Putting the Project Pieces Together Project Planning Training

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Putting the Project Pieces Together Project
Planning Training

• Project Planning Training

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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 (marionette) vs.
Project Management Approach (participatory)
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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

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Where Planning Fits
Execute
Level of Activity
Plan
Close
Initiate
Control
Time
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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

• Product Description
• Project Charter
• Historical Information
• Organizational Policies
• Constraints
• Assumptions

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Output From Planning

• Project Plan
• Updated Project Charter
• Supporting Detail

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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 Complexity
(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

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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 activities to manage, create and
deliver the solution

• Determine Dependencies (Sequencing)

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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
  tasks

does not take into account the number of people
expected to perform the task.

• For each task
• - determine skills and resources

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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
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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
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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 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
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11. Organize and Acquire Staff
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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

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13. Build Budget and 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 responsibilities misunderstood
• Poor estimates or unsupported estimates
• Insufficiently skilled staff
• Impossible timeframes

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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

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Hardcopy Binders
PMO Project Management Guide
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Thank you for your time