Core Planning Process Activity Definition

Project Management Basics3.11Review of Session 2 (Initiation)Project SelectionLFACharterStakeholder register

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PLANNING PROCESSGROUP3.33AgendaPurpose of Planning ProcessPlanning ProcessesDeliverableProject Management PlanClass Exercises

3.44Project Management Process Groups3.5Monitoring & Controlling Processes

InitiatingProcessPlanningProcessExecutingProcessClosingProcess3.6

Purpose of Planning ProcessEstablish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives.PMBOK Fifth Edition

3.77Planning ProcessesDevelop Project Management PlanPlan Scope ManagementCollect RequirementsDefine ScopeCreate WBSPlan Schedule ManagementDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule

3.88Planning Processes(Continued)Plan Cost ManagementEstimate CostsDetermine BudgetPlan Quality ManagementPlan Human Resource ManagementPlan Communications ManagementPlan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Responses

3.99Planning Processes

Plan Procurement ManagementPlan Stakeholder Management

3.1010Develop Project Management PlanThe process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan

3.1111The key benefit of this process is a central document that defines the basis of all project work.

The project management plan defines how the project is executed, monitored and controlled, and closed. The project management plans content varies depending upon the application area and complexity of the project. It is developed through a series of integrated processes extending through project closure. This process results in a project management plan that is progressively elaborated y updates, and controlled and approved through the Perform Integrated Change Control process.Project Management PlanPurposeIntegrates and consolidates subsidiary management plansDefines how work will be executed to accomplish project objectivesDocuments how changes will be monitored and controlledDefine key management reviews as to content, extent, and timing for issues and decisionsAddresses change management to handle documentation, tracking and approval needs of the project

3.1212All projects should go through this list to see if any action is needed.Project Management Plan Subsidiary PlansCommunications management planCost management planHuman resource planProcurement management planProcess improvement planQuality management planRequirements management planRisk management plan

3.1313All projects should go through this list to see if any action is needed.

Project Management Plan Subsidiary PlansSchedule management planScope management planStakeholder management planCost baselineSchedule baselineScope baselineProject management plan updates

3.1414All projects should go through this list to see if any action is needed.

3.15Planning Process is DynamicNature of project management creates repeated feedback loops for additional analysis

As more project information or characteristics are understood, additional planning may be required

Progressive detailing of the project management plan a.k.a. Rolling Wave Planning is an iterative and ongoing process

15When do you have your best estimate on cost & schedule? Do you use the rolling wave approach? Agile planning sometimes we do not know what the next step will look like until we complete the current step.Progressive Elaboration TechniqueContinuously improving and detailing a plan as more specific information and more accurate estimates become available, thereby producing more accurate and complete plans that result from the successive iterations of the planning process.

Not to be confused with scope creep

3.16Progressive Elaboration more detailed planning as you get more information about the project. This is different than scope creep.16Project Stakeholder ManagementIdentify the people, groups, or organizations that could impact or by impacted by the projectAnalyze stakeholder expectations and their impact on the projectDevelop appropriate management strategies for effectively engaging stakeholders in project decisions and execution3.17Appropriate stakeholders, depending upon their influence on the project and its outcome, should be involved when planning the project.

Stakeholders have skills and knowledge that can be leveraged in developing the project management plan.

Create an environment in which stakeholders can contribute appropriately

17Project Stakeholder ManagementContinuous communication with stakeholders to understand their needs and expectationsAddressing issues as they occurManaging conflicting interestsFostering appropriate stakeholder engagement in project decisions and activitiesStakeholder satisfaction managed as a key project objective3.18Almost all project failures are due to poor stakeholder management.18Project Stakeholder Management ProcessesIdentify StakeholdersPlan Stakeholder ManagementManage Stakeholder EngagementControl Stakeholder Engagement

3.19PMBOK 4th Edition Chapter 1219Plan Stakeholder ManagementThe process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.

Output: Stakeholder Management PlanIdentifies the management strategies required to effectively engage stakeholders3.20The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the projects interests.

Plan Stakeholder Management identifies how the project will affect stakeholders, which then allows the project manager to develop various ways to effectively engage stakeholders in the project, to manage their expectations, and to ultimately achieve the project objectives.

Stakeholder management is ore than improving communications and requires more than managing a team. Stakeholder management is about creation and maintenance of relationships between the project team and stakeholders, with the aim to satisfy their respective needs and requirements within project boundaries.

This process generates the stakeholder management plan, which contains detailed plans on how effective stakeholder management can be realized. As the project progresses, the membership of the stakeholder community and required level of engagement may change, therefore, stakeholder management planning is an iterative process that is reviewed regularly by the project manager.20Manage Stakeholder EngagementThe process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.3.21Key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.

Manage Stakeholder Engagement involves activities such as:Engaging stakeholders at appropriate project stages to obtain or confirm their continued commitment to the success of the projectManaging stakeholder expectations through negotiation and communication, ensuring project goals are achievedAddressing potential concerns that have not yet become issues and anticipating future problems that may be raised by stakeholdersSuch concerns need to be identified and discussed as soon as possible to assess associated project risksClarifying and resolving issues that have been identified21Manage Stakeholder EngagementCommunications management plan guidance/informationChange log - document changes and their impact on the project Communication methods Interpersonal skillsBuilding trustResolving conflictActive listeningOvercoming resistance to change3.22The communications management plan provides guidance and information on managing stakeholder expectations

A change log is used to document changes and their impact on the project in terms of time, cost, and risk which are all communicated to the appropriate stakeholders

Communication methods and interpersonal skills are tools and techniques to help manage stakeholders expectations

Based on individual stakeholder communication requirements, the project manager decides how, when, and which of these communication methods are to be used in the project

22Control Stakeholder EngagementThe process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders3.23The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes

The use of various tools and techniques such as information management systems, expert judgment, and status review meetings can be extremely effective in controlling stakeholder engagement resulting in work performance information, change requests, and updates to the project management plan, various project documents and organizational process assets updates.23Develop StakeholdersPlan Team Project3.24

24Participant place stakeholders in the grid and develop communication plan.Project Scope ManagementProcesses required to ensure that the project includes all the work required, and only the work required, to complete the project successfullyManaging the project scope is primarily concerned with defining and controlling what is and is not included in the project

3.2525What is not in scope is almost more important than what is in scope

How is this documented in your organization?Project Scope Management ProcessesPlan Scope Management the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlledCollect Requirements the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectivesDefine Scope the process of developing a detailed description of the project and productCreate WBS the process of subdividing project deliverables and project work into smaller, more manageable components

3.2626Bolded processes happen in planning.Defines in rich detail what the end product will be.Explains the business purpose.1 Chronicles 28:11-19Project Scope Management ProcessesValidate Scope the process of formalizing acceptance of the completed project deliverable Control Scope the process of monitoring the status of the project and product scope and managing changes to the scope baseline

3.2727Defines in rich detail what the end product will be.Explains the business purpose.

1 Chronicles 28:11-19Develop Detailed Scope Statement forTeam Project3.28ACTIVITY: List project requirements on post it notes / flipchart. Complete the Requirements Documentation table for high priority requirements. Draft a detailed scope statement.Present to group.28Work Breakdown Structure(WBS)Deliverable-oriented hierarchical decomposition of the work to be executed to accomplish project objectives and create the required deliverables

Each descending level of the WBS represents an increasingly detailed definition of the project work

WBS organizes and defines the total scope of the project and represents the specified work in the scope statement

3.2929A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project. Work not in the WBS is outside the scope of the project.Each descending level represents an increasingly detailed definition of a project deliverables.

3.30WBS Decomposition TechniqueSubdivision of project deliverables into smaller, more manageable components until work and deliverables are defined to the work package level

A work package is the lowest level in the WBS and refers to work products or deliverables and not the effort itself

A work package can be sub-divided into activities to be scheduled, cost estimated, monitored and controlled30A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project. Work not in the WBS is outside the scope of the project.Each descending level represents an increasingly detailed definition of a project deliverables.

Scope BaselineProject scope statementIncludes the description of the project scope, major deliverables, assumptions, and constraints

WBS Defines each deliverable and the work packages

WBS DictionaryProvides detailed deliverable, activity, and scheduling information about each component3.31The scope baseline is the approved version of a scope statement, work breakdown structure WBS, and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:31PMDP WBS3.32Project Mgr Develop Prog1.0Project Mgt2.0Program Design3.0Core Curriculum4.0Program Mgmt4.1ProgramResources

3.2Training Content & Materials3.3Pilot

4.2Evaluation& FeedbackProcess2.1NeedsAssessment2.3ProgramApproval2.2ProgramProposal3.1Trainers Obtained32Each item of the WBS is generally assigned a unique identifier. These identifiers can provide a structure for a hierarchical summation of costs and resources.The items at the lowest level of the WBS may be referred to as work packages, especially in organizations that follow earned value management practices. These work packages may be further decomposed into subproject WBS.The WBS defines the total scope of work and is used as the basis for developing the project schedule and cost estimates.Sample WBS TableSoftware Implementation1.0 Project Management1.1 Project Management1.2 Project Control2.0 Installed Floors2.1 Selected Floor2.2 Priced Floor2.3 Installed Floor3.3333

Create WBS for Team Project

3.3434Post in note exerciseProject Risk ManagementConducting risk management planning, identification, analysis, response planning, and controlling risk on a projectObjectives are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project

3.35WBS is set; examine riskWBS team members own deliverables and also think about risks for their deliverables-Look at your WBS and determine potential risksPositive Risk Examples Too many patients. MDs want to use lab services at West ( 35Project Risk Management ProcessesPlan risk managementIdentify risksPerform qualitative risk analysisPerform quantitative risk analysisPlan risk responsesControl risks

3.36Planning PhaseMonitor and Control PhaseBolded processes happen in planning!36Risk Management3.37What is Project Risk?A future uncertain event or condition that, if it occurs, has an effect on at least one project objective (time, cost, scope, quality).QualityTimeScopeCostRisk37Probability vs. ImpactHigh Impact / High Probability = make a plan for these.Risk(How Risky Are You?)

3.3838Roll dice game to determine risk tolerance. Sometimes project leads pun the risk up to sponsor rather than managing risks.

Goal of the game: Know your stakeholders and determine your risk tolerance.

Make sure sponsor knows the risks. Sponsor determines which risks to make plan.Identify Risks3.39Determining which risks might affect the project and documenting their characteristics

Identifying risks is an iterative process because new risks may evolve or become known as the project progresses through its life cycle

39Key benefit to this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.When should you plan for risk?

As early as possible.Whenever you plan change.Whenever there is change.Risk IdentificationMay reveal common root causes:Sources of riskArea or deliverable(s) affectedExamples:Technical (Requirements, Technology, Complexity, Interfaces, Performance, Reliability, Quality)External (Suppliers, Competitors, Regulatory, Market, Customer, Acts of God)Organizational (Dependencies, Resources, Funding, Priority)Project Management (Estimating, Planning, Controlling, Communication, Change Management)3.4040What is an example of risk in your projects for one of these categories?Risk Categorization3.41 Identify and categorize riskReduction UnacceptableRequires Client ApprovalDemanding Appls affectedReduction UnacceptableMajor Areas AffectedMinor Areas Affected> 40% Sched Slippage10-40% Time Increase< 10% Time Increase>40% Cost Increase10-40% Cost Increase< 10% Cost IncreaseHigh ImpactModerate ImpactLow ImpactQualityScopeScheduleCost41In your current projects, how do you identify and categorize risk? This method helps you categorize risks by their potential impact.

Is the risk low, medium or high? You dont need to be precise at this point.Risk Assessment3.42HighLowProbabilityLowHighImpactRisk ARisk CRisk DRisk BRisk E42Every risk plan has a risk owner.Example: if it is a technical risk, it is owned by the technical team member.Risk Identification & Risk Assessment Exercise3.4343ACTIVITY: Identify risks on post its. Qualitative risk analysis using matrix. Determine which ones you need to plan for.

Project Time ManagementThe processes required to manage the timely completion of the project

3.44Use Work Breakdown Structure and put time estimates to each task:Time Estimates (duration)Resource (man-hours / effort) on most DLS projects, resource time is main cost.Cost some project require cost estimates (equipment, contractors etc..)

44Project Time Management ProcessesPlan Schedule ManagementDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule Control Schedule3.45Planning PhaseMonitor and Control PhaseMost of the processes in time management happen in planning! The end result and output being the project schedule. Not the project plan, the project schedule. Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.45Activity SequencingPM Fundamentals ver 4.0620093.46Logical sequencing of activities shows the relationships among the activities and the dependencies. StartDAEFBCFinishLike our PERT Charts46Activity SequencingPM Fundamentals ver 4.0620093.47

Like our PERT Charts47Develop ScheduleProcess of analyzing activity sequences, durations, resource requirements and schedule constraints to create the project schedule

Developing an approved schedule (baseline) is often an iterative process since it determines the planned start and finish dates for activities and milestones

Revising and maintaining a realistic schedule continues throughout the project 3.48There are many inputs to developing the project schedule. Thats why there are so many planning processes leading up to the development of the schedule.Inputs to develop scheduleActivity list and attributesSchedule network diagramsActivity resource requirementsResource calendarsActivity duration estimatesProject scope statementEnterprise environmental factors (tools)Organizational process assets (procedures)

48Activity Sequencing Exercise3.4949ACTIVITY: Gather post its and create PERT Chart

Project Time Management ChartsMilestone Charts (HG Report out Template)Show only start or end date of major deliverablesBar Charts (MS Project show graph from LG group report out)Activity start and end datesDurationsProject schedule network diagrams (PERT)Diagrams network logicActivity datesCritical path activities3.50Schedules and timelines can be depicted in various ways depending on the purpose.50Bar ChartShows activity start and finish datesShows expected durationsMay show dependenciesRelatively easy to read and frequently used in management presentations3.5151Bar Chart3.52

52Roy to provide simplified Bar Chart KL 8-30-13 Are we going to use another bar chart example or just leave this one?What types of scheduling tools are your using?Is there standard scheduling program that youre using?Milestone Chart3.53EventSubcontracts SignedJanFebMarAprMayJunAugSpecifications finalizedDesign ReviewedSubsystem TestedFirst Unit DeliveredProduction Plan CompletedPlanned Actual 53Subcontracts were signed almost 30 days late.Specifications were accelerated to reduced days late to 15.Design Reviewed closed gap to 7 daysWhere will Subsystem Tested come in (ahead of schedule, on schedule, late?)Milestone vs. Bar ChartBar Chart: A graphical display of project elements, dates and durations (Project Team)

Milestone Chart: A graphical display of significant events in the project, usually completion of major deliverables (Executive Management)3.54543.55Create a Milestone Chart for Team Project55A summary-level schedule that identifies significant events in the project, usually associated with the start or completion of major deliverablesCritical Path Methodology (CPM)A schedule network analysis technique used to determine the amount of schedule flexibility (amount of float) on various logical network paths in the project schedule network

Critical path determines the duration of longest path through the project3.56PMBOK 4th Edition Glossary56Critical Path3.57Example: Project with 6 activitiesShows logical relationships (dependencies) of the activitiesShows durations

A + B + D + F = ?A + C + D + F = ?A + C + E + F = ?

ActivityDurationEarly StartLate StartLate FinishEarly FinishF 3A 1B 4C 2D 5E 3Critical Path3.58Example: Project with 6 activitiesShows logical relationships (dependencies) of the activitiesShows durations

A + B + D + F = 13A + C + D + F = 11A + C + E + F = 9

ActivityDurationEarly StartLate StartLate FinishEarly FinishF 3A 1B 4C 2D 5E 33.59Identify Your Critical Path593.60Schedule CompressionShortens project schedule without changing project scope

Crashing Obtain the greatest compression for the least incremental cost (cost and schedule tradeoffs.) Does not always produce a viable alternative.

Fast Tracking Doing phases or activities in parallel that would normally be done in sequence. May result in increased project risks and rework.

60Its important to know your critical path, your schedule (bar chart) and milestone chart data especially when the schedule requires compression techniques like Crashing and Fast Tracking. There are risks to both so selecting which technique is the most appropriate for a given situation depends on all the factors we just discussed.Project Cost Management Processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.3.6161Cost Management is key to determining how much will it cost the performing organization to provide the product or service involved? Most decisions to go forward with a project is based on the cost estimate provided to decision makers.Project Cost Management ProcessesPlan Cost ManagementEstimate CostsDetermine BudgetControl Costs

3.6262Plan Cost Management is the process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.Cost estimates are refined during the course of the project to reflect the additional detailed information available.Cost estimates generally includes consideration of risk response planning, such as contingency plans. Bolded processes happen in planningEstimate CostsDeveloping an approximation of the costs of the resources needed to complete each schedule activity.

Identify and consider various costing alternativesGenerally expressed in units of currency

Initiation Phase: Rough Order of Magnitudes (ROM) +/-50%Later Phases: +/-10%

3.6363Benefits from refinement during the course of the project. Accuracy increases as project progresses through the project life cycle. A guideline for how accurate the estimates are depends on which process the project is in in initiating it is a very rough estimate. Each subsequent process group provides more information and more details to refine the estimate over time.

Determine BudgetAggregating the estimated costs of individual schedule activities or work packages to establish a total cost baseline for measuring project performance.

3.6464The cost baseline is a time-phased budget that will be used to measure and monitor cost performance on the project.Materials and outside services have a time lag on payment from when work was done. The budget is the approved cost baseline prior to the execution of the project.Pricing ModelWhy is forecasting important?3.65Profit MarginRisk (Mgmt) ReserveProject Manager ReserveProject Management OverheadWork Breakdown Structure (WBS)Bid PriceBAC3-5% of BAC3-5% of BAC(Estimate Error)5-10% of CostsBottom upEstimationEstimatedCostEstimate w/Contingency65From a contractor or vendor perspective, making money on a project will depend on how well your estimates are formed, the following pricing model could be used to help with defining estimates at various stages of the planning process.

BAC = Budget at CompletionCreate Budget for Team Project3.6666Activity: Take the deliverables and make cost estimates. TOOL: Bottom-up Cost Estimating Worksheet

Project Quality ManagementIncludes the process and activities that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

3.6767Project Quality Management uses policies and procedures to implement, within the projects context, the organizations quality management system and, as appropriate, it supports continuous process improvement activities as undertaken on behalf of the performing organization. Project Quality management works to ensure that the project requirements, including product requirements, are met and validated.Project Quality Management ProcessesPlan Quality ManagementPerform Quality AssuranceControl Quality3.6868Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements. Usually the development of quality metrics or key success criteria during the planning process is part of developing the quality requirements upon which the audit, and the process of monitoring and validating will be based.

PLAN: Develop quality requirements for the project. Measure these quality requirements through project to ensure quality.Document Quality Standards for Team Project3.6969Project Human Resource ManagementProcesses that organize, manage, and lead the project team.

3.7070The project team is comprised of people with assigned roles and responsibilities for completing the project.Project Human Resource Management ProcessesPlan Human Resource ManagementAcquire Project Team Develop Project Team Manage Project Team

3.7171Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. Although specific roles and responsibilities for the project team members are assigned, the involvement of all team members in project planning and decision making is beneficial. Participation of team members during planning adds their expertise to the process and strengthens their commitment to the project.Project Organization Chart3.72

ACTIVITY: Build Org chart for your project

Goal of Activity: show how the project org chart is different than regular org chart.72Responsibility Assignment Matrix

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73Create Responsibility Assignment Matrix for Team Project3.7474Project Communications ManagementIncludes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.3.75Project managers spend most of their time communicating with team members and other project stakeholders whether they are internal or external to the organization. Effective communication creates a bridge between diverse stakeholders who may have different cultural and organizational backgrounds, different levels of expertise, and different perspectives and interests, which impact or have an influence upon the project execution or outcome.75Project Communications Management ProcessesPlan Communications ManagementManage CommunicationsControl Communications3.76Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholders information needs and requirements, and available organizational assets.76Project Communications ManagementThe project manager is responsible forwhich percent of communication on a project?75% or more85% or more95% or more

The communication plan helps facilitateproject communication and expectationsfor all stakeholders.3.77Answer = 95%

The communication management plan is a component of the project management plan that describes how communications will be planned, structured, monitored, and controlled. It can also include guidelines and templates for project status meetings, project team meetings, e meetings, and email messages. The use of a project website and project management software can also be included if these are to be used in the project.77Create Communication Plan for Team Project3.7878Project Procurement ManagementPurchase or acquire the products, services, or results, needed from outside the project team

Includes contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members3.79Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project. It also includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.79Project Procurement Management ProcessesPlan Procurement ManagementConduct ProcurementsControl ProcurementsClose Procurements

3.80Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.80Identify Procurement Needs for Team Project3.8181Questions about any of the project management planning processes?

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