principles of planning - eastwood harris project

PRINCIPLES OF PLANNING


©Copyright 2011 by Eastwood Harris Pty Ltd. No part of this publication may be reproduced or used in any form or by any method without the written permission of the author.

This presentation was developed by Eastwood Harris Pty and Core Consulting Group Pty Ltd. This presentation contains copyright material from other publications created by Eastwood Harris Pty Ltd andpresentation contains copyright material from other publications created by Eastwood Harris Pty Ltd and Core Consulting Group Pty Ltd.

For further information please contact:Paul E HarrisDirector, Eastwood Harris Pty LtdP.O. Box 4032Doncaster Heights, Vic 3109 AustraliaPhone: [+613 or 03] 9846-7700Mobile: [+613 or 0] 411-187701[ ]Fax: [+613 or 03] 9846-7900Email: [email protected]: www.eh.com.au

Martin VaughanDirector, Core Consulting Group Pty LtdL9, 60 Collins StMelbourne, Vic 3000 AustraliaPhone: [+613 or 03] 9654-9955M bil [ 613 0] 417 332615

Your notes:

Mobile: [+613 or 0] 417-332615Fax: [+613 or 03] 9663-6896Email: [email protected]: www.coreconsulting.com.au

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______2

PRINCIPLES OF PLANNINGFOR IT PROJECTS

The instructor will outline:

Building – the emergency evacuation procedures for the building, toilets etc.

Timings the course timetableTimings – the course timetable.

Exercises – exercise sheets and worked solutions are provided

Meals – catering arrangements

Mobile Phones – please turn your mobile phones off or switch to silent.

Conduct of course – This course is lead by your instructor and is based on a Power Point presentation There are group exercises that you will be asked to conduct in groups topresentation. There are group exercises that you will be asked to conduct in groups to practise the skills demonstrated in this course.

Introductions – After the instructor has introduced himself/herself you will be asked to:

Introduce your self

Your position and projects you are currently working on

Y i i j t l i h d li d t l

Your notes:

Your experience in project planning, scheduling and control.

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______3


Lets get started, Part 1 considers the context behind projects and planning, where they come from and why bother planning ?

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______4


This course addresses the fundamental skills and knowledge needed before participants start using scheduling software. It provides the pre-requisite knowledge often overlooked by “how to” software courses. It introduces planning in the broader context of Project Management.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______5


Organisations often have senior managers get together in a formal setting to oversee and govern existing projects as well as approve and prioritise new projects. Often called a Steering Committee, at the Enterprise or Divisional levels, these groups provide overall Governance of projects.

Note that individual projects also have a Steering Committee (aka Project Board) but these are somewhat different, since their focus is only on one project in isolation. The Divisional Steering Committee reviews a portfolio of projects. In some situations there may be a Program Steering Committee (aka Program Board) which reviews a number of aligned projects. A Program is made up of a number of aligned sub projects with the objective to deliver a strategic outcome.

For more information on Program Management, refer to the OGC’s “Managing Successful Programs” guide Refer www ogc gov ukPrograms guide. Refer www.ogc.gov.uk

Note that many organisations have separate processes for approving Business Cases and for getting Capital or Operational funding.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______6


Suffice to say there are plenty of research and case studies looking at why IT projects fail. The Standish Group CHAOS study is one of the more famous ones, it gets updated every two years and is well worth a read.

Refer www.standishgroup.com

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______21


Choose either from your own business or famous projects reported in the media.

Chatham House rules (whatever is said here stays here) apply.

Take around 10mins.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______22


Part 2 considers how you go about planning a project, using the “jigsaw model”, a model which has worked well for us.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______23


Contracts/standards will often dictate:1. The tool – e.g. MS Project, Primavera, Open Plan2. Structure/WBS3. Key Milestones for reporting4. Field use5. Format and frequency of reports6. Scheduling and updating techniques.

Consider also other requirements, particularly integration with other systems and tools

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______24


Conceptually a deliverable is a “thing” which we can deliver to someone.

End DeliverablesThese are usually identified by studying the Project mandate/charter. Implicit in the end deliverable is often Business change components such as training, operating manuals and procedures required by the users.

Intermediate Deliverables These deliverables are usually identified in the methodology, typically covering requirements, design, testing plus all temporary facilities such as co-located offices, test facilities etc.

Project Management DeliverablesProject Management DeliverablesThese are used to manage the project. They include contract documents, the plans, estimates, quality plans, status reports etc.

External dependency Deliverables, from other projects or customers, which are required in order to deliver the project.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______38


There are standards for developing Work Breakdown Structures such as those used by the Project Management Institute (PMI).

Refer www.pmi.org

Products or Deliverables are things or tangible artefacts.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______39


There is no right or wrong answer to which WBS is best, it mostly comes down to what is needed and what is effective. The WBS needs to go down to a level that has a single level ofand what is effective. The WBS needs to go down to a level that has a single level of accountability and defines the product or deliverable. There is no need to get too detailed at this stage, just go down to single levels of accountability that provide sufficient management control.

Level 1 of the WBS is the Project, level 2 is often the Phase, level 3 the Deliverable.

It is recommended that the approach to delivering the project (eg build or buy) needs to be agreed to prior to finalising the WBS.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______40


Microsoft Project is primarily structured using the Outline (Summary) structure. Primavera, Open Plan and other tools use coding systems assigned to tasks then use grouping functions to provide structure. Several versions ago Microsoft Project incorporated Grouping functionality to provide an alternative approach to structure based on codes.

This example shows identical data but grouped two different ways, one by product, the other by phase.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______41


Typically difficult areas of responsibility on IT projects include:• Systems Integration (ensuring whole of system works)• Interfaces• Data cleansing• User Acceptance Testing• Deployment• System support during project.

Your notes:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______42

principles of planning - eastwood harris project

Documents