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Transcript of How to Develop a Winning Project Plan © Edward B. Farkas, CHS, CPM, MIEEE, PMP Managing Director,...
How to Develop a Winning Project PlanHow to Develop a Winning Project Plan
© Edward B. Farkas, CHS, CPM, MIEEE, PMP Managing Director, Project Management Practice
ETR Technology Center
I’m from ETR …
Developing a Winning Project Plan
-A Practical Approach-
• Scope Analysis• Work Breakdown Structures• LOE & Budget Development• The Triangle of Truth (Triple Constraints)• Project Risk Plan• Project Communications Plan• Project Resource Management Plan• Project Scheduling• Holistic Expectations Management
Perform a scope analysis BEFORE any planning begins
Review the scope documents
Scope analysis facilitates identification of….
• Deliverables• Stakeholders• Assumptions• Constraints• Risks
This information is key to the first planning steps:
What do you think they are?
E-Commerce Web Site: Scope Description
ABC is preparing to launch new web site selling device drivers for Window Operating Systems 3.1, 98, 2000 & XP. The site contains a search engine that allows the customer to locate the required driver by manufacturer. Once located the customer can purchase and download the driver. Prior to ABC’s Marketing Department planned December 15, 2004 announcement of the new site we will test the site simulating heavy public site usage. ABC wants the assurance that the new site, recently installed on a shared server, can handle the load. In addition to the load test ABC wants to make sure that the site is secure. The Security Test is viewed by ABC’s development team as critical to the success of the new site. ABC executive and product management want the testing to be completed prior to Marketing’s planned announcement. ABC Will provide as-needed customer training.
Group Exercise – Based on the above scope description
1.Identify the project stakeholders.2.Identify the project deliverables.3.Identify project dependencies.4.Identify project assumptions and risks5.Identify project constraints.
Project Scope Document
Scope Analysis Yields…
Element Leads to … Helps Drive …Stakeholders Responsibility Assignment
Matrix,Communications Plan- PPOC
Resource Management, Expectations Management
Deliverables Work Breakdown Structure Work Packages- Levels of Effort, Project Quality Plan
Dependencies Potential (assumptions) Risks Risk Management Plan,Project Schedule
Risks Risk Management Plan Resources, Project Schedule
Constraints Potential Risks, Possible Milestones, Potential End Date(s)
Project Schedule
………………..What can we add to the table?
Work Breakdown Structure (WBS)
• A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project
• Each descending level represents an increasingly detailed definition of a project component
• Project components may be products or services-References: PMBOK, 1996.
Work Breakdown Structure
Web Site
Search Engine GUI Interface Security
Graphics
Text Content
C.Card Interface
Security Policy
Authentication SW
Firewalls
Work Package
• A deliverable at the lowest level of the work breakdown structure
• A work package may be divided into activities
-Reference: PMBOK, 1996.
Glossary
Discrete work packages, of limited durations,
helps determine resource costs!
WBS Benefits
• Helps the team members buy-in to the plan.• Helps develop the budget.• Enables development of a basic project plan
• Results in risk reduction
Create a Risk Management Plan
• Identify risks (scope analysis, leveraged WBS)
• Quantify or Prioritize• Determine Impact• Manage i.e. avoid, transfer (deflection),
mitigate, accept – may yield tasks that are schedule
inputs
• Identify
• Qualify
• Quantify
• Respond
• Control
Risk Breakdown Structure
Web Site
Security
Security Policy
Authentication SW
Firewalls
• Is the deliverable well defined?• Is this item a dependency?• Do I have the resources?• Do I have the funding?• Is there anything we’re assuming?• Etc…
We can define communication protocols
• Project Escalation Paths (Supplements Event Management)
• Contact Points (PPOC Concept)• Reporting Requirements (may be contractual)
Resource Management
• Who will do this?• What’s needed to do this?• How long will this take?
Web Site
GUI Interface
Graphics
Text Content
C.Card InterfaceUncover the hidden dependencies during the planning session!
What do have now?• We have identified the stakeholders• We are aware of assumptions• We are aware of constraints• We know all required deliverables• We have a complete WBS• We have a risk management plan (RBS)• We have an OBS• We have a resource management plan• We have a communications plan next?
A Project Schedule Includes:(Design an Activity Network Diagram First)
• A List Of Tasks
• A Timeline• Relationship
To Scope!
TASK COMPONENTSTASK COMPONENTS
• Activity: What Will Be Done
• Resource: Who (what is needed) Will Do It
• Duration: When Its Done
• Importance: Relationship To Other Tasks
Task Relationships
• Finish To Start: ‘from’ finish before ‘to’ starts• Finish To Finish: ‘from’ finish before ‘to’ finishes• Start To Start: ‘from’ start before ‘to’ starts• Start To Finish: ‘from’ starts before ‘to’ finishes
FF
SS
SS
SS
FF
FFSS
FFGRAYGRAY = A = ABLACKBLACK = B = B
Task Relationship Terms
• Dependencies• Predecessors• Successors• Concurrencies• Sequencing
Prompt with questions….
• Can This Task Start Before Another Is Completed?
• Can I Start This Task At The Same Time As Other Tasks?
• Does This Task Have To Be Completed Before Another Task Starts?
• Should This Task Happen Earlier Than Another?
How To Sequence How To Sequence ActivitiesActivities
• PDM: Precedence Diagramming Method• AON: Activity On Node• ADM: Arrow Diagramming Method• CDM: Conditional Diagramming Method• WBS: Work Breakdown Structure• CPM: Critical Path Methodology• CCM: Critical Chain Method
What exactly is the Critical Path
& why do we want to know?
Determine Task Determine Task DurationsDurations
• Identify Time Sensitive Tasks
• Identify Scope Constraints
• Identify Lead Time Tasks
• Correlate To Labor Plan
Assign Resources To TasksAssign Resources To Tasks
•Assign A Person(s) For Each Task
•Assign Corresponding Material(s)
•Assign Matrix (sub-contract/vendor) Resource
LOE & Duration are different!
The Project Plan & the Schedule
Provide the raw data to manage project costs
& for Earned Value Management
Edward’s Law: in 1 = in other 2Edward’s Law: in 1 = in other 2
COST
SCHEDULE
SCOPE
Total Project Plan Development (simplified view)
Scope Documents & Scope Management Plan
‘Blended’ Work Breakdown Structure
Risk Management Plan
Activity Network Diagram/Schedule
Resource Management Plan
Communications Plan
Project Quality Plan
Integrated Change Management Plan
Expectations Management
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