Week 3 1218026127441315 9
Transcript of 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
The project management plan
Benefits of planning
What to consider in your plan
Guidelines
Reviewing a plan
Plans are useless. Planning is
indispensibleDwight Eisenhower
The project management plan
Benefits of planning
What to consider in your plan
Guidelines
Reviewing a plan
http://flickr.com/photos/xabier-martinez/225627841/
Why plan?Why plan?
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
http://flickr.com/photos/xabier-martinez/225627841/
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
http://flickr.com/photos/xabier-martinez/225627841/
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
http://flickr.com/photos/xabier-martinez/225627841/
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
Helps manage expectations
Works out the timeline and budget
http://flickr.com/photos/xabier-martinez/225627841/
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
Helps manage expectations
Works out the timeline and budget
Helps understand the effects of changes
http://flickr.com/photos/xabier-martinez/225627841/
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
Helps manage expectations
Makes sure you are doing the right thing
Works out the timeline and budget
Helps understand the effects of changes
The project management plan
Benefits of planning
What to consider in your plan
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)
What is your project going to deliver?
Definition
The work to be done=?= The target product
What is your project going to deliver?
Change control
The work to be done=?= The target product
What is your project going to deliver?
Value?
The work to be done=?= The target product
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
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
So now you know what needs to be done
and who is going to do it.
So now you know what needs to be done
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)
Risk management
Degree of knowledge over time
BetterProjects.nethttp://www.betterprojects.net/search?q=risk+101
risks
impact
The project management plan
Benefits of planning
What to consider in your plan
Guidelines
Reviewing a plan
Six-Step Proven Path for Schedule DevelopmentRudi van den Berg, Pcubed, Inc. http://www.pcubed.com/Solutions/SolSixStep.asp
The project management plan
Benefits of planning
What to consider in your plan
Guidelines
Reviewing a plan
htt
p:/
/thin
h1
80
8.fi
les.
word
pre
ss.c
om
/20
07
/12
/pro
jpla
n_s
am
ple
_20
05
06
10
_14
40
24
BetterProjects.net
Title page pic care of cayusa & CC @ Flickrhttp://flickr.com/photos/cayusa/465106926/