Week 3 1218026127441315 9

Project Management3. Project Management Plans

Week 3

Project management plans

WhyWhatHowWhe

nWho

WhyWhatHowWhe

nWho

Why is this project happening?

Why now?

Why us?

WhyWhatHowWhe

nWho

What solution needs to be put in place to achieve the goals?

What work needs to happen to build the solution?

WhyWhatHowWhe

nWho

How do we get this solution in place?

How do we know when we’re done?

WhyWhatHowWhe

nWho

When do work activities happen?

What do we need to do first?

What’s last?

WhyWhatHowWhe

nWho

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

indispensibleDwight Eisenhower




Guidelines

Reviewing a plan

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

Why plan?Why plan?


The PlanThe 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







Helps manage expectations










Helps understand the effects of changes








Makes sure you are doing the right thing


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?

Scope

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


Definition

The work to be done=?= The target product


Change control



Value?


The WBS

The right way

The right way

The wrong way

The wrong way

Focus on deliverable

s

Focus on deliverable

s

Focus on processesFocus on processes

Align to value

Align to value

Align to process stages

Align to process stages

Why?Why? Why not?Why not?

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

The wrong way?

The wrong way?

Note the Layers

Note the Layers

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

requirements1.3 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 knowledg

e

Complete knowledg

e

Degree of knowledge over time

OBS

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

ww

.win

ning

with

add.

com

/org

aniz

atio

n/

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

tools

rasci(aka raci)

ram

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

r

a

s

c

i

responsible

accountable

supportive

consulted

informed

r

a

m

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

R

R

R

R

R

R

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 Catshttp://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08

http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html

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 Catshttp://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 ManagerCraig 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 &

plans• 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 GroupMarketing

Product ManagementLegal

FinanceSales

Customer Service

Steering CommitteeHead of Marketing and SalesHead of Product Management

Head of Customer ServiceHead of Finance

Developers

Remember this?

You might break down the work by phases

You might break down the work by phases

Why?Why?

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

So now you know what needs to be done


and who is going to do it.


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 Figure 3.3 Sample network diagram (partial) Sample network diagram (partial) (Schwalbe, 2006, p211)(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

Scope Resource plan Schedule

Why What How When Who

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

http://web.augsburg.edu/~oie/mis376/documents/SR1.doc

Risk management

Degree of knowledge over time

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

risks

impact




Guidelines

Reviewing a plan

Six-Step Proven Path for Schedule DevelopmentRudi van den Berg, Pcubed, Inc. http://www.pcubed.com/Solutions/SolSixStep.asp




Guidelines

Reviewing a plan

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BetterProjects.net

Title page pic care of cayusa & CC @ Flickrhttp://flickr.com/photos/cayusa/465106926/

Documents

Week 3 1218026127441315 9