1. Project Management 3. Project Management Plans

2. Project management plans

3. Why
What
How
When
Who

4. Why is this project happening?
What
How
When
Who
Why is this project happening?
Why now?
Why us?

5. 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?

6. Why What How When Who How do we get this solution in place?
How do we know when we’re done?

7. Why What How When Who When do work activities happen?
What do we need to do first?
What’s last?

8. Who do we need to deliver this project successfully?
Why
What
How
When
Who
Who do we need to deliver this project successfully?

9. $
And what will it cost?

10. Course objectives
Implement IT project planning and selection techniques
Appreciate the importance of project portfolio management

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

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

13. Plans are useless. Planning is indispensible
Dwight Eisenhower
Def: A project management plan (or project plan) is a formal approved document used to coordinate all project planning documents and help guide a project’s execution and control
Plans created in the other knowledge areas are subsidiary parts of the overall project management plan

14. The project management plan Benefits of planning
What to consider in your plan
Guidelines
Reviewing a plan
Important to fit needs of specific project; small or large
Many ways to organize and present a project plan, common elements include:
Introduction or Overview
Description of organisation
Management and technical processes
Work to be done
Schedule
Budget information

15. Why plan?
Why plan?

16. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

17. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

18. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
Makes you think ahead
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

19. Helps you work out who you need to hire
Makes you think ahead
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Helps you work out who you need to hire
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

20. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
Makes you think ahead
Works out the timeline and budget
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Helps you work out who you need to hire
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

21. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
Makes you think ahead
Works out the timeline and budget
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Helps you work out who you need to hire
Helps manage expectations
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

22. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
Makes you think ahead
Works out the timeline and budget
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Helps understand the effects of changes
Helps you work out who you need to hire
Helps manage expectations
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Changes once you start

23. The Plan The Plan The Plan The Plan The Plan The Plan The Plan
Makes you think ahead
Works out the timeline and budget
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
Helps understand the effects of changes
Helps you work out who you need to hire
Helps manage expectations
Plans are unique just like projects
First and foremost guide project execution by helping the project manager lead the project team and assess project status
Plans should be:
Dynamic
Flexible
Updated as changes occur
Project Plans are used to:
Guide project execution
Document project planning assumptions
Document project planning decisions regarding alternatives chosen
Facilitate communication among stakeholders
Define key management reviews as to content, extent, and timing
Provide a baseline for progress measurement and project control
Makes sure you are doing the right thing
Changes once you start

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

26. ? Important to fit needs of specific project; small or large
Many ways to organize and present a project plan, common elements include:
Introduction or Overview
Description of organisation
Management and technical processes
Work to be done
Schedule
Budget information

27. What do they need to know?
Who will read it?
What do they need to know?
Do they come in cold?

28. What is your project going to deliver?
Scope
Introduction or Overview
Project name
should be unique
Brief description
outline of goals and reason for project.
written in layperson’s terms, avoiding technical terms
include rough time and cost estimate
Sponsor’s name
include name, title and contact information
Names of project manager and key team members
List of deliverables
list of products produced as part of project
examples; software applications, pieces of hardware, technical reports, training materials etc...
List of reference materials
list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc…
List of definitions and acronyms
include this section only if appropriate
IT projects involve terminology unique to a particular industry or technology
provide a list of definitions to avoid confusion
The work to be done =
The target product

29. Hunt, B. et al. (2003). Project charter
Hunt, B. et al. (2003). Project charter. Retrieved January 23, 2006 from (partial)

30. Hunt, B. et al. (2003). Project scope statement
Hunt, B. et al. (2003). Project scope statement. Retrieved January 23, 2006 from (partial)

31. What is your project going to deliver?
Definition
Introduction or Overview
Project name
should be unique
Brief description
outline of goals and reason for project.
written in layperson’s terms, avoiding technical terms
include rough time and cost estimate
Sponsor’s name
include name, title and contact information
Names of project manager and key team members
List of deliverables
list of products produced as part of project
examples; software applications, pieces of hardware, technical reports, training materials etc...
List of reference materials
list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc…
List of definitions and acronyms
include this section only if appropriate
IT projects involve terminology unique to a particular industry or technology
provide a list of definitions to avoid confusion
The work to be done
=?=
The target product

32. What is your project going to deliver?
Change control
Introduction or Overview
Project name
should be unique
Brief description
outline of goals and reason for project.
written in layperson’s terms, avoiding technical terms
include rough time and cost estimate
Sponsor’s name
include name, title and contact information
Names of project manager and key team members
List of deliverables
list of products produced as part of project
examples; software applications, pieces of hardware, technical reports, training materials etc...
List of reference materials
list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc…
List of definitions and acronyms
include this section only if appropriate
IT projects involve terminology unique to a particular industry or technology
provide a list of definitions to avoid confusion
The work to be done
=?=
The target product

33. What is your project going to deliver?
Value?
Introduction or Overview
Project name
should be unique
Brief description
outline of goals and reason for project.
written in layperson’s terms, avoiding technical terms
include rough time and cost estimate
Sponsor’s name
include name, title and contact information
Names of project manager and key team members
List of deliverables
list of products produced as part of project
examples; software applications, pieces of hardware, technical reports, training materials etc...
List of reference materials
list of documents referencing plans produced for other knowledge areas eg. cost management plan, human resources plan, communications plan etc…
List of definitions and acronyms
include this section only if appropriate
IT projects involve terminology unique to a particular industry or technology
provide a list of definitions to avoid confusion
The work to be done
=?=
The target product

34. The WBS

35. The right way
The wrong way

36. Focus on deliverables
Focus on processes

37. Align to process stages
Align to value
Align to process stages

38. Why?
Why not?

39. The wrong way?
Note the Layers
Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176)

40. 1.1 Evaluate current systems 1.2 Define requirements
1.0 Concept
1.1 Evaluate current systems
1.2 Define requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 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
Table 5.3 Sample tabular WBS (Schwalbe, 2006, p176)

41. http://images. google. com. au/images

42. Document your assumptions
Very little knowledge
Complete knowledge
Degree of knowledge over time
Management and Technical Processes
Management objectives
top management view of project
priorities
major assumptions or constraints/limitation/restriction
Project controls
describes how to monitor project progress
monthly, quarterly status reviews
Other work-related information
highlights key information, e.g. list specific hardware or software to use on the project or certain specifications to follow
document major assumptions made in defining project work

43. OBS Description of Organization Organizational charts sponsor company
customers company
project
Project responsibilities
responsibility assignment matrix (RAM)

44. Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)
Description of Organization
Organizational charts
sponsor company
customers company
project
Project responsibilities
responsibility assignment matrix (RAM)
Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)

45. Person 1
Person 2
Person 3
Person 4
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6

47. Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)
Management and Technical Processes cont’d…
Risk management
process for identifying and controlling risks
risk management plan;
Project staffing
description of types and number of people
staffing management plan; resource histograms
Technical processes
formats for technical documents, CASE tools etc…
Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)

48. rasci ram tools (aka raci) Description of Organization
Organizational charts
sponsor company
customers company
project
Project responsibilities
responsibility assignment matrix (RAM)

50. r
responsible a
accountable s
supportive c
consulted i
informed

51. r responsibility a assignment m matrix

52. Person 1
Person 2
Person 3
Person 4
Task 1 R
Task 2 R
Task 3 R
Task 4 R
Task 5 R
Task 6 R

53. OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure
Figure 9.4 Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360)

54. One and only one person can be accountable
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

55. One and only one person can be accountable
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

56. Project organisations go farther than workers and work
Description of Organization
Organizational charts
sponsor company
customers company
project
Project responsibilities
responsibility assignment matrix (RAM)

57. Project Team structure
Project Sponsor
Steering Committee
Head of Marketing and Sales
Head of Product Management
Head of Customer Service
Head of Finance
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
Working Group
Marketing
Product Management
Legal
Finance
Sales
Customer Service
Project Manager
Craig Brown
Working Group:
Design focus
OLA decisions and choices
Formal review & validation of deliverables
Business input and SME access
Description of Organization
Organizational charts
sponsor company
customers company
project
Project responsibilities
responsibility assignment matrix (RAM)
Change consultants
Analysts
Designer
Developers
Testers

58. Remember this?

59. You might break down the work by phases
Other information
process related information e.g. software upgrade project; provide diagram of steps

60. Why?
Other information
process related information e.g. software upgrade project; provide diagram of steps
Work to be done
Major work packages
description of work to perform, and references the scope management plan
scope management plan; project charter, scope statement, work breakdown structure
Key deliverables
description of products produced as part of project
includes description of quality expectations

62. So now you know what needs to be done

63. So now you know what needs to be done
and who is going to do it.

64. But what about when? So now you know what needs to be done
and who is going to do it.
But what about when?

65. Schedule Schedule Summary schedule
one-page summary of the overall schedule
milestone report
Detailed schedule
detailed information and references schedule management plan
schedule management plan; Gantt chart, network diagram
Other schedule-related information
document major assumptions made in preparing schedules

67. Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)

68. Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)

69. Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)

71. Scope Resource plan Schedule Budget Summary budget
total estimate of overall budget, could include estimates by month or year sorted by categories
Detailed budget
detailed budget and includes cost management plan
cost management plan; cost estimates, budget
Other budget-related information
document major assumptions made in relation to financial aspects of the project

72. Why What How When Who Budget Summary budget
total estimate of overall budget, could include estimates by month or year sorted by categories
Detailed budget
detailed budget and includes cost management plan
cost management plan; cost estimates, budget
Other budget-related information
document major assumptions made in relation to financial aspects of the project

73. $
And what will it cost?

76. Constructing a budget is easy
Sticking to it is hard.

78. How will you Monitor and Control the project?
Who needs to know?
Management and Technical Processes
Management objectives
top management view of project
priorities
major assumptions or constraints/limitation/restriction
Project controls
describes how to monitor project progress
monthly, quarterly status reviews

79. Galloway, M. (2004). Status report
Galloway, M. (2004). Status report. Retrieved January 23, 2006 from (partial)

80. Degree of knowledge over time
Risk management
Degree of knowledge over time

81. BetterProjects.net http://www.betterprojects.net/search?q=risk+101
risks
impact
BetterProjects.net

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

83. Guidelines
Many organizations use guidelines to create project management plans
Project management software come with template files to use as guidelines
The project management plan includes all project planning documents. Plans created in other knowledge areas are subsidiary parts of the overall project management plan
Government agencies provide guidelines for creating project management plans
Many private organizations standards are not as rigorous however it is good practice to follow standards or guidelines
Sample templates:
CP829_Lecture_Week3_Templates_4e.zip
Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc.  

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

85. http://thinh1808. files. wordpress

86. Title page pic care of cayusa & CC @ Flickr
BetterProjects.net
Title page pic care of cayusa & Flickr