Project Management

Project Management
3. Project Management Plans

Why
What
How
When
Who
Why
What
How
When
Who
Why is this project happening?

Why now?

Why us?
Why
What
How
When
Who
What solution needs to be put in
place to achieve the goals?

What work needs to happen to build
the solution?
Why
What
How
When
Who
How do we get this solution in place?

How do we know when were done?
Why
What
How
When
Who
When do work activities happen?

What do we need to do first?

Whats last?
Why
What
How
When
Who
Who do we need to deliver this
project successfully?
And what will it cost?
Course objectives

Implement IT project planning and
selection techniques

Appreciate the importance of project
portfolio management

The project management plan

Benefits of planning

What to consider in your plan

Guidelines

Reviewing a plan



Guidelines

Reviewing a plan

Plans are useless.
Planning is
indispensible

Dwight Eisenhower



Guidelines

Reviewing a plan
http://flickr.com/photos/xabier-martinez/225627841/
Why plan?
Why plan?
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Changes once you start
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Guides you activities
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Makes you think ahead
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Helps you work out who you
need to hire
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
need to hire
Works out the timeline and budget
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
need to hire
Helps manage expectations
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
need to hire
Helps understand the effects of
changes
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
need to hire
Makes sure you are doing the right
thing
Helps understand the effects of
changes



Guidelines

Reviewing a plan
Who will read it?

What do they need to know?

Do they come in cold?
What is your project going to deliver?
Scope
The work to be done = The target product
Hunt, B. et al. (2003). Project scope statement. Retrieved January 23, 2006
from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial)
Definition
The work to be done =?= The target product
Change control
Value?
The WBS
The right
way
The
wrong
way
Focus on
deliverables
Focus on
processes
Align to
value
Align to
process
stages
Why? Why not?
Figure 5.2 Sample hierarchical WBS organized by phase
(Schwalbe, 2006, p176)
The wrong
way?
Note the
Layers
Table 5.3 Sample tabular WBS
1.0 Concept
1.1 Evaluate current systems
1.2 Define requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
http://images.google.com.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2
Document your assumptions
Very little
knowledge
Complete
knowledge
Degree of knowledge over time
OBS
Figure 9.2 Sample Project Organizational Chart
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Person 1 Person 2 Person 3 Person 4
h
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Figure 9.6 Sample Resource Histogram
tools
rasci
(aka raci)
ram
http://makeitstrategic.com/index.php?blog=5&cat=18
r
a
s
c
i
responsible
accountable
supportive
consulted
informed
r
a
m
responsibility
assignment
matrix
http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Person 1 Person 2 Person 3 Person 4
R
R
R
R
R
R
Figure 9.4 Sample Responsibility Assignment Matrix (RAM)
OBS: Organizational Breakdown Structure
WBS: Work Breakdown Structure
One and only one person can be accountable. Multiple people
can be responsible and certainly others can be informed and
consulted.
Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats
http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08
One and only one person can be accountable.
Multiple people can be responsible and certainly
others can be informed and consulted.

Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats
http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08
Project organisations go farther than workers
and work
1. Project Team structure
Project Sponsor
Project Manager
Craig Brown
Working Group:
Design focus
OLA decisions and choices
Formal review & validation of
deliverables
Business input and SME access
Steering Committee:
Governance focus
Approval of project strategy &
plans
Endorsement of key OLA decisions
Final approval of the OLA
Business case and Solution Design
Removal of major roadblocks &
prioritisation
Analysts
Testers
Designer
Change consultants
Working Group
Marketing
Product Management
Legal
Finance
Sales
Customer Service
Steering Committee
Head of Marketing and Sales
Head of Product Management
Head of Customer Service
Head of Finance
Developers
Remember this?
You might break down the work
by phases
Why?
http://flickr.com/photos/pshan427/2382209408/
So now you know what needs to be done
and who is going to do it.
and who is going to do it.
But what about when?
Schedule

http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
Figure 3.3 Sample network diagram (partial)
Table 3.10 Sample milestone report (partial)
Figure 3.3 Sample Gantt chart (partial)
Scope
Resource plan
Schedule
Why
What
How
When
Who
And what will it cost?
Constructing a budget is easy

Sticking to it is hard.

How will you Monitor and
Control the project?

Who needs to know?
Galloway, M. (2004). Status report. Retrieved January 23, 2006 from
http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)
Risk management
Degree of knowledge over time
BetterProjects.net
http://www.betterprojects.net/search?q=risk+101
risks
impact



Guidelines

Reviewing a plan
Six-Step Proven Path for Schedule Development
Rudi van den Berg, Pcubed, Inc.

http://www.pcubed.com/Solutions/SolSixStep.asp



Guidelines

Reviewing a plan
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Project Management

3. Project Management Plans

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