Putting the Project Pieces Together Project Planning Training

1. Putting the Project Pieces Together Project Planning Training Project Planning Training

2. Agenda Items • Introduction • Planning Process • Planning Steps • Templates/Tools & Techniques • Evaluation

3. Training Goals Understand: • what planning is/is not • where and when to start • to adapt or tailor planning • shortening the planning time • what the project plan represents • process and supporting materials

4. Project Approach Project Manager (marionette) vs. Project Management Approach (participatory)

5. Initiate Plan Execute Control Close What it is and is not Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address. • It is the work plan, not the work. • It is a definition of needed work and resources

6. Start Finish Where Planning Fits Execute Level of Activity Plan Close Initiate Control Time

7. Planning Process Overview Planning Core Work Plans Facilitating Control Plans Integrated Project Plan

8. Planning Objectives Agreements on: • Scope • Objectives • Work activities • Estimates • Resources required • Roles & responsibilities • How to change & update the plan

9. Importance / Lessons • Straying from original goals, • Inadequate resourcing • Repetitive meetings - on what needs done • Frustration - poorly defined, communicated, and coordinated work activities • Issues not understood or related • Decisions repetitively re-opened or re-addressed

10. Input to Planning • Product Description • Project Charter • Historical Information • Organizational Policies • Constraints • Assumptions

11. Output From Planning • Project Plan • Updated Project Charter • Supporting Detail

12. Process Flexibility On most projects: planning steps are the same the time spent and outcomes are flexible High Formality Complex Project Simple Project Loose Formality

13. Formality is based on Complexities TC = 3 BC = 5 Result - Potential High Complexity (TC) (BC)

15. Planning diagram, Integrated Project Plan template.

16. 4. Develop Project Scope Work • All the work, and only the work required • Scope Statement - agreement of what is and is not Includes: • primary objectives (products/deliverables) • major deliverable milestones • assumptions • constraints • completion criteria

17. 4. Change Management Management of changes to the primary objectives and major deliverables milestones. The plan should include agreements of: • . Change acceptance/expectations • . How changes will be evaluated • . How change will be managed

18. determine the order of work activities or dependencies 5. Define and Sequence Activities • Develop a Work Breakdown Structure(WBS) define work activities to manage, create and deliver the solution • Determine Dependencies (Sequencing)

19. Hierarchy Diagram Format Table of Contents Format List Format Examples WBS’s

20. Examples of Sequencing

21. 6. Estimate Duration Determine Resource Needs • Obtain initial estimate of likely duration for tasks does not take into account the number of people expected to perform the task. • For each task - determine skills and resources

22. How? What? Check Quality Plan 7. Determine How Quality will be Managed How will quality assurance and control be conducted? • Identify Quality Standards • Quality Assurance • Quality Control Sometimes performed by a 3rd Party

23. 8. Determine How to Meet Communication Needs • The plan should determine: • who needs what information • when will they need it • how will it be given to them • by whom • And determine how to: • store, update, and disseminate information • close, file and archive information • update the comm. plan • See PMO Standard • Directory Setup

24. Jun May Jul Aug Sep Nov Oct 9. Develop Schedule determining start and finish dates for tasks and assigning resources

25. Define Scope Define WBS Define Resources Define Deliverables Define Dependents Define - then schedule

26. Terminology - This is a schedule or Gantt chart, not a WBS, not the project plan

27. ROM + or - 50% Intermediate + or - 30% 10. Estimate Resource Costs • Develop cost estimates for: • internal & external labor (hrs,rates) • materials • supplies • contracts • special costs refined during the course of the project , definitive just prior to construction Estimate 50 - 100 - 150 70 - 100 - 130 Definitive + or - 20% 80 - 100 - 120

28. 11. Organize and Acquire Staff

29. 12. Determine What to Procure and When • Procurement planning determines: • whether, what, and how much, • how and when, • how to manage solicitations, selection, contract administration, and closeout Actual solicitation is part of execution • Procurement documents: • SOW - Statement of Work • RFP - Request for Proposal • Evaluation Criteria

30. 13. Build Budget and Spending Plan Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.

31. 14. Identify Risk & Create Risk Response Plan • Risk planning involves: • identifying risks w/high effect and impact • planning for risk mitigation or contingency • Common sources of risk: • Changes in requirements • Design errors and omissions • Roles and responsibilities misunderstood • Poor estimates or unsupported estimates • Insufficiently skilled staff • Impossible timeframes

32. 15. Integrate the Plans Previous steps are reiterated to create a coherent plan. • for example: • initial draft - reflects generic skills and duration • final plan - reflects specific resources and dates

33. Hardcopy Binders PMO Project Management Guide

35. Thank you for your time