1、Topic 3Project Planning I.Project management processProject Management Process Arrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesClosing processes Initiating processes-recognizing that a project or phase should begi
2、n or and committing to do so Planning processes-devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address Executing processes-coordinating people and other resources to carry out the plan Controlling processes-ensuring that project objectives a
3、re met by monitoring and measuring progress and taking corrective action when necessary Closing processes-formalizing acceptance of the project or phase and bringing it to an orderly endInitiating process The formal initiating links the project to the ongoing work of the performing Org.Inputs:produc
4、t description;strategic plan;project selection criteria;historical information Tools and techniques:project selection methods;expert judgement Outputs:project charter;project manager identified/assigned;constrains;assumptionsPlanning processes Core process Facilitating processScopeplanningScopeDef.A
5、ctivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmentQuality planningCommunicationsplanningRiskidentificationRiskquantificationRisk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitation
6、planning Planning is of major importance to a project because the project involves doing something which has not been done before.The processes above are subject to to frequent iterations prior to competing the plan.For example,if the initial completion date is unacceptable,project resources,cost,or
7、 even scope may need to be redefined.In addition,planning is not an exact science-two different teams could generate very different plans for the same project.Scope planning:developing a written scope statement as the basis for future project decisions Scope definition:subdividing the major project
8、deliverables into smaller,or manageable components Activity definition:identifying the specific activities that must be performed to produce the various project deliverables Activity sequencing:identifying and documenting interactivity dependencies Activity duration estimating:estimating the number
9、of work periods which will be needed to complete individual activities Schedule development:analyzing activity sequences,activity durations,and resource requirements to create the project schedule.Resource planning:determining what resources(people,equipment,materials)and what quantities of each sho
10、uld be used to perform project activities.Cost estimating:developing an approximation(estimate)of the costs resources needed to complete project activities.Cost budgeting:allocating the overall cost estimate to individual work items Project plan development:taking the results of other planning proce
11、sses and putting them into a consistent,coherent document.Quality planning:identifying which quality standards are relevant to the project and determining how to satisfy them Organization planning:identifying,documenting,and assigning project roles,responsibilities,and reporting relationships Staff
12、acquisition:getting the HR needed assigned to and working on the project.Communication planning:determining the information and communications needs of the stakeholders:who needs what information,when will they need it,and how will it be given to them.Risk identification:determining which risks are
13、likely to affect the project and documenting the characteristics of each.Risk quantification:evaluating risks and risk interactions to assess the range of possible project outcomes Risk response development:defining enhancement steps for opportunities and responses to threats Procurement planning:de
14、termining what to procure and when Solicitation planning:documenting product requirements and identifying potential sources.Executing processes Facilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceContractadmi
15、nistration Project plan execution:carrying out the project plan by performing the activities included therein.Scope verification:formalizing acceptance of the project scope Quality assurance:evaluating overall project performance on the regular basis to provide confidence that the project will satis
16、fy the relevant quality standard.Team development:developing individual and group skills to enhance project performance Information distribution:making needed information available to project stakeholders in timely manner Solicitation:obtaining quotations,bids,offers,or proposal as appropriate sourc
17、e selection:choosing from among potential sellers contract administration:managing the relationship with the sellerControlling processes facilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontrolRisk responsecontrolCostcontrolQualitycontrol Project performance
18、 must be measured regularly to identify variances from the plan.The variance are fed into the control process in the various knowledge areas.Overall change control:coordinating changes across the entire project Scope change control:controlling change to project scope Schedule control:controlling cha
19、nges to the project schedule Cost control:controlling changes to the project budget Quality control:monitoring specific project results to determine if the comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance Performance reporting:collecting a
20、nd disseminating performance information,including status reporting,progress measurement,and forecasting Risk response control:responding to changes in risk over the course of the project.Closing processes Contractclose-outAdministrativeclosure Administration closure:generating,gathering,and dissemi
21、nating information to formalize phase or project completion Contract close-out:completion and settlement of the contract,including resolution of any open items.The process illustrated above meet the test of general acceptance-they apply to most projects most of time.However,not all of the processes
22、will be needed on all projects,and not all of the interactions will apply to all projects.When there is a need to make change,the change should be clearly identified,carefully evaluated,and actively managed.II.Project Planning Why do I need a P.O.D.?To provide a baseline of information for approval
23、or rejection of the project proposal To identify roles and responsibilities before the project is started To define completion(success)in advanceP.O.D.Function Identify key assumption Define initial project scope project completion criteria functions addressed and not addressed work products and the
24、ir completion criteria major activities significant dependenciesP.O.D.Function 2 Identify resource requirements responsibilities(organization)skills time estimates material resources project cost Determine preliminary schedule The P.O.D.Should be formal proposal P.O.D.Minimum content Introduction Ke
25、y assumption Roles and responsibilities Major products Completion criteria Estimated schedule Estimated costWhy plan the P.O.D.?To manage risk To maximize return on investment To ensure client satisfaction To communicateIn the beginning.Plans Schedule Scope Resource P.O.D.Planning Process Define the
26、 products Identify technical activities Estimates hours for activities Add level of effort hours Determine dependencies Identify staffing Identify other resources Identify utilization rate Determine activity size Determine activity duration Develop estimated schedule1.Define the products Standard pr
27、oducts from:Design project:system requirements report system design report implementation phase plan Implementation project:detailed program specifications programs and programs documentation installation plan Non-standard products:First of its kind?First in this company?First at this location?.2.Id
28、entify the technical activities Example:design project,activities include:1.Orientation2.Interview standards3.Global interview preparation4.Standards for requirements report(SRR)5.Interviews:individual preparation;interview;minutes;confirm6.Consolidate data7.Write requirement report8.External design
29、 phase plan9.External design standards10.External design phase11.Internal design phase3.Estimate hours for activities Activities work hours1.Orientation(30hrs,6 people)1802.Interview standards 1603.Global interview preparation 804.Standards for requirements report(SRR)605.Interviews(20)640(16x2 peop
30、le x20)individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 6007.Write requirement report 1408.External design phase plan 809.External design standards 6010.External design phase 200011.Internal design phase 2000 Project total 60004.Add level of effort hours Project management
31、Change investigation Project meetings.5.Determine dependencies“logical”order of activities predecessors/successors uncover missing activities initially ignore resource constrains identify critical path:the critical path is the path of longest duration through network;the task on the critical path is
32、 critical task Determine dependencies12563871094116.Identify staffing Internal personnel/skills External personnel/skills7.Identify other resources Dedicated test configuration Laser printers for documentation Word processing support.8.Identify utilization rate Hours available=2080(52x5x8)education
33、80 vacation+holidays 160 administration 80 personal 80 others 80 Total non-productive hours 480 Total productive hours 1600 Utilization vs.Project duration(173 hours per month)ProjectdurationHours/monthUtilizationrate173100%12months12069%9.Determine activities size(utilization 75%)Activities work ho
34、urs weeks1.Orientation(30hrs,6 people)180 6.02.Interview standards 160 5.33.Global interview preparation 80 2.74.Standards for requirements report(SRR)60 2.05.Interviews(20)640(16x2 people x20)21.3 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.07.Write requirement
35、 report 140 4.78.External design phase plan 80 2.79.External design standards 60 2.010.External design phase 2000 66.711.Internal design phase 2000 66.7 Project total 6000 20010.Determine activity duration(technical staffing 6)Activities work hours weeks duration1.Orientation(30hrs,6 people)180 6.0
36、1.02.Interview standards 160 5.3 1.33.Global interview preparation 80 2.7 1.34.Standards for requirements report(SRR)60 2.0 2.05.Interviews(20)640(16x2 people x20)21.3 3.8 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.0 4.17.Write requirement report 140 4.7 1.28.E
37、xternal design phase plan 80 2.7 2.09.External design standards 60 2.0 1.010.External design phase 2000 66.7 11.211.Internal design phase 2000 66.7 11.2 Project total 6000 200 33.611.Develop estimated schedule(requirements phase)P.O.D.planning process-another view Define scope-Define the products-Id
38、entify technical activities-Estimates hours for activities-Add level of effort hours -Determine dependencies Identify resources -Identify staffing -Identify other resources Develop schedule-Identify utilization rate -Determine activity size -Determine activity duration -Develop estimated schedule In
39、 the end.Scope Plans Schedule Resources P.O.D.Introduction Key assumption Roles&responsibilities Major products Completion criteria Estimated schedule Estimated costWhen the process is complete.Evaluate risk in the P.O.D.Revisit the process to contain/reduce risk Revise outputs accordingly Iterate u
40、ntil“ready for project assurance”“We never have the time to do it right the first time,but we always have time to do it over.”“If we dont have time to do it right the first time,when are we going to have time to fix it?”III.Project planningWhy plan?To manage risk To increase user satisfaction No sur
41、prises Total team ownership To communicate To gain support and understanding To know what you have do To know how you will go about doing it To provide a baseline for tracking progress To manage change To establish completion criteria To minimize time,costs,and other resources needs Project plans Wo
42、rk plan support plan Staffing plan project review Other resources plan documentation Facilities plan approval/sign-off Change control plan training Status reporting plan system test Financial plan installation Document control plan Contingency plan Planning baseline P.O.D.Assumptions Other commitmen
43、ts identify business decision to accept or reject incorporate into baseline plan actions required get plan signed off by user place approved baseline plan under change controlPlanning process 1.Define the products 2.Identify tasks and subtasks 3.Develop precedence diagram 4.Assign hours to tasks 5.D
44、etermine staff hours available 6.Assign tasks to resources&balance against schedule 7.Add management tasks 8.ITERATE until complete 9.Prepare remaining plans and summariesStep 1.Define the products Product types and sources Types:P.O.D.Deliverables;Support products Sources:P.O.D.Materials(deliverabl
45、es)Deliverable guidelines Statement of work Other Standard products resources timeStep 2.Identify tasks and subtasks Types of task:standard;project-related;level-of-effort Sources Department documentation procedures+guidelines Brainstorming sessions Experienced people Standard major tasksRequirement
46、s definition Internal design plan and organize the project plan,organize internal design orient the project participants develop internal system structure establish the interview and data develop program function specs gathering plan develop data files specs conduct interviews complete system design
47、 report consolidate interview data develop testing strategy complete requirements report draft conduct technical design interview review draft and obtain user approval review system design report with External design user and gain approval plan,organize external design develop preliminary system arc
48、hitecture develop functional business flow design user inputs/outputs define application views of data base complete external design draft and review,obtain user approval Project-dependent tasks database development conversion planning conversion tasks installation planning user and operator educati
49、on planning vendor product testing subcontractor coordination Level-of-effort(LOE)tasks hard to define specific output completion criteria tend to be long running work on them is sporadicOrientationmanagement change investigationskills transfermeetings Identify the tasks Responsibility can be assign
50、ed to one person Tasks results are tangible and related to product Tasks are less than one reporting cycle(40 hrs)Tasks are a day or longer in duration Process for defining tasks Review:the latest baseline plans for similar project standard task lists similar product Get together with other planners
