© API 2002 How to integrate the parts of your project to achieve success. Larry Leach 3-23-01.

© API 2002

How to integrate the parts of your project to achieve success.

Larry Leach

3-23-01

2© API 2002

Learning Objectives

Project Managers will believe in the value of a project plan to create project team success and customer satisfaction.

Project Managers will be able to use the Project Checklist to identify the content required for their project plan.

Project Managers will be able to lead their project team to create a useful Project Plan.

Project Managers will choose to take the time to create project planning deliverables before embarking on executing any project.

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Outline

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Outline (2)

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The Integrated Project Plan

ProjectPlan

ProjectPlan

BaselineBaseline ProceduresProcedures

ScopeScope

CostCost

ScheduleSchedule

ProcessProcess

ProductProduct

Operating Guidelines - Communication - Issue Management - ProcurementProject Control - Reports - Reviews - Project Change ControlRisk Management

QualityRequirements ManagementConfiguration Management

CharterWork Breakdown Structure (WBS)Responsibility AssignmentAssumptions & ConstraintsScope Statement (Deliverables)RiskWork Packages

Milestone SequenceResource PlanCritical Path or Chain

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Purpose of Project Plan

Guide project executionDocument project planning assumptionsDocument project planing decisions regarding

alternatives chosenFacilitate communication among stakeholdersDefine key management reviews as to content,

extent, and timingProvide a baseline for progress measurement and

control

Ref: PMBOK Guide 2000 Edition

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Project Plans Reduce Execution Time

Time

Japan

USA

PLANNING EXECUTION

PLANNING EXECUTION

After Joseph Juran, Juran on Planning for Quality, p. 167

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Abraham Lincoln (1809 - 1865)

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Keane’s ‘Top Ten’ Causes of Project Failure

1. Goal definition1. Goal definition

2. Change control2. Change control

3. Resource planning3. Resource planning

4. Contingency planning4. Contingency planning

5. Project planning5. Project planning

6. Project Leadership6. Project Leadership

7. Managed expectations7. Managed expectations

8. Progress monitoring and control8. Progress monitoring and control

9. Project reporting9. Project reporting

10. Failure to re-plan10. Failure to re-plan

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Commitment or Compliance?

Invited to participate Goals/results driven Purposeful Honor-privilege to participate Clear alignment to

organizational goals Essential to success Tool to improve quality of my

work Collaborative team effort

Told what to do Task/activity driven No real value Participate or else

Not sure why I am doing this Something extra to do Not part of my real job

Monitored and inspected

Commitment feels like: Compliance feels like:

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Obstacles to Create Project Plan

What obstacles might prevent you from

creating an effective project plan?

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PMO Project Delivery Process

50Complete &

Close

50Complete &

Close

IdentifyNeed

40Measure &

Control

40Measure &

Control

60Control

Processes

60Control

Processes

20Plan

20Plan

30Execute Project

30Execute Project

10Propose, Select

& Authorize

10Propose, Select

& Authorize

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PMBOK Project Plan Elements

CharterStrategy (Summary of

other plans)Scope StatementWork Breakdown

Structure (WBS)For each WBS

deliverable:Cost Estimates, Schedule, and Responsibility

Assignment

Performance Measurement Baselines for:Scope,Schedule, andCost

Major MilestonesRisk Management

PlanSubsidiary PlansOpen Issues

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SEI-CMM Software Planning Goals

Goal 1: Software estimates are documented for use in planning and tracking the software project.

Goal 2: Software project activities and commitments are planned and documented. Initiated early Software Development Plan according to procedure Life cycle Support environment planned Software Configuration Management Risks identified and assessed Project plan documented

Goal 3: Affected groups and individuals agree to their commitments related to the software projects.

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Inputs to Project Plan

Other planning outputs: e.g., Charter, Feasibility Study

Historical InformationOrganizational Policies, e.g.,

Quality ManagementPersonnel AdministrationFinancial Controls

ConstraintsAssumptions

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Project Plan Process

20.10Project

ChecklistProject Manager

20.10Project


20.20Develop Scope

Project Team & Project Owner

20.20Develop Scope


20.30Establish Org &

Assign ResponsibilityProject Manager



20.50Create Schedule

Project Team


Project Team

20.90Project Plan

Project Manager

20.90Project Plan

Project Manager

20.70Perform RiskManagement

Project Team


Project Team

20.80Deploy Project

Control ProcessesProject Team

3030

6060

20.40Work Packages

Project Team

20.40Work Packages

Project Team

ResourcePool

ProjectCentral

20.60Sequence Project

PMO


PMO

1010WBSSOW

20.35Milestone Seq

Project Team

20.35Milestone Seq

Project Team

20.55Create Budget

Project Team

20.55Create Budget

Project Team

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Project Plan Process Elements

20.10F Project Checklist561_Che.. Project Checklist

20.20-1T Work Breakdown Structure20.20P Work Breakdown Structure20.20-1ST Work Breakdown Structure

20.20-1T Scope Statement

20-30-1T Project Organization Chart

20-30-2T Responsibility Assignment 20-35F Milestone Sequence20-35ST Milestone Sequence20.35E Milestone Sequence 20.40ST Network Diagram

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20.40ST Work Package20.40F Work Package

20.50ST Schedule Preparation20.50P Schedule Preparation 20-55P Project Budget

20.60 Sequence Project 20-70-1T Risk Management20.70.3E Risk Management

20.90-1T Project Plan20.90-3E Project Plan

Project Plan Process Elements

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Example Project Plan Schedule

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Project Checklist

Transition to the planning processIdentifies the specific process tools to invoke

on the processAll projects require minimum set of toolsLargest projects require most of the toolsProject needs in between proposed by Project

and Project Owner or Owner’s RepChange control and issue management

processes available when needed

20.10Project


20.10Project


1010

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ScopeDefinition

ScopeDefinition

InputsScope statement

ConstraintsAssumptions

Other planning outputsHistorical information

OutputsWork Breakdown Structure

20.20Develop Scope


20.20Develop Scope


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Scope Definition

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Key Planning Assumptions

Key planning assumptions are statements about reality necessary to enable deterministic project plans. Examples include assumptions on:•The direction of solution that will be selected (e.g. buy package, develop) before the feasibility study has been prepared.•Existing data system hardware ability to accommodate the additional processing of a new package. •Software compatibility with hardware or the operating system. •Quality of existing data.•Availability of key resources; e.g. personnel, hardware, software.

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WBS

1.1 Charter1.2 Project Plan1.3 Project Mgr1.3 Progress Rprt1.4 Closed

2.1 Functional Rqts2.2 Alternative Stdy2.3 Concept Design2.4 Final Design

3.1 Program3.1 System Test3.3 Document

Total Project

2.0System Design

3.0System

Delivered

1.0Project Support

HierarchyNumbers

Deliverables

Work Package

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Work Packages

Identify one person responsible, but may use many resources.

Produce a deliverable.Link together, usually using the Milestone sequence.Contain all necessary planning information:

Deliverable (scope statement) Assumptions for planning Tasks: logic, duration, and tie in to other Work Packages or Milestones Resources

Do not have dates!

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Example Work Package

Task x (y days)

Task x (y days)

Task x (y days) Task x (y days) Task x (y days)

Task x (y days) Task x (y days)

RES QTY

RES QTY

RES QTY

RES QTY RES QTY

RES QTYRES QTY

1

3.1

Work Package WBS Number:______Work Package Title:______________Work Package Manager:__________Date:_______________

Work Package Deliverables:

Work Package Assumptions:

To WP xx,task yy

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When to Use Work Packages (OR)

Project contains high level deliverables assignable to other organizations; e.g., computing division, model office, users, subcontractor staff.

Project is large (i.e., > $500K), with several major deliverables.

Project plan is complex i.e., more than about 50 activities.

Whenever if feels good.

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Organized to the WBS Identifies every deliverableDescribes Scope of Artifacts

(Software, Documentation) and Scope of Services (Training, User Support)

Identifies specifically excluded scope

May contain Scope Management Plan

Part of the Project Plan

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Responsibility Assignment

WBS# and Description[P1] Responsibility[P2] Comments[P3]

VII. APPROVAL TO PROCEED:[LPL4]

PROJECT OWNER DATE DATE





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Milestone Sequence Chart

20.35Milestone Seq

Project Team

20.35Milestone Seq

Project Team

1 52 3 4

2.1

3.5

1.1

2.2

5.1

4.3

3.4

3.3

3.2

3.1

4.2

4.1

MS Title

MS Title MS Title

MS Title

MS Title

MS Title

MS Title

MS Title

MS Title

MS Title

MS Title

MS Title

MS Title

MS Title MS Title MS Title MS Title

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Document:One for each major deliverable.Identifies:•WBS # & /Title•Responsibility•Assumptions•Constraints•Deliverables

MS Project ‘Fragnet’Activities •WBS #•Definition (Title)•Logic (Linkage)•Duration•Resource EstimateActivity Note Field:•Inputs Needed (Artifacts)•Outputs Created (Artifacts)•Basis for Duration and Resource Estimates

20.40Work Packages

Project Team

20.40Work Packages

Project Team

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Project Schedule


Project Team


Project Team

Schedule dates are OUTPUTS.Use the ‘Schedule 101’ Guidelines. Save baseline.All schedules must have a Critical Path or Critical Chain. If your (resource leveled) schedule output does not

satisfy hopes:Do:

Change logic Change process Add resources Revise scope

Do Not: Adjust task durations arbitrarily Agree to ‘try’ Cut buffers Fix the end date

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ActivitySequencing

ActivitySequencing

InputsActivity List

Product DescriptionConstraints

Assumptions

OutputsMilestone SequenceNetwork Diagram

Activity List Updates

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The ‘PERT’ Chart: Network Diagram

1.1.1Activity

1.1.2Activity

1.1.3Activity

1.1.5Activity

1.1.4Activity

FromWorkPkg

ToWorkPkg

2.1 3

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Resource Level Project Schedule

Resource load your project plan, assuming:Activity duration driving resource works 100% on

the activityPeople from other organizations available as

neededYou may use skill type or section initially

Use the common resource pool on I/PMOResource level your project plan

If using Critical Path, do manuallyIf using Critical Chain, use ProChain

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Project Budget

20.55Create Budget

Project Team

20.55Create Budget

Project Team

Resource load your project scheduleBudget includes all labor and material

(subcontract) cost estimates for the project, at their ‘50% probability’ estimate

Add a properly sized budget reserve or contingency

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Sequencing of Project Starts


PMO


PMO

Sequencing determines the project start date

Project business result and resource demand determine sequence

Project manager supports project sequencing

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Risk Management


Project Team


Project Team

PotentialRisks

Managed RisksProject

Plan

•Baseline•Assumptions

Insure

•Prevent•Plan for Mitigation•Include Contingency•Monitor

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Project Control Processes

20.80Deploy Project


Generic Processes Available from PMO Process:Project Change

ControlIssue ManagementCorrective ActionReporting

Specific Processes You May DefineOperating GuidelinesQuality (Including Software

Configuration Management)

CommunicationProcurementHuman ResourcesInformation Security

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Operating Guidelines (Administration)

Communicate-Within team

Set goals

Develop Work plans

Assig

n &

Accep

t res

ponsibili

ty

Make decisions

Communicate-Outside team

Ass

ess

resu

lts

Man

age

chan

ge

Resolve Issues

Manage P

erformance

20.80Deploy Project


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Learning Objectives

Project Managers will believe in the value of a project plan to create project team success and customer satisfaction.

Project Managers will be able to use the Project Checklist to identify the content required for their project plan.

Project Managers will be able to lead their project team to create a useful Project Plan.

Project Managers will choose to take the time to create project planning deliverables before embarking on executing any project.

© API 2002 How to integrate the parts of your project to achieve success. Larry Leach 3-23-01.

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Transcript of © API 2002 How to integrate the parts of your project to achieve success. Larry Leach 3-23-01.