1. Edward B. Farkas, Managing Director, Project Management Practice
How to Develop a Winning Project Plan
Edward B. Farkas, Managing Director, Project Management Practice
ETR Technology Center

2. Perform a scope analysis BEFORE any planning begins
Review the scope documents
Scope analysis facilitates identification of….
Deliverables
Stakeholders
Assumptions
Constraints
Risks
This information is key to the first planning steps:
What do you think they are?

3. Work Breakdown Structure (WBS)
A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project
Each descending level represents an increasingly detailed definition of a project component
Project components may be products or services
-References: PMBOK, 1996.

4. Work Package
A deliverable at the lowest level of the work breakdown structure
A work package may be divided into activities Reference: PMBOK, Glossary

5. Importance of the WBS The WBS is the foundation so that:
The responsibility assignments for each deliverable can be established
Estimated costs and budgets can be established
Planning can be performed
The total program can be described as a summation of subdivided deliverables
The organizational structure can best fit the deliverables

6. Importance of the WBS (Cont'd)
Coordination of objectives so that objectives can be linked to company resources in a logical manner
Clarify specification tree and contract line items
Structure contractors’ proposals around WBS thus simplifying source selection
Facilitate progress status reporting and problem analysis (cost/schedule control system) - the tracking of time, cost, and performance

7. WBS Benefits Prevents omitted deliverables
Gains commitment of project personnel
Enables development of a basic project plan
Ensures deliverables visibility
Results in risk reduction

8. Level of Effort (LOE)
Support-type activity that does not readily lend itself to measurement of discrete accomplishment
Generally characterized by a uniform rate of activity over a specific period of time.
Reference: PMBOK, Glossary

9. Leverage the WBS To identify additional risk issues
To validate or create an OBS
To understand relationships between deliverables and activities

10. Create a Risk Management Plan
Identify risks (scope analysis, leveraged WBS)
Quantify or Prioritize
Determine Impact
Manage i.e. transfer, mitigate, accept
may yield tasks that are schedule inputs

11. We can define communication protocols
Escalation Paths
Contact Points (PPOC Concept)
Reporting Requirements (may be contractual)

12. What do have now? We have identified the stakeholders
We are aware of assumptions
We are aware of constraints
We know all required deliverables
We have a complete WBS
We have a risk management plan (RBS)
We have an OBS
We have a communications plan
next?

13. A Project Schedule Includes:
A List Of Tasks
A Timeline
Relationship To Scope

14. Tasks Defined Activity Assigned Resource Duration
Degree of Importance/Relationship

15. TASK COMPONENTS Activity: What Will Be Done
Resource: Who (what is needed) Will Do It
Duration: When Its Done
Importance: Relationship To Other Tasks

16. Activity Resource Duration Importance
John will test the Software Code Module 7 panel on Monday to complete the project.
Activity
Resource
Duration
Importance

17. Task Relationships determines....
How Fast The Project Moves, or
How Slow The Project Moves

18. Task Relationships Finish To Start: ‘from’ finish before ‘to’ starts
Finish To Finish: ‘from’ finish before ‘to’ finishes
Start To Start: ‘from’ start before ‘to’ starts
Start To Finish: ‘from’ starts before ‘to’ finishes

19. S F S S F S F
GRAY = A
BLACK = B F

20. Task Relationship Terms
Dependencies
Predecessors
Successors
Concurrencies
Sequencing

21. Prompt with questions….
Can This Task Start Before Another Is Completed?
Can I Start This Task At The Same Time As Other Tasks?
Does This Task Have To Be Completed Before Another Task Starts?
Should This Task Happen Earlier Than Another?

22. What Is A Critical Task?
Does Not Completing This Task Hold Up Or Delay Another/ or Preclude Project Completion - (delays completion) ? If So, Its Critical!

23. How To Sequence Tasks PDM: Precedence Diagramming Method
AON: Activity On Node
ADM: Arrow Diagramming Method
CDM: Conditional Diagramming Method
WBS: Work Breakdown Structure
CPM: Critical Path Methodology

24. Visual Task Development Tools
Network Logic Diagrams
Gantt Charts
Flow Charts
PERT: Program Evaluation Review Techniques

25. Determine Task Durations
Identify Time Sensitive Tasks
Identify Scope Constraints
Identify Lead Time Tasks
Correlate To Labor Plan

26. Assign Resources To Tasks
Assign A Person(s) For Each Task
Assign Corresponding Material(s)
Assign Matrix (sub-contract/vendor) Resource

27. Task Update Defined Activity Specific Duration Assigned Resource
Importance Level/ Task Relationships

28. Schedules....
Provide the raw data for the Cost To Complete estimates, labor/financial forecasts.

29. Total Project Planning
Summary of conditions defining project
Scope and objectives of a project
Organization and authority relationships
Authority and responsibility of a project manager
Functions to be performed
Authority and responsibility of other organizations

30. Planning Saves...
Time
Dollars

31. Acronyms CPM: Critical Path Method FF: Finish to Finish
FS: Finish to Start
LOE: Level of Effort
OBS: Organization Breakdown Structure
RBS: Risk Breakdown Structure
SF: Start to Finish
SS: Start to Start
WBS: Work Breakdown Structure

32. Q&A For additional information & copies of this presentation:
Edward B. Farkas, Managing Director, Project Management Practice:
ETR Technology Center, Inc.
180 Oser Avenue
Hauppauge, NY
A certified WBE firm established in 1980