Schedule Oriented Project Planning

Schedule Oriented Project Planning
The SkillsThe KnowledgeThe Experience www.projectmanagementexperts.com
Joseph (Joe) D. Launi, PMP President & CEO

2009 Project Management Experts, LLC 1
Agenda
Introduction Project/Product Analysis Develop Project Management Plan: 1. Project Scope Management/Scope Baseline 2. Project Schedule Management/Schedule Baseline 3. Project Human Resource Plan 4. Cost Management Plan/Cost Baseline 5. Quality Management Plan 6. Procurement Management Plan 7. Communications Management Plan 8. Risk Management Plan
Agenda cont.
Perform Project Integration and Finalize Project Management Plan Closing
INTRODUCTION
2009 Project Management Experts, LLC
Planning Goal is to Baseline the Project Management Plan

Communications
S e p co
Tim e
Procurement
HR
Quality
Risk
e g n a Ch gt. M
Cost
Project Management Process Groups

Monitoring & Controlling Process Planning Processes
Initiating Processes
Closing Processes
Executing Processes
Mapping the Process Areas and the Knowledge Groups

Knowledge Areas 4. Project Integration Mgt.
Initiating
4.1 Develop Project Charter
Project Management Process Groups Monitoring & Executing Planning Controlling

4.2 Develop Project Management Plan 4.3 Direct & Manage Project Execution 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 5.4 Verify Scope 5.5 Control Scope 6.6 Control Schedule
Closing
4.6 Cost Project or Phase
5. Project Scope Mgt.
5.1 Collect Req. 5.2 Define Scope 5.3 Create WBS 6.1 Define Activities 6.2 Sequence Act. 6.3 Est. Activ. Res. 6.4 Est. Activ. Dur. 6.5 Develop Sched 7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality 8.2 Perform Quality Assurance
6. Project Time Mgt.
7. Project Cost Mgt. 8. Project Quality Mgt.
7.3 Control Costs
8.3 Perform Quality Control
Guide to the Project Management Body of Knowledge Fourth Edition 2009 Project Management Experts, LLC 7
Mapping the Process Areas and the Knowledge Groups (cont.)

Knowledge Areas 9. Project HR Mgt.
Project Management Process Groups Initiating Planning

9.1 Develop HR Plan
Executing
9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.3 Distribute Information 10.4 Manage Stakeholder Expectations
Monitoring & Controlling
Closing
10. Project Comm.. Mgt.
10.1 Identify Stakeholders
10.2 Plan Communications
10.5 Report Performance
11. Project Risk Mgt.
11.1 Plan Risk Mgt. 11.2 Identify Risks 11.3 Perform Qualitative Risk Anal. 11.4 Perform Quantitative Risk Anal. 11.5 Plan Risk Resp. 12.1 Plan Procurements 12.2 Conduct Procurements
11.6 Monitor and Control Risks
12. Project Procurement Mgt.
12.3 Administer Procurements
12.4 Close Procurements
Guide to the Project Management Body of Knowledge Fourth Edition 2009 Project Management Experts, LLC
Develop Project Management Plan

Risk
Pr oc ure m
m Ti e
en t
Quality
Scope
. m m o C
Co
st
9
HR
Develop WBS and Project Schedule via PMBOK

5.1 Collect Req. 5.2 Define Scope 6.1 Define Activities 6.2 Sequence Activities 6.3 Est. Act. Res.
5.3 Create WBS 12.2 Conduct Procure, 12.1 Plan Procure.
6.5 Develop Sched.
6.4 Est. Act. Duration
11.2 Identify Risks
9.2 Acquire Proj. Team
8.1 Plan Quality
7.2 Determine Budget
7.1 Estimate Costs
10
Develop Project Schedule and WBS via Schedule Oriented Project Planning (SOPP)
2.1 Define Activities 2.3 Est. Act. Res 2.2 Seq. Activities 2.5 Dev. Sched.
1.2 Define Scope
1.3 Create WBS
WBS Complete
2.4 Est. Act. Durations
1.1 Collect Requre.
3.1 Dev. HR Plan
Draft/ Final Schedule
Start
Schedule Oriented Project Planning (SOPP)

1.3 Create WBS 2.1 Define Act. 2.3 Estimate Act. Res. 2.2 Seq. Act. 2.5 Dev. Sch. 4.1 Est. Costs 4.2 Determine Budget 5.1 Plan Quality 6.1 Plan Procure. 7.1 Plan Comm.
1.2 Define Scope 1.1 Collect Require. Start
2.4 Estimate Act. Dur.
Draft/ Final Sch. 8.1 Plan Risk Mgt. 8.2 Id. Risks
WBS Complete
3.1 Dev.HR Plan 8.3 Perform Qual. Risk Analysis
Develop PM Plan
8.4 Perform Quan. Risk Analysis
8.5 Plan Risk Response
Project Analysis Checklist and Survey (PACS)
Documenting what you know and dont know about the project and/or product. (Please give me a business card and I will email PACS to you)
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1. Project Scope Management
1.2 Define Scope
1.3 Create WBS
WBS Complete
1.1 Collect Requirements
Start
14
1. Project Scope Management

1.3 Create Work Breakdown Structure
Basement Project 1.0 Planning 1.1 Scope 1.1.1 Schedule 1.1.2 Cost 1.1.3
Design 1.2
Construction 1.3

Furnishing 1.4
Closure 1.5
WBS WBS Dictionary Scope Baseline Project Document Updates
2. Project Time Management

2.1 Define Activities 2.2 Sequence Activities 2.5 Develop Schedule
WBS Complete
2.3 Estimate Activity Res.
2.4 Estimate Activity Durations
3.1 Develop HR Plan
16

2.1 Define Activities
Planning Work Package(s) Activity 1: Activity 2: Activity 3: Furnishing Work Package(s)
Define Milestones as well
Design Work Package(s) Activity 1: Activity 2: Activity 3:
Construction Work Package(s) Activity 1: Activity 2: Activity 3: Closure Work Package(s) Activity 1: Activity 2: Activity 3:
17
Activity 1: Activity 2: Activity 3:

2.
Project Time Management

Network Diagram
Development 2 3 A B 4 C
1 Start D
Testing
4 E 5
9 End 8
3 F
5 G Critical Path Analysis
18

2.5 Develop Schedule
Develop schedule/time management approach Schedule baseline will be created after the PM Plan is approved. Changes to the schedule baseline must be approved via change control. Approved schedule changes will be re-baselined along with cost and scope changes after the change has been approved via change control. How actual time will be captured and entered into the PMIS.

Information Captured in a Project Schedule Level of Effort Duration Resources Start and Finish Dates by Activity and Task Dependencies Milestones Deliverables Comments WBS numbers Etc.
20
3. Project Human Resource Management

2.1 Define Activities 2.2 Sequence Activities
2.3 Estimate Activity Res.
2.4 Estimate Activity Durations
WBS Complete
3.1 Develop HR Plan
21

3.1 Develop HR Plan Identify Potential Project Team and Create Project Organization Chart
Bill Jones Project Mgr
Shirley Long Development
Harry Testor Testing
Hugo Berardi QA
What are the advantages of developing an organization chart?
Joe Technical Programmer Karen Smith Programmer
22

3.1 Develop HR Plan Create Responsibility Assignment Matrix
ACTIVITY Mary Analysis Design Develop Test M M M M Flo L,A L,A --Lou --L,A L,A PERSON Jim TM TM --George TM TM --Karen --TM TM Bill --TM TM
M Manager; L Technical Lead, A - Accountable; TM Team Member
23
4. Project Cost Management
4.1 Estimate Costs
4.2 Determine Budget
24

4.1 Estimate Costs Approximating monetary resources (1) Attach labor rates (2) Estimate non-labor costs (3) Finalize cost estimate
TASKS NON-LABOR COSTS LABOR COSTS TOTAL PLANNED COST
1. 2. 3. 4. 5.
Planning Design Construction Furnishings Closure TOTAL:


Cost Based Metrics Terminology Planned Value (PV): Budgeted cost of the work scheduled Earned Value (EV): Budgeted amount in the work actually completed Actual Cost (AC): Total cost incurred in accomplishing work Estimate to Complete (ETC): Estimated remaining amount to complete the project Estimate at Completion (EAC): Estimated cost of the entire project including work performed and work to be performed. Budget at Completion (BAC): Total budgeted cost of the project.
BAC AC
What Happened?
PV EV
To Implement an Earned Value System You Must: - Baseline - Capture Accurate Physical % Complete
Time

Cost Based Metrics Formulas
Cost Variance (CV): EV AC Cost Performance Index (CPI): EV/AC Schedule Variance (SV): EV PV Schedule Performance Index (SPI): EV/PV EAC based on new estimate: New ETC + AC EAC based upon atypical variances: AC + BAC-EV EAC based in current spending patterns: BAC/CPI
5. Project Quality Management

Draft/ Final Schedule 5.1 Plan Quality
8.1 Plan Risk Management 8.2 Identify Risks
29
5. Project Quality Management

5.1 Plan Quality
Develop Quality Management Approach

Quality baseline will be created after the PM Plan is approved. Changes to the quality baseline must be approved via change control. Approved quality changes will be re-baselined along with schedule and scope changes after the change has been approved via change control. Actual quality will be captured and entered into the PMIS by The following quality related metrics will be captured: The following are not included in the quality of this project: . The following checklists will be used to assure the quality of this project:
30
6. Project Procurement Management

8.1 Plan Risk Management 8.2 Identify Risks 6.1 Plan Procurements
31
6. Project Procurement Management

6.1 Plan Procurements Determine Contract Type
Buyer Risk FP FPI CPAF T&M CPIF CPFF
Seller Risk
FP: FPI: Fixed price Fixed price plus incentive
CPAF: Cost plus award fee T&M: Time and materials CPIF: Cost plus incentive fee CPFF: Cost plus fixed price
32
7. Project Communications Management

8.1 Plan Risk Management 8.2 Identify Risks 7.1 Plan Comm.
33

7.2 Plan Communications Document Communication Requirements
? ho W
W ha t?
W hy ?
n he W
34

7.2 Plan Communications Document Deliverable Distribution Requirements
Deliverable Detailed Design Doc. Change Requests Recipient Bill, Henry, Julie CCB, Bill
35
8. Project Risk Management

Draft/ Final Schedule 8.1 Plan Risk Management 8.2 Identify Risks 8.3 Perform Qualitative Risk Analysis 8.4 Perform Quantitative Risk Analysis
8.5 Plan Risk Responses

36

8.1 Plan Risk Management
Document risk management approach New risks will be added to the register throughout the project. All risks will be monitored throughout the project. Risk owners are responsible for executing the response plan. Risks will be discussed at all status meetings.

8.2-8.5 Perform Risk Assessment & Create Risk Register Identify risks, perform qualitative and quantitative risk analysis, and develop response plan
Risk Register
Project Name: Project Manager:
Assessment ID 1 Risk Prob Impact Score Trigger Response Plan Contingency Owner
38
Project Integration and Finalization of PM Plan

1. Update WBS with risk response activities 2. Document the project management life cycle 3. Document the integrated change control process 4. Document how the Project Management Information System (PMIS) will be used 5. Develop the final project schedule and highlight the critical path 6. Finalize the project management plan
INVICTUS
William Ernest Henley (18491903)
Out of the night that covers me Black as the Pit from pole to pole, I thank whatever gods may be For my unconquerable soul In the fell clutch of circumstance I have not winced nor cried aloud Under the bludgeonings of chance My head is bloody, but unbowed Beyond this place of wrath and tears Looms but the Horror of the shade, And yet the menace of the years Finds, and shall find me unafraid It matters not how strait the gait, How charged with punishments the scroll, I am the master of my fate: I am the captain of my soul.
INVICTUS
William Ernest Henley (18491903)
Out of the night that covers me Black as the Pit from pole to pole, I thank whatever gods may be For my unconquerable soul In the fell clutch of circumstance I have not winced nor cried aloud Under the bludgeonings of chance My head is bloody, but unbowed Beyond this place of wrath and tears Looms but the Horror of the shade, And yet the menace of the years Finds, and shall find me unafraid It matters not how strait the gait, How charged with punishments the scroll, I am the master of my fate: I am the captain of my soul.
..and I will stop using duct tape
Reference Material
The Project Management Institutes (PMIs) A Guide to the Project Management Body of Knowledge (PMBOK) Version 4 was used as the primary reference for the material in this course.
42
Questions
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Thank You
Joseph (Joe) D. Launi, PMP President & CEO jdlauni@projectmanagementexperts.com 305 Rangers Way SE Leesburg, VA 20175 Office: 703-777-1689 Mobile: 703-362-5774

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Schedule Oriented Project Planning

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Schedule Oriented Project Planning

The SkillsThe KnowledgeThe Experience www.projectmanagementexperts.com

Joseph (Joe) D. Launi, PMP President & CEO

Perform Project Integration and Finalize Project Management Plan Closing

2009 Project Management Experts, LLC

Planning Goal is to Baseline the Project Management Plan

2009 Project Management Experts, LLC

Project Management Process Groups

2009 Project Management Experts, LLC

Mapping the Process Areas and the Knowledge Groups

Project Management Process Groups Monitoring & Executing Planning Controlling

5. Project Scope Mgt.

6. Project Time Mgt.

7. Project Cost Mgt. 8. Project Quality Mgt.

7.3 Control Costs

8.3 Perform Quality Control

Mapping the Process Areas and the Knowledge Groups (cont.)

Project Management Process Groups Initiating Planning

Monitoring & Controlling

10. Project Comm.. Mgt.

10.1 Identify Stakeholders

10.2 Plan Communications

10.5 Report Performance

11. Project Risk Mgt.

11.6 Monitor and Control Risks

12. Project Procurement Mgt.

12.3 Administer Procurements

12.4 Close Procurements

Develop Project Management Plan

Develop WBS and Project Schedule via PMBOK

5.3 Create WBS 12.2 Conduct Procure, 12.1 Plan Procure.

6.5 Develop Sched.

6.4 Est. Act. Duration

11.2 Identify Risks

9.2 Acquire Proj. Team

8.1 Plan Quality

7.2 Determine Budget

7.1 Estimate Costs

2009 Project Management Experts, LLC

1.2 Define Scope

1.3 Create WBS

2.4 Est. Act. Durations

1.1 Collect Requre.

3.1 Dev. HR Plan

Draft/ Final Schedule