Project Planning & Control

Engineering Project Management Lecture 4: 3/16/2015 9:02 AM 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

1Black berries for police .

Scope of the work Equipping 41,000 British Police Officers with Blackberry devices; intended to cut down on paperwork, improve efficiency and allow officers to spend more time in the field.

Benefits sought.. Increase in Efficiency and effectiveness - Visibility -Information management - Accuracy and time saving - Identification of the culprits

What is the Cost ??

3The AssumptionsAssumed that by delivering the mobile devices they would improve the way of working, rather than considering how they could be used to improve ways of working.Assumed the forces mobile technology requirements, but only limited analysis of their capability and capacity to introduce it. Assumed that the staff would have the necessary skillsAssumed data would be put in correctlyAssumed everything would work in the field4The actual outcomeSavings from the plan were projected to be 125M per year, but in the end benefits of just 600,000 were realized.Some police spent more time in the stationsome of the forces surveyed and only 1% of officers had devices; 19 forces had devices for less then half their officers, while three forces had more devices than officers5The PM (post mortem)Delivering the mobile devices, without considering how they could be used to improve ways of working.High-level assessment of forces' mobile technology requirements, but only limited analysis of their capability and capacity to introduce it. no assessment of the number of devices that each force would need under the programmesignificant gaps in accountability for value for moneyFailure to perform an effective cost benefit analysis. Failure to establish measures of success.6

Project Charter/ PIDA Project Charter is an official document which defines and authorizes a project or phase of a projectIt describes at minimum:Business Need the Project AddressesProject Objectives and GoalsThe Preliminary Project Scope or the SOWThe StakeholdersThe Core Project TeamProject Deliverables and MilestonesProject Constraints, Dependencies and AssumptionsAnticipated Budget and Timeline

3/16/2015 9:02 AM 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

8Project CharterThe main purpose is to authorize the project manager to collect resources for the projectAuthorization can also be achieved through a signed contract and PMI recognizes it as a Project CharterProject Charter is also known as Project Initiation Document (PID) and Project Mandate 3/16/2015 9:02 AM 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

9Project Management Plan A Project Management Plan is a document which defines, details and coordinates all the subsidiary plans of a project

On a Broader level, A project Management Plan has Time Schedule Cost Schedule Resource Management Plan HR Management Plan Technical Equipment Management Plan Specifications of the deliverables Quality Control/Management Plan Risk Management Plan

Additional Plans may include Logistics plan, Communication Plan, Stakeholder Management Plan etcProject planningProbably the most time-consuming project management activity.

Continuous activity from initial concept through to system delivery. Plans must be regularly revised as new information becomes available.Planning should take place at all phases within the project; it should not be confined to the initiation definition phase of a project, although sometimes projects seem to associate planning with producing the project schedule and nothing else. This happens because the project is scoped at this stage and, once project teams get the scope sorted, they consider that they have done all the planning necessary. Hierarchy of Planning12Project Planning PMBoK definition The identification of the project objectives and the ordered activity necessary to complete the project including the identification of resource types and quantities required to carry out each activity or taskWhyWhatHowWhenWhoHow MuchWhereThese are the questions that the project plan has to address.WhyWhatHowWhenWhoHow MuchWhereWhy are we doing this project?Why now?WhyWhatHowWhenWhoHow MuchWhereWhat is the best solution to meet the client needs?

What are the tasks required to achieve the desired outcome?WhyWhatHowWhenWhoHow MuchWhereHow to achieve the objectives?How do we evaluate them?How do we know weve been successful WhyWhatHowWhenWhoHow MuchWhereWhen does the work happen? What do we need to do first? Whats last?What are the milestones?What are the project phases?WhyWhatHowWhenWhoHow MuchWhereWho will be responsible for this project?What are the roles and responsibilities?Who has the decision making power?

WhyWhatHowWhenWhoHow MuchWhereWhat will it cost?What are the budgetsWhats the cash flow and expenditure?When will there be income?WhyWhatHowWhenWhoHow MuchWhereWhere the work will take place?Any geographical impacts or personnel factors?Location of the teams

Project planning must be systematic, flexible enough to handle unique activities, disciplined through review and controls, and capable of accepting multi-functional inputs. (Kernzer, 2009)It is far better to have key project information contained in one document the project plan and to have it be regarded as a formal project deliverable very early in the projecthttp://pmtips.net/components-project-plan/

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OwnershipThe project manager owns the project planCan be developed with input from the teamMust be shared with stakeholdersRemove ambiguitySets expectationsActs as a baseline

What goes into the Project Management PlanBusiness caseSufficient info so that any time the PM will know what is still to be done.Charter is often an abridged version of the project plan.Not all of this is required for small projects.The PMP has to serve as a route from start to finish25Project Management Plan (PMP)Introduction.Project organisation.Risk analysis.Resource requirements.Work breakdown.Project schedule.Monitoring and reporting mechanisms.Risk Management StrategyStakeholder ManagementProcurement StrategyChange ControlConfiguration ManagementBudget

IdentifiesIf the targets are achievableThe resources you need and the timeframeYardstick to measure progressThe problems and risksThe activitiesCommunication

There is a ton of research that concludes that careful planning is strongly associate with project success and to the best of our knowledge there is no research the supports the opposite position. (Mantel et al, 2011)Heres whyhttp://strategicppm.wordpress.com/tag/sydney-opera-house/Breaking The RulesTo summarize, there was no plan, only an aspiration. The original submission to the opera house design contest, which became the Opera House did not meet the competition rules. The judges put in place a stage gate process to evaluate entries, but then were disappointed that the beautiful sail design didnt make it through, and basically chose it anyway, throwing process aside.

Heres whyhttp://strategicppm.wordpress.com/tag/sydney-opera-house/An Aspiration Rather Than A PlanWhen construction started there was no clear concept of how the roof might be constructed. Its not that the estimates were wrong, its that there was nothing to base the estimates on in the first place. The solution was only discovered after a lot of time and effort.

Heres whyhttp://strategicppm.wordpress.com/tag/sydney-opera-house/http://www.arch.ethz.ch/pmeyer/Infos/Pollalis/case_Guggenheim.pdf

Do Masterpieces Require Budget Overruns?The other lesson is that correct choice of metrics is key. The Opera House failed on cost and duration estimates. But its one of a handful of real architectural masterpieces from the last century, and that metric was not on the project plan. .

Planning is a time consuming exercise

Benefits of not planning?The primary benefit of not planning is that failure will then come as a complete surprise rather than being preceded by periods of worry and depression (Kerner, 2009)Failure to planProject Initiation without defined requirementsWild enthusiasm DisillusionmentChaosSearch for the guiltyPunishment of the innocentPromotion of the non participants. (Kerzner, 2009)

Source: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition, Page 39Single Phase Project

Source: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition, Page 42Multi Phase Project

Let the functional managers do their own plans set them goals.Stay flexibleEncourage top management participationTest assumptions behind your forecastsDont focus on the day to dayDont shoot the messengerMove away from just managing the day to day crisis you can easily find yourself in a cycle of fire fighting. Dont shoot the messenger embrace those who dispel the myths or challenge you sometime theyre right, (Kerzner, 2009)39OrganisationalOBSWorkWBSCostBSResource Assignment MatrixRAMProduct PBSBreakdown StructuresOr sorting the project out into some kind of order.Breakdown structures are related to each other. It can be argued that to produce a PBS or WBS will first need some form of team to be developed therefore some form of OBS is required to get the planning process started.The next step is to produce a PBS and this in itself may well identify products that require specialise expertise incorporating into the team hence the OBS will be updated.Once the PBS is completed a WBS will be produced to identify the tasks required to build the products. Again the OBS may well be enhanced as the full skills requirement of the project is identified. As the WBS is produced the CBS can be started and then finalised when the RAM is produced and the staff types and charges known.The refined OBS and the WBS are related to produce a RAM, which then enables a full CBS to be produced.

40Breakdown StructuresSingle most important element in planningDescribes the total projectCosts and budgetsTime and cost performance can be trackedObjectives linked to resourcesSchedules and controls establishedNetworks constructedResponsibilities identifiedWBS Building a houseMake a list of the main activitiesThese are the level 1 activitiesHierarchical Planning Process

42WBS Building a houseContinue to break the tasks downHierarchical Planning Process

43WBS Building a houseContinue to break the tasks down until they are at a level where the tasks are suitably understood and there is no reason to go onWorkpackages are the natural subdivisions of tasks and normally assigned to one person or department, it will be a discrete task. The work packages may be managed by functional managers

44DecomposingNot always possible to entirely decompose a projectMight mean 100s of cost accountsCant always cost at lowest levelMay make networks and schedules very complicated

Project Scheduling Project scheduling is concerned with the techniques that can be employed to manage the activities that need to be undertaken during the development of a project.

Scheduling is carried out in advance of the project commencing and involves: identifying the tasks that need to be carried out; estimating how long they will take; allocating resources (mainly personnel); scheduling when the tasks will occur.

Most common tools for scheduling in practice are Milestone Charts (GANTT Charts) & Network DiagramsSchedulingWhen it comes to scheduling Can any activities overlap?Can activities be carrier out in parallel?Do you need a gap in any activities?MilestonesIdentify any review meetingsOutputs like prototypesTesting schedulesProcurement needsStart High Level

Break it down.

And again

Then you can schedule

GANTT ChartsAGantt chartis a horizontal barchart developed as a production control tool in 1917 by Henry L.Gantt, an American engineer and social scientist.

Create a WBS for writing a dissertation

OBS

The Organizational Breakdown Structure (OBS) should be addressed with the idea that each task in the WBS must be assigned to a committee or person. The OBS will mirror the structure of the WBS.56

RACI Matrix

Network Activity DiagramsAproject networkis agraph(flow chart) depicting the sequence in which a project'sterminal elementsare to be completed by showing terminal elements and their dependencies.

It is always drawn from left to right to reflect project chronology.

Have two popular variants Activity on Node Activity on ArrowActivity on Node

Also known as the Precedence Diagramming Method (PDM)

It is the most popular tool available and in use for Network Diagramming Method

Each box represents each activityRolling Wave Planning TechniqueMostly used in Research & Development ProjectsOn larger project it is unreasonable to develop detailed schedules for the entire life cycle. The later stages will be subject to change.Use of rolling wave planning when the early stages are planned in more detailDevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceDevelop the concept, describe what you want to develop and decide if its worthwhileDevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceIdentify the capabilities that the deliverables must have (size, shape, function)DevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceCreate the product or serviceDevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceTest to see if it does have the required capabilitiesDevelopDesignCreateTestIntegrateValidateClient TestClient AcceptancePut the product or service into the environment it was intended forDevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceEnsure it still works properly!DevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceLet the client test it!DevelopDesignCreateTestIntegrateValidateClient TestClient AcceptanceHand it over to the client.Make sure they know how everything works.