Project Management 3. Project Management Plans

Week 3

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

Why plan?

The Plan Changes once you start

The Plan Changes once you start Guides you activities

The Plan Changes once you start Guides you activities Makes you think ahead

The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire

The 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

The 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

The 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

The 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 (partial)

Hunt, B. et al. (2003). Project scope statement. Retrieved January 23, 2006 from (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 Concept 1.1 Evaluate current systems 1.2 Define requirements Define user requirements Define content requirements Define system requirements Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

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 1Person 2Person 3Person 4

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

tools rasci (aka raci) ram

r a s c i responsible accountable supportive consulted informed

r a m responsibility assignment matrix

Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1Person 2Person 3Person 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 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 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?

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

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)

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 (partial)

Risk management Degree of knowledge over time

BetterProjects.net 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.

The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

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