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  • Project Planning (High Level)Chapter V

  • Project Planning (High Level) processes

    Prepare for the Project

    Develop the Project Initiation Plan

    Confirm Approval to Proceed to Next Phase

  • 1. Prepare for the project phase Assign the Project ManagerProject ManagerIdentify Initial Project TeamProject TeamReview Historical Information Information ReviewedConduct Project Kick-off MeetingKick-off MeetingEstablish Project Repository Project RepositoryTask Task deliverables

  • Identifying Project Manager and Project Team Project Sponsor/DirectorProject ManagerAppropriate StakeholdersProject TeamassignsIdentify the names in the organization who could fill the roles required by project

  • Historical Info and Kick-off MeetingStrategic plan and/or business planProject Charter, including the initial Business CaseProject selection criteriaProject knowledge and experience of the individuals on the Project Team, etcHistorical Information reviewFormally marks the beginning of the project Project Sponsor/Director assemble the entire Project Team to discuss his vision of the project, demonstrate support, and advocate project successProject Team members are introduced to each otherProject Manager describes the approach of projects tasksConduct project kick-off meeting

  • Establish Project RepositoryProject Charter and supporting documentation, including the Business CaseThe Project Initiation Plan (PIP)Any working documents or informal documents defining Budget, Scope, Schedule Project Plan (Detail) which includes the Project Schedules Project financialsProject Scope changes and requests logProject status reports Team member progress reports and timesheets (if applicable)Issues log and details (open and resolved)Project acceptance log by deliverableProductsRisk Plan if separate from the Project Initiation PlanAudit results if encounteredCorrespondence, including any pivotal or decision-making memos, letters, email, etc.Meeting minutes

  • 2. Develop Project Initiation Plan Refine Business CaseDefine Goals and ObjectivesDefine Project ScopeDevelop High-Level Schedule Identify and Document Stakeholders InvolvementTask deliverablesDevelop Communications Plan Establish benefits and BudgetDefine Governance and ResourcingDefine Management ApproachDevelop High Level Risk PlanTask Produce Project Initiation PlanExecutive SummaryGoals and Objectives DefinitionScope DefinitionWBS/High-Level Project ScheduleStakeholder Accountabilities

    Communication PlanPreliminary Budget /BenefitsGovernance and Resourcing PlanManagement PlansHigh Level Risk PlanProject Initiation Plan

  • Define Goals and ObjectivesProvide a clear picture of what the project is trying to accomplish

    You can use the S M A R T Objectives as a guideline in developing the project Objectives. Specific: Explicit, clear, understandable ( for example, written from a business perspective)Measurable: Quantifiable (typically making reference to business metrics, quantity, quality, cost, or time)Attainable: Reachable, within capabilitiesRealistic: Relevant, right approachTime-bound: Specific time period

  • Define Goals and ObjectivesHow to define a critical success factor ?

    Complete the following sentence: "The project will be a success if _____________."

  • Define Project ScopeThe Functional Scope Project Interdependencies The Data Scope The Technology Scope The Organizational Scope The Key Deliverables The Specific Objectives and Success Change Management

  • Define Project ScopeScope key issue in a major business concept called Triple Constraints:




  • Develop High-Level Scheduleis a calendar-based representation of work that will be accomplished during a project

    First step: Create Work Breakdown Structure (WBS) - graphical representation of task associated to the project

    Second step: A preliminary list of the roles and skills required to perform the necessary work

    Third step: Project Manager develops High-Level Project Schedule (using a scheduling tool, for example, Microsoft Project) The High-Level Schedule will include the Key Tasks and Deliverables that were developed during this planning stage and the Milestones of the Project.

  • Work Breakdown Structure (WBS)

    Element NumberWBS ElementsActivity, Task, or Sub-Task Definition of Activity, Task, or Sub-Task (Description)Responsible Person or GroupEstimated (E) or Actual (A) Cost (Cross reference to budget)Project Phase(Cross reference to schedule)123

  • Identify Stakeholders InvolvementStakeholder Analysis and Management is a critical part of every project

    Key stakeholders are identified during the Project Planning (High Level) and documented in the Project Initiation Plan and is reviewed again during Project Planning (Detail Level)

    Failure to address stakeholder issues is a major cause of project failures.

  • Develop a Communication PlanDescribes the means by which project communications will occur. The communication process must be bi-directional. Rules to settle: What the communication is and its purpose and who it goes toHow often and how quickly information needs to be disseminatedBy what method the Project Manager and Stakeholders prefer to receive information (via phone, email, paper)The communication mechanism currently used in the organization, and how it might be leveraged or improvedThe effectiveness of communications in past projects and whether specific improvements were recommended

    A great way to communicate with the Project Sponsor and/or Project Director and the Customer Representatives is to conduct a status meeting

  • Establish Benefits and BudgetDocument the project benefits in order to gain support of all the stakeholders Example: Increase in revenue, avoid revenue loss, reduce costs, avoid cost increases, improved service, protect or increase market share

    Project Manager calculates the preliminary budget that will be required to complete project activities.All aspects of the project, including the cost of human resources, equipment, travel, materials, consultants, and supplies, should be incorporated.

  • Define Management ApproachesMode of Accomplishment

    Issues Management

    Change Management

    Risk Management

    Procurement Plan


  • Risk ManagementRisk Management along project life cycle: Project Initiation: stakeholders will be informed of the risk management process

    Project Planning (Detail Level): a detailed risk plan will be developed, including the identification and assessment of risks and the planning of strategies to minimize or avoid the risks

    Project end: evaluate the success of the risk management plan

  • Develop High Level Risk PlanIdentify Risks

    Quantify and Document Risk

    Produce Project Initiation Plan

  • Identify RisksA list of risks is documented in the Project Initiation Plan, and as the scope, schedule, budget, and resource plan are refined during Project Planning (Detail Level), it is updated to reflect further risks identified.

    The project should be analyzed for risk in areas such as:culture of the performing organizationanticipated impact on the performing organization of the resulting product or servicethe level to which the end result is defined (the more complete the definition, the lower the possibility of risk)technology used on the project (proven vs. new)relationships among team membersimpact on work units and number of people affected

  • Quantify and Document RiskRisk mitigation strategies may include:Procurement

    Performance Bond or Penalties

    Resource Management

    Use of Best Practices / Lessons Learned

  • Quantify and Document RiskManagement Techniques for Risk Response planning can include four types of responses:





  • Produce Project Initiation Plan (PIP)the refined business case (refined from the Charter), overall goal, specific objectives, success criteria, scope definition, high level schedule, stakeholder accountabilities, a communication plan, benefits and budget, governance and resourcing, the management approaches and a high level risk plan.At this point, PIP consist of:

  • Produce Project Initiation Plan (PIP)The Project Initiation Plan is used to:Provide a foundation for the projects with the overall scope and objectivesPresent a preliminary budget for the Project

    Gain confidence of the funding source to be able to proceed to Detail PlanningGuide Project Planning (Detail Level)

    Document project planning (High level) assumptionsFacilitate communication among internal and external Stakeholders and understand accountabilities

    Define key management reviews as to content, extent and timing

  • 3. Confirm Approval to Proceed Submit Project Initiation Plan for Approval Submitted PIP

    Gain Approval to Proceed Signed Approval Form Task Task deliverables

  • Confirm Approval to ProceedProject Manager should submit PIP to the Executive Sponsor, Project Sponsor and/or Project Director, Customer Representatives, any funding sources, etc

    Project Manager along with the Project team should then schedule one or more meetings to present the Project Initiation Plan for review and discussion.

    Project Initiation Plan is signed, indicating approval to proceed to Project Planning (Detail Level).

  • Measurement of success


    ProcessMeasurements of SuccessYes / No

    Prepare for the ProjectDo you have a committed, interested and influential Project Sponsor and/or Project Director attached to the project?

    Did you verify that your Project