Prof. Roy Levow Session 2
Mar 19, 2016
Prof. Roy Levow
Session 2
Define the Project Develop a Detailed Plan Launch the Plan Monitor / Control Project Progress Close Out the Project
Critical Step Often Underrated
State Problem / Opportunity Establish Project Goal Define Project Objectives Identify Success Criteria List Assumptions, Risks, Obstacles
Determine details of project
Identify Project Activities Estimate Activity Durations Determine Resource Requirements Construct / Analyze Project Network Prepare Project Proposal
Detailed description of each work activity Resources required for each activity Schedule (start / end) dates for each
activity Estimated cost and completion date for
project
Many questions to answer and options to consider
Take into account unplanned variations
Recruit and Organize Project Team Establish Team Operating Rules Level Project Resources Document Work Packages Monitoring and Control Processes Establish Progress Reporting System Set up Change Control Tools / Process Define Problem Escalation Process Monitor Project Progress Against Plan Revise Project Plan
Obtain Client Acceptance Install Project Deliverables Complete Project Documentation Complete Post-Implementation Audit
Lessons Learned Celebrate
Use Linear approaches when: The solution and requirements are clearly
defined You do not expect too many scope change requests The project is routine and repetitive You can use established templates
Use Incremental approaches when: Same conditions as the Linear approach but the
customer wants to deploy business value incrementally
There may be some likelihood of scope change requests
Use Iterative approaches when: You feel that requirements are not complete
or may change You will learn about remaining requirements
in the course of doing the project Some features of the solution are not
identified as yet
Use Adaptive approaches when: The solution and requirements are only
partially known There may be functionality that is not yet
identified There will be a number of scope changes from
the customer. The project is new product development or
process improvement oriented. When the development schedule is tight and
you can’t afford rework or replanning.
Use Extreme approaches when: The goal and solution are not clearly known The project is an R&D type project.
Quality of Deliverable product/service/process Project management process
Identify Critical Success Factors (CSFs) Identify Business Processes Grade current quality of business processes Match to business processes to CSFs
Count commonalities Chart process grade against number of CSFs Priority goes to low grades with high CSF
ratings
What are the Risks? What is the Probability of Loss from each
Risk? How much are the losses likely to cost What is the worst-case scenario? What are the alternatives? How can losses be reduced or eliminated Will alternative procedures produce other
risks?