1. How to integrate the parts of your project to achieve success.
Project Plan
How to integrate the parts of your project to achieve success.
Larry Leach

2. Learning Objectives
Project Managers will believe in the value of a project plan to create project team success and customer satisfaction.
Project Managers will be able to use the Project Checklist to identify the content required for their project plan.
Project Managers will be able to lead their project team to create a useful Project Plan.
Project Managers will choose to take the time to create project planning deliverables before embarking on executing any project.

3. Outline

4. Outline (2)

5. The Integrated Project Plan
Baseline
Procedures
Scope
Product
Charter
Work Breakdown Structure (WBS)
Responsibility Assignment
Assumptions & Constraints
Scope Statement (Deliverables)
Risk
Work Packages
Quality
Requirements Management
Configuration Management
Process
Operating Guidelines
- Communication
- Issue Management
- Procurement
Project Control
- Reports
- Reviews
- Project Change Control
Risk Management
Cost
Schedule
Milestone Sequence
Resource Plan
Critical Path or Chain

6. Purpose of Project Plan
Guide project execution
Document project planning assumptions
Document project planing 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 control
Ref: PMBOK Guide 2000 Edition

7. Project Plans Reduce Execution Time
PLANNING
EXECUTION
Japan
PLANNING
EXECUTION
USA
Time
After Joseph Juran, Juran on Planning for Quality, p. 167

8. If I had eight hours to chop down a tree,
I'd spend six hours sharpening my ax.
Abraham Lincoln ( )

9. Keane’s ‘Top Ten’ Causes of Project Failure
1. Goal definition
2. Change control
3. Resource planning
4. Contingency planning
5. Project planning
6. Project Leadership
7. Managed expectations
8. Progress monitoring and control
9. Project reporting
10. Failure to re-plan

10. Commitment or Compliance?
Commitment feels like:
Compliance feels like:
Told what to do
Task/activity driven
No real value
Participate or else
Not sure why I am doing this
Something extra to do
Not part of my real job
Monitored and inspected
Invited to participate
Goals/results driven
Purposeful
Honor-privilege to participate
Clear alignment to organizational goals
Essential to success
Tool to improve quality of my work
Collaborative team effort

11. Obstacles to Create Project Plan
What obstacles might prevent you from creating an effective project plan?

12. PMO Project Delivery Process
Identify
Need 10
Propose, Select
& Authorize 20
Plan 30
Execute Project 40
Measure &
Control 50
Complete &
Close 60
Control
Processes

13. PMBOK Project Plan Elements
Charter
Strategy (Summary of other plans)
Scope Statement
Work Breakdown Structure (WBS)
For each WBS deliverable:
Cost Estimates,
Schedule, and
Responsibility Assignment
Performance Measurement Baselines for:
Scope,
Schedule, and
Cost
Major Milestones
Risk Management Plan
Subsidiary Plans
Open Issues

14. SEI-CMM Software Planning Goals
Goal 1: Software estimates are documented for use in planning and tracking the software project.
Goal 2: Software project activities and commitments are planned and documented.
Initiated early
Software Development Plan according to procedure
Life cycle
Support environment planned
Software Configuration Management
Risks identified and assessed
Project plan documented
Goal 3: Affected groups and individuals agree to their commitments related to the software projects.

15. Inputs to Project Plan
Other planning outputs: e.g., Charter, Feasibility Study
Historical Information
Organizational Policies, e.g.,
Quality Management
Personnel Administration
Financial Controls
Constraints
Assumptions

16. Assign Responsibility
Project Plan Process
20.10
Project
Checklist
Project Manager
20.20
Develop Scope
Project Team &
Project Owner
20.30
Establish Org &
Assign Responsibility
Project Manager
20.35
Milestone Seq
Project Team 10
WBS
SOW
20.60
Sequence Project
PMO
20.40
Work Packages
Project Team
20.50
Create Schedule
Project Team 30
20.90
Project Plan
Project Manager
Project
Central
20.70
Perform Risk
Management
Project Team
20.55
Create Budget
Project Team
Resource
Pool
20.80
Deploy Project
Control Processes
Project Team 60

17. Project Plan Process Elements

18. Project Plan Process Elements

19. Example Project Plan Schedule

20. Project Checklist Transition to the planning process
Identifies the specific process tools to invoke on the process
All projects require minimum set of tools
Largest projects require most of the tools
Project needs in between proposed by Project and Project Owner or Owner’s Rep
Change control and issue management processes available when needed
20.10
Project
Checklist
Project Manager 10

21. Other planning outputs Historical information Outputs
20.20
Develop Scope
Project Team &
Project Owner
Scope
Definition
Inputs
Scope statement
Constraints
Assumptions
Other planning outputs
Historical information
Outputs
Work Breakdown Structure

22. Work Breakdown Structure
Scope Definition
Assumptions
Work Breakdown Structure
Work Packages
Detailed Scope
Statement

23. Key Planning Assumptions
Key planning assumptions are statements about reality necessary to enable deterministic project plans. Examples include assumptions on:
The direction of solution that will be selected (e.g. buy package, develop) before the feasibility study has been prepared.
Existing data system hardware ability to accommodate the additional processing of a new package.
Software compatibility with hardware or the operating system.
Quality of existing data.
Availability of key resources; e.g. personnel, hardware, software.
Each assumption is a potential project risk!

24. WBS Total Project 2.0 System Design 3.0 Delivered 1.0 Project Support
Hierarchy
Numbers
1.1 Charter
1.2 Project Plan
1.3 Project Mgr
1.3 Progress Rprt
1.4 Closed
2.1 Functional Rqts
2.2 Alternative Stdy
2.3 Concept Design
2.4 Final Design
3.1 Program
3.1 System Test
3.3 Document
Deliverables
Work Package

25. Work Packages
Identify one person responsible, but may use many resources.
Produce a deliverable.
Link together, usually using the Milestone sequence.
Contain all necessary planning information:
Deliverable (scope statement)
Assumptions for planning
Tasks: logic, duration, and tie in to other Work Packages or Milestones
Resources
Do not have dates!

26. Example Work Package

27. When to Use Work Packages (OR)
Project contains high level deliverables assignable to other organizations; e.g., computing division, model office, users, subcontractor staff.
Project is large (i.e., > $500K), with several major deliverables.
Project plan is complex i.e., more than about 50 activities.
Whenever if feels good.

28. Detailed Scope Statement
Organized to the WBS
Identifies every deliverable
Describes Scope of Artifacts (Software, Documentation) and Scope of Services (Training, User Support)
Identifies specifically excluded scope
May contain Scope Management Plan
Part of the Project Plan

29. Responsibility Assignment
20.30
Establish Org &
Assign Responsibility
Project Manager

30. Milestone Sequence Chart
20.35
Milestone Seq
Project Team
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title
MS Title

31. Work Packages Deliverables MS Project ‘Fragnet’ Activities WBS #
20.40
Work Packages
Project Team
MS Project ‘Fragnet’
Activities
WBS #
Definition (Title)
Logic (Linkage)
Duration
Resource Estimate
Activity Note Field:
Inputs Needed (Artifacts)
Outputs Created (Artifacts)
Basis for Duration and Resource Estimates
Document:
One for each major deliverable.
Identifies:
WBS # & /Title
Responsibility
Assumptions
Constraints
Deliverables

32. Work Package

33. Project Schedule Schedule dates are OUTPUTS.
20.50
Create Schedule
Project Team
Schedule dates are OUTPUTS.
Use the ‘Schedule 101’ Guidelines.
Save baseline.
All schedules must have a Critical Path or Critical Chain.
If your (resource leveled) schedule output does not satisfy hopes:
Do:
Change logic
Change process
Add resources
Revise scope
Do Not:
Adjust task durations arbitrarily
Agree to ‘try’
Cut buffers
Fix the end date

34. Activity
Sequencing
Outputs
Milestone Sequence
Network Diagram
Activity List Updates
Inputs
Activity List
Product Description
Constraints
Assumptions

35. The ‘PERT’ Chart: Network Diagram
Work Package
Deliverable
2.1 3
1.1.1
Activity
1.1.2
Activity
1.1.3
Activity
1.1.4
Activity
1.1.5
Activity To
Work
Pkg
From
Work
Pkg

36. Resource Level Project Schedule
Resource load your project plan, assuming:
Activity duration driving resource works 100% on the activity
People from other organizations available as needed
You may use skill type or section initially
Use the common resource pool on I/PMO
Resource level your project plan
If using Critical Path, do manually
If using Critical Chain, use ProChain

37. Project Budget Resource load your project schedule
20.55
Create Budget
Project Team
Resource load your project schedule
Budget includes all labor and material (subcontract) cost estimates for the project, at their ‘50% probability’ estimate
Add a properly sized budget reserve or contingency

38. Sequencing of Project Starts
20.60
Sequence Project
PMO
Sequencing determines the project start date
Project business result and resource demand determine sequence
Project manager supports project sequencing

39. Risk Management Potential Risks Managed Risks Prevent
20.70
Perform Risk
Management
Project Team
Potential
Risks
Managed Risks
Project
Plan
Prevent
Plan for Mitigation
Include Contingency
Monitor
Insure
Baseline
Assumptions

40. Project Control Processes
20.80
Deploy Project
Control Processes
Project Team
Generic Processes Available from PMO Process:
Project Change Control
Issue Management
Corrective Action
Reporting
Specific Processes You May Define
Operating Guidelines
Quality (Including Software Configuration Management)
Communication
Procurement
Human Resources
Information Security

41. Operating Guidelines (Administration)
20.80
Deploy Project
Control Processes
Project Team
Identify Areas Needed
Develop Work plans
Set goals
Accept responsibility
Assign &
Communicate-
Within team
Make decisions
Communicate-
Outside team
Resolve Issues
Manage Performance
Assess results
Manage change
Develop & Publish
Guidelines

42. Learning Objectives
Project Managers will believe in the value of a project plan to create project team success and customer satisfaction.
Project Managers will be able to use the Project Checklist to identify the content required for their project plan.
Project Managers will be able to lead their project team to create a useful Project Plan.
Project Managers will choose to take the time to create project planning deliverables before embarking on executing any project.