March 18, 20101 How to plan any project Bruce Fieggen, PMP Vice President of Project Management Q Pharma Corp.

1March 18, 2010

How to plan any project

Bruce Fieggen, PMP

Vice President of Project Management

Q Pharma Corp.

2March 18, 2010

Priority Hierarchy for Resource Allocation

Emergencies

Operations

Projects

Emergencies (fire-fighting):Health & SafetyOut of ServiceRegulatory Mandate

Operations:Daily Core

Business FunctionsRoutine

Procedures

Projects:

Corporate

Department

Section

Fix

Change

3March 18, 2010

• Authorization.– verbally (confirmation email)– meeting minutes– business plan– capital appropriation request

• Prioritization.

Priority List

1

2

3

4

5

6

7

8

9

10

11

12

13

•

•

•

Active

Inactive

– Characteristics:

• Inventory of projects

• Whole number ranking

• Capacity line

• Done by Project Steering Team

• Frequency = about every 30 days

• Published & distributed widely

4March 18, 2010

Planning a project

• Lack of Support

• Lack of Follow-through

• Support comes from Understanding

• Commitments must be Visible

5March 18, 2010

Getting the RightResources in-house

• Take from within organization, or…

• Hire consultants specifically for the project

• Your back room…

• …is someone else’s front roomPeter Drucker

6March 18, 2010

The project kick-off

7March 18, 2010

Kick-off agenda

Time Item Led by…

9:00 - 9:10 Check-in. Introductions All

9:10 - 9:25 Project Purpose Joe Money

9:25 - 9:45 Project Objective P.M.

9:45 - 10:00 Project Scope P.M.

10:00 - 10:45 Work Breakdown Structure P.M.

10:45 - 11:00 Break All

8March 18, 2010

Kick-off agenda

Time Item Led by…

11:00 - 12:00 Responsibility Matrix P.M.

12:00 - 1:00 Responsibility Matrix (Working lunch)

P.M.

1:00 - 1:15 Transfer Issues, Risks, Assumptions

P.M.

1:15 - 4:45 Project Schedule P.M.

4:45 - 5:00 Close meeting, next steps Joe Money

9March 18, 2010

Six serving men

I keep six honest serving men

They taught me all I knew

Their names are WHAT and WHY and WHEN

And HOW and WHERE and WHO

Rudyard Kipling

10March 18, 2010

• WHY?• WHERE?

Project Purpose

11March 18, 2010

• WHAT?• 25 words or less• Covers: Project Cost, Schedule and

Performance• Developed by NASA

Project Objective

12March 18, 2010

• Apollo Objective

Project Objective

• To accomplish a manned lunar landing and safe return of the astronauts, by September 30, 1970, at a cost not to exceed $40 Billion.

13March 18, 2010

• How do you create an objective?– First tell them the Apollo objective– Ask team for ideas. – Whiteboard them.– Explain difference between objective and

scope– Categorize them.– Play around with wording until all agree.

Project Objective

14March 18, 2010

• What do you do with the Objective– Make it visible– Ask team members the three Iacocca

questions

Project Objective

• What is your understanding of the project objective?• What is your part in delivering this objective?• What is in the way of doing your part and what can I

do to help?

15March 18, 2010

• Support comes from understanding• WHAT is part of this project?• WHAT waits for the next project?

– Deliverables– Measures– Exclusions– Issues/Risks/Assumptions

Project Scope

16March 18, 2010

• Defines the total scope of the project. HOW?– Decomposes (breaks down) project into small

manageable tasks• Deliverables-oriented grouping of project

components• Can be represented in a chart or

graphicallyWork not in the WBS is outside the scope of the project. (PMBOK 2008)

Work Breakdown Structure

17March 18, 2010

WBS

Fun. Spec. Des. Spec. PVP IQ Prot. OQ Prot. PQ Prot. IQ Rept.

Draft FS

Review FS

Edit FS

Review FS

Edit FS

Appr. FS

Draft IQR

Rev. IQR

Edit IQR

Rev. IQR

Edit IQR

Appr. IQR

Conduct Test

Res. Dev.

Validation Project

17

Draft DS

Review DS

Edit DS

Review DS

Edit DS

Appr. DS

Draft PVP

Review PVP

Edit PVP

Review PVP

Edit PVP

Appr. PVP

Draft IQP

Review IQP

Edit IQP

Review IQP

Edit IQP

Appr. IQP

Draft OQP

Review OQP

Edit OQP

Review OQP

Edit OQP

Appr. OQP

Draft PQP

Review PQP

Edit PQP

Review PQP

Edit PQP

Appr. PQP

18March 18, 2010

Responsibility Matrix

• WHO?• Commitments must be Visible• Who will take responsibility for each

task?

19March 18, 2010

Responsibility Matrix

Review Instr

Draft Instruc.

Appr. Rep.

Edit Rep.

Review Rep.

Draft Rep.

Resolve Deviations

Conduct Test.

Sue Project Mgr

JoeEngineering

LoriTesting

Peter Mktg

Mary QA

Responsible Contributes

20March 18, 2010

Schedule

WHEN?ID Task Name Duration Start Finish Pred. % Com

70 Conduct Testing 5 days Mon 11/25/10 Tue 12/3/10 69 50%

71 Resolve Deviations 4 days Wed 12/4/10 Mon 12/9/10 70 0%

72 Draft Test Report 3 days Tue 12/10/10 Thu 12/12/10 71 0%

73 Review Report 1 day Fri 12/13/10 Fri 12/13/10 72 0%

74 Edit Report 2 days Mon 12/16/10 Tue 12/17/10 73,93 0%

75 Approve Report 1 day Wed 12/18/10 Wed 12/18/10 74 0%

76 Draft Instructions 5 days Thu 12/19/10 Fri 12/27/10 75 0%

77 Review Instructions 3 days Mon 12/30/10 Thu 1/2/11 76 0%

Nov Dec Jan FebQtr 4, 2010 Qtr 1, 2011

21March 18, 2010

Schedule

• Ask the “Circle-dot” person for task duration and predecessor.

• Don’t challenge them on the first pass• Let them see how their tasks drive the

overall project schedule• Ask the team for ways to bring the

schedule in to meet management mandated due date

22March 18, 2010

Schedule

• Scheduling Conventions

FS

FF

SS

FS -5

FS +3

Dependencies Lead

Lag

23March 18, 2010

• How much time are you dedicating to this task?

Level of Effort

24March 18, 2010

• All assumptions affect time and cost of tasks

• Quality? Risk?• Make them visible

Assumptions

25March 18, 2010

• When should you document risks and issues on a project?

• When should you deal with them?

Risks

26March 18, 2010

• Compare the project estimates for cost and schedule with those mandated by management in Purpose and Objective sessions.

• Make Assumptions Visible

Comparison to Management-mandated

plan

27March 18, 2010

• Elements of a Project Plan– Objective– Scope– Work Breakdown Structure– Responsibility Matrix– Schedule– Cost– Issues/Risks/Assumptions

Summary

28March 18, 2010

Bruce FieggenVice President of Project Management

Q Pharma Corporation22 South Street

Morristown, NJ 07960973.656.0011 ext 2050

[email protected]

www.qpharmacorp.com

Questions?