1. Ch. 5: Project Planning Good Quote: Plans are only good intentions unless they immediately degenerate into hard work Lame excuses for not planning: Takes too much time Customers don’t know what they want If we commit, we will be held accountable

2. Ch. 5.0: Reasons for Project Planning Establish directions for project team Support objectives of parent organization Make allowance for risk Put controls on the planned work

3. Ch. 5.0: Project Planning in Information Systems View of several authors in the field of IS: Popularized NamePlanning Process “units” breakdown System Development Life Cycle (SDLC) 4 to 6 or 7 “phases” (no name)7 “steps” (no name)6 “planning sequences”

4. Ch. 5.0: Contents of Project Planning Chapter  Initial project coordination  Systems integration  Sorting out the project  Work breakdown structure (WBS) and linear responsibility charts  Interface coordination through integration management

5. Ch. 5.1: Initial Project Coordination Senior Management Role Delineate the firm’s intent Outline scope of project Describe how project’s results reinforce firm’s goals

6. Ch. 5.1 The Project Launch Meeting Project Launch Meeting = Visible symbol of top management’s commitment to the project

7. Ch. 5.1 Major Issues at Project Launch Meeting Existence of well defined set of project objectives Precise nature of scope statement Uniqueness of project

8. Ch. 5.1: Detail / Length of Project Launch Meeting For routine projects: “Touch base”, short meeting Unique projects: Extensive discussion

9. Ch. 5.1: Potential Traps for Project Launch Meeting TrapEffect Go deeper than “most aggregated level” (level1) No team integration Make ballpark estimate of budget and time Preliminary estimate gets cast in stone

10. Ch. 5.1: Expected Outcome of Project Launch Meeting Establish technical scope Participants accept performance responsibility Tentative overall schedules and budgets Creation of Risk Management Group

11. Ch. 5.1: Major Risks Considered at Project Planning Initiation Market reaction to new process / product Project being stopped due to patent awarded to a competing innovation

12. Ch. 5.1: Risk Management Plan Includes: Project technology Project schedule Project resource base Myriad of other risk factors Makeup of project risk management group

13. Ch. 5.1: Composite Plan Combination of Risk Management Plan and Project Launch Meeting action items Approved by all participating functional groups Endorsed by PM and sent up the management ladder for approval

14. Ch. 5.1: From Composite Plan to Project (Master) Plan Modify composite plan with written “change orders” Approve updated plan with functional unit involved and senior management Iterate this process until no more changes are proposed Hold post planning review meeting

15. Ch. 5.1: Carefully Determine Set of Deliverables! 1. Marketing over promises deliverables 2. Engineering may not be able to produce deliverable on time 3. Marketing is unable to deliver on time Typical Scenario:

16. Ch. 5.1: Marketing’s Objections to Early Involvement of Engineering Probably trueProbably false StyleSales specialists know firm’s products and services Engineers are argumentative CostSales specialists know about cost, designs and lead times Cost of bringing engineers to a meeting drives up sales cost

17. Ch. 5.1: Why Involve the Customer in Planning? Easier Faster Give customer a voice Cheaper (to do things right the first time)

18. Ch. 5.1: Multifunctional Teams (Concurrent Engineering) Used when a system must be installed in a larger, more complex system Integrates through cross functional groups

19. Ch. 5.1: Project Plan Elements Overview Objectives General approach Contractual aspects Schedules Resources Personnel Evaluation methods Potential problems

20. Ch. 5.1: Project Charter Generated through negotiations involving the many parties at interest in the project

21. Ch. 5.1: Classic SDLC (Left) vs. Aaron et. al. Model (Right) FeasibilityConcept Evaluation AnalysisRequirement Identification Design BuildImplementation ClosureTest Integration Validation Customer Test and Evaluation Ongoing UseOperations and Maintenance

22. Ch. 5.2: Three Main Objectives of Systems Integration Performance Effectiveness Cost

23. Ch. 5.3: Even Planning Process a) Make list of activities of similar importance in sequential order  Level 1 b) Break each level 1 process into sub processes as under a)  Level 2 c) Continue to higher process levels until no further breaking is possible

24. Ch. 5.3: Illustration to “Even Planning Process”

25. Ch. 5.3: Form Useful for “Even Planning Process”

26. Ch. 5.3: Tree Diagram Used in Hierarchical Planning

27. Ch. 5.3: Strategic Factors in Project Planning Project mission Top management support Project’s action plan

28. Ch. 5.4: Example of a Work Breakdown Structure (WBS)

29. Ch. 5.4: Steps in Designing a WBS List task breakdown in succeeding finer levels Construct a responsibility matrix Establish pricing control Schedule milestones Identify problems Generate Project Master Schedule

30. Ch. 5.4: Linear Responsibility Chart

31. Ch. 5.5: Planning and Design using Multidisciplinary Teams Generate integrated base for project design Add software for conflict detection Add software to generate production plan Generate knowledge base

32. Ch. 5.5: Example of Interface Map

33. Ch. 5.5: Project Phases and Phase Gates in the SDLC Feasibility Project Proposal System Requirement Specifications Design Design Specs Build Programmers and Users Manuals

34. Ch. 5.5: Coordination Structure Model of Project Management