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Putting the Project Pieces Together

Project Planning Training

Project Planning Training
Project Planning Training

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Agenda Items

  • Introduction

  • Planning Process

  • Planning Steps

  • Templates/Tools & Techniques

  • Evaluation

Agenda Items  Introduction  Planning Process  Planning Steps  Templates/Tools & Techniques  Evaluation

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Training Goals

Understand:

  • what planning is/is not

  • where and when to start

  • to adapt or tailor planning

Training Goals Understand:  what planning is/is not  where and when to start  to
Training Goals Understand:  what planning is/is not  where and when to start  to
  • shortening the planning time

  • what the project plan

represents

  • process and supporting materials

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Project Approach

Project Manager

(marionette)

vs.

Project Approach Project Manager (marionette) vs . Project Management Approach (participatory) 4
Project Approach Project Manager (marionette) vs . Project Management Approach (participatory) 4
Project Approach Project Manager (marionette) vs . Project Management Approach (participatory) 4

Project

Management

Approach

(participatory)

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What it is and is not Initiate Plan Execute Control Close Devising and maintaining a workable
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

What it is and is not Initiate Plan Execute Control Close Devising and maintaining a workable

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Where Planning Fits

Execute Plan Close Initiate Control Start Finish Time 6 Level of Activity
Execute
Plan
Close
Initiate
Control
Start
Finish
Time
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Level of Activity

Planning Process Overview

Planning
Planning
Planning Process Overview Planning Core Work Plans Facilitating Control Plans Integrated Project Plan 7

Core Work Plans

Facilitating Control

Plans

Planning Process Overview Planning Core Work Plans Facilitating Control Plans Integrated Project Plan 7

Integrated Project Plan

Planning Process Overview Planning Core Work Plans Facilitating Control Plans Integrated Project Plan 7

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Planning Objectives

Agreements on:

  • Scope

  • Objectives

  • Work activities

  • Estimates

Planning Objectives Agreements on:  Scope  Objectives  Work activities  Estimates  Resources required
  • Resources required

  • Roles & responsibilities

  • How to change & update the plan

Planning Objectives Agreements on:  Scope  Objectives  Work activities  Estimates  Resources required

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Importance / Lessons

Importance / Lessons  Straying from original goals,  Inadequate resourcing  Repetitive meetings - on
Importance / Lessons  Straying from original goals,  Inadequate resourcing  Repetitive meetings - on
  • Straying from original goals,

  • Inadequate resourcing

  • Repetitive meetings - on what needs done

  • Frustration - poorly defined, communicated,

and coordinated work activities

  • Issues not understood or related

  • Decisions repetitively re-opened or re- addressed

Importance / Lessons  Straying from original goals,  Inadequate resourcing  Repetitive meetings - on

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Input to Planning

  • Product Description

  • Project Charter

  • Historical Information

  • Organizational Policies

  • Constraints

  • Assumptions

Input to Planning  Product Description  Project Charter  Historical Information  Organizational Policies 
Input to Planning  Product Description  Project Charter  Historical Information  Organizational Policies 
Input to Planning  Product Description  Project Charter  Historical Information  Organizational Policies 

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Output From Planning

  • Project Plan

  • Updated Project Charter

  • Supporting Detail

Output From Planning  Project Plan  Updated Project Charter  Supporting Detail 11
Output From Planning  Project Plan  Updated Project Charter  Supporting Detail 11
Output From Planning  Project Plan  Updated Project Charter  Supporting Detail 11

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Process Flexibility

On most projects:

planning steps are the same

the time spent and outcomes are

flexible

High Formality

Complex Project
Complex Project
Process Flexibility On most projects: planning steps are the same the time spent and outcomes are
Simple Project
Simple Project

Loose Formality

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Formality is based on Complexities

TC = 3

BC = 5

Result - Potential

High Complexity

Formality is based on Complexities TC = 3 BC = 5 Result - Potential High Complexity
Formality is based on Complexities TC = 3 BC = 5 Result - Potential High Complexity

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Planning diagram, Integrated

Project Plan template.

4. 4. Determine how Develop Project Scope changes will be (Scope Statement) managed (Change Mgmt Plan)
4.
4.
Determine how
Develop Project Scope
changes will be
(Scope Statement)
managed
(Change Mgmt Plan)
5.
7.
Define and Sequence
Determine how Quality
Activities
will be Managed
(WBS)
(Quality Mgmt Plan)
6.
8.
Estimate Activity
Determine how to meet
Durations & Determine
communication needs
Resource Needs
(Communication Plan)
(WBS)
12.
11.
9.
10.
Determine what to
Organize and Aquire
Develop Schedule
Estimate Resource
Procure and when
Staff
(Schedule)
Costs
(Procurement Plan &
(Organization Plan)
SOWs)
13.
14.
Build budget and
Identify Risk & Create
spending plan
Risk Response Plan
(Cost Mgmt Plan)
(Risk Mgmt Plan)
15.
Integrated the Plans
(Integrated Project
Plan)
Planning diagram, Integrated Project Plan template. 4. 4. Determine how Develop Project Scope changes will be
Planning diagram, Integrated Project Plan template. 4. 4. Determine how Develop Project Scope changes will be
Planning diagram, Integrated Project Plan template. 4. 4. Determine how Develop Project Scope changes will be

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Work

Work 4. Develop Project Scope  All the work, and only the work required  Scope
  • 4. Develop Project Scope

Work 4. Develop Project Scope  All the work, and only the work required  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

Work 4. Develop Project Scope  All the work, and only the work required  Scope
  • completion criteria

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4. Change Management

Management of changes to the primary objectives and major

deliverables milestones.

The plan should include

agreements of:

1. Change acceptance/expectations

  • 2. How changes will be evaluated

  • 3. How change will be managed

4. Change Management Management of changes to the primary objectives and major deliverables milestones. The plan
4. Change Management Management of changes to the primary objectives and major deliverables milestones. The plan

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5.

Define and Sequence

Activities

  • Develop a Work Breakdown Structure(WBS)

define work activities to manage, create and deliver the solution

Project Manage Rqmts Design Build Deliver Construct Plan Assess Engineer Install Test Execute Determine Specify Train
Project
Manage
Rqmts
Design
Build
Deliver
Construct
Plan
Assess
Engineer
Install
Test
Execute
Determine
Specify
Train
Validate
Control
Analyze
Integrate
Close
Propose

  • Determine Dependencies (Sequencing)

determine the order Assess Current System of work activities Determine & Adjust Review Review GAPS Requirements
determine the order
Assess Current
System
of work activities
Determine &
Adjust
Review
Review GAPS
Requirements
Scope
or dependencies
Analyze New
Requirements
5. Define and Sequence Activities  Develop a Work Breakdown Structure(WBS) define work activities to manage,

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List Format

Examples WBS’s

Hierarchy Diagram Format

Project Manage Rqmts Design Build Deliver Construct Plan Assess Engineer Install Test Execute Determine Specify Train
Project
Manage
Rqmts
Design
Build
Deliver
Construct
Plan
Assess
Engineer
Install
Test
Execute
Determine
Specify
Train
Validate
Control
Analyze
Integrate
Close
Propose

  • 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 Format Examples WBS’s Hierarchy Diagram Format Project Manage Rqmts Design Build Deliver Construct Plan Assess

M

AN AG EM EN T

1.

1

In it ia te

1.

2

Pl an

1.

3

Ex ec ut e

1.

4

Co nt ro l

1.

5

Cl os e

R EQ UI RE ME NT S

2.

1

As se ss

2.

2

De te rm in e

2.

3

An al yz e

2.

4

Pr op os e

2.

5

… ..

D

ES IG N

3.

1

En gi ne er

3.

2

Sp ec if y

3.

3 .

3.

4

… ..

B UI LD

4.

1

Co ns tr uc t

4.

2

Te st

4.

3

Va lid at e

4.

4

In te gr at e

D EL IV ER

5.

1

In st a ll

5.

2

Tr ai n

5.

3

… ..

5.

4

… ..

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Examples of Sequencing

Assess Current System Review Scope Analyze New Requirements
Assess Current
System
Review
Scope
Analyze New
Requirements

Determine &

 

Adjust

Review GAPS

 
Review GAPS Requirements

Requirements

Examples of Sequencing Assess Current System Review Scope Analyze New Requirements Determine & Adjust Review GAPS
Examples of Sequencing Assess Current System Review Scope Analyze New Requirements Determine & Adjust Review GAPS
Examples of Sequencing Assess Current System Review Scope Analyze New Requirements Determine & Adjust Review GAPS

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  • 6. Estimate Duration

Determine Resource Needs

  • Obtain initial estimate of likely duration for tasks

6. Estimate Duration Determine Resource Needs  Obtain initial estimate of likely duration for tasks 
  • For each task

- determine skills and resources

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.

6. Estimate Duration Determine Resource Needs  Obtain initial estimate of likely duration for tasks 

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  • 7. Determine How Quality

will be Managed

How will quality assurance and control be conducted?

Quality Plan
Quality
Plan
7. Determine How Quality will be Managed How will quality assurance and control be conducted? Quality
7. Determine How Quality will be Managed How will quality assurance and control be conducted? Quality

Identify Quality Standards Quality Assurance

Quality Control

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Sometimes performed

by a 3rd Party

  • 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

8. Determine How to Meet Communication Needs The plan should determine: • who needs what information

And determine how to:

store, update, and disseminate information close, file and archive information update the comm. plan

See PMO Standard Directory Setup
See PMO Standard
Directory Setup
8. Determine How to Meet Communication Needs The plan should determine: • who needs what information

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  • 9. Develop Schedule

determining start and finish dates for

tasks and assigning resources

May Jun Jul Aug Sep Oct Nov
May Jun
Jul
Aug Sep Oct
Nov
9. Develop Schedule determining start and finish dates for tasks and assigning resources May Jun Jul

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Define - then schedule

Define

Scope

Define Scope Define WBS

Define

WBS

Define - then schedule Define Scope Define WBS Define Resources Define Deliverables Define Dependents 25

Define

Resources

Define - then schedule Define Scope Define WBS Define Resources Define Deliverables Define Dependents 25

Define

Deliverables

Define

 

Dependents

 
Define - then schedule Define Scope Define WBS Define Resources Define Deliverables Define Dependents 25
Define - then schedule Define Scope Define WBS Define Resources Define Deliverables Define Dependents 25

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r October November December Janua 9/10 9/17 9/24 10/1 10/8 10/15 10/22 10/29 11/5 11/12 11/19
r
October
November
December
Janua
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
12/31
Task Name
Initiate
Product Description & Benefits
Charter
9/18
Project Proposal Approved
Plan
Scope Statement
Work Plan
Contract/Procurement Plan
QA Plan
Risk Plan
9/27
Project Plans Approved
Execute
Requirements
Analysis
Design
Coding
Testing
Maintenance
Controls
Status Reporting
Change Management
Communication Mgmt
Closing
Evaluation
Maintenance Turn-over
Terminology -
This is a schedule or Gantt chart,
not a WBS, not the project plan
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10. Estimate Resource Costs Develop cost estimates for:  internal & external labor (hrs,rates)  materials
  • 10. Estimate Resource

Costs

Develop cost estimates for:

internal & external labor (hrs,rates) materials supplies contracts special costs

refined during the course of the project , definitive just prior to construction
refined during the
course of the project ,
definitive just prior
to construction

Estimate

ROM + or - 50% Intermediate + or - 30% Definitive + or - 20% 27
ROM
+ or - 50%
Intermediate
+ or - 30%
Definitive
+ or - 20%
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  • 11. Organize and Acquire Staff

Policy and Practice Team (Steering Committee) Kristen Duus Maureen Casterline OIS Oversight Business Sponsor Debra Herrli
Policy and Practice
Team (Steering
Committee)
Kristen Duus
Maureen Casterline
OIS Oversight
Business Sponsor
Debra Herrli
Project Manager
(100%)
Bryan Nealy
Tina Seshadri
Pete Hale
System
Technical
Application
Architecture Team
Resource(as
Development Team
Lead (50%)
needed)
Lead (100%)
1 Contract Systems
4 Business
3 Contract
Integration/
Analysts
Developers
Database
Developer

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11. Organize and Acquire Staff Policy and Practice Team (Steering Committee) Kristen Duus Maureen Casterline OIS
  • 12. Determine What to Procure and When

Procurement planning determines:

whether, what, and how much, how and when,

Actual solicitation is part of execution
Actual solicitation
is part of execution

how to manage solicitations, selection, contract administration, and closeout

Procurement documents:

SOW - Statement of Work RFP - Request for Proposal Evaluation Criteria

12. Determine What to Procure and When Procurement planning determines:  whether, what, and how much,
12. Determine What to Procure and When Procurement planning determines:  whether, what, and how much,

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13. Build Budget and

Spending Plan

Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.

13. Build Budget and Spending Plan Budgeting involves assigning the cost estimates to all the tasks
13. Build Budget and Spending Plan Budgeting involves assigning the cost estimates to all the tasks
13. Build Budget and Spending Plan Budgeting involves assigning the cost estimates to all the tasks

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14. Identify Risk & Create

Risk Response Plan

Risk planning involves:

identifying risks w/high effect and impact planning for risk mitigation or contingency

14. Identify Risk & Create Risk Response Plan Risk planning involves:  identifying risks w/high effect

Common sources of risk:

14. Identify Risk & Create Risk Response Plan Risk planning involves:  identifying risks w/high effect
14. Identify Risk & Create Risk Response Plan Risk planning involves:  identifying risks w/high effect

Changes in requirements

Design errors and omissions

Roles and responsibilities misunderstood Poor estimates or unsupported estimates Insufficiently skilled staff Impossible timeframes

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  • 15. Integrate the Plans

Previous steps are

reiterated to create a coherent plan.

15. Integrate the Plans Previous steps are reiterated to create a coherent plan. for example: •
15. Integrate the Plans Previous steps are reiterated to create a coherent plan. for example: •
15. Integrate the Plans Previous steps are reiterated to create a coherent plan. for example: •

for example:

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

15. Integrate the Plans Previous steps are reiterated to create a coherent plan. for example: •

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Hardcopy Binders

PMO Project

Management Guide

Hardcopy Binders PMO Project Management Guide 33
Hardcopy Binders PMO Project Management Guide 33

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Thank you for your time

Thank you for your time 35
Thank you for your time 35

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