Post on 13-Nov-2014
Basics on Planning
Agenda
Definition Planning in real life Planning Process Planning Steps
Definition
In simple terms - think out; prepare in advance how do we intend to achieve what we wanted
to achieve Any detailed scheme, program, or method
worked out beforehand for the accomplishment of an object; a proposed or tentative project or goal or course of action.
A drawing or diagram made to scale showing the structure or arrangement of something
Planning in real life
‘failing to plan means planning to fail’
Games - Football, cricket, sports, Travel (Tour) Life Security ( Insurance, Savings etc.. ) Get-Together ( Parties, Festivals, Functions etc..) Self Improvement ( Education, Career, work etc..) Organization Manufacturing - Production, Materials Military, Warfare Town, City …….. The list is endless …..
Requirements for Planning
Ability to see till the end Common Sense Applying “Conscious knowledge” Domain Information Analytical and Reasoning capabilities Capability of identifying risk situations
Advantages
Provides informed direction Provides a better basis for decision-making on
time, cost, quality risks
Helps to avoid conflict ambiguity defining the role clearly duplication of efforts
Person specific
vs.
Project Approach
Participative
Process Groups – PMI view
Initiate Plan
Control Execute
Close
IPECC
What it is and is not
Initiate Plan Execute Control Close
Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address.
It is the work plan, not the work.
It is a definition of needed work and resources
Planning Objectives
Agreements on: Scope Objectives Work activities Estimates Resources required Roles & responsibilities How to change & update the plan
Planning Process Overview
Planning
Core Work Plans
Facilitating / ControlPlans
Integrated Project Plan
Planning Efforts
Start FinishTime
Initiate
Execute
Close
Control
Lev
el o
f A
ctiv
ity
Plan
Input to Planning
Product Description Project Charter / Definition Historical Information Organizational Policies Constraints Assumptions
Process FlexibilityOn most projects:
planning steps are the same the time spent and outcomes are flexible
Complex Project Simple Project
High Formality
Loose Formality
Formality is based on Complexities
TC = 3
BC = 5
Result - Potential High Complexity
(TC
)
(BC)
Output From Planning
Project Plan Updated Project Charter Supporting Detail
Project Management – PMI View
Scope Time
CostQuality
Risk
Communication
Procurement
HRInt
egra
tion
(Planning steps)
Planning diagram, Integrated Project Plan template.
5.Define and Sequence
Activities(WBS)
6.Estimate Activity
Durations & DetermineResource Needs
(WBS)
4.Develop Project Scope
(Scope Statement)
9.Develop Schedule
(Schedule)
13.Build budget and
spending plan(Cost Mgmt Plan)
7.Determine how Quality
will be Managed(Quality Mgmt Plan)
8.Determine how to meetcommunication needs(Communication Plan)
11.Organize and Aquire
Staff(Organization Plan)
12.Determine what toProcure and when
(Procurement Plan &SOWs)
4.Determine howchanges will be
managed(Change Mgmt Plan)
10.Estimate Resource
Costs
15.Integrated the Plans(Integrated Project
Plan)
14.Identify Risk & CreateRisk Response Plan
(Risk Mgmt Plan)
4. Develop Project Scope
All the work, and only the work required Scope Statement - agreement of what is and is not
Includes: primary objectives (products/deliverables) major deliverable milestones assumptions constraints completion criteria
Work
Some may be cutand pasted from theproduct description
or charter.
4. Change Management
Management of changes to the primary objectives and major deliverables milestones.
1. Change acceptance/expectations2. How changes will be evaluated3. How change will be managed
The plan should include agreements of:
5. Define and Sequence Activities
Develop a Work Breakdown Structure(WBS)Example - WBS/How?
Project
DesignRqmts Build DeliverManage
PlanExecuteControlClose••
AssessDetermineAnalyzePropose••
EngineerSpecify•••
Construct
TestValidateIntegrate
•••
InstallTrain•••
define work activities to manage, create and deliver the solution
Determine Dependencies (Sequencing)determine the order of work activities or
dependenciesReviewScope
Assess CurrentSystem
Analyze NewRequirements
Determine &Review GAPS
AdjustRequirements
Examples WBS’sExample - WBS/How?
Project
DesignRqmts Build DeliverManage
PlanExecuteControlClose••
AssessDetermineAnalyzePropose••
EngineerSpecify•••
Construct
TestValidateIntegrate
•••
InstallTrain•••
Hierarchy Diagram Format1 MANAGEMENT
1.1 Initiate1.2 Plan1.3 Execute1.4 Control1.5 Close
2 REQUIREMENTS
2.1 Assess2.2 Determine2.3 Analyze2.4 Propose2.5 …..
3 DESIGN
3.1 Engineer3.2 Specify3.3 ….3.4 …..
4 BUILD4.1 Construct4.2 Test4.3 Validate4.4 Integrate
5 DELIVER
5.1 Install5.2 Train5.3 …..5.4 …..
Tab le of C
ont en ts Fo rm
at
1. Write First draft of policy.2. Review with team/manager.3. Make changes as needed.4. File notice w/Secretary of the State
(SOS) 45 days before effective date.5. Formally review policy analysts and
advocates.6. Make changes as needed.7. Update program manuals and forms
to reflect changes.8. Submitted to the SOS by 5:00pm the
day before it is to be effective.
List Form
at
Examples of Sequencing
ReviewScope
Assess CurrentSystem
Analyze NewRequirements
Determine &Review GAPS
AdjustRequirements
6. Estimate Duration Determine Resource Needs
Obtain initial estimate of likely duration for tasks
does not take into account the number of people expected to perform the task.
For each task - determine skills and resources
6. Estimate Duration Determine Resource Needs
7. Determine How Quality will be Managed
How will quality assurance and control be conducted?
•Identify Quality Standards
•Quality Assurance
•Quality ControlQuality Plan
How?
What?
Check
8. Determine How to Meet Communication Needs
The plan should determine:•who needs what information •when will they need it •how will it be given to them •by whom
And determine how to:•store, update, and disseminate information •close, file and archive information•update the communication plan
9. Develop Schedule
May
Jun Jul AugSepOct Nov
determining start and finish dates for tasks and assigning resources
Develop schedule - Hints
Task Sequencing Past experiences on developing the schedule “Constant” factors in use Calendar – Organization, Resource Productivity Levels Matching the expectations
Task Name
InitiateProduct Description & Benefits CharterProject Proposal Approved
PlanScope StatementWork PlanContract/Procurement PlanQA PlanRisk PlanProject Plans Approved
ExecuteRequirementsAnalysisDesignCodingTestingMaintenance
ControlsStatus ReportingChange ManagementCommunication Mgmt
ClosingEvaluationMaintenance Turn-over
9/18
9/27
9/10 9/17 9/24 10/1 10/8 10/15 10/22 10/29 11/5 11/12 11/19 11/26 12/3 12/10 12/17 12/24 12/31r October November December Janua
Terminology -This is a schedule or Gantt chart,
not a WBS, not the project plan
10. Estimate Resource CostsDevelop cost estimates for:
internal & external labor (hrs,rates) materials supplies contracts special costs
refined during the course of the project ,
definitive just priorto construction
Estimate
ROM + or - 50%
Intermediate + or - 30%
Definitive + or - 20%
11. Organize and Acquire Staff
K risten D uusO IS O versigh t
M aureen C asterlineB usiness S ponsor
D ebra H errliP ro ject M anager
(100% )
Bryan N ealySystem
Architecture TeamLead (50% )
Pete H aleApplica tion
D eve lopm ent TeamLead (100% )
3 C ontractD eve lopers
4 BusinessAnalysts
T ina SeshadriTechnica l
R esource(asneeded)
P olicy and P racticeTeam (S teering
C om m ittee)
1 C ontract System sIn tegra tion/D atabaseD eve loper
12. Determine What to Procure and When
Procurement planning determines:whether, what, and how much,how and when, how to manage solicitations, selection, contract administration, and closeout
Procurement documents:SOW - Statement of WorkRFP - Request for ProposalEvaluation Criteria
Actual solicitation is part of execution
13. Build Budget and Spending Plan
Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.
14. Identify Risk & Create Risk Response Plan
Risk planning involves:identifying risks w/high effect and impactplanning for risk mitigation or contingency
Common sources of risk:Changes in requirementsDesign errors and omissionsRoles and responsibilities misunderstoodPoor estimates or unsupported estimatesInsufficiently skilled staffImpossible timeframes
15. Integrate the Plans
Previous steps are reiterated to create a coherent plan.
for example:•initial draft - reflects generic skills and duration •final plan - reflects specific resources and dates
Importance / Lessons
Straying from original goals, Inadequate resourcing Repetitive meetings - on what needs to be done Frustration - poorly defined, communicated, and
coordinated work activities Issues not understood or related Decisions repetitively re-opened or re-addressed
Queries……????
Thank you……!