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Planning – How to Succeed
Hints and Tips from Real Life Experience.
January 2013
Guy Hindley
With grateful thanks and acknowledgements to all those colleagues I have worked with, both within BAE Systems, the APM SIGS & Branches, Planning Planet and Guild, and elsewhere who have shown me the light, highlighted alternatives or just challenged the status quo and way of doing things – thank you.
Planning – the bed rock of Project Management
Version J
Agenda
• Some Initial Thoughts• Why Bother• Planning – How is it Done?• Integrated Planning – Project Control• What is this Planning thing really about• It’s all about Dates isn’t it?• So what is Planning really about?• Planning Structure• Understand the Industry• Requirements• Assumptions• Basic Understanding• Delivery Responsibility• Let’s Get Started• A few shouldn’ts• Planning – Status• Who Owns the Plan?• Think Laterally• Keep the Faith• Belief and Passion• Any Questions.
Health Warning – Examples used are from historical work – not the current situation
– All views expressed are my own personal opinion.
Some Initial Thoughts:
“Planning is an unnatural process. It is much more satisfying to do something, and the nicest thing about not planning is that failure comes as a complete surprise rather than being preceded by a long period of worry and depression”
…John Harvey-Jones.
A plan should be treated like a map - It is showing the way, so don’t concentrate on what has gone,Focus on the future and how to get there!
“Use project management software as a tool – Not as a substitute for effective planning or interpersonal skills.”
…Harold Kerzner.
“There is no doubt that there is a definite correlation between inadequate project planning, ….. at the outset and subsequent project failure.” …. Richard Trim
Why bother?
Source: Gartner Group Report on major corporate systems investments.
are behind schedule or over budget
abandoned before project completion28%
46%
Planning – How is it done?
Unfortunately it’s not magic
The Project Sponsor
It’s a dynamic event that evolves over time
Surely it’s magic?
Integrated Planning – Project Control
Stakeholder(s)
Commercial
Procurement
Finance
Personnel & HR
Customer(s)
Quality
Business Case
Health & Safety
Phase Review Contract ReviewRequest for Bid
Approval Review
Marketing & SalesLegalFile: gh-pmdrawing.vsdAuthor: GNH /KS 12.04.2006
Project Management
Project ControlStakeholder(s)
Commercial
Procurement
Finance
Personnel & HR
Customer(s)
Quality
Business Case
Health & Safety
Phase Review Contract ReviewRequest for Bid
Approval Review
Marketing & SalesLegalFile: gh-pmdrawing.vsdAuthor: GNH /KS 12.04.2006
Project Management
Project Control
UNCLASSIFIED
Project XYZ
EARNED VALUE
£ Budget
Milestone
Spend
Aircraft A
SPECIFICATION
RISK MGMT
Outline
Draft
Approval
Risk Identification
Risk Assessment
Risk Modelling
Design
Build
Test
Hrs
£
£
£
EARNED VALUE ANALYSIS
QUANTITATIVE RISKMODELLING
PLANNING NETWORK SCHEDULE
SOR/SOW DATABASE
REPORTS
BUDGETS(£, MHRS etc)
PROJECT MANAGEMENT ESTIMATE
GFF/GFE
Demonstration
Clari Requests
Revisions
Task Definition
Review WBSD
Revise WBSD
WBS
XYZ
YTH
Period
1 2 3 4 5Hrs £ Hrs £ Hrs £ Hrs £
MoD Dependencies
Milestone 1 23/12/98
Milestone 2 31/01/99
Milestone 3 30/02/99
Milestone 4 28/03/99
Milestone 5 29/04/99
Milestone 6 30/05/99
Payment Milestones
Milestone 1 23/12/98
Milestone 2 31/01/99
Milestone 3 30/02/99
Milestone 4 28/03/99
Milestone 5 29/04/99
Milestone 6 30/05/99
Deliverables
A Model Equip 23/12/98
B Model Equip 04/02/99
CDRL XYZ 30/05/99
Prodn Equip 15/11/99
Support Equip 15/11/99
Tech Pubs 15/11/99
Spares 15/06/00
FinanceSystem
Project XYZ
Risk Mitigation Plan
Issue
Owner
Date
Authorised
Raised By
Cost
Programme
Probability
WBS
Risk Description
Risk Identifier
1.6.4.3
Aircraft Performance
Performance
The risk will impact performance
due to the shortfall expected
if the testing fails
Delays of up to 6 months could result
due to the re-testing required
Cost impact due to the need to
maintain personnel over a longer
time period.
RISK DATABASERisk Mitigation Plan
‚
CBS
Project XYZ
Support Mgt/FinanceAircraft
WBS
OBS
Issue
Task Manager
Date Authorised
IPT
Deliverables
Dependencies
Detailed Task Breakdown
WBS Element Objective
WBS Element Title
WBS Number
• Outline• Design• Build• Test• Deliver
Aircraft Tasks
Aircraft
WBS Dictionary 1.7.1
Integrated Planning - a logical sequence
RESOURCES
CUSTOMER REQ’TSBUSINESS/
INTERNAL REQ’TS
Key:
2x OBS structures recognising:
- Internal structure
- Sub-contractor structure
‚ NO fixed Milestones:
- Network-driven milestones
Shows alternative route
START PROCESS
CO
NT
INU
E P
RO
CE
SS
(I T
ER
AT
I VE
)
What is this Planning thing really all about?
ToolsetsProcesses
People
It’s all about Dates isn’t it?
ProactiveA Good Communicator
LogicalA Natural Curiosity
Rapport
PatienceFacilitator
An Eye for detailSeeing the big picture
Determined, but not stubbornStructured – seeking order
Clarity of thought
BUT - Dates are the Outcome of Good Planning
It’s not about Dates though.
Thirst for understandingHonesty
So Really what is Planning about?
Build a Rapport.
Establish strong personal connections
Establish & Find Common ground – it may not even be work related. Interests, hobbies, schools, college, university, holidays.
Focus on understanding predecessors
Others will define your successors – if they need them.
Empathy
Engagement
Communication
Planning - Structure
How do you eat an elephant? In Chunks
Planning - Structure
Build a WBS.
Project
Phase 3
Subproject 4
Phase 2
Deliverable 5
Phase 1
Deliverable 2.2
Deliverable 2.3
Deliverable 2.1
Deliverable 2.2.1
Deliverable 2.2.3
Subproject 2.2.2
Work Package 2.2.3.1
Work Package 2.2.3.2
Work Package 2.2.2.1.1
Work Package 2.2.2.2.2
Deliverable 5.2
Deliverable 5.1
Deliverable 5.2.2
Deliverable 5.2.1
Work Package 5.2.2.1
Work Package 5.2.2.2
Work Package 5.2.2.3
Deliverable 2.2.2.1
Sample Work Breakdown dictionary: WBS Number:
Work Breakdown Element Title:
Work Breakdown Element Description:
Constituent Tasks:
Dependencies:
Key Deliverables:
Assumptions:
WBE Manager:
Issue: Date: Authorised:
Clarity of the Work content
Understand the Industry
System Life Cycle – Design & Development V Model
Verification
UnitIntegration &
Testing
Validation
System Integration &
Testing
Verification
Validation
Verification
UnitDesign
UserRequirements
System Design
SystemRequirements
Component Testing
Build
Component Design
Verification
Cost and schedule estimation and risk management processes inconsistently aligned with systems engineering processes. DOD 2006
Understand and get behind the real need.
What did the Customer really want?
Requirements
Specify your requirements clearly: “a bed for the night”
is met by this offering, but did you really mean at this standard?
What do we mean? How is it understood?Where does your audience come from?
PCB?Establish a common understanding
Planning Assumptions
Are we all on the
same hymn sheet?
Which Carol?
Which tune?
Which words?
Different Assumptions can lead to different solutions.
Basic Understanding.
The Real world is full of many interactions.
Have a desire to understand how things fit and work together
Understand the differences between want and need
Get out there. Understand what makes things tick.
All work should have a purpose. It should meet a need.
Delivery Responsibility
Understand the delivery responsibilities
P la nn ingM a na g er
R is kM a na g er
P ro je ctM a na g er
C h ie fM e cha n ica l E ng
C h ie fS ys te m s E ng
E n g in e eringM a na g er
L S AM a na g er
L C CM a na g er
ILSM a na g er
C o n tra c tsM a na g er
E s tim a tingM a na g er
C o m m e rc ia lM a na g er
P ro je ctD ire c to r
Understand who actually delivers the work
Ensure all work – WBS is covered by the organisation – OBS.
CA
CA
CA
OrganisationBreakdownStructure(OBS)
£
LABOUR
MATERIALS
OTHER DIRECT COSTS
CA Work BreakdownStructure(WBS)
RAM
CA = Control Account
RAM = ResponsibilityAssignment Matrix
Build a Responsibility Assignment Matrix - RAM
What do you Require?
What do you Require on Your Project?
Let’s Get started
Tip 1.
Tip 2. Tip 3.
Tip 4.
Tip 5.
Enquiring mind - a systematic or is it a systems approach?
All joined Up
In a Good network everything links together
Logic – what is it?
* Don’t be a Plonker!
Finish to Start:
A B
Start to Start:
SS
A
B
Start to Finish:
SF
A
B
Finish to Finish:
FF
A
B
Only a Really Special type of
person uses this relationship
Basic Understanding.
Identify the critical path.
Task 110 days
Task 210 days
Task 310 days
Task 610 days
Task 410 days
Innate knowledge of critical path - have a “gut” feel. 100 % accuracy not necessarily required.
As we Aspire to
Integration drives accurate reporting and informed decision making.
A few shouldn'ts
You want
it When?
NegativeFloat
Negative Float: Don’t have Negative Float. It only indicates that the plan is flawed and unattainable
A few more shouldn'ts
Negative delays – don’t have. It only indicates you have not understood the real logic and planned at the correct level of detail.
Linking to Summary tasks to real activities is also a “No-No”.
No Dangles - Every activity has a Predecessor and Successor
Unless a start point or a delivery milestone. Joined Up Logic please!
Planning - Status
No Surprises. Be Forewarned. Plan Ahead. Be Prepared
Planning Status
What does this schedule tell you about the health of the Project?Same schedule. One version is base-lined, one is not.
ID Task Name
0 Resource Exercise1 New Facilty Brief Issued
2 Facility Phase
3 Outline Design
4 Board Approval
5 Detailed Design
6 Gain Planning Permission
7 Planning Permission Issued
8 Prepare tender documentation
9 Tenders Issued
10 Vendors Prepare Tender Responses
11 Assess Tenders
12 Contract Issued
13 Enabling Works
14 Completion of Final design
15 Foundations for building
16 Piling for Machinery
17 Piling for building
18 Piles prepared for Machine installation
19 Erect Structural steelwork
20 Instal crane gantries
21 Instal Roof
22 Instal overhead crane
23 Erect cladding and Insulation
24 Plumbing serives
25 Electrical services for machinery
26 Electrical services
27 Power On
02/05
26/06
10/07
07/08
29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09 07/10April May June July August September October
ID Task Name Duration
0 Resource Exercise 170 days1 New Facilty Brief Issued 0 days
2 Facility Phase 170 days
3 Outline Design 10 days
4 Board Approval 10 days
5 Detailed Design 10 days
6 Gain Planning Permission 10 days
7 Planning Permission Issued 0 days
8 Prepare tender documentation 10 days
9 Tenders Issued 0 days
10 Vendors Prepare Tender Responses 14 edays
11 Assess Tenders 10 days
12 Contract Issued 0 days
13 Enabling Works 10 days
14 Completion of Final design 10 days
15 Foundations for building 10 days
16 Piling for Machinery 10 days
17 Piling for building 10 days
18 Piles prepared for Machine installation 10 days
19 Erect Structural steelwork 10 days
20 Instal crane gantries 10 days
21 Instal Roof 10 days
22 Instal overhead crane 10 days
23 Erect cladding and Insulation 10 days
24 Plumbing serives 10 days
25 Electrical services for machinery 10 days
26 Electrical services 10 days
27 Power On 10 days
28 Commission Faciilty 10 days
29 Facilty available for use 0 days
13%
02/05
13%
100%
50%
0%
26/06
100%
10/07
0%
07/08
0%
0%
0%
0%
0%
25/12
29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09April May June July August September
Issues:
• Where is Timenow? (Status Date)
• Activities in the past not complete?
• Activities in the future complete?
• Activities completed “out of Sequence”?
Planning Status
Status MUST ALWAYS be up to the Timenow Line (Status Date)
What does this view of the barchart tell us about the state of the Schedule?
ID Task Name
0 Resource Exercise1 New Facilty Brief Issued
2 Facility Phase
3 Outline Design
4 Board Approval
5 Detailed Design
6 Gain Planning Permission
7 Planning Permission Issued
8 Prepare tender documentation
9 Tenders Issued
10 Vendors Prepare Tender Responses
11 Assess Tenders
12 Contract Issued
13 Enabling Works
14 Completion of Final design
15 Foundations for building
16 Piling for Machinery
17 Piling for building
18 Piles prepared for Machine installation
19 Erect Structural steelwork
20 Instal crane gantries
21 Instal Roof
22 Instal overhead crane
31/07
24/08
31/07
24/08
29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09 07/10 14/10April May June July August September October
Planning Status
Status MUST ALWAYS be up to the Timenow Line (Status Date)
What does this view of the barchart tell us about the state of the Schedule?
Great benefits when you compare with the baseline.
ID Task Name Duration
0 Resource Exercise 182.5 days1 New Facilty Brief Issued 0 days
2 Facility Phase 182.5 days
3 Outline Design 10 days
4 Board Approval 10 days
5 Detailed Design 10 days
6 Gain Planning Permission 10 days
7 Planning Permission Issued 0 days
8 Prepare tender documentation 10 days
9 Tenders Issued 0 days
10 Vendors Prepare Tender Responses 14 edays
11 Assess Tenders 10 days
12 Contract Issued 0 days
13 Enabling Works 10 days
14 Completion of Final design 10 days
15 Foundations for building 10 days
16 Piling for Machinery 10 days
17 Piling for building 10 days
18 Piles prepared for Machine installation 10 days
19 Erect Structural steelwork 10 days
20 Instal crane gantries 10 days
21 Instal Roof 10 days
13%
31/07
13%
100%
24/08
100%
31/07
0%
24/08
0%
0%
0%
29/04 06/05 13/05 20/05 27/05 03/06 10/06 17/06 24/06 01/07 08/07 15/07 22/07 29/07 05/08 12/08 19/08 26/08 02/09 09/09 16/09 23/09 30/09April May June July August September
Status MUST ALWAYS be up to the Timenow line
Who Owns the Plan?
Build the “team’s” plan.
The team will endeavour to deliver “their” plan, not “your” plan.
Build “Our Plan”.
Planning – Reasoning and Logic.
Never Argue with an Idiot
Bystanders may have trouble working out who is who!You don’t want to ruin your reputation.The idiot will want to enhance theirs.
• The smallest details count.• The details need to be correct. • The logic needs to be complete - no gaps in the logic.• Is there one part of the project / programme that is problematical?• Be prepared to Analyse the next level down. It may provide a different story
The “Devils” in the detail
People – Yes involve them.
Real Planners Talk to Real People
Lateral Thinking
Look for similar things from the past.Lessons learnt or lessons applied.
Think –
“that’s good how can I apply it at work?”
Consider it from different perspectives
Colleagues in other industries
Look at things from all angles
Assignments in
other industries
Probabilistic/ SRA Model
SRA Results/ Confidence Levels At 20/50/80% for key milestones
Deterministic ModelDefine uncertainty ranges
Import Activities & 3 Point Durations
Import Risk Log SRA Model RunResults Generated
Define Threats & OpportunitiesRisks Captured,
Integrated Planning – the Ultimate Aim?
Results studiedand analysed.Data used to informand amend and DELIVER
Involve PeopleTalk to People
ID LastModified in
Version
PAN Task Name
80 4.1j GFF - Facility Modifications complete and available from Customer81 5.1m 70 SSF (STU & SSU)82 5.1m 70 ANDOC83 70 NDOC84 70 LFOC85 70 AOC (E)86 70 AOC (NW)87 70 AOC (N)88 70 AOC (S)89 70 SAOC (J)90 70 SAOC (N)91 70 SAOC (S)92 4.1j GFF - Vehicles available in BAE SYSTEMS' vendor facility93 6.3cv1.1 Batch 1 - 6 x ACTROS94 6.2ev1 Batch 2 - 10 x ACTROS95 6.2ev1 Batch 3a - 7 of 19 x HMMWV (New)96 6.2ev1 Batch 3b - 12 of 19 x HMMWV (Existing Fleet)97 4.1j Installation98 6.1c 70 Procurement99 6.3cv1.1 81,98,124 Install SSF (STU & SSU) 100 6.3cv1.1 82,124 Install ANDOC 101 83 Install NDOC102 84,99FF+52 days Install LFOC103 85,101FF+60 days Install AOC (E)104 86,102FF+47 days Install AOC (NW) 105 87,103FF+47 days Install AOC (N) 106 88,104FF+45 days Install AOC (S) 107 89,105FF+45 days Install SAOC (J) 108 90,106FF+35 days Install SAOC (N) 109 91,107FF+35 days Install SAOC (S) 110 Acceptance111 6.2k Vendor FATs
112 6.2n 39,51 "Internal" FAT - SELEX113 6.2n 51 "Internal" FAT - LMIS&GS Build 3114 6.2n 70 Customer Witnessed FAT's (LMIS&GS Builds 2 & 3 and SELEX)
NDOC
Batch 1 - 6 x ACTROS
Batch 2 - 10 x ACTROS
Batch 3a - 7 of 19 x HMMWV (New)
Batch 3b - 12 of 19 x HMMWV (Existing Fleet)
Install NDOC
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3Y4 Y5 Y6 Y7
Think Laterally - Get Engagement – Consider Your Audience
Productions Target DeliveryContract Delivery Date (90%) ICE Optimistic Output ICE Realistic Output ICE Pessimistic Output
1st2nd3rd4th5th6th7th8th
9th
Mar May Jul Sep Nov Jul2008 2011
Mar May Jan Mar May Jul Sep Nov2009
Jan Mar May Jul Sep Nov2010
Jan Mar May Jul Sep Nov Jan2012
Nov07
Jan
Productions Target DeliveryContract Delivery Date (90%) ICE Optimistic Output ICE Realistic Output ICE Pessimistic Output
1st2nd3rd4th5th6th7th8th
9th
Mar May Jul Sep Nov Jul2008 2011
Mar May Jan Mar May Jul Sep Nov2009
Jan Mar May Jul Sep Nov2010
Jan Mar May Jul Sep Nov Jan2012
Nov07
Jan
Plus many more options…..Including tabular
Tailor to meet your audiences needs. Remember you may have multiple audiences
Attitudes of Mind:
Risk number 103…. “Just make the end date equal July“
Is this really a risk, or just confirmation that we are planning to fail?
Keep the Faith
• Join the other Planners of the world.
• Take time to attend professional body events
• Swop stories and experiences
• Have that interest in your discipline.
• It might be sad but invest your own time and energies to take your skills in your favoured discipline forward. Yes – undertake Professional Development.
• Don’t be afraid to lead………..however just be aware others may plagiarize your work. When you find out
just take it as a complement! Just remember you were leading.
• Maybe true planners are altruistic in nature?
• Knowledge has a half live of 7 years – continual need for CPD.
Belief and Passion
• Always believe in the power of the GOOD sound robust planning.
• Trust yourself.
• When senior managers state that the business does not need high calibre planning or risk analysis continue to believe – keep the faith…
• The business may not Want, but it most certainly NEEDS those skills and traits.
• “Planning is still not seen as a core capability” Human Systems, 2012.
Don’t miss the train
Be Realistic in your AspirationsImpossible Dates: Don’t Demoralise the teamDon’t Fail the CustomersDon’t Fail YourselfDon’t Plan to Fail
So why do we do it? And do it again?And Keep doing it again?
Stupid Eh?
It’s just like a performance. We all have a part to play.All parts must fit together as a coherent whole.
Remember, Remember….It’s all Teamwork
Conclusion
• Planning is about scope, structure, purpose, objectives• Planning is about integration to achieve deliverables• Planning is about the identification and management of
interdependencies• Planning is about clarity of organisation and organisational
responsibility• Planning is about getting agreement with all stakeholders• Planning is forward looking/ pre-emptive• Planning is done for the overall business benefit it can generate• Dates are one of the resultant outcomes of good planning• Planning is all about Effective Communication
• Real Planning is not about Dates
Don’t Forget your own Perception & Prejudices.
Which presenter would you have turned up to listen to?
• Involve all relevant sources of information• Put you own personal prejudices to one side• Involve All, Value All, Thank All.
Recommendations on Recommendations on LinkedinLinkedin appreciated if you have found this presentation beneficial – thank you appreciated if you have found this presentation beneficial – thank you
Planning
ANY QUESTIONS?
Further Information.
From the Planning, Monitoring and Control SIG:
One Final Thought
Planning is there to add Value and bring Benefit.