Planning - PMI

Basics on Planning

Agenda

Definition Planning in real life Planning Process Planning Steps

Definition

In simple terms - think out; prepare in advance how do we intend to achieve what we wanted

to achieve Any detailed scheme, program, or method

worked out beforehand for the accomplishment of an object; a proposed or tentative project or goal or course of action.

A drawing or diagram made to scale showing the structure or arrangement of something

Planning in real life

‘failing to plan means planning to fail’

Games - Football, cricket, sports, Travel (Tour) Life Security ( Insurance, Savings etc.. ) Get-Together ( Parties, Festivals, Functions etc..) Self Improvement ( Education, Career, work etc..) Organization Manufacturing - Production, Materials Military, Warfare Town, City …….. The list is endless …..

Requirements for Planning

Ability to see till the end Common Sense Applying “Conscious knowledge” Domain Information Analytical and Reasoning capabilities Capability of identifying risk situations

Advantages

Provides informed direction Provides a better basis for decision-making on

time, cost, quality risks

Helps to avoid conflict ambiguity defining the role clearly duplication of efforts

Person specific

vs.

Project Approach

Participative

Process Groups – PMI view

Initiate Plan

Control Execute

Close

IPECC

What it is and is not

Initiate Plan Execute Control Close

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

Planning Objectives

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

Planning Process Overview

Planning

Core Work Plans

Facilitating / ControlPlans

Integrated Project Plan

Planning Efforts

Start FinishTime

Initiate

Execute

Close

Control

Lev

el o

f A

ctiv

ity

Plan

Input to Planning

Product Description Project Charter / Definition Historical Information Organizational Policies Constraints Assumptions

Process FlexibilityOn most projects:

planning steps are the same the time spent and outcomes are flexible

Complex Project Simple Project

High Formality

Loose Formality

Formality is based on Complexities

TC = 3

BC = 5

Result - Potential High Complexity

(TC

)

(BC)

Output From Planning

Project Plan Updated Project Charter Supporting Detail

Project Management – PMI View

Scope Time

CostQuality

Risk

Communication

Procurement

HRInt

egra

tion

(Planning steps)

Planning diagram, Integrated Project Plan template.

5.Define and Sequence

Activities(WBS)

6.Estimate Activity

Durations & DetermineResource Needs

(WBS)

4.Develop Project Scope

(Scope Statement)

9.Develop Schedule

(Schedule)

13.Build budget and

spending plan(Cost Mgmt Plan)

7.Determine how Quality

will be Managed(Quality Mgmt Plan)

8.Determine how to meetcommunication needs(Communication Plan)

11.Organize and Aquire

Staff(Organization Plan)

12.Determine what toProcure and when

(Procurement Plan &SOWs)

4.Determine howchanges will be

managed(Change Mgmt Plan)

10.Estimate Resource

Costs

15.Integrated the Plans(Integrated Project

Plan)

14.Identify Risk & CreateRisk Response Plan

(Risk Mgmt Plan)

4. Develop Project Scope

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

Work

Some may be cutand pasted from theproduct description

or charter.

4. Change Management

Management of changes to the primary objectives and major deliverables milestones.

1. Change acceptance/expectations2. How changes will be evaluated3. How change will be managed

The plan should include agreements of:

5. Define and Sequence Activities

Develop a Work Breakdown Structure(WBS)Example - WBS/How?

Project

DesignRqmts Build DeliverManage

PlanExecuteControlClose••

AssessDetermineAnalyzePropose••

EngineerSpecify•••

Construct

TestValidateIntegrate

•••

InstallTrain•••

define work activities to manage, create and deliver the solution

Determine Dependencies (Sequencing)determine the order of work activities or

dependenciesReviewScope

Assess CurrentSystem

Analyze NewRequirements

Determine &Review GAPS

AdjustRequirements

Examples WBS’sExample - WBS/How?

Project

DesignRqmts Build DeliverManage

PlanExecuteControlClose••

AssessDetermineAnalyzePropose••

EngineerSpecify•••

Construct

TestValidateIntegrate

•••

InstallTrain•••

Hierarchy Diagram Format1 MANAGEMENT

1.1 Initiate1.2 Plan1.3 Execute1.4 Control1.5 Close

2 REQUIREMENTS

2.1 Assess2.2 Determine2.3 Analyze2.4 Propose2.5 …..

3 DESIGN

3.1 Engineer3.2 Specify3.3 ….3.4 …..

4 BUILD4.1 Construct4.2 Test4.3 Validate4.4 Integrate

5 DELIVER

5.1 Install5.2 Train5.3 …..5.4 …..

Tab le of C

ont en ts Fo rm

at

1. Write First draft of policy.2. Review with team/manager.3. Make changes as needed.4. File notice w/Secretary of the State

(SOS) 45 days before effective date.5. Formally review policy analysts and

advocates.6. Make changes as needed.7. Update program manuals and forms

to reflect changes.8. Submitted to the SOS by 5:00pm the

day before it is to be effective.

List Form

at

Examples of Sequencing

ReviewScope

Assess CurrentSystem

Analyze NewRequirements

Determine &Review GAPS

AdjustRequirements

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

6. Estimate Duration Determine Resource Needs

7. Determine How Quality will be Managed

How will quality assurance and control be conducted?

•Identify Quality Standards

•Quality Assurance

•Quality ControlQuality Plan

How?

What?

Check

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 communication plan

9. Develop Schedule

May

Jun Jul AugSepOct Nov

determining start and finish dates for tasks and assigning resources

Develop schedule - Hints

Task Sequencing Past experiences on developing the schedule “Constant” factors in use Calendar – Organization, Resource Productivity Levels Matching the expectations

Task Name

InitiateProduct Description & Benefits CharterProject Proposal Approved

PlanScope StatementWork PlanContract/Procurement PlanQA PlanRisk PlanProject Plans Approved

ExecuteRequirementsAnalysisDesignCodingTestingMaintenance

ControlsStatus ReportingChange ManagementCommunication Mgmt

ClosingEvaluationMaintenance Turn-over

9/18

9/27

9/10 9/17 9/24 10/1 10/8 10/15 10/22 10/29 11/5 11/12 11/19 11/26 12/3 12/10 12/17 12/24 12/31r October November December Janua

Terminology -This is a schedule or Gantt chart,

not a WBS, not the project plan

10. Estimate Resource CostsDevelop cost estimates for:

internal & external labor (hrs,rates) materials supplies contracts special costs

refined during the course of the project ,

definitive just priorto construction

Estimate

ROM + or - 50%

Intermediate + or - 30%

Definitive + or - 20%

11. Organize and Acquire Staff

K risten D uusO IS O versigh t

M aureen C asterlineB usiness S ponsor

D ebra H errliP ro ject M anager

(100% )

Bryan N ealySystem

Architecture TeamLead (50% )

Pete H aleApplica tion

D eve lopm ent TeamLead (100% )

3 C ontractD eve lopers

4 BusinessAnalysts

T ina SeshadriTechnica l

R esource(asneeded)

P olicy and P racticeTeam (S teering

C om m ittee)

1 C ontract System sIn tegra tion/D atabaseD eve loper

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

Procurement documents:SOW - Statement of WorkRFP - Request for ProposalEvaluation Criteria

Actual solicitation is part of execution

13. Build Budget and Spending Plan

Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.

14. Identify Risk & Create Risk Response Plan

Risk planning involves:identifying risks w/high effect and impactplanning for risk mitigation or contingency

Common sources of risk:Changes in requirementsDesign errors and omissionsRoles and responsibilities misunderstoodPoor estimates or unsupported estimatesInsufficiently skilled staffImpossible timeframes

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

Importance / Lessons

Straying from original goals, Inadequate resourcing Repetitive meetings - on what needs to be done Frustration - poorly defined, communicated, and

coordinated work activities Issues not understood or related Decisions repetitively re-opened or re-addressed

Queries……????

Thank you……!