how to develop a winning project plan
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How to Develop a Winning Project Plan. Edward B. Farkas, Managing Director, Project Management Practice ETR Technology Center. Perform a scope analysis BEFORE any planning begins. Review the scope documents Scope analysis facilitates identification of…. Deliverables - PowerPoint PPT PresentationTRANSCRIPT
How to Develop a Winning Project PlanHow to Develop a Winning Project Plan
Edward B. Farkas, Managing Director, Project Management Practice
ETR Technology Center
Perform a scope analysis BEFORE any planning begins
Review the scope documents
Scope analysis facilitates identification of….
• Deliverables• Stakeholders• Assumptions• Constraints• Risks
This information is key to the first planning steps:
What do you think they are?
Work Breakdown Structure (WBS)
• A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project
• Each descending level represents an increasingly detailed definition of a project component
• Project components may be products or services-References: PMBOK, 1996.
Work Package
• A deliverable at the lowest level of the work breakdown structure
• A work package may be divided into activities
-Reference: PMBOK, 1996.
Glossary
Importance of the WBS
The WBS is the foundation so that:• The responsibility assignments for each deliverable can
be established
• Estimated costs and budgets can be established
• Planning can be performed
• The total program can be described as a summation of
subdivided deliverables
• The organizational structure can best fit the deliverables
Importance of the WBS (Cont'd)
• Coordination of objectives so that objectives can be
linked to company resources in a logical manner
• Clarify specification tree and contract line items
• Structure contractors’ proposals around WBS thus
simplifying source selection
• Facilitate progress status reporting and problem
analysis (cost/schedule control system) - the tracking of
time, cost, and performance
WBS Benefits
• Prevents omitted deliverables• Gains commitment of project personnel• Enables development of a basic project plan• Ensures deliverables visibility
• Results in risk reduction
Level of Effort (LOE)
• Support-type activity that does not readily lend itself to measurement of discrete accomplishment
• Generally characterized by a uniform rate of activity over a specific period of time.
Reference: PMBOK, 1996. Glossary
Leverage the WBS
• To identify additional risk issues• To validate or create an OBS• To understand relationships
between deliverables and activities
Create a Risk Management Plan
• Identify risks (scope analysis, leveraged WBS)• Quantify or Prioritize• Determine Impact• Manage i.e. transfer, mitigate, accept
– may yield tasks that are schedule inputs
We can define communication protocols
• Escalation Paths• Contact Points (PPOC Concept)• Reporting Requirements (may be
contractual)
What do have now?
• We have identified the stakeholders• We are aware of assumptions• We are aware of constraints• We know all required deliverables• We have a complete WBS• We have a risk management plan (RBS)• We have an OBS• We have a communications plan next?
A Project Schedule Includes:
• A List Of Tasks• A Timeline• Relationship To Scope
TasksTasks
• Defined Activity• Assigned Resource• Duration• Degree of Importance/Relationship
TASK COMPONENTSTASK COMPONENTS
• Activity: What Will Be Done• Resource: Who (what is needed) Will Do It• Duration: When Its Done• Importance: Relationship To Other Tasks
•Activity
•Resource
•Duration
•Importance
John will test the Software Code Module 7 panel on Monday to complete the project.
Task RelationshipsTask Relationshipsdetermines....
How Fast The Project Moves, or
How Slow The Project Moves
Task Relationships
• Finish To Start: ‘from’ finish before ‘to’ starts• Finish To Finish: ‘from’ finish before ‘to’ finishes• Start To Start: ‘from’ start before ‘to’ starts• Start To Finish: ‘from’ starts before ‘to’ finishes
FF
SS
SS
SS
FF
FFSS
FFGRAYGRAY = A = ABLACKBLACK = B = B
Task Relationship Terms
• Dependencies• Predecessors• Successors• Concurrencies• Sequencing
Prompt with questions….
•Can This Task Start Before Another Is Completed?
•Can I Start This Task At The Same Time As Other Tasks?
•Does This Task Have To Be Completed Before Another Task Starts?
•Should This Task Happen Earlier Than Another?
What Is A What Is A CriticalCritical Task? Task?
Does Not Completing This Task Hold Up Or Delay Another/ or Preclude Project Completion - (delays
completion) ? If So, Its Critical!
How To Sequence TasksHow To Sequence Tasks
• PDM: Precedence Diagramming Method
• AON: Activity On Node• ADM: Arrow Diagramming Method• CDM: Conditional Diagramming
Method• WBS: Work Breakdown Structure• CPM: Critical Path Methodology
Visual Task Development Tools
• Network Logic Diagrams• Gantt Charts• Flow Charts• PERT: Program Evaluation Review
Techniques
Determine Task Determine Task DurationsDurations
• Identify Time Sensitive Tasks
• Identify Scope Constraints
• Identify Lead Time Tasks
• Correlate To Labor Plan
Assign Resources To TasksAssign Resources To Tasks
•Assign A Person(s) For Each Task
•Assign Corresponding Material(s)
•Assign Matrix (sub-contract/vendor) Resource
Task Update•Defined Activity
•Specific Duration
•Assigned Resource
•Importance Level/ Task Relationships
Schedules....
Provide the raw data for the Cost To Complete estimates, labor/financial
forecasts.
Total Project Planning
• Summary of conditions defining project• Scope and objectives of a project• Organization and authority relationships• Authority and responsibility of a project
manager• Functions to be performed• Authority and responsibility of other
organizations
Planning Saves...Planning Saves...
Time
Dollars
Acronyms• CPM: Critical Path Method• FF: Finish to Finish • FS: Finish to Start• LOE: Level of Effort• OBS: Organization Breakdown Structure • RBS: Risk Breakdown Structure• SF: Start to Finish• SS: Start to Start• WBS: Work Breakdown Structure
Q&AQ&A
For additional information & copies of this presentation: Email Edward B. Farkas, Managing Director, Project Management Practice:
ETR Technology Center, Inc.180 Oser Avenue
Hauppauge, NY [email protected]
631.952.1300A certified WBE firm established in 1980