1、Dec.2001Wanjun JIANG GSM PKUTopic 3Project PlanningDec.2001Wanjun JIANG GSM PKU I.Project management processDec.2001Wanjun JIANG GSM PKUProject Management Process Arrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesCl
2、osing processesDec.2001Wanjun JIANG GSM PKU Initiating processes-recognizing that a project or phase should begin 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-coordi
3、nating people and other resources to carry out the plan Controlling processes-ensuring that project objectives are 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 endDe
4、c.2001Wanjun JIANG GSM PKUInitiating process The formal initiating links the project to the ongoing work of the performing Org.Inputs:product description;strategic plan;project selection criteria;historical information Tools and techniques:project selection methods;expert judgement Outputs:project c
5、harter;project manager identified/assigned;constrains;assumptionsDec.2001Wanjun JIANG GSM PKUPlanning processes Core process Facilitating processScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmen
6、tQuality planningCommunicationsplanningRiskidentificationRiskquantificationRisk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningDec.2001Wanjun JIANG GSM PKU Planning is of major importance to a project because the project involves doing something which
7、 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 even scope may need to be redefined.In addition,planning is not an exact science-two different teams co
8、uld generate very different plans for the same project.Dec.2001Wanjun JIANG GSM PKU Scope planning:developing a written scope statement as the basis for future project decisions Scope definition:subdividing the major project deliverables into smaller,or manageable components Activity definition:iden
9、tifying 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 of work periods which will be needed to complete individual activities Sche
10、dule 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 should be used to perform project activities.Dec.2001Wanjun JIANG GSM PKU Cost
11、 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 processes and putting them into a consistent,cohere
12、nt 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 acquisition:getting the HR needed assigned to
13、and working on the project.Dec.2001Wanjun JIANG GSM PKU 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 likely to affect
14、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:determining what to
15、 procure and when Solicitation planning:documenting product requirements and identifying potential sources.Dec.2001Wanjun JIANG GSM PKUExecuting processes Facilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceC
16、ontractadministrationDec.2001Wanjun JIANG GSM PKU 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
17、 confidence that the project will satisfy 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,
18、offers,or proposal as appropriate source selection:choosing from among potential sellers contract administration:managing the relationship with the sellerDec.2001Wanjun JIANG GSM PKUControlling processes facilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontr
19、olRisk responsecontrolCostcontrolQualitycontrolDec.2001Wanjun JIANG GSM PKU Project performance 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 pr
20、oject Scope change control:controlling change to project scope Schedule control:controlling changes 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 identi
21、fying ways to eliminate causes of unsatisfactory performance Performance reporting:collecting and disseminating performance information,including status reporting,progress measurement,and forecasting Risk response control:responding to changes in risk over the course of the project.Dec.2001Wanjun JI
22、ANG GSM PKUClosing processes Contractclose-outAdministrativeclosureDec.2001Wanjun JIANG GSM PKU Administration closure:generating,gathering,and disseminating information to formalize phase or project completion Contract close-out:completion and settlement of the contract,including resolution of any
23、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 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 cl
24、early identified,carefully evaluated,and actively managed.Dec.2001Wanjun JIANG GSM PKUII.Project PlanningDec.2001Wanjun JIANG GSM PKU Why do I need a P.O.D.?To provide a baseline of information for approval or rejection of the project proposal To identify roles and responsibilities before the projec
25、t is started To define completion(success)in advanceDec.2001Wanjun JIANG GSM PKUP.O.D.Function Identify key assumption Define initial project scope project completion criteria functions addressed and not addressed work products and their completion criteria major activities significant dependenciesD
26、ec.2001Wanjun JIANG GSM PKUP.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 Dec.2001Wanjun JIANG GSM PKUP.O.D.Minimum content Introduction Key assumpt
27、ion Roles and responsibilities Major products Completion criteria Estimated schedule Estimated costDec.2001Wanjun JIANG GSM PKUWhy plan the P.O.D.?To manage risk To maximize return on investment To ensure client satisfaction To communicateDec.2001Wanjun JIANG GSM PKUIn the beginning.Plans Schedule S
28、cope Resource Dec.2001Wanjun JIANG GSM PKUP.O.D.Planning Process Define the 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 ac
29、tivity duration Develop estimated scheduleDec.2001Wanjun JIANG GSM PKU1.Define the products Standard products from:Design project:system requirements report system design report implementation phase plan Implementation project:detailed program specifications programs and programs documentation insta
30、llation planDec.2001Wanjun JIANG GSM PKU Non-standard products:First of its kind?First in this company?First at this location?.Dec.2001Wanjun JIANG GSM PKU2.Identify the technical activities Example:design project,activities include:1.Orientation2.Interview standards3.Global interview preparation4.S
31、tandards for requirements report(SRR)5.Interviews:individual preparation;interview;minutes;confirm6.Consolidate data7.Write requirement report8.External design phase plan9.External design standards10.External design phase11.Internal design phaseDec.2001Wanjun JIANG GSM PKU3.Estimate hours for activi
32、ties 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 people x20)individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 6007.Write requirement report 1
33、408.External design phase plan 809.External design standards 6010.External design phase 200011.Internal design phase 2000 Project total 6000Dec.2001Wanjun JIANG GSM PKU4.Add level of effort hours Project management Change investigation Project meetings.Dec.2001Wanjun JIANG GSM PKU5.Determine depende
34、ncies“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 critical taskDec.2001Wanjun JIANG GSM PKU Determine depe
35、ndencies1256387109411Dec.2001Wanjun JIANG GSM PKU6.Identify staffing Internal personnel/skills External personnel/skillsDec.2001Wanjun JIANG GSM PKU7.Identify other resources Dedicated test configuration Laser printers for documentation Word processing support.Dec.2001Wanjun JIANG GSM PKU8.Identify
36、utilization rate Hours available=2080(52x5x8)education 80 vacation+holidays 160 administration 80 personal 80 others 80 Total non-productive hours 480 Total productive hours 1600Dec.2001Wanjun JIANG GSM PKU Utilization vs.Project duration(173 hours per month)ProjectdurationHours/monthUtilizationrate
37、173100%12months12069%Dec.2001Wanjun JIANG GSM PKU9.Determine activities size(utilization 75%)Activities work hours 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
38、x20)21.3 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.07.Write requirement 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 200Dec.2001Wanjun
39、 JIANG GSM PKU10.Determine activity duration(technical staffing 6)Activities work hours weeks duration1.Orientation(30hrs,6 people)180 6.0 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 x2
40、0)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.External 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
41、total 6000 200 33.6Dec.2001Wanjun JIANG GSM PKU11.Develop estimated schedule(requirements phase)Dec.2001Wanjun JIANG GSM PKUP.O.D.planning process-another view Define scope-Define the products-Identify technical activities-Estimates hours for activities-Add level of effort hours -Determine dependenc
42、iesDec.2001Wanjun JIANG GSM PKU Identify resources -Identify staffing -Identify other resources Develop schedule-Identify utilization rate -Determine activity size -Determine activity duration -Develop estimated scheduleDec.2001Wanjun JIANG GSM PKU In the end.Scope Plans Schedule Resources Dec.2001W
43、anjun JIANG GSM PKUP.O.D.Introduction Key assumption Roles&responsibilities Major products Completion criteria Estimated schedule Estimated costDec.2001Wanjun JIANG GSM PKUWhen the process is complete.Evaluate risk in the P.O.D.Revisit the process to contain/reduce risk Revise outputs accordingly It
44、erate until“ready for project assurance”Dec.2001Wanjun JIANG GSM PKU“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?”Dec.2001Wanjun JIANG GSM PKUIII.Project plann
45、ingDec.2001Wanjun JIANG GSM PKUWhy plan?To manage risk To increase user satisfaction No surprises 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 esta
46、blish completion criteria To minimize time,costs,and other resources needsDec.2001Wanjun JIANG GSM PKU Dec.2001Wanjun JIANG GSM PKUProject plans Work plan support plan Staffing plan project review Other resources plan documentation Facilities plan approval/sign-off Change control plan training Statu
47、s reporting plan system test Financial plan installation Document control plan Contingency plan Dec.2001Wanjun JIANG GSM PKUPlanning baseline P.O.D.Assumptions Other commitments identify business decision to accept or reject incorporate into baseline plan actions required get plan signed off by user
48、 place approved baseline plan under change controlDec.2001Wanjun JIANG GSM PKUPlanning process 1.Define the products 2.Identify tasks and subtasks 3.Develop precedence diagram 4.Assign hours to tasks 5.Determine staff hours available 6.Assign tasks to resources&balance against schedule 7.Add managem
49、ent tasks 8.ITERATE until complete 9.Prepare remaining plans and summariesDec.2001Wanjun JIANG GSM PKUStep 1.Define the products Product types and sources Types:P.O.D.Deliverables;Support products Sources:P.O.D.Materials(deliverables)Deliverable guidelines Statement of work OtherDec.2001Wanjun JIANG
50、 GSM PKU Standard products resources timeDec.2001Wanjun JIANG GSM PKUStep 2.Identify tasks and subtasks Types of task:standard;project-related;level-of-effort Sources Department documentation procedures+guidelines Brainstorming sessions Experienced peopleDec.2001Wanjun JIANG GSM PKU Dec.2001Wanjun J
