How to Develop a Winning Project Plan

1. How to Develop a Winning Project Plan © Edward B. Farkas, CHS, CPM, MIEEE, PMP Managing Director, Project Management Practice ETR Technology Center

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4. Developing a Winning Project Plan-A Practical Approach- • Scope Analysis • Work Breakdown Structures • LOE & Budget Development • The Triangle of Truth (Triple Constraints) • Project Risk Plan • Project Communications Plan • Project Resource Management Plan • Project Scheduling • Holistic Expectations Management

5. Perform a scope analysis BEFORE any planning begins • Review the scope documents • Scope analysis facilitates identification of…. • Deliverables • Stakeholders • Assumptions • Constraints • Risks This information is key to the first planning steps: What do you think they are?

6. E-Commerce Web Site: Scope Description • ABC is preparing to launch new web site selling device drivers for Window Operating Systems 3.1, 98, 2000 & XP. The site contains a search engine that allows the customer to locate the required driver by manufacturer. Once located the customer can purchase and download the driver. Prior to ABC’s Marketing Department planned December 15, 2004 announcement of the new site we will test the site simulating heavy public site usage. ABC wants the assurance that the new site, recently installed on a shared server, can handle the load. In addition to the load test ABC wants to make sure that the site is secure. The Security Test is viewed by ABC’s development team as critical to the success of the new site. ABC executive and product management want the testing to be completed prior to Marketing’s planned announcement. ABC Will provide as-needed customer training. • Group Exercise – Based on the above scope description • Identify the project stakeholders. • Identify the project deliverables. • Identify project dependencies. • Identify project assumptions and risks • Identify project constraints. Project Scope Document

7. Scope Analysis Yields… ………………..What can we add to the table?

8. Work Breakdown Structure (WBS) • A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project • Each descending level represents an increasingly detailed definition of a project component • Project components may be products or services -References: PMBOK, 1996.

9. Work Breakdown Structure

10. Work Package • A deliverable at the lowest level of the work breakdown structure • A work package may be divided into activities -Reference: PMBOK, 1996. Glossary Discrete work packages, of limited durations, helps determine resource costs!

11. WBS Benefits • Helps the team members buy-in to the plan. • Helps develop the budget. • Enables development of a basic project plan • Results in risk reduction

12. Identify • Qualify • Quantify • Respond • Control Create a Risk Management Plan • Identify risks (scope analysis, leveraged WBS) • Quantify or Prioritize • Determine Impact • Manage i.e. avoid, transfer (deflection), mitigate, accept • may yield tasks that are schedule inputs

13. Risk Breakdown Structure • Is the deliverable well defined? • Is this item a dependency? • Do I have the resources? • Do I have the funding? • Is there anything we’re assuming? • Etc…

14. We can define communication protocols • Project Escalation Paths (Supplements Event Management) • Contact Points (PPOC Concept) • Reporting Requirements (may be contractual)

15. Resource Management • Who will do this? • What’s needed to do this? • How long will this take? Uncover the hidden dependencies during the planning session!

16. What do have now? • We have identified the stakeholders • We are aware of assumptions • We are aware of constraints • We know all required deliverables • We have a complete WBS • We have a risk management plan (RBS) • We have an OBS • We have a resource management plan • We have a communications plan next?

17. A Project Schedule Includes:(Design an Activity Network Diagram First) • A List Of Tasks • A Timeline • Relationship To Scope!

18. TASK COMPONENTS • Activity: What Will Be Done • Resource: Who (what is needed) Will Do It • Duration: When Its Done • Importance: Relationship To Other Tasks

19. Task Relationships • Finish To Start: ‘from’ finish before ‘to’ starts • Finish To Finish: ‘from’ finish before ‘to’ finishes • Start To Start: ‘from’ start before ‘to’ starts • Start To Finish: ‘from’ starts before ‘to’ finishes

20. S F S S F S F GRAY = A BLACK = B F

21. Task Relationship Terms • Dependencies • Predecessors • Successors • Concurrencies • Sequencing

22. Prompt with questions…. • Can This Task Start Before Another Is Completed? • Can I Start This Task At The Same Time As Other Tasks? • Does This Task Have To Be Completed Before Another Task Starts? • Should This Task Happen Earlier Than Another?

23. How To Sequence Activities • PDM: Precedence Diagramming Method • AON: Activity On Node • ADM: Arrow Diagramming Method • CDM: Conditional Diagramming Method • WBS: Work Breakdown Structure • CPM: Critical Path Methodology • CCM: Critical Chain Method

24. What exactly is the Critical Path& why do we want to know?

25. Determine Task Durations • Identify Time Sensitive Tasks • Identify Scope Constraints • Identify Lead Time Tasks • Correlate To Labor Plan

26. Assign Resources To Tasks • Assign A Person(s) For Each Task • Assign Corresponding Material(s) • Assign Matrix (sub-contract/vendor) Resource LOE &Duration are different!

27. The Project Plan & the Schedule Provide the raw data to manage project costs & for Earned Value Management

28. Edward’s Law: in 1 = in other 2

29. Total Project Plan Development (simplified view) Scope Documents & Scope Management Plan ‘Blended’ Work Breakdown Structure Risk Management Plan Activity Network Diagram/Schedule Resource Management Plan Communications Plan Project Quality Plan Integrated Change Management Plan Expectations Management

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31. A must have book for project managers! (www.authorhouse.com) • Available on-line, search by ISBN # (Amazon, AuthorHouse, Barnes & Noble, etc.) • ISBN:1-4184-0136-6 Hands-On & Practical