Project Planning Nadeem Kureshi. Planning "Better go home & make a net, rather than dive for fish at random." Chinese proverb "When you are thirsty, It's

Project PlanningProject PlanningNadeem KureshiNadeem Kureshi

PlanningPlanning

"Better go home & make a net, "Better go home & make a net, rather than dive for fish at random."rather than dive for fish at random."

Chinese proverbChinese proverb

"When you are thirsty, It's too late "When you are thirsty, It's too late to dig a Well.”to dig a Well.”

Japanese ProverbJapanese Proverb

““Good fortune is what happens when Good fortune is what happens when Opportunity meets with Planning” Opportunity meets with Planning”

Thomas Alva EdisonThomas Alva Edison

““He who fails to Plan, Plan to fails He who fails to Plan, Plan to fails It It is a bad Plan that admits of no is a bad Plan that admits of no Modification”Modification”

Peter DruckerPeter Drucker

A Definition of a ProjectA Definition of a Project

A project is a “well-defined sequence A project is a “well-defined sequence of events with a beginning and an of events with a beginning and an end, directed towards achieving a end, directed towards achieving a clear goal, and conducted by people clear goal, and conducted by people within such established parameters within such established parameters as time, cost, resources, and as time, cost, resources, and quality.”quality.”

Project PlanProject Plan Planning is not same as Planning is not same as

Scheduling, it must Precede Scheduling, it must Precede Scheduling. Scheduling.

Schedule is a “Calendar for Schedule is a “Calendar for Execution of Plan”. Execution of Plan”.

Improper Project Plan- Cause of Improper Project Plan- Cause of Poor Project ExecutionPoor Project Execution

It is Important to develop the It is Important to develop the plan early in Project, prior to plan early in Project, prior to any major activities.any major activities.

Project Plan - Not Project Plan - Not Static DocumentStatic Document

Revised during life of project Revised during life of project whenever appropriate. But whenever appropriate. But doesn't mean it can be changed doesn't mean it can be changed anytime there is forecasted anytime there is forecasted schedule or cost overrun. schedule or cost overrun.

Plan changed to avoid negative Plan changed to avoid negative variations from cost & schedule variations from cost & schedule targetstargets

Planning can be Planning can be approached by asking a approached by asking a

series of questions:series of questions: What actions are needed? What actions are needed? By when are these actions needed? By when are these actions needed? Who is going to do them? Who is going to do them? What resources are required? What resources are required? What other work is not going to be What other work is not going to be

done? done? How shall we know if it is working? How shall we know if it is working?

Discussing the issues to produce a Discussing the issues to produce a joint plan with the team usually joint plan with the team usually creates a sense of commitment that creates a sense of commitment that can be crucial to the project's can be crucial to the project's success. success.

Communication Plan and Communication Plan and Communication MatrixCommunication Matrix

The Communications The Communications MatrixMatrix

a way of noting who needs to be a way of noting who needs to be consulted and at what stage.consulted and at what stage.

Can be a formal chart or rough notesCan be a formal chart or rough notes Purpose is to help minimise the Purpose is to help minimise the

problems that arise when people feel problems that arise when people feel they have not been consulted. they have not been consulted.

Communication MatrixCommunication Matrixfor putting a new building into usefor putting a new building into use

Taking an Overview - Taking an Overview - PhasesPhases

Phases – Costs and Phases – Costs and StaffingStaffing

Phases – Stakeholder Phases – Stakeholder Influence and Change CostsInfluence and Change Costs

Classic 6 Phase ProjectsClassic 6 Phase Projects

The project plan – 7 The project plan – 7 ElementsElements

a a work breakdown structurework breakdown structure to show to show separate tasks and activities; separate tasks and activities;

the the team structureteam structure and and responsibilitiesresponsibilities of of key people; key people;

an an estimate of effortestimate of effort and and durationduration for each for each task; task;

a a scheduleschedule to show the to show the sequencesequence and and timingtiming of activities; of activities;

details of details of resources to be allocatedresources to be allocated to each to each tasktask; ;

details of the details of the budgetbudget to be allocated to each to be allocated to each cost identified; cost identified;

contingency planscontingency plans to deal with to deal with risks risks identifiedidentified..

Approach to PlanningApproach to Planning

bottom-upbottom-up top-down top-down work backwardswork backwards

Contingency plansContingency plans

indicate what to do if unplanned indicate what to do if unplanned events occur. events occur.

As simple as formalising and As simple as formalising and recording the thought processes recording the thought processes when you ask ‘what if …?’ and when you ask ‘what if …?’ and decide which options you would decide which options you would follow if the ‘what if?’ situation follow if the ‘what if?’ situation happened. happened.

Identifying Key Stages – Identifying Key Stages – Logic DiagramLogic Diagram

Project Brief - ChecklistProject Brief - Checklist

1.1. Project titleProject title2.2. Name of sponsor and main contact for project Name of sponsor and main contact for project

approvalapproval3.3. Locations – address of sponsor, project location, Locations – address of sponsor, project location,

contact addresscontact address4.4. Name of person managing the project and possibly Name of person managing the project and possibly

their organisation if different from that of the project their organisation if different from that of the project sponsor sponsor

5.5. Date of agreement of project briefDate of agreement of project brief6.6. Date of project start and finishDate of project start and finish7.7. Background to the project and purpose with goals Background to the project and purpose with goals

outlinedoutlined8.8. Key objectives with quality and success criteriaKey objectives with quality and success criteria9.9. Details of how achievement of these will bring Details of how achievement of these will bring

benefits to the business or sponsoring organisation benefits to the business or sponsoring organisation 10.10. Scope of the project and any specific boundariesScope of the project and any specific boundaries

Project Brief – Checklist Project Brief – Checklist ….….

11.11. ConstraintsConstraints12.12. AssumptionsAssumptions13.13. Timescale of the project Timescale of the project 14.14. Deliverables and target dates (milestones) Deliverables and target dates (milestones) 15.15. Estimated costsEstimated costs16.16. Resourcing arrangementsResourcing arrangements17.17. Reporting and monitoring arrangementsReporting and monitoring arrangements18.18. Decision-making arrangements – level of Decision-making arrangements – level of

authority and accountability held by manager authority and accountability held by manager of project and arrangments for any necessary of project and arrangments for any necessary renegotiationrenegotiation

19.19. Communications arrangementsCommunications arrangements20.20. Signature of sponsor with date, title and Signature of sponsor with date, title and

authorityauthority

Identifying deliverablesIdentifying deliverables The project brief - goals of the project The project brief - goals of the project

and key objectives. (S.M.A.R.T)and key objectives. (S.M.A.R.T) At an early stage of planning At an early stage of planning

identification all of project objectives and identification all of project objectives and the deliverables crucial (including the deliverables crucial (including implied deliverables).implied deliverables).

Each objective must identify a clear Each objective must identify a clear outcome. (the deliverable)outcome. (the deliverable)

Some sort of change achieved - Some sort of change achieved - production of something new – A handing production of something new – A handing over ….over ….

Mapping Tasks and Mapping Tasks and ActivitiesActivities

One of the most difficult aspects of One of the most difficult aspects of planning a project is estimating how planning a project is estimating how long it will take to complete each key long it will take to complete each key stage. An estimate might be based on:stage. An estimate might be based on: the size of the tasks and the effort the size of the tasks and the effort

required to complete them; required to complete them; the number of days that are not available the number of days that are not available

for working on the project; for working on the project; historical data from other projects, historical data from other projects,

including the experience of colleagues. including the experience of colleagues.

Work Breakdown Work Breakdown StructureStructure

Identify the major task categoriesIdentify the major task categories Identify Identify subsub-tasks, and -tasks, and subsub--subsub-tasks-tasks Use verb-noun to imply action to Use verb-noun to imply action to

somethingsomething Example: Getting up in the morningExample: Getting up in the morning

Hit snooze buttonHit snooze button Hit snooze button againHit snooze button again Get outa bedGet outa bed Avoid dogAvoid dog Go to bathroom…Go to bathroom…


A A work breakdown structurework breakdown structure enables:enables:

the work of a project to be divided the work of a project to be divided into ‘packages’; into ‘packages’;

these ‘packages’ can be further these ‘packages’ can be further subdivided into ‘elements’; subdivided into ‘elements’;

these elements are then divided into these elements are then divided into individual ‘tasks’. (Work Package –individual ‘tasks’. (Work Package –based on Statement of Work – SOW)based on Statement of Work – SOW)

WBSWBS

Basis for estimating the time and Basis for estimating the time and effort required.effort required.

Work to be allocated to teams or Work to be allocated to teams or team members so that they could team members so that they could identify and schedule the subtasks.identify and schedule the subtasks.

The deliverables identified in the The deliverables identified in the work breakdown structurework breakdown structure

WBS - Initial team-building tasks?WBS - Initial team-building tasks?


Canoe Trip to Boundary Waters

Arrange Travel Get Equipment Prepare BudgetPlan Meals

Schedule Flights to Mpls

Rent Van

Arrange Motel

Schedule return flights

Contact BW Outfitter Bring cooking gear

Freeze dry food

Assign Budget Person

Get deposits

Retain Receipts

Pay for supplies

Close-out trip

Plan for Emergencies

Plan Activities

Rent canoes

Rent Tents

Bring Sleeping Bags

Bring Fishing Gear

Prepare 7 breakfasts

Prepare 7 lunches

Prepare 6 dinners

Obtain emerg. #’s

Arrange contact at BW

Bring emerg. flares

Bring two first aid kits

Bring Cards

Bring Joke book

Bring scotch

Bring lights and waterproof

matches





Rent Van

Arrange Motel



Freeze dry food


Get deposits

Retain Receipts

Pay for supplies

Close-out trip


Plan Activities

Rent canoes

Rent Tents

Bring Sleeping Bags

Bring Fishing Gear


Prepare 7 lunches

Prepare 6 dinners

Obtain emerg. #’s


Bring emerg. flares


Bring Cards

Bring Joke book

Bring scotch


matches





Rent Van

Arrange Motel



Freeze dry food


Get deposits

Retain Receipts

Pay for supplies

Close-out trip


Plan Activities

Rent canoes

Rent Tents

Bring Sleeping Bags

Bring Fishing Gear


Prepare 7 lunches

Prepare 6 dinners

Obtain emerg. #’s


Bring emerg. flares


Bring Cards

Bring Joke book

Bring scotch


matches





Rent Van

Arrange Motel



Freeze dry food


Get deposits

Retain Receipts

Pay for supplies

Close-out trip


Plan Activities

Rent canoes

Rent Tents

Bring Sleeping Bags

Bring Fishing Gear


Prepare 7 lunches

Prepare 6 dinners

Obtain emerg. #’s


Bring emerg. flares


Bring Cards

Bring Joke book

Bring scotch


matches


System Hardware Replacement

RFP Development Vendor Selection Hardware ImplementationStaff Training

Needs Assessment

Needs Analysis

Write RFP

Finalize with Purchasing

Research Vendors

Research Sites

Select Vendors to mail RFP

Review Proposals

Identify training Plan

Schedule Training

Train

Schedule Installation

Prepare Site

Arrange Vendor Support

Rank Proposals

Recommendation

Configure System

Install System


System Hardware Replacement

RFP Development Vendor Selection Hardware ImplementationStaff Training

Assess Needs

Analyze Needs

Write RFP

Finalize with Purchasing

Research Vendors

Research Sites

Select Vendors to mail RFP

Review Proposals

Identify training Plan

Schedule Training

Train Sysadmins

Schedule Installation

Prepare Site

Arrange Vendor Support

Rank Proposals

Make Recommendations

Configure System

Install System


Requires structured brainstormingRequires structured brainstorming

WBS DictionaryWBS Dictionary A companion document to the WBSA companion document to the WBS May have detailed content of the components May have detailed content of the components

contained in a WBS, including work packages contained in a WBS, including work packages and control accountsand control accounts

For each WBS component, the WBS dictionary For each WBS component, the WBS dictionary includes a code of account identifier, a statement includes a code of account identifier, a statement of work, responsible organization, and a list of of work, responsible organization, and a list of schedule milestonesschedule milestones

Can include a list of associated schedule Can include a list of associated schedule activities, resources required, and an estimate of activities, resources required, and an estimate of costcost

Each WBS component is cross-referenced, as Each WBS component is cross-referenced, as appropriate, to other WBS componentsappropriate, to other WBS components

Planning Consists ofPlanning Consists of

Subdivision of WorkSubdivision of Work QuantificationQuantification Sequencing of WorkSequencing of Work BudgetingBudgeting SchedulingScheduling

Example goalsExample goals

Write a bookWrite a book Write a textbook on Engineering Write a textbook on Engineering

Economics suitable for sophomores.Economics suitable for sophomores. Write a textbook on Engineering Write a textbook on Engineering

Economics suitable for sophomores. Economics suitable for sophomores. The book should be less than 300 The book should be less than 300 pages in length, be supported by pages in length, be supported by Excel spread sheets and contain all Excel spread sheets and contain all material needed for the FE exams.material needed for the FE exams.

Project PlanningProject PlanningTerminology -1-Terminology -1-

Tasks - the activities or steps needed to Tasks - the activities or steps needed to complete a project.complete a project.

Subtask - a task that is subordinate to Subtask - a task that is subordinate to another task.another task.

Summary tasks - General headings with Summary tasks - General headings with subtasks. Summary tasks provide an subtasks. Summary tasks provide an outline structure that identifies a project’s outline structure that identifies a project’s major phases.major phases.

Successor - A task that follows another Successor - A task that follows another task.task.


Milestone - a clearly identifiable or Milestone - a clearly identifiable or condition that marks the condition that marks the completion of a task, summary completion of a task, summary task, or project.task, or project.

Resources - the people, material, Resources - the people, material, equipment, or facilities required to equipment, or facilities required to complete a task, summary task, or complete a task, summary task, or project.project.


Predecessor - A task that must precede Predecessor - A task that must precede another task.another task.

Duration - The amount of time required Duration - The amount of time required to complete a task. Can be measured in to complete a task. Can be measured in real time, work time, or both.real time, work time, or both.

Critical tasks - Tasks that, if delayed, Critical tasks - Tasks that, if delayed, would result in the delay of the project.would result in the delay of the project.

Critical path - The sequence of critical Critical path - The sequence of critical tasks.tasks.


Gantt Chart - A graphical representation Gantt Chart - A graphical representation of the project schedule containing bars of the project schedule containing bars that represent tasks. The length of a bar that represent tasks. The length of a bar corresponds to the task duration.corresponds to the task duration.

Date line - A vertical line on the Gantt Date line - A vertical line on the Gantt representing the date.representing the date.

Outline - A format to view Gantt charts Outline - A format to view Gantt charts where a hierarchical structure is where a hierarchical structure is established for a project. Subtasks are established for a project. Subtasks are indented under summary tasks.indented under summary tasks.

A Gantt ChartA Gantt Chart

TemplateTemplate

Project Planning,Project Planning,

Session 2,Session 2,

TomorrowTomorrow

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Project Planning Nadeem Kureshi. Planning "Better go home & make a net, rather than dive for fish at random." Chinese proverb "When you are thirsty, It's