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8/3/2019 Project Planning Latest

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Planning a Project


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Project Planning Process

1. Clearly define project objective (scope)

2. Develop a Work Breakdown Structure (WBS)

3. Estimate time needed for each task

4. Determine resources needed for each task

5. Estimate cost needed for each task

6. Develop project schedule and budget (adjust

as needed)


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Project Scope

A clear project scope definition provides the guidelinesthat are used to develop your project plan.

Project Scope Checklist:

Project objectives (purpose, due date, budget) Deliverables (at each major phase of project)

Milestones (significant events in the project)

Technical requirements

Limits and exclusions (who, what, how) Review with customer (agreement on expectations)


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Identifying Necessary Activities

Start by identifying major-level activities or tasks

Then each major task can be broken down into

subtasks

Project team members can be responsible for

breaking down different major activities

Then each subtask is broken down to lower-

level tasks, and so on until you have basic work-unit levels (work packages) that will be assigned

Result: Work Breakdown Structure (WBS)


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Mind Maps

Mind maps are a tool to help identify all the

necessary activities in a project

Its a type of brainstorming tool

The mind mapping process can bring out more

ideas than simply making a list

It engages the team and generates enthusiasm

It brings out quieter team members Mind mapping can be fast, compared to an

outlining or listing approach


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Mind Map for Project Planning

10K run toRaise 50K

for homeless

shelter

Transportation

Promotion

Prizes/recognition

FacilitiesSafetyRefreshments

Clean-up

Route

Registration


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Mind Map for WBS

Promotion

Investigatepast events

Interviewrunning

club

members

Print Design

To schools To sportsretailers

Preparemailing

Acquire

addresslists

Mailpromo

Monitorairings

Purchase

air time

Produceads

TV and

radio ads

Mailings

Flyers

Research

Distribute


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Work Breakdown Structure

Either shown graphically in a tree structure, or

as index numbers listed beside activities

Entire project is Level 0; the major-level activities

are Level 1; and so on

Index numbers identify level of the task in thetree structure


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WBS Tree Structure

Carnival

GamesPromotionVolunteers Rides Entertain. Food

NewspaperPosters Tickets Grandstand Performers

SoundStage Seating

Level

0

1

2

3

3

5.1.2

21 4 5 6

2.1 2.2 2.3 5.1 5.2

5.1.35.1.1


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WBS Activity List

WBS ActivityCarnival

1 Volunteers

2 Promotion

2.1 Posters

2.2 Newspaper

2.3 Tickets3 Games

4 Rides

5 Entertainment

5.1 Grandstand

5.1.1 Stage

5.1.2 Sound

5.1.3 Seating

5.2 Performers

6 Food


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WBS for Promotion Example

Level 1 Task Level 2 Tasks Level 3 Tasks

1. Promotion 1.1 Research 1.1.1 Investigate past events

1.1.2 Interview running club members

1.2 TV and radio ads 1.2.1 Produce ads

1.2.2 Purchase air time

1.2.3 Monitor airings

1.3 Mailings 1.3.1 Acquire mailing lists

1.3.2 Prepare mailings

1.3.3 Mail promotional materials

1.4 Flyers 1.4.1 Design flyers

1.4.2 Print

1.4.3 Distribute to schools

1.4.4 Distribute to sports retailers


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Responsibility Chart

Often called Linear Responsibility Chartor

Responsibility Matrix

Shows who has primary responsibility for each

task

Can also show who provides support, who must

be notified upon completion, who must give final

approval, who is the backup person, etc. It lets everyone see their roles throughout the

project


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Responsibility ChartWBS Activity A B C D E F G H I

Carnival P S S S S S

1 Volunteers P S

2 Promotion P S S

2.1 Posters P S

2.2 Newspaper P S

2.3 Tickets S P3 Games P S

4 Rides S P

5 Entertainment S S P

5.1 Grandstand P S

5.1.1 Stage P S

5.1.2 Sound S P

5.1.3 Seating P S S

5.2 Performers S P

6 Food S P

P = Primary responsibility; S = Support responsibility


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Estimating Activity Durations

Two Approaches

1. Bottom-up estimate: Ask the person

responsible for each low-level task how long

they think it will take. This assumes a givenamount of resources.

2. Top-down estimate: Based on the project due

date, tell the person responsible for each low-

level task how much time they are allotted to do

the task. They must then determine how much

resources are needed to meet the deadline.


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Estimating Activity Durations

For a given amount of resources, how can you

estimate a task duration?

use the experts best guess (person doing task)

use past data, if task has been done before

use engineering standards or work standards

dissect task into different elements and estimate

time needed for each elementThe task time estimate should reflect the most

likelytime needed to do the task.


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Identifying Necessary Resources

To complete a task within a given amount of time,

what resources will be required?

How many and what types of employees

What facilities

What equipment

What materials and supplies

What services

What information and technologies


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Top-Down vs. Bottom-Up Budgets

Top-DownBudgeting: Senior management

decides how much they think the project should

cost, and that becomes the total project budget.

The budget is then divided among the activities.

Bottom-Up Budgeting: Cost estimates for

each task are solicited from those responsible

for the tasks. These estimates are rolled up for

all activities to get the total project budget.


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Estimating Activity Costs

Estimates for both time and cost of activitiesshould be done with same approach, either top-down or bottom-up (or somewhere in between)

Two initial budget estimates may be developedfor some projects, a top-down and a bottom-up.Which will most likely be higher? Why?

The project manager must then negotiate with

senior management to finalize the budget Tradeoffs may be necessary between the cost,

due date, and the extent and quality of outputs


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Baseline Plan

The finalized budget, time estimates, and

resulting project schedule are the basis for the

baseline plan.

The baseline plan lays out the target levels ofprogress and performance at the outset of the

project execution phase.

It is the basis for assessing project performance

throughout the project

Project trackingutilizes the baseline plan to

provide the project manager with a control tool


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Project Action Plan

For each activity, action plan should at least show

Activity name

Time duration estimate

Start date

Immediate predecessor activity

Resources needed

Optionally, it might also show finish date, WBS

index, cost, slack time, latest finish date, etc.


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Action Plan

ID Task Name Duration Start Finish Predec. Resourc

1 Proj. approval 0 days

2 Script writing 14 days 1

3 Sched. shoots 17

days 14 Script approval 8 days 2

5 Revise script 5 days 4

6 Shooting 10 days 3,5

7 Editing 7 days 6

8 Final approval 2 days 7

9 Deliver to client 0 days 8

C=client, E=editor, ER=editing room, P=producer, S=secretary, SW=scriptwriter


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Project Charter(or Project Master Plan)

Agreed-upon, legally binding project plan (the final plan)

1. Overview

2. Objectives

3. General approach4. Contractual aspects

5. Schedules

6. Resources and budgets

7. Personnel

8. Evaluation methods

9. Potential problems


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Project Charter

1. Overview

Intended for senior management

Brief description of project & deliverables

List of major milestones Likely profitability & competitive impacts

2. Objectives

Purpose of project

More detailed description of deliverables

Could be in the form of a project mission statement


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Project Charter

3. General Approach

Technical and managerial approaches

Relationship with other projects

4. Contractual Aspects

Description of all agreements (client, others)

Reporting requirements, technical specs, delivery

dates, penalties, process for changes


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Project Charter

5. Schedules

Outline of all schedules and milestones

Project action plan, WBS

6. Resource Requirements

All capital and operating expenses

Cost monitoring and control procedures


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Project Charter

7. Personnel

What types of personnel are needed and when

Skill requirements, necessary training, securityclearances, nondisclosure agreements

8. Evaluation Methods

Descriptions of all procedures and standards forevaluating projecthow information will be

collected, stored, monitored


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Project Charter

9. Potential Problems

List of potential risks to project progress

Contingency planning may prevent or soften theimpacts of some problems

Small or routine projects may not need all 9 of theseelements in the project charter, but larger projects

should have them.

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