Project Management in Practice

Chapter 3: Planning the Project

Chapter 3
Planning the Project

Chapter 3: Planning the Project

Two Extremes
Ready, Fire, Aim Going off half-cocked

Paralysis by Analysis
A deliberate plan violently executed
NOT A violent plan deliberately (and painfully slowly) executed
Chapter 3: Planning the Project 3

THE CONTENTS OF A PROJECT PLAN

Chapter 3: Planning the Project

Elements of Project Master Plan

Overview (p. 56)

brief description of project deliverables milestones expected profitability and competitive impact intended for senior management Objectives detailed description of projects deliverables project mission statement
Chapter 3: Planning the Project 5

Elements of Project Master Plan

continued
General Approach

technical and managerial approaches relationship to other projects deviations from standard practices Contractual Aspects agreements with clients and third parties reporting requirements technical specifications project review dates
Chapter 3: Planning the Project 6

Elements of Project Master Plan

continued
Schedules

outline of all schedules and milestones Resource Requirements estimated project expenses overhead and fixed charges Personnel special skill requirements necessary training legal requirements
Chapter 3: Planning the Project 7

Elements of Project Master Plan

concluded
Evaluation Methods evaluation procedures and standards procedures for monitoring, collecting, and storing data on project performance Potential Problems list of likely potential problems
AND work arounds, or action plans

and other squirrelly stuff

Chapter 3: Planning the Project 8

THE PLANNING PROCESS

Chapter 3: Planning the Project

PMs First Job

Importance
Understand the expectations that the organization has for the project.

Stake holders
Identify who among senior managers has a major interest in the project.

Gotchas
Determine if anything about the project is atypical.
Chapter 3: Planning the Project 10

Developing Invitation List

Senior management
At least one representative

Functional Managers
Managers from functional areas that will contribute to the project.

Technical experts
Only if specialized knowledge is required for understanding of complexity, importance, etc.
Chapter 3: Planning the Project 11

The Launch Meeting

Senior Management
Introduces PM, Cheerleads, Threatens

PM Chairs Meeting
develop general understanding of the functional inputs the project will need may brainstorm the problem whats the danger??? may develop preliminary plan if ?????

Important Results
understand scope and set overall direction Commitment & responsibilities
functional managers understand their responsibilities and commit to developing the initial plan

Chapter 3: Planning the Project

12

Sorting Out the Project

Hierarchical Planning Process projects objectives major activities
needed to achieve objectives (Level 1 Activities)

Delegate
level 1 activities to individuals or functional areas to develop list of Level 2 activities
level 2 activities to individuals or functional areas to develop list of Level 3 activities
Chapter 3: Planning the Project 13

Creating the Project Action Plan

Project activities identified
successively finer detail (by levels).

Resources
Type and quantity of each required resource identified for each activity. Individual or group assigned to perform the work identified for all activities.

Predecessors and durations estimated for each

activity. Milestones identified.

Chapter 3: Planning the Project 14

Using the Project Action Plan

Project Master Schedule created by

combining milestones, durations, and predecessors

used to compare actual and planned performance

Use of Templates????

Chapter 3: Planning the Project

15

THE WORK BREAKDOWN STRUCTURE

Chapter 3: Planning the Project

16

Simple Approach for Creating the WBS

Gather Project Team Provide Team Members with Pad of Sticky-

Notes Team Members Write Down all Tasks They can Think of. Sticky-Notes Placed and Arranged on Wall

Chapter 3: Planning the Project

17

Figure 3-4 A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project

Chapter 3: Planning the Project

18

Figure 3-5 A Linear Responsibility Chart

Chapter 3: Planning the Project

19

MULTIDISCIPLINARY TEAMS -- BALANCING PLEASURE AND PAIN

Chapter 3: Planning the Project

20

Concurrent Engineering
Carrying out steps concurrently rather than

sequentially
also referred to as simultaneous engineering

Key Advantages helps minimize conflict across functional groups reduces project duration
Chapter 3: Planning the Project 21

Interface Coordination -Interface Management

Key challenge facing PM is coordinating

work of different functional groups. One approach is to identify and map the interdependencies between members of the project team.

Chapter 3: Planning the Project

22

Figure 3-6 An Interface Mapping of a Silicon Chip Design Project

Chapter 3: Planning the Project

23

Figure 3-7 A Coordination Structure Model for Project Management

Chapter 3: Planning the Project

24

Advantages of Empowerment
High quality solutions Avoid micromanagement

Team has accountability for part of project

deliverable Synergistic solutions Tool for timely evaluation and feedback

Chapter 3: Planning the Project 25

Comments on Empowerment and Work Teams

Participatory Management
Workers in the decision loop

Success of empowered teams depends

heavily on how team program implemented

Deliberate planning Access to all important information Support from Management Reward & punishment structure
Prizes, public floggings, & self discipline????
Chapter 3: Planning the Project 26