1. IT Project Management Part 4
Lecturer: Dr. Gunter Senyurt

2. Why Do We Need Planning? –to save time and go through less pain.
2/5 Planning Process Group
Why Do We Need Planning? –to save time and go through less pain.
Lecturer: Dr. Gunter Senyurt

3. 1. Planning reduces uncertainty 2. Planning increases understanding
2/5 Planning Process Group
Why Do We Need Planning?
1. Planning reduces uncertainty
2. Planning increases understanding
3. Planning improves efficiency
Lecturer: Dr. Gunter Senyurt

4. Project Planning Tools;
2/5 Planning Process Group
Project Planning Tools;
There are good programs released for this aim. The program what we will learn in this course is “MS Project”. Which is a product of Microsoft company.
At this step you will not learn how it really works in details, you will just have an idea about the application and you will visualize the “Work Breakdown Structure” by this application.
Lecturer: Dr. Gunter Senyurt

5. To plan a good project we need:
2/5 Planning Process Group
To plan a good project we need:
Project Overview Statement (POS)
Work Breakdown Structure (WBS) with S.M.A.R.T criteria
Dependency diagram
Final Project Schedule
Resource Schedule
Lecturer: Dr. Gunter Senyurt

7. Dependency Diagram

8. FINAL PROJECT SCHEDULE

9. Resource Schedule

10. Duration of Planning Process;
2/5 Planning Process Group
Duration of Planning Process;
It varies related to the type of project but it can be listed as given below;
Very Small projects ===> less than ½ day
Small projects ===> less than 1 day
Medium projects ===> 2 days
Large projects ===> 3-4 days
Very Large projects ===> 5 days – 2,3 months
Lecturer: Dr. Gunter Senyurt

11. Duration of Planning Process;
2/5 Planning Process Group
Duration of Planning Process;
In a one-day planning session for a typical small project, the planning team performs the following major activities;
1. Reviews the POS for clarity
2. Creates the complete WBS(work breakdown structure), including the activity list.
3. Estimates task duration and resource needs.
4. Constructs project network diagram.
5. Determines the critical path.
6. Revises and approves project completion date.
7. Finalizes resource schedule.
8. Gains consensus on the project plan.
Lecturer: Dr. Gunter Senyurt

12. 2/5 Planning Process Group
The critical path method (CPM) is a project modeling technique developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley Jr. of Remington Rand.
CRITICAL PATH MODEL
Lecturer: Dr. Gunter Senyurt

13. 2. The time (duration) that each activity will take to complete.
2/5 Planning Process Group
The essential technique for using CPM (Critical Path Model): is to construct a model of the project that includes the following:
1. A list of all activities required to complete the project (typically categorized within a work breakdown structure).
2. The time (duration) that each activity will take to complete.
3. The dependencies between the activities.
4. Logical end points such as milestones or deliverable items.
Lecturer: Dr. Gunter Senyurt

14. 2/5 Planning Process Group
CRITICAL PATH
Every task is important, but only some of them are critical. The critical path is a chain of linked tasks that directly affects the project finish date. If any task on the critical path is late, the whole project is late.
Lecturer: Dr. Gunter Senyurt

15. Critical Path Diagram

16. Planning and Conducting Joint Project Planning Sessions (JPPS);
2/5 Planning Process Group
Planning and Conducting Joint Project Planning Sessions (JPPS);
The JPPS is a group session in which all of the people who are involved in the project meet to develop the detailed plan.
The objective of JPPS is simple to say but hard to act, which is; “To develop a project plan that meets the COS (condition of satisfaction) as negotiated between the requestor and the provider and as descriped in the POS (Project Overview Statement).”
Lecturer: Dr. Gunter SENYURT

17. 1/5 Scoping Process Group
For understanding the needs of clients we should built up a clear Condition of Satisfaction (COS) between the provider and the requester.
The COS has four iterative(repetitive series of actions) parts, these are;
Request
Clarification
Response
Agreement
Lecturer: Dr. Gunter SENYURT

18. Writing an Effective Project Overview Statement (POS)
1/5 Scoping Process Group
Writing an Effective Project Overview Statement (POS)
The POS is a short document (ideally one page) that concisely states what is to be done in the project, why it is to be done, and what business value it will provide to the enterprise when completed.
Lecturer: Dr. Gunter SENYURT

20. Attendees of JPPS (Joint Project Planning Sessions); * The Facilitator
2/5 Planning Process Group
Attendees of JPPS (Joint Project Planning Sessions);
* The Facilitator
The Facilitator should be experienced, open minded (not with a biased mind), even a project manager of any other project can be facilitator, because he/she will be in equal distances between the parties (Requester / Provider)
* Project manager
* Another Project manager
* JPPS Consultant
Lecturer: Dr. Gunter SENYURT

21. Attendees of JPPS (Joint Project Planning Sessions); * Technographer
2/5 Planning Process Group
Attendees of JPPS (Joint Project Planning Sessions);
* Technographer
A professional who not only knows project management but is also an expert in the software tools used to document the project plan.
* Core Project team
* Client representative
* Resource manager
Putting a schedule together without input and participation from these managers would be a waste of time. They may have some suggestions that will make the plan more realistic, too.
Lecturer: Dr. Gunter SENYURT

22. Attendees of JPPS (Joint Project Planning Sessions);
2/5 Planning Process Group
Attendees of JPPS (Joint Project Planning Sessions);
* Project champion
The project champion derives (extracts or formulates) the project and sells it to the senior management. In many cases the project champion is the client. The Project champion can also be a senior manager of the division, department or process.
* Functional Managers
* Process Owner
Lecturer: Dr. Gunter SENYURT

23. The Functional Manager
2/5 Planning Process Group
A functional manager is a person who has management authority over an organizational unit—such as a department—within a business, company, or other organization. Functional managers have ongoing responsibilities, and are not usually directly affiliated with project teams, other than ensuring that goals and objectives align with the organization's overall strategy and vision.
The Functional Manager
Lecturer: Dr. Gunter SENYURT

24. Facilities of JPPS (Joint Project Planning Sessions);
2/5 Planning Process Group
Facilities of JPPS (Joint Project Planning Sessions);
Having easy access to information is a major advantage to onsite planning sessions, but interruptions due to the daily flow of work are a major disadvantage.
With easy access to the office made possible by cell phones and , the potential for disruptions and interruptions has increased. This issue needs to be minimized.
The JPPS must be conducted in one room which contains plenty of whiteboards and all possible needs for such a meeting.
Lecturer: Dr. Gunter SENYURT

25. 1. Negotiate the COS (Condition of Satisfaction).
2/5 Planning Process Group
Here’s a sample agenda for the JPPS (Joint Project Planning Session) in three sessions;
Session 1;
1. Negotiate the COS (Condition of Satisfaction).
2. Gather requirements.
Session 2;
1. Write the POS (Project Overview Statement) (Session 1 and 2 are more related with the scoping process).
Lecturer: Dr. Gunter SENYURT

26. Session 3; 2/5 Planning Process Group
1. The entire planning team created the first-level WBS.
2. Subject matter experts develop further decomposition, with the entire planning team observing and commenting.
3. Estimating activity duration and resource requirements.
4. Construct a project network diagram.
5. Determine the critical path.
6. Resize and approve the project completion date.
7. Finalize the resource schedule.
8. Gain consensus on the project plan.
Lecturer: Dr. Gunter SENYURT

27. of JPPS (Joint Project Planning Session);
2/5 Planning Process Group
Deliverables (another name for products, services, processes, or plans that are created as a result)
of JPPS (Joint Project Planning Session);
* Work Breakdown Structure
* Activity Duration Estimates
* Resource Requirements
* Project Network Schedule
* Activity Schedule
* Resource Assignments
* Project Notebook
Lecturer: Dr. Gunter SENYURT

28. Building the Work Breakdown Structure;
2/5 Planning Process Group
Building the Work Breakdown Structure;
Lecturer: Dr. Gunter SENYURT

29. Work \\\ Work Breakdown Schedule

30. Deliverables of JPPS (Activity planning);
2/5 Planning Process Group
Deliverables of JPPS (Activity planning);
An activity is chunk of work. A task is a smaller chunk of work.
An activity is composed of two or more tasks. When the tasks that make up an activity are complete, the activity is complete.
A work package is a complete description of how the task that make up an activity will actually be done.
Breaking down work into a hierarchy of activities, tasks and work packages is called decomposition.
Lecturer: Dr. Gunter SENYURT

31. * Thought-Process Tool;
2/5 Planning Process Group
Uses for the WBS;
* Thought-Process Tool;
It helps the project manager and the planning team visualize exactly how the work of the project can be defined and managed effectively.
* Architectural-Design Tool;
The WBS is a picture of the work of the project and how the items of work are related to one another.
Lecturer: Dr. Gunter SENYURT

32. Uses for the WBS; * Planning Tool;
2/5 Planning Process Group
Uses for the WBS;
* Planning Tool;
The WBS gives the project team a detailed representation of the project as a collection of activities that must be completed in order for the project to be completed.
It is at the lowest activity level of the WBS that we will estimate effort, elapsed time, and resource requirements; build a schedule of when the work will be completed; and estimate deliverable dates and project completion.
Lecturer: Dr. Gunter SENYURT

33. * Project-Status-Reporting Tool;
2/5 Planning Process Group
Uses for the WBS;
* Project-Status-Reporting Tool;
The WBS is used as a structure for reporting project status. The project activities are consolidated (that is, rolled up) from the bottom as lower-level activities are completed.
As work is completed, activities will be completed. Completion of lower-level activities causes higher-level activities to be partially complete.
Lecturer: Dr. Gunter SENYURT

34. Generating the WBS; * Top-Down Approach;
2/5 Planning Process Group
Generating the WBS;
* Top-Down Approach;
The top-down approach begins at the goal level and successively partitions work down to lower levels of definition until the participants are satisfied that the work has been sufficiently defined.
Once the activities are described, you can sequence the project work so that as many activities as possible are performed in parallel, rather than in sequence.
“Team approach” and “Subteam approach” can be used for the needs of project.
Lecturer: Dr. Gunter SENYURT

35. 2/5 Planning Process Group
Generating the WBS;
* Bottom-Up Approach;
This approach is more like a brainstorming session than an organized approach to building the WBS.
The bottom-up approach works as follows: The first steps are the same as those for the top-down approach.
Namely, the entire planning team agrees to the first-level breakdown. The planning team is then divided into as many groups as there are first-level activities. Each group then makes a list of the activities that must be completed in order to complete the first-level activity. To do this, they proceed as follows;
Lecturer: Dr. Gunter SENYURT

36. 2/5 Planning Process Group
Generating the WBS;
* Bottom-Up Approach;
1. Someone in the group identifies an activity and announces it to the group. If the group agrees, then the activity is written on a slip of paper and put in the middle of the table. The process repeats itself until no new ideas are forthcoming.
Lecturer: Dr. Gunter SENYURT

37. 2/5 Planning Process Group
Generating the WBS;
* Bottom-Up Approach;
2. The group then sorts the slips into activities that seem to be related to one another. This grouping activity should help the planning team add missing activities or remove redundant ones.
Lecturer: Dr. Gunter SENYURT

38. 2/5 Planning Process Group
Generating the WBS;
* Bottom-Up Approach;
3. Once the team is satisfied it has completed the activity list for the first- level breakdown, the members are finished. Each group then reports to the entire planning team the results of its work.
Lecturer: Dr. Gunter SENYURT

39. 2/5 Planning Process Group
Generating the WBS;
* Bottom-Up Approach;
4. Final critiques are given, missing activities are added, and redundant activities are removed.
Lecturer: Dr. Gunter SENYURT

40. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
1. Status and completion are measurable;
The project manager can question the status of an activity at any point in time during the project. If the activity has been defined properly, that question is answered easily.
Example 1;
The activity is supposed to take four months of full-time work. I’ve been working on it for two months full-time. I guess I must be 50 percent complete.
Lecturer: Dr. Gunter SENYURT

41. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
1. Status and completion are measurable;
The project manager can question the status of an activity at any point in time during the project. If the activity has been defined properly, that question is answered easily.
Example 2;
I’ve written 150 pages, so I guess I am 50 percent complete.
Lecturer: Dr. Gunter SENYURT

42. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
1. Status and completion are measurable;
The project manager can question the status of an activity at any point in time during the project. If the activity has been defined properly, that question is answered easily.
Example 3;
I’ve written and had approved 150 pages and estimate that the remaining work will require two more months. I am 50 percent complete.
Lecturer: Dr. Gunter SENYURT

43. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
2. Activity is bounded;
Each activity should have a clearly defined start and end.
3. Activity has a Deliverable;
The deliverable is a visible sign that the activity is complete. This sign could be an approving manager’s signature, a physical product or document, the authorization to proceed to the next activity, or some other sign of completion.
The deliverable(s) from an activity is output from that activity, which then becomes input to one or more other activities that follow its completion.
Lecturer: Dr. Gunter SENYURT

44. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
4. Time and cost are easily estimated;
Each activity should have an estimated time and cost of completion.
Being able to do this at the lowest level of decomposition in the WBS enables you to aggregate to higher levels and estimate the total project cost and the completion date.
Lecturer: Dr. Gunter SENYURT

45. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
5. Activity duration is within acceptable limits;
It is a good practice to not have any task longer than a two week duration, but this is not a rule.
The danger you avoid is longer-duration activities whose delay can create a serious project-scheduling problem.
Lecturer: Dr. Gunter SENYURT

46. Six criteria to test for completeness in the WBS;
2/5 Planning Process Group
Six criteria to test for completeness in the WBS;
6. Work assignments are independent;
It is important that each activity be independent. Once work has begun on the activity, it should continue reasonably well without interruption and without the need for additional input or information until the activity is complete.
You can choose to schedule it in parts, based on resource availability, but you can also schedule it as one continuous stream of work, as well.
Lecturer: Dr. Gunter SENYURT

47. Approaches to build the WBS;
2/5 Planning Process Group
Approaches to build the WBS;
Notice that RBS (resource breakdown structure) is a subset of WBS (work breakdown structure). RBS defines what must be done and WBS defines how it will be done.
There is no single best answer available for this condition. There are three main aproaches that can be counted as;
Noun-Type approach:
This approach defines the deliverables of the project work in terms of the components (physical or functional) that make up the deliverables.
Lecturer: Dr. Gunter SENYURT

48. Approaches to build the WBS; Verb-Type approach:
2/5 Planning Process Group
Approaches to build the WBS;
Verb-Type approach:
This approach defines the deliverables of the project work in terms of the actions that must be done to produce the deliverable.
Lecturer: Dr. Gunter SENYURT

49. Approaches to build the WBS; Organizational approach:
2/5 Planning Process Group
Approaches to build the WBS;
Organizational approach:
The deliverables of the project work in terms of the organizational units that will work on the project. This type of approach includes the department, process, and geographic location approaches.
Lecturer: Dr. Gunter SENYURT

50. Representing the WBS (standart form)
2/5 Planning Process Group
Representing the WBS (standart form)
Lecturer: Dr. Gunter SENYURT

51. Representing the WBS (Indented outline of WBS);
2/5 Planning Process Group
Representing the WBS (Indented outline of WBS);
Lecturer: Dr. Gunter SENYURT

52. Representing the WBS (Traditional waterfall view of WBS);
2/5 Planning Process Group
Representing the WBS (Traditional waterfall view of WBS);
Lecturer: Dr. Gunter SENYURT

53. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
Before you can estimate duration, you need to make sure everyone is working from a common definition.
The duration of a project is the elapsed time in business working days, not including weekends, holidays, or other non-work days.
Work effort is labor required to complete a task. That labor can be consecutive or nonconsecutive hours.
Lecturer: Dr. Gunter SENYURT

54. Estimating (Duration); Resource Loading versus Task Duration;
2/5 Planning Process Group
Estimating (Duration);
Resource Loading versus Task Duration;
Adding more resources to hold a task’s duration within the planning limits can be effective. This is called “crashing the task.”
The crash point is that point where adding more resources will increase task duration.
Lecturer: Dr. Gunter SENYURT

55. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
Task duration is a random variable. It changes due to many reasons, some of the factors can be counted as;
* Varying skill level
* Unexpected events
* Efficiency of worker’s time
* Mistakes and misunderstandings
* Common cause (systematic) variation.
Lecturer: Dr. Gunter SENYURT

56. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods that can be used for estimating the task duration, these are;
1/6 similarity to other activities;
Some of the activities in your WBS may be similar to activities completed in other projects. Your or others’ recollections of those activities and their duration can be used to estimate the present task’s duration.
Lecturer: Dr. Gunter SENYURT

57. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
2/6 Studying historical data;
Every good project management methodology includes a project notebook that records the estimated and actual task duration. This historical record can be used on other projects. The recorded data becomes your knowledge base for estimating task duration.
Lecturer: Dr. Gunter SENYURT

58. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
3/6 Seeking expert advice;
When the project involves a breakthrough technology or a technology that is being used for the first time in the organization, there may not be any local experience or even professionals skilled in the technology within the organization. In these cases, you will have to appeal to outside authorities.
Lecturer: Dr. Gunter SENYURT

59. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
4/6 Applying Delphi technique;
The Delphi technique can produce good estimates in the absence of expert advice. This is a group technique that extracts and summarizes the knowledge of the group to arrive at an estimate. After the group is briefed on the project and the nature of the task, each individual in the group is asked to make his or her best guess of the task duration.
Lecturer: Dr. Gunter SENYURT

60. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
4/6 Applying Delphi technique;
The results are tabulated and presented. Those participants whose estimates fall in the outer quartiles (outliers) are asked to share the reason for their guess. After listening to the arguments, each group member is asked to guess again. The results are presented as a histogram.
Lecturer: Dr. Gunter SENYURT

61. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
4/6 Applying Delphi technique;
Again the outer quartile estimates (outlier values) are defended. A third guess is made, and the histogram plotted is labeled Third Pass. Final adjustments are allowed. The average of the third guess is used as the group’s estimate. Even though the technique seems rather simplistic, it has been shown to be effective in the absence of expert advice.
Lecturer: Dr. Gunter SENYURT

62. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
Delphi technique : make it look like a bell shape at the end.
Lecturer: Dr. Gunter SENYURT

63. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
5/6 Applying the three point technique;
Task duration is a random variable. If it were possible to repeat the task several times under identical circumstances, duration times would vary. That variation may be tightly grouped around a central value, or it might be widely dispersed.
Lecturer: Dr. Gunter SENYURT

64. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
5/6 Applying the three point technique;
The three point technique gives you a framework for doing just that. To use the method, you need three estimates of task duration:
Optimistic: The optimistic time is defined as the shortest duration one has had or might expect to experience given that everything happens as expected.
Lecturer: Dr. Gunter SENYURT

65. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
5/6 Applying the three point technique;
The three point technique gives you a framework for doing just that. To use the method, you need three estimates of task duration:
Pessimistic: The pessimistic time is that duration that would be experienced (or has been experienced) if everything that could go wrong did go wrong, yet the task was completed.
Most likely: The most likely time is that time usually experienced.
Lecturer: Dr. Gunter SENYURT

66. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
5/6 Applying the three point technique;
For this method you are calling on the collective memory of professionals who have worked on similar activities but for which there is no recorded history.
Lecturer: Dr. Gunter SENYURT

67. Estimating (Duration);
2/5 Planning Process Group
Estimating (Duration);
There are six methods can be used for estimating the task duration, these are;
6/6 Applying the wide-band delphi technique;
Combining the Delphi and three point methods results in the wide-band Delphi technique. It involves a panel, like the Delphi technique. In place of a single estimate, the panel members are asked, at each iteration, to give their optimistic, pessimistic, and most likely estimates for the duration of the chosen task. The results are compiled, and any extreme estimates are removed. Averages are computed for each of the three estimates, and the averages are used as the optimistic, pessimistic, and most likely estimates of task duration.
Lecturer: Dr. Gunter SENYURT