka raci)

http://makeitstrategic.com/index.php?blog=5&cat=18

responsible

accountable

supportive

consulted

informed

responsibility

assignment

matrix

http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc

Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Person 1 Person 2 Person 3 Person 4

Figure 9.4 Sample Responsibility Assignment Matrix (RAM)(Schwalbe, 2006, p360)

OBS: Organizational Breakdown Structure

WBS: Work Breakdown Structure

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

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

Project organisations go farther than workers

and work

1. Project Team structure

Project Sponsor

Project Manager

Craig Brown

Working Group:

• Design focus

• OLA decisions and choices

• Formal review & validation of

deliverables

• Business input and SME access

Steering Committee:

• Governance focus

• Approval of project strategy &

• Endorsement of key OLA decisions

• Final approval of the OLA

Business case and Solution Design

• Removal of major roadblocks &

prioritisation

Analysts

Testers

Designer

Change consultants

Working Group

Marketing

Product Management

Finance

Customer Service

Steering Committee

Head of Marketing and Sales

Head of Product Management

Head of Customer Service

Head of Finance

Developers

Remember this?

You might break down the work

by phases

http://flickr.com/photos/pshan427/2382209408/

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?

Schedule

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

Resource plan

Schedule

And what will it cost?

Constructing a budget is easy

Sticking to it is hard.

How will you Monitor and

Control the project?

Who needs to know?

Galloway, M. (2004). Status report. Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)

Risk management

Degree of knowledge over time

BetterProjects.net

http://www.betterprojects.net/search?q=risk+101

impact

Guidelines

Reviewing a plan

Six-Step Proven Path for Schedule Development

Rudi van den Berg, Pcubed, Inc.

http://www.pcubed.com/Solutions/SolSixStep.asp

Guidelines

Reviewing a plan

inh1808.f

/2007/12/pro

_20050610_144024.p

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