Initiating and Planning Projects PPMP20008 Week 4 Lecture Natalie Ewin n.ewin@cqu.edu.au

Last week Assessment Charter & Stakeholder Register Process groups Initiation and Planning Phases The Project Charter The Stakeholder Register Agile Professional Responsibilities

The reading this week PMBOK Chapters 5.1-5.3: Scope Management Kerzner Chapter 10: Working with Executives Prince2 Chapter 5: Authorize Initiation A.21: Project Product Description There is a lot of reading to cover. Are you keeping up?

This week Criteria for Assignment 1 Management Plans Schedule Management Plan Schedule Scheduling concepts

Creativity Exercise This exercise is an exercise in creativity. You will need a pen or pencil and paper. If you don’t have this please use your computer or notes app on your phone. You will have 2 minutes to write down as many uses for the object in the picture as possible. This is an individual activity and as such there is to be no discussion or talking during the two minutes. There are no rules apart from the code of conduct and no collaborating. The tutor will time the two minutes and tell you when to stop. DO IT Once the clock has stopped can the tutors please open a spreadsheet up on the computer – Ask the class if anyone got over ten uses, then 15 etc until you find the person with the greatest amount. Get that person to come up to the class and share what they have. As they share enter the uses into the spreadsheet using a different row for each use. Ask the other students to make a mark next to there list if any they have any of the items that the first student has shared. Go to the student with the next highest amount and ask if they have any other items – add them to the list noting in another column that they are from a new student, continue this until every use that the class thinks of is on the spread sheet. Please save this and send it into the coordinator.

Assessment Charter and Stakeholder Register Due Friday 1 April 5pm Where do you find what should be included in the project charter and stakeholder register?

Assessment Criteria Charter and Stakeholder Register A complete project charter is supplied? (20%) A complete stakeholder register is supplied? (20%) The project charter is an accurate reflection of the case study? (20%) A stakeholder register is an accurate reflection of the case study? (20%) Appropriate and well structured, concise and clear expression of project management requirements in response to the assessment task? (10%) Clarity of expression, grammar and spelling? (10%)

Assessment Sub-Plans Due Week 6 - Friday 8 APRIL 5pm Schedule Management Plan Project Schedule Activity Resources Cost Management Plan Cost Baseline Funding Requirements Risk Management Plan Risk Register

What are some strategies you can use to manage the second assignment?

Project manage your studies Create a schedule Make sure you have a schedule for your studies When are things due? When will you do your readings? Other commitments – block them out? For assignment 2 When will you work on the eight components? Time to discuss issues with your tutor? Time to attend ALC?

The Management Plans Notice some assignment two items are called management plans Schedule Management Plan – p148 PMBoK Establishes the criteria and the activities for developing, monitoring and controlling the schedule Cost Management Plan – p198 PMBoK Describes how the project costs will be planned, structured and controlled. Risk Management Plan – p316 PMBoK Describes how risk management activities will be structured and performed. Students in previous terms haven’t grasped the use of these management plans until after the feedback from the second assignment. These plans just explain how the project manager or others are going to do the schedule management, cost management and risk management. The other items in the assignment are where they would actually do the work. For example the risk management plan does not include any risks of the project. In some organisations the PMO will have developed these plans for the whole portfolio and the project managers just need to follow them rather than create them themselves.

Schedule Management Plan Identifies a scheduling method and tool Sets the format and establishes criteria for developing and controlling the project schedule.

Schedule Management Plan PMBOK Project schedule model development Level of accuracy Units of measure Rules of performance measurement Reporting formats Process descriptions Project schedule model development Specify the scheduling methodology and tool Level of accuracy Acceptable range for for realistic activity duration May include contingency Units of measure Staff hours or days or weeks , meters, kilometers, liters, tons Rules of performance measurement Rules for establishing percentage complete, earned value management techniques, progress and schedule performance etc. Reporting formats Define the format & frequency for schedule reports d Process descriptions Descriptions of the schedule management processes are documented

Develop Schedule

Project Schedule Model Normally represented graphically- (can be tabular) Bar Charts (Gantt charts) Milestone Charts Project schedule network diagrams Image from (on 5/08/2015) http://www.ganttchart.in/pictures/henry-lawrence-gantt.jpg Henry Gantt 1861-1919

Activity Definition

Sequencing activities Tools and techniques Precedence diagramming method (PDM) Dependency determination Leads and lags Sta

Precedence Diagramming Method Take the first three milestones as described in one of the charters you handed in for the last assessment. Determine which relationship exists between them.

Dependency Determination Mandatory Legally or contractually required or inherit in the work Also referred to as hard logic or hard dependencies Discretionary Established based on knowledge of best practice Preferred logic or soft logic External Involve relationship between project & non-project activities Internal Involve precedence relationship between project activities Generally inside projects control Take the first three milestones as described in one of the charters you handed in for the last assessment. Determine any dependencies and the nature of them.

Leads and Lags Lead Complete Punch List Landscape Building Lot The amount of time whereby a successor activity can be advanced with respect to a predecessor activity Finish to start with lead of x weeks/days Often represented as a negative lag in scheduling software Complete Punch List FS 2 week (lead) Landscape Building Lot

Leads and Lags Lag Write Draft Edit Draft The amount of time whereby a successor activity will be delayed with respect to a predecessor activity Start to start with lag of x weeks/days SS 15 days (lag) Edit Draft

Project Schedule Network Diagrams A graphical representation of the logical relationships (dependencies), among the project

Estimate Activity Durations Expert Judgment Analogous Estimating Use of historical data from a similar activity. Gross value estimating, sometimes adjusted for known differences in project complexity. Parametric Estimating Use of an algorithm to calculate cost or duration based on historic data and project parameters E.g. if it takes resource an hour to lay 25 meters of cable, the duration required to install 1000 meters is 40 hours (1000 / 25 = 40). http://www.meadowvaleprimary.co.uk/_files/images/Learning%20Zone/52B44832B938E775934AF40122C77F8B.gif Image from above site on 5/08/2015

Estimate Activity Durations Three-Point Estimating Uses three estimates to identify an approximate range Optimistic (t0) Most likely (tM) Pessimistic (tP) Triangular Distribution tE = (t0 + tM + tP)/3 Beta Distribution tE = (t0 + 4tM +tP)/6 https://onlinecampus.bu.edu/bbcswebdav/pid-904282-dt-content-rid-2557540_1/courses/13sum1metad644sol/course_images/metad644_L04T02_PERT.png

Estimate Activity Durations Group Decision Making Techniques An assessment process having multiple alternatives with an expected outcome in the form of future actions. Useful for engaging team members to improve estimate accuracy and commitment to emerging estimates.

Estimate Activity Durations Reserve Analysis Including contingency reserves or buffers May be percentage of work, fixed number of work periods, or be developed using quantitative analysis e.g. Monte Carlo Simulation

Schedule network analysis

Critical Path Method The critical path is the sequence of activities representing the longest path through a project, which determines the shortest possible duration. Schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended without delaying the project finish date. ‘Total Float’ Early and late start and finishes for each activity can be defined – refer Fig 6.18 PMBoK. Figure from on 5/08/2015 http://www.rogerionik.com.br/wp-content/uploads/critical-path-method-template-803.jpg

Critical Chain Method Allows project team to place buffers on any project schedule path to manage uncertainty Considers the effects of resource allocation, resource optimisation, resource leveling and activity duration uncertainty. The resource constrained critical path is known as the critical chain Image from (on 5/08/2015) http://www.free-management-ebooks.com/images/pmtm0710.png

Estimate Activity Resources

Estimate Activity Resources Type of resource Human resources, equipment, materials, supplies etc Quantity of resource Basis for the estimate for each resource Assumptions Resource availability Refer section 6.4.3.1 PMBoK

Resource Optimisation Techniques Resource Leveling Start and finish dates adjusted based on resource constraints Ensuring resource requirements do not exceed predefined limits. Schedule network may have to change Resource Smoothing Schedule network doesn’t change but optimise resource allocation e.g. to provide some buffering https://www.youtube.com/watch?feature=player_embedded&v= 2cN0xcjZEI4