1. PMI-Planning Process Group Lecture 08 Ms Saba Sahar

3. Project Planning Process Group There are five process groups according to PMI. They are Initiating, Planning, Executing, Monitoring and Controlling, and Closing. All groups contain a total of 44 project management processes of which 21 are located in the planning group. That doesn’t necessarily make this group the most important or most time consuming but it makes the group the most comprehensive group that covers all of the nine knowledge management areas.

4. PMI: Planning Process Group Activities Integration Management 1. Develop Project Management Plan Scope Management 2. Scope Planning 3. Scope Definition 4. Create Work Breakdown Structure Time Management 5. Activity Definition 6. Activity Sequencing 7. Activity Resource Estimating 8. Activity Duration Estimating 9. Schedule Development Cost Management 10. Cost Estimating 11. Cost Budgeting Quality Management 12. Quality Planning Human Resource Management 13. Human Resource Planning Communications Management 14. Communications Planning. Risk Management 15. Risk Management Planning 16. Risk Identification management plan. 17. Qualitative Risk Analysis 18. Quantitative Risk Analysis 19. Risk Response Plan Purchase Management 20. Plan Purchases & Acquisitions 21. Plan Contracting

5. Aside –When to plan Planning is an on-going process of refinement Planning at different stages of the project has different emphases and purposes

6. Step Wise Planning 0. Select Project 1. Identify project scope and objectives 2. Identify project infrastructure 3. Analyze project characteristics 4. Identify the project product and activities 5. Estimate effort for each activity 6. Identify the activity risks 7. Allocate resources 8. Review plan/publicize plan 9. Execute plan 10. Lower level of planning

7. Step 0: Project Selection It is outside the main project planning processes. In feasibility study, establish the project priority over other projects.

8. Step1: Identify Project Scope & Objectives Step 1.1 Identify objectives and practical measures of the effectiveness in meeting those objectives Step 1.2 Establish a project authority to ensure the unity of purpose among all persons concerned Project manager is responsible for project success so he must have authority to assign tasks.

9. Step1: Identify Project Scope & Objectives Step 1.3 Identify all stakeholders in the project and their interests Step 1.4 Modify objectives in the light of stakeholder analysis. Adding new features to the system in concisely and controlled manner Step 1.5 Establish methods of communication between all parties

10. Step 2: Identify Project Infrastructure There is some infrastructure where the project must fit. Step 2.1 Identify relationship between the project and strategic planning – To determine the order of related projects(in the organization) being carried out. – To establish a framework within which the system fits – To ensure the hardware and software standards are followed

11. Step 2: Identify Project Infrastructure Step 2.2 Identify installation standards and procedures more appropriate name: “Identify standards and procedures related to the software project” Normal stages in Life cycle with products created Configuration management standards. Project planning and controlling standards Step 2.3 Identify project team organization

12. Step 3: Analyze Project Characteristics Purpose is to ensure suitable methods are used for project Step 3.1 Distinguish the project as either objective-driven or product-driven Step 3.2 Analyze other project characteristics(including quality-based ones) In safety critical system human life could be threatened by failure. Step 3.3 Identify high level project risks Step 3.4 Take into account user requirements concerning implementation

13. Step 3: Analyze Project Characteristics Step 3.5 Select lifecycle approach and development methodology Step 3.6 Review overall resource estimates – Up to this stage, the major risks of the project are identified the overall approach of the project is decided So, it is a good place to re-estimate the required effort and other resources for the project

14. Step 4: Identify Project Products and Activities Step 4.1 Identify and describe project products – Identify all the products related to the project – Account for the required activities Activity-based approach Product-based approach Hybrid approach Step 4.2 Document generic product flows – To document the relative order of the products Step 4.3 Recognize product instances

15. Step 4: Identify Project Products and Activities Step 4.4 Produce an ideal activity network – Activity network shows the tasks that have to be carried out as well as their sequence of execution for the creation of a product from another Step 4.5 Modify the ideal to take into account need for stages and checkpoints – To check compatibility of products of previous activities

16. Step 5: Estimate Effort for Each Activity Step 5.1 Carry out bottom-up estimates – need to estimate staff effort, time for each activity, and other resources Step 5.2 Revise plan to create controllable activities – need to break a task into a series of manageable sub-tasks

17. Step 6: Identify Activity Risks Step 6.1 Identify and quantify the risks of each activity Step 6.2 Plan risk reduction and contingency measures where appropriate – Contingency plan specify the action that is to be taken if a risk materialized Step 6.3 Adjust overall plans and estimates to take account of risks

18. Step 7: Allocate Resources(Staffing) Step 7.1 Identify and allocate resources – type of staff needed for each activity – staff availabilities are identified – staff are provisionally allocated to task Step 7.2 Revise plans and estimates to take into account resource constraints – staffing constraints – staffing issues

19. Step 8: Review/publicize Plan Step 8.1 Review quality aspects of the project plan – To ensure each activity is completed with equality product – Each activity should have ‘exit requirements’. – This ensures the quality of the product on each activity.

20. Step 8: Review/publicize Plan Step 8.2 Document plans and obtain agreement – all parties understand and agree to the commitments in the plan

21. Step 9/10: Execute Plan/ Lower Level of Planning Plans will need to drawn in greater detail for each activity. This may requires to reiteration of the planning process al the lower ends.

22. Project Vs. Activity A project is composed of a number of related activities A project may start when at least one of its activities is ready to start A project will be completed when all of its activities have been completed An activity must have a clear start and clear stop An activity should have a duration that can be estimated Some activities may require that other activities are completed before they can begin

23. Activity Planning A project plan is schedule of activities indicating the start and stop for each activity Also provide the project and resource schedules The start and stop of each activity should be visible and easy to measure Each activity should have some ‘deliverables’ for ease of monitoring

24. Activity-based Approach Activity-based Approach is used to identify the activities in a project. Use Work Breakdown Structure (WBS)to generate a task list WBS involves – identifying the main tasks – break each main task down into subtasks – The subtasks can further be broken down into lower level tasks.

25. Activity-based Approach Work Breakdown Structure Example-1

26. WBS Example-2: software Project Development

27. WBS Example-3:Building a house

28. Activity-based Approach Advantages – More likely to obtain a task catalogue that is complete – WBS represents a structure that can be refined as the project proceeds – The structure already suggests the dependencies among the activities

29. Activity-based Approach Disadvantage – Very likely to miss some activities if an unstructured activity list is used

30. References Software Project Management (Bob& Mike) 5 th Edition – Chapter 3 Handouts in word document form – http://blog.simcrest.com/the-project- management-planning-process-group/