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Ch. 5: Project Planning

Ch. 5: Project Planning. Good Quote: Plans are only good intentions unless they immediately degenerate into hard work Lame excuses for not planning: Takes too much time Customers don’t know what they want If we commit, we will be held accountable. Ch. 5.0: Reasons for Project Planning .

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Ch. 5: Project Planning

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  1. Ch. 5: Project Planning • Good Quote: • Plans are only good intentions unless they immediately degenerate into hard work • Lame excuses for not planning: • Takes too much time • Customers don’t know what they want • If we commit, we will be held accountable

  2. Ch. 5.0: Reasons for Project Planning • Establish directions for project team • Support objectives of parent organization • Make allowance for risk • Put controls on the planned work

  3. Ch. 5.0: Project Planning in Information Systems View of several authors in the field of IS:

  4. Ch. 5.0: Contents of Project Planning Chapter • Initial project coordination • Systems integration • Sorting out the project • Work breakdown structure (WBS) and linearresponsibility charts • Interface coordination through integrationmanagement

  5. Ch. 5.1: Initial Project Coordination: Senior Management’s Role • Delineate the firm’s intent • Outline scope of project • Describe how project’s results reinforce firm’s goals

  6. Ch. 5.1 The Project Launch Meeting Project Launch Meeting=Visible symbol of top management’s commitment to the project

  7. Ch. 5.1 Major Issues at Project Launch Meeting • Existence of well-defined set of project objectives • Precise nature of scope statement • Uniqueness of project

  8. Ch. 5.1: Detail/Length of Project Launch Meeting • For routine projects: • “Touch base”, short meeting • Unique projects: • Extensive discussion

  9. Ch. 5.1: Potential Traps for Project Launch Meeting

  10. Ch. 5.1: Expected Outcome of Project Launch Meeting • Establish technical scope • Participants accept performance responsibility • Tentative overall schedules and budgets • Creation of a Risk Management Group

  11. Ch. 5.1: Major Risks Considered at Project Planning Initiation • Market reaction to new process/product • Project being stopped due to patent awarded to a competing innovation

  12. Ch. 5.1: Risk Management Plan Includes: • Project technology • Project schedule • Project resource base • Myriad of other risk factors • Makeup of project risk management group

  13. Ch. 5.1: Composite Plan • Combination of Risk Management Plan and Project Launch Meeting action items • Approved by all participating functional groups • Endorsed by PM and sent up the management ladder for approval

  14. Ch. 5.1: From Composite Plan to Project (Master) Plan • Modify composite plan with written “change orders” • Approve updated plan with functional unit involved and senior management • Iterate this process until no more changes are proposed • Hold post-planning review meeting

  15. Ch. 5.1: Carefully Determine Set of Deliverables! Typical Scenario: • Marketing over-promises deliverables • Engineering may not be able to produce deliverable on time • Marketing is unable to deliver on time

  16. Ch. 5.1: Marketing’s Objections to Early Involvement of Engineering

  17. Ch. 5.1: Why Involve the Customer in Planning? • Easier • Faster • Give customer a voice • Cheaper (to do things right the first time)

  18. Ch. 5.1: Multifunctional Teams (Concurrent Engineering) • Used when a system must be installed in a larger, more complex system • Integrates through cross functional groups

  19. Ch. 5.1: Project Plan Elements • Overview • Objectives • General approach • Contractual aspects • Schedules • Resources • Personnel • Evaluation methods • Potential problems

  20. Ch. 5.1: Project Charter Generated through negotiations involving the many parties at interest in the project

  21. Ch. 5.1: Classic SDLC (Left) vs. Aaron et. al. Model (Right)

  22. Ch. 5.2: Three Main Objectives of Systems Integration • Performance • Effectiveness • Cost

  23. Ch. 5.3: Even Planning Process • Make list of activities of similar importance in sequential order  Level 1 • Break each level 1 process into sub- processes as under a)  Level 2 • Continue to lower process levels until no further breaking is possible

  24. Ch. 5.3: Illustration of “Even Planning Process”

  25. Ch. 5.3: Form Useful for “Even Planning Process”

  26. Ch. 5.3: Tree Diagram Used in Hierarchical Planning

  27. Ch. 5.3: Strategic Factors in Project Planning • Project mission • Top management support • Project’s action plan

  28. Ch. 5.4: Example of a Work Breakdown Structure (WBS)

  29. Ch. 5.4: Steps in Designing a WBS • List task breakdown in succeedingly finer levels • Construct a responsibility matrix • Establish pricing control • Schedule milestones • Identify problems • Generate Project Master Schedule

  30. Ch. 5.4: Linear Responsibility Chart

  31. Ch. 5.5: Planning and Design using Multidisciplinary Teams • Generate integrated base for project design • Add software for conflict detection • Add software to generate production plan • Generate knowledge base

  32. Ch. 5.5: Example of Interface Map

  33. Ch. 5.5: Project Phases and Phase Gates in the SDLC • Feasibility • Project Proposal • System • Requirement Specifications • Design • Design Specs • Build • Programmer’s and User’s Manuals

  34. Ch. 5.5: Coordination Structure Model of Project Management

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