How to Develop a Winning Project Plan

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

2. 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?

3. 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.

4. 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

5. Importance of the WBS The WBS is the foundation so that: • The responsibility assignments for each deliverable can be established • Estimated costs and budgets can be established • Planning can be performed • The total program can be described as a summation of subdivided deliverables • The organizational structure can best fit the deliverables

6. Importance of the WBS (Cont'd) • Coordination of objectives so that objectives can be linked to company resources in a logical manner • Clarify specification tree and contract line items • Structure contractors’ proposals around WBS thus simplifying source selection • Facilitate progress status reporting and problem analysis (cost/schedule control system) - the tracking of time, cost, and performance

7. WBS Benefits • Prevents omitted deliverables • Gains commitment of project personnel • Enables development of a basic project plan • Ensures deliverables visibility • Results in risk reduction

8. Level of Effort (LOE) • Support-type activity that does not readily lend itself to measurement of discrete accomplishment • Generally characterized by a uniform rate of activity over a specific period of time. Reference: PMBOK, 1996. Glossary

9. Leverage the WBS • To identify additional risk issues • To validate or create an OBS • To understand relationships between deliverables and activities

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

11. We can define communication protocols • Escalation Paths • Contact Points (PPOC Concept) • Reporting Requirements (may be contractual)

12. 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 communications plan next?

13. A Project Schedule Includes: • A List Of Tasks • A Timeline • Relationship To Scope

14. Tasks • Defined Activity • Assigned Resource • Duration • Degree of Importance/Relationship

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

16. John will test the Software Code Module 7 panel on Monday to complete the project. • Activity • Resource • Duration • Importance

17. How Fast The Project Moves, or How Slow The Project Moves Task Relationshipsdetermines....

18. 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

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

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

21. 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?

22. What Is A Critical Task? Does Not Completing This Task Hold UpOr Delay Another/ or Preclude Project Completion - (delays completion) ? If So, Its Critical!

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

24. Network Logic Diagrams Gantt Charts Flow Charts PERT: Program Evaluation Review Techniques Visual Task Development Tools

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

27. Task Update • Defined Activity • Specific Duration • Assigned Resource • Importance Level/ Task Relationships

28. Schedules.... Provide the raw data for the Cost To Complete estimates, labor/financial forecasts.

29. Total Project Planning • Summary of conditions defining project • Scope and objectives of a project • Organization and authority relationships • Authority and responsibility of a project manager • Functions to be performed • Authority and responsibility of other organizations

30. Planning Saves... Time Dollars

31. Acronyms • CPM: Critical Path Method • FF: Finish to Finish • FS: Finish to Start • LOE: Level of Effort • OBS: Organization Breakdown Structure • RBS: Risk Breakdown Structure • SF: Start to Finish • SS: Start to Start • WBS: Work Breakdown Structure

32. Q&A For additional information & copies of this presentation: Email Edward B. Farkas, Managing Director, Project Management Practice: ETR Technology Center, Inc. 180 Oser Avenue Hauppauge, NY 11788 ebfarkas@etrtechcenter.com 631.952.1300 A certified WBE firm established in 1980