Week 3 Erletshaqe
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Project Management 3. Project Management Plans
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Transcript of Week 3 Erletshaqe
Project Management3. Project Management Plans
Project management plans
Why
What
How
When
Who
Why
What
How
When
Who
Why is this project happening?
Why now?
Why us?
Why
What
How
When
Who
What solution needs to be put in
place to achieve the goals?
What work needs to happen to build
the solution?
Why
What
How
When
Who
How do we get this solution in place?
How do we know when we’re done?
Why
What
How
When
Who
When do work activities happen?
What do we need to do first?
What’s last?
Why
What
How
When
Who
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
indispensible
Dwight 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 Plan
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
The 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 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 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 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 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 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 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). Project scope statement. Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (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
wrong
way
Focus on
deliverables
Focus on
processes
Align to
value
Align to
process
stages
Why? Why not?
Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176)
The wrong
way?
Note the
Layers
Table 5.3 Sample tabular WBS(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 requirements
1.3 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
knowledge
Complete
knowledge
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
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 Cats
http://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 Cats
http://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 Manager
Craig 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 Group
Marketing
Product Management
Legal
Finance
Sales
Customer Service
Steering Committee
Head of Marketing and Sales
Head of Product Management
Head of Customer Service
Head of Finance
Developers
Remember this?
You might break down the work
by phases
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 Sample network diagram (partial) (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). Status report. Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)
Risk management
Degree of knowledge over time
BetterProjects.net
http://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 Development
Rudi 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
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