ISM 5316 Week 3 Learning Objectives

You should be able to:

Define and list issues and steps in Project Integration List and describe the components of a Project Plan Explain the purposes of a Project Plan Develop and document a Project Plan Describe Project Plan inputs, outputs, and issues Describe the purpose and components of a Change Control

System Explain the critical need for top management commitment in

development and execution of a Project Plan

Project Integration

Develop a project plan Execute the plan Coordinate changes Integrate all project processes

within organizational context with other projects with on-going operations

interface management: communication!

Purpose of the Project Plan

Guides project execution Guides project control Documents assumptions Documents decisions Facilitates stakeholder communication Serves as baseline for progress measurement Produce quality work results

Project Plan Inputs

Uses outputs from other planning processes Cost, schedule, WBS, etc.

Uses historical data from past projects estimated vs. actual time, cost, risk, etc.

Uses organizational policies (formal, informal) quality, personnel, financial

Constraints: factors that limit options Assumptions: involve uncertainty, risk

Project Planning Outputs

Charter Approach Scope WBS Staff Risks

Milestones Cost estimates Performance measures Open issues Supporting details

technical documentation, etc.

Project Plan: •formal, approved document•expected to change over time

Main Elements In a Project Plan

Introduction/Overview Project Organization Managerial Process Technical Process Work packages, schedule, budget The Plan should be:

Dynamic, flexible, subject to change Tailored to fit the project’s needs

Overview

Meaningful, distinct name Brief description: needs met and goals Sponsor PM, key team members: contact info. Deliverables Supporting documents (reference materials)

history, summaries of scope, schedule, cost, etc. List of definitions and acronyms - glossary

Project Organization

Organization chart(s) lines of authority and communication Boundaries and interfaces

Responsibilities for project functions Process model

Management & Technical Processes

Management’s objectives assumptions, priorities, constraints

Controls: monitoring change management

Risk management Staffing Technical processes and methods

Work to be Done

Work packages (logical units of work) WBS: work breakdown structure Key deliverables

formal specifications, if relevant Schedule

summary and detailed Budget

summary and detailed Supporting information

Stakeholder Analysis

Help understand and meet stakeholder needs Separate document

sensitive - intended only for project team Each stakeholder:

Name, organization, role, facts Level of interest Level of influence Suggestions for managing relationship

Planning Issues

Those who do the work should plan the work Project managers should lead by example

importance of the Plan and planning follow-through using the Plan

Organizational policies and procedures link between planning and execution

Management skills leadership, negotiation, communication

Product knowledge provided through staff acquisition

Tools for Project Planning

Work authorization system right people do right work at right time written approval to begin specific activity

Regular status review meetings exchange project information motivation to progress verbal vs. written better motivation

PMIS: Project Management Information System integration of project information

Overall Change Control

Identify, evaluate, and manage change Ensure that changes are beneficial Must monitor status to identify change Take corrective actions

anything done to bring expected performance in line with the project plan

Notify stakeholders Minimize changes that occur

Change Control Process

Inputs: project plan performance reports change requests

Change control process

Outputs: project plan updates corrective action documentation of lessons

learned

Change Control System

Formal, documented procedures Define steps by which documents may be changed

Documentation Tracking Approval

Automatic approval categories

CCB: Change Control Board formal approval

Change Request Form (database)

Unique number, name Description of change Business justification Business impact assessment Technical impact assessment

Status Scheduled

integration, if needed

Dates of status changes

Responsible staff

Change Request Process1. Log request

2. Business assessmentDetermine affected user areas

3. Technical assessmentDetermine affected technical areas

4. Determine appropriate approval level

5. Notify requesters of decision

6. Advise affected external groups

7. Pass change to technical team

8. Alter deliverables

Software Configuration Management

Configuration baseline named set of software components

Change: new feature defect resolution performance enhancement

Change request vs. defect report

Software Change Order (SCO)

Title Description Metrics: type of change Resolution: responsible person Assessment:

inspection, demo, or test Disposition:

proposed, accepted, rejected archived, in-progress, closed

SCOComponent

Description Examples

Title Originator suggested,CCB approved

Description Originator, Date, IDText details

Metrics Type of change New featureDefect resolutionPerformance enhancement

Resolution Responsible personSoftware Component

Assessment Method for assessing changecompletion

InspectionAnalysisDemonstrationTest

Disposition Status of change ProposedAcceptedRejectedArchivedIn progressIn assessmentClosed

Managing Project Changes

View Project Management as continuous communication and negotiation

Plan for change Formal change control system (CCS), board (CCB) Configuration management Prioritize changes Written and oral performance reports PMIS

Software Project Changes

Minimize changes by: complete requirements definition user involvement short project duration

Spiral approach: iterative refinement

Top Management Commitment

Reflects overall organization commitment Get needed resources Get timely approval Cross-organization cooperation Mentoring and coaching on leadership Commitment to Information Technology Need for Project Management standards