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2© API 2002
Learning Objectives
Project Managers will believe in the value of a project plan to create project team success and customer satisfaction.
Project Managers will be able to use the Project Checklist to identify the content required for their project plan.
Project Managers will be able to lead their project team to create a useful Project Plan.
Project Managers will choose to take the time to create project planning deliverables before embarking on executing any project.
5© API 2002
The Integrated Project Plan
ProjectPlan
ProjectPlan
BaselineBaseline ProceduresProcedures
ScopeScope
CostCost
ScheduleSchedule
ProcessProcess
ProductProduct
Operating Guidelines - Communication - Issue Management - ProcurementProject Control - Reports - Reviews - Project Change ControlRisk Management
QualityRequirements ManagementConfiguration Management
CharterWork Breakdown Structure (WBS)Responsibility AssignmentAssumptions & ConstraintsScope Statement (Deliverables)RiskWork Packages
Milestone SequenceResource PlanCritical Path or Chain
6© API 2002
Purpose of Project Plan
Guide project executionDocument project planning assumptionsDocument project planing decisions regarding
alternatives chosenFacilitate communication among stakeholdersDefine key management reviews as to content,
extent, and timingProvide a baseline for progress measurement and
control
Ref: PMBOK Guide 2000 Edition
7© API 2002
Project Plans Reduce Execution Time
Time
Japan
USA
PLANNING EXECUTION
PLANNING EXECUTION
After Joseph Juran, Juran on Planning for Quality, p. 167
9© API 2002
Keane’s ‘Top Ten’ Causes of Project Failure
1. Goal definition1. Goal definition
2. Change control2. Change control
3. Resource planning3. Resource planning
4. Contingency planning4. Contingency planning
5. Project planning5. Project planning
6. Project Leadership6. Project Leadership
7. Managed expectations7. Managed expectations
8. Progress monitoring and control8. Progress monitoring and control
9. Project reporting9. Project reporting
10. Failure to re-plan10. Failure to re-plan
10© API 2002
Commitment or Compliance?
Invited to participate Goals/results driven Purposeful Honor-privilege to participate Clear alignment to
organizational goals Essential to success Tool to improve quality of my
work Collaborative team effort
Told what to do Task/activity driven No real value Participate or else
Not sure why I am doing this Something extra to do Not part of my real job
Monitored and inspected
Commitment feels like: Compliance feels like:
11© API 2002
Obstacles to Create Project Plan
What obstacles might prevent you from
creating an effective project plan?
12© API 2002
PMO Project Delivery Process
50Complete &
Close
50Complete &
Close
IdentifyNeed
40Measure &
Control
40Measure &
Control
60Control
Processes
60Control
Processes
20Plan
20Plan
30Execute Project
30Execute Project
10Propose, Select
& Authorize
10Propose, Select
& Authorize
13© API 2002
PMBOK Project Plan Elements
CharterStrategy (Summary of
other plans)Scope StatementWork Breakdown
Structure (WBS)For each WBS
deliverable:Cost Estimates, Schedule, and Responsibility
Assignment
Performance Measurement Baselines for:Scope,Schedule, andCost
Major MilestonesRisk Management
PlanSubsidiary PlansOpen Issues
14© API 2002
SEI-CMM Software Planning Goals
Goal 1: Software estimates are documented for use in planning and tracking the software project.
Goal 2: Software project activities and commitments are planned and documented. Initiated early Software Development Plan according to procedure Life cycle Support environment planned Software Configuration Management Risks identified and assessed Project plan documented
Goal 3: Affected groups and individuals agree to their commitments related to the software projects.
15© API 2002
Inputs to Project Plan
Other planning outputs: e.g., Charter, Feasibility Study
Historical InformationOrganizational Policies, e.g.,
Quality ManagementPersonnel AdministrationFinancial Controls
ConstraintsAssumptions
16© API 2002
Project Plan Process
20.10Project
ChecklistProject Manager
20.10Project
ChecklistProject Manager
20.20Develop Scope
Project Team & Project Owner
20.20Develop Scope
Project Team & Project Owner
20.30Establish Org &
Assign ResponsibilityProject Manager
20.30Establish Org &
Assign ResponsibilityProject Manager
20.50Create Schedule
Project Team
20.50Create Schedule
Project Team
20.90Project Plan
Project Manager
20.90Project Plan
Project Manager
20.70Perform RiskManagement
Project Team
20.70Perform RiskManagement
Project Team
20.80Deploy Project
Control ProcessesProject Team
3030
6060
20.40Work Packages
Project Team
20.40Work Packages
Project Team
ResourcePool
ProjectCentral
20.60Sequence Project
PMO
20.60Sequence Project
PMO
1010WBSSOW
20.35Milestone Seq
Project Team
20.35Milestone Seq
Project Team
20.55Create Budget
Project Team
20.55Create Budget
Project Team
17© API 2002
Project Plan Process Elements
20.10F Project Checklist561_Che.. Project Checklist
20.20-1T Work Breakdown Structure20.20P Work Breakdown Structure20.20-1ST Work Breakdown Structure
20.20-1T Scope Statement
20-30-1T Project Organization Chart
20-30-2T Responsibility Assignment 20-35F Milestone Sequence20-35ST Milestone Sequence20.35E Milestone Sequence 20.40ST Network Diagram
18© API 2002
20.40ST Work Package20.40F Work Package
20.50ST Schedule Preparation20.50P Schedule Preparation 20-55P Project Budget
20.60 Sequence Project 20-70-1T Risk Management20.70.3E Risk Management
20.90-1T Project Plan20.90-3E Project Plan
Project Plan Process Elements
20© API 2002
Project Checklist
Transition to the planning processIdentifies the specific process tools to invoke
on the processAll projects require minimum set of toolsLargest projects require most of the toolsProject needs in between proposed by Project
and Project Owner or Owner’s RepChange control and issue management
processes available when needed
20.10Project
ChecklistProject Manager
20.10Project
ChecklistProject Manager
1010
21© API 2002
ScopeDefinition
ScopeDefinition
InputsScope statement
ConstraintsAssumptions
Other planning outputsHistorical information
OutputsWork Breakdown Structure
20.20Develop Scope
Project Team & Project Owner
20.20Develop Scope
Project Team & Project Owner
23© API 2002
Key Planning Assumptions
Key planning assumptions are statements about reality necessary to enable deterministic project plans. Examples include assumptions on:•The direction of solution that will be selected (e.g. buy package, develop) before the feasibility study has been prepared.•Existing data system hardware ability to accommodate the additional processing of a new package. •Software compatibility with hardware or the operating system. •Quality of existing data.•Availability of key resources; e.g. personnel, hardware, software.
24© API 2002
WBS
1.1 Charter1.2 Project Plan1.3 Project Mgr1.3 Progress Rprt1.4 Closed
2.1 Functional Rqts2.2 Alternative Stdy2.3 Concept Design2.4 Final Design
3.1 Program3.1 System Test3.3 Document
Total Project
2.0System Design
3.0System
Delivered
1.0Project Support
HierarchyNumbers
Deliverables
Work Package
25© API 2002
Work Packages
Identify one person responsible, but may use many resources.
Produce a deliverable.Link together, usually using the Milestone sequence.Contain all necessary planning information:
Deliverable (scope statement) Assumptions for planning Tasks: logic, duration, and tie in to other Work Packages or Milestones Resources
Do not have dates!
26© API 2002
Example Work Package
Task x (y days)
Task x (y days)
Task x (y days) Task x (y days) Task x (y days)
Task x (y days) Task x (y days)
RES QTY
RES QTY
RES QTY
RES QTY RES QTY
RES QTYRES QTY
1
3.1
Work Package WBS Number:______Work Package Title:______________Work Package Manager:__________Date:_______________
Work Package Deliverables:
Work Package Assumptions:
To WP xx,task yy
27© API 2002
When to Use Work Packages (OR)
Project contains high level deliverables assignable to other organizations; e.g., computing division, model office, users, subcontractor staff.
Project is large (i.e., > $500K), with several major deliverables.
Project plan is complex i.e., more than about 50 activities.
Whenever if feels good.
28© API 2002
Organized to the WBS Identifies every deliverableDescribes Scope of Artifacts
(Software, Documentation) and Scope of Services (Training, User Support)
Identifies specifically excluded scope
May contain Scope Management Plan
Part of the Project Plan
29© API 2002
Responsibility Assignment
WBS# and Description[P1] Responsibility[P2] Comments[P3]
VII. APPROVAL TO PROCEED:[LPL4]
PROJECT OWNER DATE DATE
20.30Establish Org &
Assign ResponsibilityProject Manager
20.30Establish Org &
Assign ResponsibilityProject Manager
30© API 2002
Milestone Sequence Chart
20.35Milestone Seq
Project Team
20.35Milestone Seq
Project Team
1 52 3 4
2.1
3.5
1.1
2.2
5.1
4.3
3.4
3.3
3.2
3.1
4.2
4.1
MS Title
MS Title MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title MS Title MS Title MS Title
31© API 2002
Document:One for each major deliverable.Identifies:•WBS # & /Title•Responsibility•Assumptions•Constraints•Deliverables
MS Project ‘Fragnet’Activities •WBS #•Definition (Title)•Logic (Linkage)•Duration•Resource EstimateActivity Note Field:•Inputs Needed (Artifacts)•Outputs Created (Artifacts)•Basis for Duration and Resource Estimates
20.40Work Packages
Project Team
20.40Work Packages
Project Team
33© API 2002
Project Schedule
20.50Create Schedule
Project Team
20.50Create Schedule
Project Team
Schedule dates are OUTPUTS.Use the ‘Schedule 101’ Guidelines. Save baseline.All schedules must have a Critical Path or Critical Chain. If your (resource leveled) schedule output does not
satisfy hopes:Do:
Change logic Change process Add resources Revise scope
Do Not: Adjust task durations arbitrarily Agree to ‘try’ Cut buffers Fix the end date
34© API 2002
ActivitySequencing
ActivitySequencing
InputsActivity List
Product DescriptionConstraints
Assumptions
OutputsMilestone SequenceNetwork Diagram
Activity List Updates
35© API 2002
The ‘PERT’ Chart: Network Diagram
1.1.1Activity
1.1.2Activity
1.1.3Activity
1.1.5Activity
1.1.4Activity
FromWorkPkg
ToWorkPkg
2.1 3
36© API 2002
Resource Level Project Schedule
Resource load your project plan, assuming:Activity duration driving resource works 100% on
the activityPeople from other organizations available as
neededYou may use skill type or section initially
Use the common resource pool on I/PMOResource level your project plan
If using Critical Path, do manuallyIf using Critical Chain, use ProChain
37© API 2002
Project Budget
20.55Create Budget
Project Team
20.55Create Budget
Project Team
Resource load your project scheduleBudget includes all labor and material
(subcontract) cost estimates for the project, at their ‘50% probability’ estimate
Add a properly sized budget reserve or contingency
38© API 2002
Sequencing of Project Starts
20.60Sequence Project
PMO
20.60Sequence Project
PMO
Sequencing determines the project start date
Project business result and resource demand determine sequence
Project manager supports project sequencing
39© API 2002
Risk Management
20.70Perform RiskManagement
Project Team
20.70Perform RiskManagement
Project Team
PotentialRisks
Managed RisksProject
Plan
•Baseline•Assumptions
Insure
•Prevent•Plan for Mitigation•Include Contingency•Monitor
40© API 2002
Project Control Processes
20.80Deploy Project
Control ProcessesProject Team
Generic Processes Available from PMO Process:Project Change
ControlIssue ManagementCorrective ActionReporting
Specific Processes You May DefineOperating GuidelinesQuality (Including Software
Configuration Management)
CommunicationProcurementHuman ResourcesInformation Security
41© API 2002
Operating Guidelines (Administration)
Communicate-Within team
Set goals
Develop Work plans
Assig
n &
Accep
t res
ponsibili
ty
Make decisions
Communicate-Outside team
Ass
ess
resu
lts
Man
age
chan
ge
Resolve Issues
Manage P
erformance
20.80Deploy Project
Control ProcessesProject Team
42© API 2002
Learning Objectives
Project Managers will believe in the value of a project plan to create project team success and customer satisfaction.
Project Managers will be able to use the Project Checklist to identify the content required for their project plan.
Project Managers will be able to lead their project team to create a useful Project Plan.
Project Managers will choose to take the time to create project planning deliverables before embarking on executing any project.