Project Planning Process

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Project Planning Process
Department of Human ServicesBusiness Process
Management Office
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Agenda Items

• Introduction
• Planning Process
• Planning Steps
• Templates/Tools Techniques
• Evaluation

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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

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Project Approach
Project Manager (Control with Fear)
v.s.
Project Management Approach (Participatory)
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What it is and is not

• It is the work plan, not the work
• It is a definition of needed work and resources
• Devising and maintaining a workable scheme to
  accomplish the business need that the project
  was undertaken to address

.
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Where Planning Fits
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Planning Process Overview
Planning
Core Work Plans
Facilitating Control Plans
Integrated Project Plan
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Planning Objectives

• Agreements on
• Scope
• Objectives
• Work activities
• Estimates
• Resources required
• Roles responsibilities
• How to change update the plan

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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

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Input to Planning

• Business Case
• Project Charter
• Historical Information
• Organizations Policies
• Assumptions
• Constraints

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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
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Formality is based on Complexities

TC 3 BC 5 Result - Potential High Complexit
y
(TC)
(BC)
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Planning Diagram, Integrated Project Plan template
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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

Some may be cut and pasted from the product desc
ription
or charter.
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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
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5. Define and Sequence Activities
Develop a Work Breakdown Structure(WBS)
define work packages to manage, create and
deliver the solution
Determine Dependencies (Sequencing)
determine the order of work activities or
dependencies
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Examples WBSs
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Examples of Sequencing
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6. Estimate Duration Determine Resource
Needs
Obtain initial estimate of likely duration for
activity
does not take into account the number of people
expected to perform the task.
For each activity determine skills and resource
s
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7. Determine How Quality will be Managed
How will quality assurance and control be
conducted?
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8. Determine Communication Needs
The plan should determine who needs what informa
tion when will they need it how will it be giv
en to them
by whom
And determine how to store, update, and dissemin
ate information close, file and archive informat
ion
update the comm. plan
See PMO Standard Directory Setup
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9. Develop Schedule
Determining start and finish dates for tasks and
assigning resources
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Define - Then Schedule
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Terminology - This is a schedule or Gantt chart,

not a WBS, not the Project Plan
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10. Estimate Resource Costs
Develop cost estimates for internal external l
abor (hrs,rates) materials supplies contract
s
special costs
refined during the course of the project , defi
nitive just prior
to construction
Estimate
Definitive or - 20
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11. Organize and Acquire Staff
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12. Determine What to Procure 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 R
FP - Request for Proposal
Evaluation Criteria
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13. Build Budget Spending Plan
Budgeting involves assigning the cost estimates
to all the tasks creating a cost baseline.
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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 responsibil
ities misunderstood Poor estimates or unsupported
estimates Insufficiently skilled staff Impossib
le timeframes
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15. Integrate the Plans
Previous steps are reiterated to create a
coherent plan.
for example initial draft - reflects generic ski
lls and duration final plan - reflects specifi
c resources and dates
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Output From Planning
Updated Project Charter Project Plan Project Sch
edule
Supporting Detail
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Help and References
Available on the PMO Web site
Project Management Process Guide
Planning Templates Planning Examples http//www.
oregon.gov/DHS/admin/pmo Contact the BPM for assi
stance email Joan.H.Riley_at_state.or.us phone
503-378-3355
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Additional Questions
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Please take some time for Class Evaluation!
Please fill out both sides.