How to plan any project

1. How to plan any project Bruce Fieggen, PMP Vice President of Project Management Q Pharma Corp.

2. Fix Change Priority Hierarchy for Resource Allocation Emergencies Operations Projects • Emergencies (fire-fighting): • Health & Safety • Out of Service • Regulatory Mandate • Operations: • Daily Core Business Functions • Routine Procedures • Projects: • Corporate • Department • Section

3. Active Inactive • Authorization. • verbally (confirmation email) • meeting minutes • business plan • capital appropriation request • Prioritization. Priority List 1 2 3 4 5 6 7 8 9 10 11 12 13 • • • • Characteristics: • Inventory of projects • Whole number ranking • Capacity line • Done by Project Steering Team • Frequency = about every 30 days • Published & distributed widely

4. Planning a project • Lack of Support • Lack of Follow-through • Support comes from Understanding • Commitments must be Visible

5. Getting the RightResources in-house • Take from within organization, or… • Hire consultants specifically for the project • Your back room… • …is someone else’s front room Peter Drucker

6. The project kick-off

7. Kick-off agenda

8. Kick-off agenda

9. Six serving men I keep six honest serving men They taught me all I knew Their names are WHAT and WHY and WHEN And HOW and WHERE and WHO Rudyard Kipling

10. Project Purpose • WHY? • WHERE?

11. Project Objective • WHAT? • 25 words or less • Covers: Project Cost, Schedule and Performance • Developed by NASA

12. Project Objective • Apollo Objective • To accomplish a manned lunar landing and safe return of the astronauts, by September 30, 1970, at a cost not to exceed $40 Billion.

13. Project Objective • How do you create an objective? • First tell them the Apollo objective • Ask team for ideas. • Whiteboard them. • Explain difference between objective and scope • Categorize them. • Play around with wording until all agree.

14. Project Objective • What do you do with the Objective • Make it visible • Ask team members the three Iacocca questions • What is your understanding of the project objective? • What is your part in delivering this objective? • What is in the way of doing your part and what can I do to help?

15. Project Scope • Support comes from understanding • WHAT is part of this project? • WHAT waits for the next project? • Deliverables • Measures • Exclusions • Issues/Risks/Assumptions

16. Work Breakdown Structure • Defines the total scope of the project. HOW? • Decomposes (breaks down) project into small manageable tasks • Deliverables-oriented grouping of project components • Can be represented in a chart or graphically Work not in the WBS is outside the scope of the project. (PMBOK 2008)

17. Fun. Spec. Des. Spec. PVP IQ Prot. OQ Prot. PQ Prot. IQ Rept. Draft FS Conduct Test Draft DS Draft PVP Draft IQP Draft OQP Draft PQP Review FS Res. Dev. Review DS Review PVP Review IQP Review OQP Review PQP Edit FS Draft IQR Edit DS Edit PVP Edit IQP Edit OQP Edit PQP Review FS Rev. IQR Review DS Review PVP Review OQP Review PQP Review IQP Edit FS Edit IQR Edit DS Edit PVP Edit IQP Edit OQP Edit PQP Rev. IQR Appr. FS Appr. DS Appr. PVP Appr. IQP Appr. OQP Appr. PQP Edit IQR Appr. IQR WBS Validation Project 17

18. Responsibility Matrix • WHO? • Commitments must be Visible • Who will take responsibility for each task?

19. Mary QA Peter Mktg Lori Testing Joe Engineering Sue Project Mgr Conduct Test. Draft Rep. Edit Rep. Draft Instruc. Resolve Deviations Review Rep. Appr. Rep. Review Instr Responsibility Matrix Contributes Responsible

20. Schedule WHEN? Qtr 4, 2010 Qtr 1, 2011 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004 ID Task Name Duration Start Finish Pred. % Com Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan 70 Conduct Testing 5 days Mon 11/25/10 Tue 12/3/10 69 50% 71 Resolve Deviations 4 days Wed 12/4/10 Mon 12/9/10 70 0% 72 Draft Test Report 3 days Tue 12/10/10 Thu 12/12/10 71 0% 73 Review Report 1 day Fri 12/13/10 Fri 12/13/10 72 0% 74 Edit Report 2 days Mon 12/16/10 Tue 12/17/10 73,93 0% 75 Approve Report 1 day Wed 12/18/10 Wed 12/18/10 74 0% 76 Draft Instructions 5 days Thu 12/19/10 Fri 12/27/10 75 0% 77 Review Instructions 3 days Mon 12/30/10 Thu 1/2/11 76 0%

21. Schedule • Ask the “Circle-dot” person for task duration and predecessor. • Don’t challenge them on the first pass • Let them see how their tasks drive the overall project schedule • Ask the team for ways to bring the schedule in to meet management mandated due date

22. Schedule • Scheduling Conventions Dependencies Lead FS FS -5 Lag FF FS +3 SS

23. Level of Effort • How much time are you dedicating to this task?

24. Assumptions • All assumptions affect time and cost of tasks • Quality? Risk? • Make them visible

25. Risks • When should you document risks and issues on a project? • When should you deal with them?

26. Comparison to Management-mandated plan • Compare the project estimates for cost and schedule with those mandated by management in Purpose and Objective sessions. • Make Assumptions Visible

27. Summary • Elements of a Project Plan • Objective • Scope • Work Breakdown Structure • Responsibility Matrix • Schedule • Cost • Issues/Risks/Assumptions

28. Questions? Bruce Fieggen Vice President of Project Management Q Pharma Corporation 22 South Street Morristown, NJ 07960 973.656.0011 ext 2050 Bruce.Fieggen@qpharmacorp.com www.qpharmacorp.com