Planning – How to Succeed

Hints and Tips from Real Life Experience.

January 2013

Guy Hindley

With grateful thanks and acknowledgements to all those colleagues I have worked with, both within BAE Systems, the APM SIGS & Branches, Planning Planet and Guild, and elsewhere who have shown me the light, highlighted alternatives or just challenged the status quo and way of doing things – thank you.

Planning – the bed rock of Project Management

Version J

Agenda

• Some Initial Thoughts• Why Bother• Planning – How is it Done?• Integrated Planning – Project Control• What is this Planning thing really about• It’s all about Dates isn’t it?• So what is Planning really about?• Planning Structure• Understand the Industry• Requirements• Assumptions• Basic Understanding• Delivery Responsibility• Let’s Get Started• A few shouldn’ts• Planning – Status• Who Owns the Plan?• Think Laterally• Keep the Faith• Belief and Passion• Any Questions.

Health Warning – Examples used are from historical work – not the current situation

– All views expressed are my own personal opinion.

Some Initial Thoughts:

“Planning is an unnatural process. It is much more satisfying to do something, and the nicest thing about not planning is that failure comes as a complete surprise rather than being preceded by a long period of worry and depression”

…John Harvey-Jones.

A plan should be treated like a map - It is showing the way, so don’t concentrate on what has gone,Focus on the future and how to get there!

“Use project management software as a tool – Not as a substitute for effective planning or interpersonal skills.”

…Harold Kerzner.

“There is no doubt that there is a definite correlation between inadequate project planning, ….. at the outset and subsequent project failure.” …. Richard Trim

Why bother?

Source: Gartner Group Report on major corporate systems investments.

are behind schedule or over budget

abandoned before project completion28%

46%

Planning – How is it done?

Unfortunately it’s not magic

The Project Sponsor

It’s a dynamic event that evolves over time

Surely it’s magic?

Integrated Planning – Project Control

Stakeholder(s)

Commercial

Procurement

Finance

Personnel & HR

Customer(s)

Quality

Business Case

Health & Safety

Phase Review Contract ReviewRequest for Bid

Approval Review

Marketing & SalesLegalFile: gh-pmdrawing.vsdAuthor: GNH /KS 12.04.2006

Project Management

Project ControlStakeholder(s)

Commercial

Procurement

Finance

Personnel & HR

Customer(s)

Quality

Business Case

Health & Safety

Phase Review Contract ReviewRequest for Bid

Approval Review

Marketing & SalesLegalFile: gh-pmdrawing.vsdAuthor: GNH /KS 12.04.2006

Project Management

Project Control

UNCLASSIFIED

Project XYZ

EARNED VALUE

£ Budget

Milestone

Spend

Aircraft A

SPECIFICATION

RISK MGMT

Outline

Draft

Approval

Risk Identification

Risk Assessment

Risk Modelling

Design

Build

Test

Hrs

£

£

£

EARNED VALUE ANALYSIS

QUANTITATIVE RISKMODELLING

PLANNING NETWORK SCHEDULE

SOR/SOW DATABASE

REPORTS

BUDGETS(£, MHRS etc)

PROJECT MANAGEMENT ESTIMATE

GFF/GFE

Demonstration

Clari Requests

Revisions

Task Definition

Review WBSD

Revise WBSD

WBS

XYZ

YTH

Period

1 2 3 4 5Hrs £ Hrs £ Hrs £ Hrs £

MoD Dependencies

Milestone 1 23/12/98

Milestone 2 31/01/99

Milestone 3 30/02/99

Milestone 4 28/03/99

Milestone 5 29/04/99

Milestone 6 30/05/99

Payment Milestones

Milestone 1 23/12/98

Milestone 2 31/01/99

Milestone 3 30/02/99

Milestone 4 28/03/99

Milestone 5 29/04/99

Milestone 6 30/05/99

Deliverables

A Model Equip 23/12/98

B Model Equip 04/02/99

CDRL XYZ 30/05/99

Prodn Equip 15/11/99

Support Equip 15/11/99

Tech Pubs 15/11/99

Spares 15/06/00

FinanceSystem

Project XYZ

Risk Mitigation Plan

Issue

Owner

Date

Authorised

Raised By

Cost

Programme

Probability

WBS

Risk Description

Risk Identifier

1.6.4.3

Aircraft Performance

Performance

The risk will impact performance

due to the shortfall expected

if the testing fails

Delays of up to 6 months could result

due to the re-testing required

Cost impact due to the need to

maintain personnel over a longer

time period.

RISK DATABASERisk Mitigation Plan

‚

CBS

Project XYZ

Support Mgt/FinanceAircraft

WBS

OBS

Issue

Task Manager

Date Authorised

IPT

Deliverables

Dependencies

Detailed Task Breakdown

WBS Element Objective

WBS Element Title

WBS Number

• Outline• Design• Build• Test• Deliver

Aircraft Tasks

Aircraft

WBS Dictionary 1.7.1

Integrated Planning - a logical sequence

RESOURCES

CUSTOMER REQ’TSBUSINESS/

INTERNAL REQ’TS

Key:

2x OBS structures recognising:

- Internal structure

- Sub-contractor structure

‚ NO fixed Milestones:

- Network-driven milestones

Shows alternative route

START PROCESS

CO

NT

INU

E P

RO

CE

SS

(I T

ER

AT

I VE

)

What is this Planning thing really all about?

ToolsetsProcesses

People

It’s all about Dates isn’t it?

ProactiveA Good Communicator

LogicalA Natural Curiosity

Rapport

PatienceFacilitator

An Eye for detailSeeing the big picture

Determined, but not stubbornStructured – seeking order

Clarity of thought

BUT - Dates are the Outcome of Good Planning

It’s not about Dates though.

Thirst for understandingHonesty

So Really what is Planning about?

Build a Rapport.

Establish strong personal connections

Establish & Find Common ground – it may not even be work related. Interests, hobbies, schools, college, university, holidays.

Focus on understanding predecessors

Others will define your successors – if they need them.

Empathy

Engagement

Communication

Planning - Structure

How do you eat an elephant? In Chunks

Planning - Structure

Build a WBS.

Project

Phase 3

Subproject 4

Phase 2

Deliverable 5

Phase 1

Deliverable 2.2

Deliverable 2.3

Deliverable 2.1

Deliverable 2.2.1

Deliverable 2.2.3

Subproject 2.2.2

Work Package 2.2.3.1

Work Package 2.2.3.2

Work Package 2.2.2.1.1

Work Package 2.2.2.2.2

Deliverable 5.2

Deliverable 5.1

Deliverable 5.2.2

Deliverable 5.2.1

Work Package 5.2.2.1

Work Package 5.2.2.2

Work Package 5.2.2.3

Deliverable 2.2.2.1

Sample Work Breakdown dictionary: WBS Number:

Work Breakdown Element Title:

Work Breakdown Element Description:

Constituent Tasks:

Dependencies:

Key Deliverables:

Assumptions:

WBE Manager:

Issue: Date: Authorised:

Clarity of the Work content

Understand the Industry

System Life Cycle – Design & Development V Model

Verification

UnitIntegration &

Testing

Validation

System Integration &

Testing

Verification

Validation

Verification

UnitDesign

UserRequirements

System Design

SystemRequirements

Component Testing

Build

Component Design

Verification

Cost and schedule estimation and risk management processes inconsistently aligned with systems engineering processes. DOD 2006

Understand and get behind the real need.

What did the Customer really want?

Requirements

Specify your requirements clearly: “a bed for the night”

is met by this offering, but did you really mean at this standard?

What do we mean? How is it understood?Where does your audience come from?

PCB?Establish a common understanding

Planning Assumptions

Are we all on the

same hymn sheet?

Which Carol?

Which tune?

Which words?

Different Assumptions can lead to different solutions.

Basic Understanding.

The Real world is full of many interactions.

Have a desire to understand how things fit and work together

Understand the differences between want and need

Get out there. Understand what makes things tick.

All work should have a purpose. It should meet a need.

Delivery Responsibility

Understand the delivery responsibilities

P la nn ingM a na g er

R is kM a na g er

P ro je ctM a na g er

C h ie fM e cha n ica l E ng

C h ie fS ys te m s E ng

E n g in e eringM a na g er

L S AM a na g er

L C CM a na g er

ILSM a na g er

C o n tra c tsM a na g er

E s tim a tingM a na g er

C o m m e rc ia lM a na g er

P ro je ctD ire c to r

Understand who actually delivers the work

Ensure all work – WBS is covered by the organisation – OBS.

CA

CA

CA

OrganisationBreakdownStructure(OBS)

£

LABOUR

MATERIALS

OTHER DIRECT COSTS

CA Work BreakdownStructure(WBS)

RAM

CA = Control Account

RAM = ResponsibilityAssignment Matrix

Build a Responsibility Assignment Matrix - RAM

What do you Require?

What do you Require on Your Project?

Let’s Get started

Tip 1.

Tip 2. Tip 3.

Tip 4.

Tip 5.

Enquiring mind - a systematic or is it a systems approach?

All joined Up

In a Good network everything links together

Logic – what is it?

* Don’t be a Plonker!

Finish to Start:

A B

Start to Start:

SS

A

B

Start to Finish:

SF

A

B

Finish to Finish:

FF

A

B

Only a Really Special type of

person uses this relationship

Basic Understanding.

Identify the critical path.

Task 110 days

Task 210 days

Task 310 days

Task 610 days

Task 410 days

Innate knowledge of critical path - have a “gut” feel. 100 % accuracy not necessarily required.

As we Aspire to

Integration drives accurate reporting and informed decision making.

A few shouldn'ts

You want

it When?

NegativeFloat

Negative Float: Don’t have Negative Float. It only indicates that the plan is flawed and unattainable

A few more shouldn'ts

Negative delays – don’t have. It only indicates you have not understood the real logic and planned at the correct level of detail.

Linking to Summary tasks to real activities is also a “No-No”.

No Dangles - Every activity has a Predecessor and Successor

Unless a start point or a delivery milestone. Joined Up Logic please!

Planning - Status

No Surprises. Be Forewarned. Plan Ahead. Be Prepared

Planning Status

What does this schedule tell you about the health of the Project?Same schedule. One version is base-lined, one is not.

ID Task Name

0 Resource Exercise1 New Facilty Brief Issued

2 Facility Phase

3 Outline Design

4 Board Approval

5 Detailed Design

6 Gain Planning Permission

7 Planning Permission Issued

8 Prepare tender documentation

9 Tenders Issued

10 Vendors Prepare Tender Responses

11 Assess Tenders

12 Contract Issued

13 Enabling Works

14 Completion of Final design

15 Foundations for building

16 Piling for Machinery

17 Piling for building

18 Piles prepared for Machine installation

19 Erect Structural steelwork

20 Instal crane gantries

21 Instal Roof

22 Instal overhead crane

23 Erect cladding and Insulation

24 Plumbing serives

25 Electrical services for machinery

26 Electrical services

27 Power On

02/05

26/06

10/07

07/08

29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09 07/10April May June July August September October

ID Task Name Duration

0 Resource Exercise 170 days1 New Facilty Brief Issued 0 days

2 Facility Phase 170 days

3 Outline Design 10 days

4 Board Approval 10 days

5 Detailed Design 10 days

6 Gain Planning Permission 10 days

7 Planning Permission Issued 0 days

8 Prepare tender documentation 10 days

9 Tenders Issued 0 days

10 Vendors Prepare Tender Responses 14 edays

11 Assess Tenders 10 days

12 Contract Issued 0 days

13 Enabling Works 10 days

14 Completion of Final design 10 days

15 Foundations for building 10 days

16 Piling for Machinery 10 days

17 Piling for building 10 days

18 Piles prepared for Machine installation 10 days

19 Erect Structural steelwork 10 days

20 Instal crane gantries 10 days

21 Instal Roof 10 days

22 Instal overhead crane 10 days

23 Erect cladding and Insulation 10 days

24 Plumbing serives 10 days

25 Electrical services for machinery 10 days

26 Electrical services 10 days

27 Power On 10 days

28 Commission Faciilty 10 days

29 Facilty available for use 0 days

13%

02/05

13%

100%

50%

0%

26/06

100%

10/07

0%

07/08

0%

0%

0%

0%

0%

25/12

29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09April May June July August September

Issues:

• Where is Timenow? (Status Date)

• Activities in the past not complete?

• Activities in the future complete?

• Activities completed “out of Sequence”?

Planning Status

Status MUST ALWAYS be up to the Timenow Line (Status Date)

What does this view of the barchart tell us about the state of the Schedule?

ID Task Name

0 Resource Exercise1 New Facilty Brief Issued

2 Facility Phase

3 Outline Design

4 Board Approval

5 Detailed Design

6 Gain Planning Permission

7 Planning Permission Issued

8 Prepare tender documentation

9 Tenders Issued

10 Vendors Prepare Tender Responses

11 Assess Tenders

12 Contract Issued

13 Enabling Works

14 Completion of Final design

15 Foundations for building

16 Piling for Machinery

17 Piling for building

18 Piles prepared for Machine installation

19 Erect Structural steelwork

20 Instal crane gantries

21 Instal Roof

22 Instal overhead crane

31/07

24/08

31/07

24/08

29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09 07/10 14/10April May June July August September October

Planning Status

Status MUST ALWAYS be up to the Timenow Line (Status Date)

What does this view of the barchart tell us about the state of the Schedule?

Great benefits when you compare with the baseline.

ID Task Name Duration

0 Resource Exercise 182.5 days1 New Facilty Brief Issued 0 days

2 Facility Phase 182.5 days

3 Outline Design 10 days

4 Board Approval 10 days

5 Detailed Design 10 days

6 Gain Planning Permission 10 days

7 Planning Permission Issued 0 days

8 Prepare tender documentation 10 days

9 Tenders Issued 0 days

10 Vendors Prepare Tender Responses 14 edays

11 Assess Tenders 10 days

12 Contract Issued 0 days

13 Enabling Works 10 days

14 Completion of Final design 10 days

15 Foundations for building 10 days

16 Piling for Machinery 10 days

17 Piling for building 10 days

18 Piles prepared for Machine installation 10 days

19 Erect Structural steelwork 10 days

20 Instal crane gantries 10 days

21 Instal Roof 10 days

13%

31/07

13%

100%

24/08

100%

31/07

0%

24/08

0%

0%

0%

29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09April May June July August September

Status MUST ALWAYS be up to the Timenow line

Who Owns the Plan?

Build the “team’s” plan.

The team will endeavour to deliver “their” plan, not “your” plan.

Build “Our Plan”.

Planning – Reasoning and Logic.

Never Argue with an Idiot

Bystanders may have trouble working out who is who!You don’t want to ruin your reputation.The idiot will want to enhance theirs.

• The smallest details count.• The details need to be correct. • The logic needs to be complete - no gaps in the logic.• Is there one part of the project / programme that is problematical?• Be prepared to Analyse the next level down. It may provide a different story

The “Devils” in the detail

People – Yes involve them.

Real Planners Talk to Real People

Lateral Thinking

Look for similar things from the past.Lessons learnt or lessons applied.

Think –

“that’s good how can I apply it at work?”

Consider it from different perspectives

Colleagues in other industries

Look at things from all angles

Assignments in

other industries

Probabilistic/ SRA Model

SRA Results/ Confidence Levels At 20/50/80% for key milestones

Deterministic ModelDefine uncertainty ranges

Import Activities & 3 Point Durations

Import Risk Log SRA Model RunResults Generated

Define Threats & OpportunitiesRisks Captured,

Integrated Planning – the Ultimate Aim?

Results studiedand analysed.Data used to informand amend and DELIVER

Involve PeopleTalk to People

ID LastModified in

Version

PAN Task Name

80 4.1j GFF - Facility Modifications complete and available from Customer81 5.1m 70 SSF (STU & SSU)82 5.1m 70 ANDOC83 70 NDOC84 70 LFOC85 70 AOC (E)86 70 AOC (NW)87 70 AOC (N)88 70 AOC (S)89 70 SAOC (J)90 70 SAOC (N)91 70 SAOC (S)92 4.1j GFF - Vehicles available in BAE SYSTEMS' vendor facility93 6.3cv1.1 Batch 1 - 6 x ACTROS94 6.2ev1 Batch 2 - 10 x ACTROS95 6.2ev1 Batch 3a - 7 of 19 x HMMWV (New)96 6.2ev1 Batch 3b - 12 of 19 x HMMWV (Existing Fleet)97 4.1j Installation98 6.1c 70 Procurement99 6.3cv1.1 81,98,124 Install SSF (STU & SSU) 100 6.3cv1.1 82,124 Install ANDOC 101 83 Install NDOC102 84,99FF+52 days Install LFOC103 85,101FF+60 days Install AOC (E)104 86,102FF+47 days Install AOC (NW) 105 87,103FF+47 days Install AOC (N) 106 88,104FF+45 days Install AOC (S) 107 89,105FF+45 days Install SAOC (J) 108 90,106FF+35 days Install SAOC (N) 109 91,107FF+35 days Install SAOC (S) 110 Acceptance111 6.2k Vendor FATs

112 6.2n 39,51 "Internal" FAT - SELEX113 6.2n 51 "Internal" FAT - LMIS&GS Build 3114 6.2n 70 Customer Witnessed FAT's (LMIS&GS Builds 2 & 3 and SELEX)

NDOC

Batch 1 - 6 x ACTROS

Batch 2 - 10 x ACTROS

Batch 3a - 7 of 19 x HMMWV (New)

Batch 3b - 12 of 19 x HMMWV (Existing Fleet)

Install NDOC

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3Y4 Y5 Y6 Y7

Think Laterally - Get Engagement – Consider Your Audience

Productions Target DeliveryContract Delivery Date (90%) ICE Optimistic Output ICE Realistic Output ICE Pessimistic Output

1st2nd3rd4th5th6th7th8th

9th

Mar May Jul Sep Nov Jul2008 2011

Mar May Jan Mar May Jul Sep Nov2009

Jan Mar May Jul Sep Nov2010

Jan Mar May Jul Sep Nov Jan2012

Nov07

Jan

Productions Target DeliveryContract Delivery Date (90%) ICE Optimistic Output ICE Realistic Output ICE Pessimistic Output

1st2nd3rd4th5th6th7th8th

9th

Mar May Jul Sep Nov Jul2008 2011

Mar May Jan Mar May Jul Sep Nov2009

Jan Mar May Jul Sep Nov2010

Jan Mar May Jul Sep Nov Jan2012

Nov07

Jan

Plus many more options…..Including tabular

Tailor to meet your audiences needs. Remember you may have multiple audiences

Attitudes of Mind:

Risk number 103…. “Just make the end date equal July“

Is this really a risk, or just confirmation that we are planning to fail?

Keep the Faith

• Join the other Planners of the world.

• Take time to attend professional body events

• Swop stories and experiences

• Have that interest in your discipline.

• It might be sad but invest your own time and energies to take your skills in your favoured discipline forward. Yes – undertake Professional Development.

• Don’t be afraid to lead………..however just be aware others may plagiarize your work. When you find out

just take it as a complement! Just remember you were leading.

• Maybe true planners are altruistic in nature?

• Knowledge has a half live of 7 years – continual need for CPD.

Belief and Passion

• Always believe in the power of the GOOD sound robust planning.

• Trust yourself.

• When senior managers state that the business does not need high calibre planning or risk analysis continue to believe – keep the faith…

• The business may not Want, but it most certainly NEEDS those skills and traits.

• “Planning is still not seen as a core capability” Human Systems, 2012.

Don’t miss the train

Be Realistic in your AspirationsImpossible Dates: Don’t Demoralise the teamDon’t Fail the CustomersDon’t Fail YourselfDon’t Plan to Fail

So why do we do it? And do it again?And Keep doing it again?

Stupid Eh?

It’s just like a performance. We all have a part to play.All parts must fit together as a coherent whole.

Remember, Remember….It’s all Teamwork

Conclusion

• Planning is about scope, structure, purpose, objectives• Planning is about integration to achieve deliverables• Planning is about the identification and management of

interdependencies• Planning is about clarity of organisation and organisational

responsibility• Planning is about getting agreement with all stakeholders• Planning is forward looking/ pre-emptive• Planning is done for the overall business benefit it can generate• Dates are one of the resultant outcomes of good planning• Planning is all about Effective Communication

• Real Planning is not about Dates

Don’t Forget your own Perception & Prejudices.

Which presenter would you have turned up to listen to?

• Involve all relevant sources of information• Put you own personal prejudices to one side• Involve All, Value All, Thank All.

Recommendations on Recommendations on LinkedinLinkedin appreciated if you have found this presentation beneficial – thank you appreciated if you have found this presentation beneficial – thank you

Planning

ANY QUESTIONS?

Further Information.

From the Planning, Monitoring and Control SIG:

One Final Thought

Planning is there to add Value and bring Benefit.