Project Planning (High Level)

Chapter V

Project Planning (High Level) processes

1. Prepare for the Project

2. Develop the Project Initiation Plan

3. Confirm Approval to Proceed to Next Phase

1. Prepare for the project phase

Assign the Project Manager

Assign the Project Manager

Project ManagerProject Manager

Identify Initial Project Team

Identify Initial Project Team

Project TeamProject Team

Review Historical Information

Review Historical Information

Information Reviewed

Information Reviewed

Conduct Project Kick-off Meeting

Conduct Project Kick-off Meeting

Kick-off MeetingKick-off Meeting

Establish Project Repository

Establish Project Repository

Project RepositoryProject Repository

Task Task deliverables

Identifying Project Manager and Project Team Project Sponsor/Director

Project Manager

Appropriate Stakeholders

Project Team

assigns

Identify the names in the organization who could fill the roles required by project

Historical Info and Kick-off Meeting

• Strategic plan and/or business plan

• Project Charter, including the initial Business Case

• Project selection criteria

• Project knowledge and experience of the individuals on the Project Team, etc

Historical Information review

• Formally 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 success

• Project Team members are introduced to each other

• Project Manager describes the approach of project’s tasks

Conduct project kick-off meeting

Establish Project Repository Project Charter and supporting documentation, including the

Business Case The Project Initiation Plan (PIP) Any working documents or informal documents defining Budget,

Scope, Schedule Project Plan (Detail) which includes the Project Schedules Project financials Project Scope changes and requests log Project status reports Team member progress reports and timesheets (if applicable) Issues log and details (open and resolved) Project acceptance log by deliverable Products Risk Plan if separate from the Project Initiation Plan Audit results if encountered Correspondence, including any pivotal or decision-making memos,

letters, email, etc. Meeting minutes

2. Develop Project Initiation Plan

Refine Business CaseRefine Business Case

Define Goals and Objectives

Define Goals and Objectives

Define Project ScopeDefine Project Scope

Develop High-Level Schedule

Develop High-Level Schedule

Identify and Document Stakeholders’ Involvement

Identify and Document Stakeholders’ Involvement

Task deliverables

Develop Communications Plan

Develop Communications Plan

Establish benefits and Budget

Establish benefits and Budget

Define Governance and Resourcing

Define Governance and Resourcing

Define Management Approach

Define Management Approach

Develop High Level Risk Plan

Develop High Level Risk Plan

Task

Produce Project Initiation Plan

Produce Project Initiation Plan

Executive SummaryExecutive Summary

Goals and Objectives Definition

Goals and Objectives Definition

Scope DefinitionScope Definition

WBS/High-Level Project Schedule

WBS/High-Level Project Schedule

Stakeholder Accountabilities

Stakeholder Accountabilities

Communication PlanCommunication Plan

Preliminary Budget /Benefits

Preliminary Budget /Benefits

Governance and Resourcing PlanGovernance and Resourcing Plan

Management PlansManagement Plans

High Level Risk PlanHigh Level Risk Plan

Project Initiation PlanProject Initiation Plan

Define Goals and Objectives

Provide 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 Objectives

How to define a critical success factor ?

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

Define Project Scope

The 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 Scope

Scope – key issue in a major business concept called Triple Constraints:

– Budget

– Scope

– Schedule

Develop High-Level Schedule

…is 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 Number

WBS ElementsActivity, Task, or Sub-

Task Definition of Activity, Task, or

Sub-Task (Description)

Responsible Person or

Group

Estimated (E) or Actual (A) Cost (Cross reference

to budget)

Project Phase(Cross reference

to schedule)

1

2

3

Identify Stakeholders Involvement

Stakeholder 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 Plan…Describes 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 to How often and how quickly information needs to be disseminated By 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 improved The 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 Budget

Document 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 Approaches

Mode of Accomplishment

Issues Management

Change Management

Risk Management

Procurement Plan

Reporting

Risk Management

Risk 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 Plan

Identify Risks

Quantify and Document Risk

Produce Project Initiation Plan

Identify Risks

A 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 organization• anticipated impact on the performing organization of

the resulting product or service• the 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 members• impact on work units and number of people affected

Quantify and Document Risk

Risk mitigation strategies may include:Procurement

Performance Bond or Penalties

Resource Management

Use of Best Practices / Lessons Learned

Quantify and Document Risk

Management Techniques for Risk Response planning can include four types of responses:

Avoidance

Transference

Mitigation

Acceptance

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

Submit Project Initiation Plan for Approval

Submitted PIP Submitted PIP

Gain Approval to Proceed Gain Approval to Proceed Signed Approval Form

Signed Approval Form

Task Task deliverables

Confirm Approval to Proceed

Project 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

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

Did you verify that your Project Initiation Plan reflects the vision of the areas of the performing Organization affected by/involved in the project?Did you identify specific benefits the product or service developed by your project will bring to the Customer?

Do you have a clear structure for the project repository?   

Has your scope statement been reviewed and accepted by Customer Representatives who will benefit from your project?

In your high-level Project Schedule, do you know if the effort shares allocated to various project phases correlate to industry-accepted norms?Did you review the impact your project costs will have on upcoming fiscal year budgets with the Finance office?Have your staff and materials acquisition plans been reviewed with the performing organization who will be paying for the staff and products being acquired?   Has the Project Sponsor and / or Project Director reviewed your high level Risk Plan?Are your internal and external Stakeholders satisfied with the frequency and content of communications you are providing consistent with your Communications Plan) as evidenced by a lack of complaints?Have you proactively sought to gauge Stakeholders’ satisfaction level?    Do you have an approval form signed by your Project Sponsor and/or Project Director authorizing you to proceed to Project Planning, or to halt the project?

Have you provided sufficient information in your Project Initiation Plan to allow the Project Sponsor and/or Project Director to take the necessary action?   

Yes / No

Prepare for the Project

Develop Project Initiation Plan

Confirm Approval to Proceed

Process Measurements of Success

Risks and Ways to avoid pitfalls

Process Task Why is it important?

Prepare for the Project

Identify Project SponsorA project without a Project Sponsor is like a ship without a

rudder: no matter how sleek the hull or how tall the masts, it just can't get anywhere useful.

 Conduct Kick-off MeetingTo continue with a ship metaphor, it’s important to get

everybody on board before setting sail!

Develop Project Initiation Plan

Develop High-Level Schedule

Can't sail the seven seas without a map!

Identify and Document Risks Identifying and documenting risks is like putting up

lighthouses. Fewer wrecks.

Develop Communications Plan

Frequent and comprehensive communications is one of the key project success factors.

Confirm Approval to Proceed

Gain Approval SignatureJust how far out on the plank are you willing to walk? We

thought so...