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CRICOS Provider Number 00103D

ITECH7601 ITECH7601 IT Project ManagementIT Project Management

WEEK 3 – WEEK 3 – PROJECT MANAGEMENT PLANSPROJECT MANAGEMENT PLANS

CRICOS Provider Number 00103DITECH7601 IT Project Management [Slide 2]

Your ReadingYour Reading

• Required reading:- Larson, E. & Larson, R. (2004). How to create a clear

project plan in six easy steps. Retrieved January 23, 2006 from, http://www.certmag.com/common/newscenter/newsdisplay.cfm?id=4932

- Arnstein, D. (2004). Gaining visibility and commitment on technology projects. Retrieved January 23, 2006 from, http://www.absolute-consulting.com/papers/GainingVisibilityPaper.pdf

http://www.certmag.com/common/newscenter/newsdisplay.cfm?id=4932



http://www.absolute-consulting.com/papers/GainingVisibilityPaper.pdf

http://www.absolute-consulting.com/papers/GainingVisibilityPaper.pdf


OverviewOverview

• This topic examines the following concepts:

- Project Management Body of Knowledge (PMBOK)

- Introduction to Project Management Plan- Benefits of Project Plans- Project Plan Content- Project Plan Guidelines- Sample Project Plan


Project Management Body of Project Management Body of Knowledge (PMBOK)Knowledge (PMBOK)


Project Management Body of Knowledge Project Management Body of Knowledge (PMBOK)(PMBOK)• Project Scope Management: A project’s scope is

the work to be completed by the project team. Scope management provides assurance that the project work is defined accurately and completely and that is completed as planned. - Involves defining and managing all the work required to

complete the project successfully- Processes include:

• scope planning• scope definition• creating the WBS• scope verification• scope control

- Outputs include:• project charter, scope statement, WBS etc…


• Project Time Management: Time management is important for developing, monitoring and managing the project’s schedule. It includes identifying the project’s phases and activities and then estimating, sequencing and assigning resources for each activity to ensure that the project’s scope and objectives are met.- Estimating work completion time, developing project

schedule, and ensuring timely completion of the project- Processes include:

• activity definition• activity sequencing• activity resource estimating• activity duration estimating• schedule development• schedule control

- Outputs include:• network diagram, Gantt chart, critical path etc…

Project Management Body of Knowledge Project Management Body of Knowledge (PMBOK)(PMBOK)


• Project Cost Management: Cost management assures that the project’s budget is developed and completed as approved. - Consists of preparing and managing the budget for the

project

- Processes include:• cost estimating• cost budgeting• cost control

- Outputs include:• cost estimates, baseline budget, earned value

calculations



• Project Quality Management: Quality management focuses on planning, developing and managing a quality environment that allows the project to meet or exceed stakeholder needs or expectations.- Ensures that the project will satisfy the stated or implied

needs for which it was undertaken- Processes include:

• quality planning• quality assurance• quality control

- Outputs include:• quality assurance plan, standards etc…



• Project Human Resource Management: Mainly focuses on creating and developing the project team as well as understanding and responding appropriately to the behavioural side of the project management.- Concerned with making effective use of the people involved

with the project

- Processes include:• human resource planning• acquiring the project team• developing the project team• managing the project team

- Outputs include:• project organization charts, staffing management plan,

resource histogram etc…



• Project Communication Management: It involves communicating timely and accurate information about the project to the project’s stakeholders. - Involves generating, collecting and storing project

information

- Processes include:• communications planning• information distribution• performance reporting• managing stakeholders

- Outputs include:• communications management plan, status reports,

performance reports etc…



• Project Risk Management: All projects face a certain amount of risk. Risk management is concerned with identifying and responding appropriately to risks that can impact the project.- Identifying, analyzing, and responding to risks related to the

project

- Processes include:• risk management planning• risk identification• risk analysis• risk response planning• risk monitoring and control

- Outputs include:• risk management plan, contingency plans etc…



• Project Procurement Management: Projects often require resources (people, hardware, software etc.) that are outside the organization. Procurement management makes certain that these resources are acquired properly.- Involves acquiring goods and services for a project from

outside the organization- Processes include:

• planning purchases and acquisitions• planning contracting• requesting seller responses• selecting sellers• administering the contract• closing the contract

- Outputs include:• contract, statement of work etc…



Project Management Body of Knowledge Project Management Body of Knowledge (PMBOK)(PMBOK)• Project Integration Management: Integration

focuses on coordinating the project plan’s development, execution, and control of changes.- Involves coordinating all the other knowledge areas

throughout a project’s life cycle.- Processes include:

• develop project charter (Contract/agreement)• develop the preliminary project scope

statement• develop the project management plan• direct and manage project execution• monitor and control the project work• perform integrated change control• close the project

- Outputs include:• project plan, change control system etc…


Project Plan IntroductionProject Plan Introduction

• Def: A project management plan (or project plan) is a formal approved document used to coordinate all project planning documents and helps to guide a project’s execution and control

• Plans created in the other knowledge areas are subsidiary parts of the overall project management plan


• Plans are unique just like projects

• First and foremost guide for project execution by helping the project manager lead the project team and assess project status

• Plans should be:- Dynamic- Flexible- Updated as changes occur

Attributes of Project PlansAttributes of Project Plans


• Project Plans are used to:

- Guide project execution- Document project planning assumptions- Document project planning decisions regarding

alternatives chosen- Facilitate communication among stakeholders- Define key management reviews as to content,

extent, and timing- Provide a baseline for progress measurement

and project control

Benefits of Project PlansBenefits of Project Plans


• Important to fit needs of specific project; small or large

• Many ways to organize and present a project plan, common elements include:- Introduction or Overview- Description of organisation- Management and technical processes - Work to be done- Schedule- Budget information

Project Plan ContentProject Plan Content


Project Plan Content Project Plan Content cont’d…cont’d…

• Introduction or Overview

- Project name• should be unique

- Brief description• outline of goals and reason for project.• written in layperson’s terms, avoiding

technical terms• include rough time and cost estimate

- Sponsor’s name• include name, title and contact information



• Introduction or Overview cont’d…

- Names of project manager and key team members- List of deliverables

• list of products produced as part of project• examples; software applications, pieces of

hardware, technical reports, training materials etc...

- List of reference materials• list of documents referencing plans produced for

other knowledge areas eg. cost management plan, human resources plan, communications plan etc…



• Introduction or Overview cont’d…

- List of definitions and acronyms• include this section only if appropriate• IT projects involve terminology unique to a

particular industry or technology• provide a list of definitions to avoid confusion



• Description of Organization

- Organizational charts• sponsor company• customers company• project

- Project responsibilities• responsibility assignment matrix (RAM)

- Other information• process related information e.g. software

upgrade project; provide diagram of steps

Figure 9.2 Figure 9.2 Sample Project Organizational ChartSample Project Organizational Chart(Schwalbe, 2006, p358)(Schwalbe, 2006, p358)

Figure 9.4 Figure 9.4 Sample Responsibility Assignment Matrix (RAM)Sample Responsibility Assignment Matrix (RAM)(Schwalbe, 2006, p360)(Schwalbe, 2006, p360)

OBS: Organizational Breakdown StructureOBS: Organizational Breakdown Structure

WBS: Work Breakdown StructureWBS: Work Breakdown Structure



• Management and Technical Processes

- Management objectives• top management view of project• priorities• major assumptions or

constraints/limitation/restriction

- Project controls• describes how to monitor project

progress• monthly, quarterly status reviews

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 http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)(partial)



• Management and Technical Processes cont’d…

- Risk management• process for identifying and controlling risks• risk management plan;

- Project staffing• description of types and number of people• staffing management plan; resource histograms

- Technical processes• formats for technical documents, CASE tools

etc…

Figure 9.6 Figure 9.6 Sample Resource Histogram Sample Resource Histogram (Schwalbe, 2006, p362)(Schwalbe, 2006, p362)



• Work to be done

- Major work packages• description of work to perform, and

references the scope management plan• scope management plan; project charter,

scope statement, work breakdown structure

- Key deliverables• description of products produced as part of

project • includes description of quality expectations

Hunt, B. et al. (2003). Hunt, B. et al. (2003). Project charterProject charter. Retrieved January 23, 2006 from . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/charter.doc http://webpages.charter.net/hafox/pm/docs/charter.doc (partial)(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)

Figure 5.2 Figure 5.2 Sample hierarchical WBS organized by phase Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176)(Schwalbe, 2006, p176)

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



• Work to be done cont’d…

- Other work-related information• highlights key information, e.g. list specific

hardware or software to use on the project or certain specifications to follow

• document major assumptions made in defining project work



• Schedule - Summary schedule

• one-page summary of the overall schedule• milestone report

- Detailed schedule• detailed information and references schedule

management plan • schedule management plan; Gantt chart, network

diagram

- Other schedule-related information• document major assumptions made in

preparing schedules

Table 3.10 Table 3.10 Sample milestone report (partial) Sample milestone report (partial) (Schwalbe, 2006, p100)(Schwalbe, 2006, p100)

Figure 3.3 Figure 3.3 Sample Gantt chart (partial) Sample Gantt chart (partial) (Schwalbe, 2006, p97)(Schwalbe, 2006, p97)

Figure 3.3 Figure 3.3 Sample network diagram (partial) Sample network diagram (partial) (Schwalbe, 2006, p211)(Schwalbe, 2006, p211)



• Budget

- Summary budget• total estimate of overall budget, could include

estimates by month or year sorted by categories

- Detailed budget• detailed budget and includes cost management

plan • cost management plan; cost estimates, budget

- Other budget-related information• document major assumptions made in

relation to financial aspects of the project

Figure 7.3 Figure 7.3 Sample budget (partial) Sample budget (partial) (Schwalbe, 2006, p267)(Schwalbe, 2006, p267)


Project Plan GuidelinesProject Plan Guidelines

• Guidelines

- Many organizations use guidelines to create project management plans

- Project management software come with template files to use as guidelines

- The project management plan includes all project planning documents. Plans created in other knowledge areas are subsidiary parts of the overall project management plan


Project Plan Guidelines Project Plan Guidelines cont’d…cont’d…

• Guidelines cont’d…

- Government agencies provide guidelines for creating project management plans

- Many private organizations standards are not as rigorous however it is good practice to follow standards or guidelines

- Sample templates:• http://www.augsburg.edu/ppages/

~schwalbe/templates/pmlinks.html • Week03_Templates.zip


ReviewReview

• A project management plan (or project plan) is a formal document used to coordinate all project planning documents.

• Project plans provide many benefits to project managers and need to be dynamic, and flexible.

• Project plans vary according to the size and nature of an organization and project.


Review Review cont’d…cont’d…

• A good project plan should include; introduction, description, management and technical processes, work to be done, schedule and budget information.

• Many organizations consider it good practise to use guidelines and templates, particularly government organisations.


Next WeekNext Week

Topic: Managing Project Change.

Reading:

• Gray & Larson, 2006, Ch 3, pp 72-80.

• Bernstel & Windhaus, 2000, Lesson 6. Safari: http://proquest.safaribooksonline.com/0028636139


ReferencesReferences

Schwalbe, K. (2005). Chapter 4 – Project integration management – Suggested readings. Retrieved January 23, 2006 from, http://www.course.com/downloads/mis/schwalbe4e/chapter4.cfm

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