Project Planning PDF

Part II Project Planning Copyright 2018 John Wiley & Sons, Inc. Project Management 6-2 Chapter 6 Activity Planning: Traditional and Agile Initial Project Coordination and the Project Charter • Early meetings are used to decide on participating in the project Used to “flesh out” the nature...

Part II Project Planning Copyright 2018 John Wiley & Sons, Inc. Project Management 6-2 Chapter 6 Activity Planning: Traditional and Agile Initial Project Coordination and the Project Charter • Early meetings are used to decide on participating in the project Used to “flesh out” the nature of the project Planning is done to facilitate later accomplishment Outcomes include: • • • • • • • Technical scope Areas of responsibility Delivery dates or budgets Risk management group 6-4 Traditional Project Activity Planning • Project objectives should be tied to the overall mission, goals and organizational strategy. • “Launch meetings” • Important for a senior manager to attend • Success of “launch” meetings dependent on well-defined objectives • Useful to review major risks facing the project now • Don’t let plans, schedules, and budgets go beyond the most aggregated levels at this point 6-5 Outside Clients • When it is for outside clients, specifications cannot be changed without the client’s permission • Client may place budget constraints on the project • May be competing against other firms 6-6 Project Charter Elements • Purpose • Objectives • Overview • Schedules • Resources • Stakeholders • Risk management plans • Evaluation methods 6-7 The Project Plan Addresses: (Slide 1 of 2) • The process for managing change • A plan for communicating with and managing stakeholders • Specifying the process for setting key characteristics of the project deliverable (technically referred to as configuration management) • Establishing the cost baseline for the project and developing a plan to manage project costs • Developing a plan for managing the human resources assigned to the project • Developing a plan for continuously monitoring and improving project work processes 6-8 The Project Plan Addresses: (Slide 2 of 2) • Developing guidelines for procuring project materials and resources • Defining the project’s scope and establishing practices to manage the project’s scope • Developing the Work Breakdown Structure • Developing practices to manage the quality of the project deliverables • Defining how project requirements will be managed • Establishing practices for managing risk • Establishing the schedule baseline and developing a plan to manage the project’s schedule 6-9 A Whole-Brain Approach to Project Planning • Project managers typically use left side of brainlogical and analytical • Should also use right side – creative • A whole-brained approach is mind mapping 6-10 Mind Mapping Advantages • It is a visual approach that mirrors how human brain records & stores information • It helps tap the creative potential of the entire project team • helps increase quantity and quality of ideas • Team members find it enjoyable • Helps generate enthusiasm • Helps obtain buy-in from team members 6-11 Final Mind Map for Full-Time MBA 6-12 Project Planning in Action • Considers the sequence of activities required to carry the project from start to completion. • Software and hardware developers may divide the project into nine segments: 1. Concept evaluation 2. Requirements identification 3. Design 4. Implementation 5. Test 6. Integration 7. Validation 8. User test and evaluation 9. Operations and maintenance 6-13 The WBS: A Key Element (Slide 1 of 2) • What is to be done • When it is to be started and finished • Who is going to do it 6-14 The WBS: A Key Element (Slide 2 of 2) • Some activities must be done sequentially • Some activities may be done simultaneously • Many things must happen when and how they are supposed to happen • Each detail is uncertain and subjected to risk 6-15 Hierarchical Planning • Major tasks are listed • Each major task is broken down into detail • This continues until all the activities to be completed are listed • Need to know which activities “depend on” other activities 6-16 A Form to Assist Hierarchical Planning 6-17 Career Day 6-18 The Work Breakdown Structure (WBS) • A hierarchical planning process • Breaks tasks down into successively finer levels of detail • Continues until all meaningful tasks or work packages have been identified • These make tracking the work easier • Need separate budget/schedule for each task or work package 6-19 A Visual WBS 6-20 Steps to Create a WBS 1. 2. 3. 4. 5. 6. 7. List the task breakdown in successive levels Identify data for each work package Review work package information Cost the work packages Schedule the work packages Continually examine actual resource use Continually examine schedule 6-21 Human Resources • Useful to create a table that shows staff needed to execute WBS tasks • One approach is a organizational breakdown structure • Organizational units responsible for each WBS element • Who must approve changes of scope • Who must be notified of progress • WBS and OBS may not be identical 6-22 The Responsibility (RACI) Matrix • Another approach is the Responsible, Accountable, Consult, Inform (RACI) matrix • Also known as a responsibility matrix, a linear responsibility chart, an assignment matrix, a responsibility assignment matrix • Shows critical interfaces • Keeps track of who must approve and who must be notified 6-23 Sample RACI Matrix 6-24 Agile Project Planning and Management • Agile project management was developed to deal with two issues in IT: • When scope cannot be determined in advance, traditional planning does not work • Change is a constant • Small teams are located at a single site • Entire team collaborates • Utilizes sprints • Team deals with one requirement at-a-time with the scope frozen • Waterfall is a “batch process; APM is a flow process 6-25 12 Agile Principles (Slide 1 of 2) • 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. • 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • 4. Business people and developers must work together daily throughout the project. • 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 6-26 12 Agile Principles (Slide 2 of 2) • 7. Working software is the primary measure of progress. • 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • 9. Continuous attention to technical excellence and good design enhances agility. • 10. Simplicity--the art of maximizing the amount of work not done--is essential. • 11. The best architectures, requirements, and designs emerge from selforganizing teams. • 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 6-27 Benefits of APM • Better project outcomes • Increased customer satisfaction • Improved morale • Increased collaboration and project visibility 6-28 Coordination Through Integration Management • Managing a project requires a great deal of coordination • Projects typically draw from many parts of the organization as well as outsiders • All of these must be coordinated • The RACI matrix helps the project manager accomplish this 6-29 Integration Management • Coordinating the work and timing of different groups • Interface coordination is the process of managing this work across multiple groups • Using multidisciplinary teams to plan the project • Requires structure 6-30 Managing Projects by Phases and Phase-Gates • Break objectives into shorter term sub-objectives • Project life cycle is used for breaking a project up into component phases • Focus on specific, short-term output • Lots of feedback between disciplines 6-31 Copyright Copyright © 2018 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. Copyright ©2018 John Wiley & Son, Inc. 32