Schedule Oriented Project Planning

© 2009 Project Management Experts, LLC 1

Schedule Oriented Project Planning

Joseph (Joe) D. Launi, PMPPresident & CEO

The Skills…The Knowledge…The Experiencewww.projectmanagementexperts.com


Agenda

Introduction

Project/Product Analysis

Develop Project Management Plan:1. Project Scope Management/Scope Baseline2. Project Schedule Management/Schedule Baseline3. Project Human Resource Plan4. Cost Management Plan/Cost Baseline5. Quality Management Plan6. Procurement Management Plan7. Communications Management Plan8. Risk Management Plan

3

Agenda con’t.

Perform Project Integration and Finalize Project Management Plan

Closing


INTRODUCTION


Planning Goal is to Baseline the Project Management Plan

Scope

HR Chang

e

Mgt.

Time

Cost

Communications

QualityProcurement Risk


Project Management Process Groups

Monitoring &Controlling Process

Executing Processes

Planning Processes

InitiatingProcesses

ClosingProcesses

PlanningProject Management Process Groups


Mapping the Process Areas and the Knowledge Groups

Guide to the Project Management Body of Knowledge Fourth Edition

8.3 Perform Quality Control

8.2 Perform Quality Assurance

8.1 Plan Quality8. Project Quality Mgt.

7.3 Control Costs7.1 Estimate Costs7.2 Determine Budget

7. Project Cost Mgt.

6.6 Control Schedule

6.1 Define Activities6.2 Sequence Act.6.3 Est. Activ. Res.6.4 Est. Activ. Dur.6.5 Develop Sched

6. Project Time Mgt.

5.4 Verify Scope5.5 Control Scope

5.1 Collect Req.5.2 Define Scope5.3 Create WBS

5. Project Scope Mgt.

4.6 Cost Project or Phase

4.4 Monitor & Control Project Work4.5 Perform Integrated Change Control

4.3 Direct & Manage Project Execution

4.2 Develop Project Management Plan

4.1 Develop Project Charter

4. Project Integration Mgt.

Knowledge Areas Initiating Monitoring &

ControllingClosingExecuting

Planning

© 2009 Project Management Experts, LLC8

Mapping the Process Areas and the Knowledge Groups (cont.)

Guide to the Project Management Body of Knowledge Fourth Edition

12.4 Close Procurements

12.3 Administer Procurements

12.2 Conduct Procurements

12.1 Plan Procurements12. Project Procurement Mgt.

11.6 Monitor and Control Risks

11.1 Plan Risk Mgt. 11.2 Identify Risks11.3 Perform Qualitative Risk Anal.11.4 Perform Quantitative Risk Anal.11.5 Plan Risk Resp.

11. Project Risk Mgt.

10.5 Report Performance

10.3 Distribute Information10.4 Manage Stakeholder Expectations

10.2 Plan Communications

10.1 Identify Stakeholders

10. Project Comm.. Mgt.

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

9.1 Develop HR Plan9. Project HR Mgt.

Project Management Process GroupsKnowledge

Areas Initiating Executing Monitoring & Controlling Closing


Develop Project Management Plan

Scope

Cost

Time

Comm.

HR

Quality

Risk

Procurement


Develop WBS and Project Schedule via PMBOK

12.2ConductProcure,

5.2Define Scope

6.1Define

Activities

6.2SequenceActivities

6.3Est.

Act. Res.

7.1Estimate

Costs

7.2Determine

Budget

8.1Plan

Quality

9.2Acquire

Proj. Team

6.5 DevelopSched.

6.4Est. Act.Duration

12.1Plan

Procure.

5.1CollectReq.

5.3CreateWBS

11.2Identify Risks

Develop Project Schedule and WBS via Schedule Oriented Project Planning (SOPP)

1.1CollectRequre.

1.3CreateWBS

1.2DefineScope

2.1Define

Activities

2.2Seq.

Activities

2.3Est.

Act. Res

2.4Est. Act. Durations

2.5Dev.

Sched.

3.1Dev.

HR Plan

WBSComplete

Draft/Final

Schedule

Start

Schedule Oriented Project Planning (SOPP)

6.1Plan

Procure.

1.1Collect

Require.

4.1Est. Costs

4.2Determine

Budget

7.1Plan

Comm.

8.1Plan Risk

Mgt.

8.2Id. Risks

8.3Perform

Qual. RiskAnalysis

8.4Perform

Quan. RiskAnalysis

8.5Plan RiskResponse

1.3CreateWBS

1.2Define Scope

2.1Define

Act.

2.2Seq. Act.

2.3Estimate Act. Res.

2.4Estimate Act. Dur.

2.5Dev. Sch.

5.1Plan

Quality3.1

Dev.HRPlan

WBSComplete

Draft/Final Sch.

Start

DevelopPM Plan



Project Analysis Checklist and Survey (PACS)

Documenting what you know and don’t know about the project and/or product.

(Please give me a business card and I willemail PACS to you)


1. Project Scope Management

1.1Collect

Requirements

1.3CreateWBS

1.2Define Scope

WBSComplete

Start


1. Project Scope Management1.3 Create Work Breakdown Structure

BasementProject

1.0

Planning1.1

Design1.2

Construction1.3

Furnishing1.4

Closure1.5

Scope1.1.1

Schedule1.1.2

Cost1.1.3

• WBS• WBS Dictionary• Scope Baseline• Project Document Updates


2. Project Time Management

2.1Define

Activities


2.3Estimate Activity

Res.

2.4EstimateActivity

Durations

2.5DevelopSchedule

3.1Develop HR Plan

WBSComplete

Draft/Final

Schedule


2. Project Time Management2.1 Define Activities

Planning Work Package(s)

Activity 1:

Activity 2:

Activity 3:

Design Work Package(s)

Activity 1:

Activity 2:

Activity 3:

Construction Work Package(s)

Activity 1:

Activity 2:

Activity 3:

Furnishing Work Package(s)

Activity 1:

Activity 2:

Activity 3:

Closure Work Package(s)

Activity 1:

Activity 2:

Activity 3:

Define Milestones as well


2. Project Time ManagementNetwork Diagram

EndStart

A

G

E

F

D

B C3

1

42

4

53

9

5

8

Critical Path Analysis

Testing

Development


2. Project Time Management2.5 Develop Schedule

• Develop schedule/time management approach• Schedule baseline will be created after the PM

Plan is approved.• Changes to the schedule baseline must be

approved via change control.• Approved schedule changes will be re-baselined

along with cost andscope changes after the change has been approved via change control.

• How actual time will be captured and entered into the PMIS.


2. Project Time Management2.5 Develop Schedule

Information Captured in a Project Schedule

• Level of Effort• Duration• Resources• Start and Finish Dates by Activity and Task• Dependencies• Milestones• Deliverables• Comments• WBS numbers• Etc.


3. Project Human Resource Management

2.1Define

Activities


2.3Estimate Activity

Res.

2.4EstimateActivity

Durations

2.5DevelopSchedule

3.1Develop HR

PlanWBS

Complete


3. Project Human Resource Management3.1 Develop HR Plan

Identify Potential Project Team and Create Project Organization Chart

Bill JonesProject Mgr

Shirley LongDevelopment

Harry TestorTesting

Hugo BerardiQA

Joe TechnicalProgrammer

Karen SmithProgrammer

What are the advantages of developing an organization

chart?


3. Project Human Resource Management3.1 Develop HR Plan

Create Responsibility Assignment Matrix

PERSONACTIVITY

Analysis

Design

Develop

Test

Lou Jim George Karen BillMary Flo

M – Manager; L – Technical Lead, A - Accountable; TM – Team Member

M

M

M

M

L,A

L,A

L,A

L,A

--

--

--

--

TM

TM TM

TM

TMTM

TM TM--

--

--

--

----

----


4. Project Cost Management

4.1Estimate

Costs

4.2Determine

Budget

2.5DevelopSchedule

Draft/Final

Schedule


4. Project Cost Management4.1 Estimate Costs

Approximating monetary resources(1) Attach labor rates(2) Estimate non-labor costs(3) Finalize cost estimateTASKS NON-LABOR

COSTSLABOR COSTS

TOTAL PLANNED

COST1. Planning2. Design3. Construction4. Furnishings5. Closure

TOTAL:



Cost Based Metrics Terminology• Planned Value (PV): Budgeted cost of the work scheduled

• Earned Value (EV): Budgeted amount in the work actually

completed

• Actual Cost (AC): Total cost incurred in accomplishing work

• Estimate to Complete (ETC): Estimated remaining amount

to complete the project

• Estimate at Completion (EAC): Estimated cost of the entire

project including work performed and work to be performed.

• Budget at Completion (BAC): Total budgeted cost of the

project.



$

Time

EV

PV

AC

What Happened? To Implement anEarned Value SystemYou Must:- Baseline- Capture Accurate

Physical % Complete

BAC



Cost Based Metrics Formulas

• Cost Variance (CV): EV – AC• Cost Performance Index (CPI): EV/AC

• Schedule Variance (SV): EV – PV• Schedule Performance Index (SPI): EV/PV

• EAC based on new estimate: New ETC + AC

• EAC based upon atypical variances: AC + BAC-EV

• EAC based in current spending patterns: BAC/CPI


5. Project Quality Management

8.1Plan Risk

Management

8.2IdentifyRisks

2.5DevelopSchedule

5.1Plan

Quality

Draft/Final

Schedule


Develop Quality Management Approach

• Quality baseline will be created after the PM Plan is approved.• Changes to the quality baseline must be approved via change control.• Approved quality changes will be re-baselined along with schedule and

scope changes after the change has been approved via change control.• Actual quality will be captured and entered into the PMIS by ……• The following quality related metrics will be captured: ……• The following are not included in the quality of this project: .…• The following checklists will be used to assure the quality of this project:

……

5. Project Quality Management5.1 Plan Quality


6. Project Procurement Management

6.1Plan

Procurements

8.1Plan Risk

Management

8.2IdentifyRisks

Draft/Final

Schedule

2.5DevelopSchedule


Determine Contract Type

FP FPI CPAF T&M CPIF CPFF

Seller Risk

Buyer Risk

FP: Fixed priceFPI: Fixed price plus incentiveCPAF: Cost plus award feeT&M: Time and materialsCPIF: Cost plus incentive feeCPFF: Cost plus fixed price

6. Project Procurement Management6.1 Plan Procurements


7. Project Communications Management

7.1Plan

Comm.

8.1Plan Risk

Management

8.2IdentifyRisks

Draft/Final

Schedule

2.5DevelopSchedule


7. Project Communications Management7.2 Plan Communications

Document Communication Requirements

Who?

When?Why?

What?


Document Deliverable Distribution Requirements

Deliverable Recipient

Detailed Design Doc. Bill, Henry, Julie

Change Requests CCB, Bill

7. Project Communications Management7.2 Plan Communications


8. Project Risk Management

8.1Plan Risk

Management

8.2IdentifyRisks

8.3Perform

QualitativeRisk Analysis

8.4Perform

QuantitativeRisk Analysis

8.5Plan Risk

Responses

2.5DevelopSchedule

Draft/Final

Schedule


8. Project Risk Management8.1 Plan Risk Management

• Document risk management approach

• New risks will be added to the register throughout the project.

• All risks will be monitored throughout the project.

• Risk owners are responsible for executing the response plan.

• Risks will be discussed at all status meetings.


Identify risks, perform qualitative and quantitative risk analysis, and develop response plan

Risk RegisterProject Name: Project Manager:

Assessment

ID Risk Prob Impact Score Trigger Response Plan Contingency Owner

1

2

8. Project Risk Management8.2-8.5 Perform Risk Assessment & Create Risk Register


Project Integration and Finalization of PM Plan

1. Update WBS with risk response activities

2. Document the project management life cycle

3. Document the integrated change control process

4. Document how the Project ManagementInformation System (PMIS) will be used

5. Develop the final project schedule and highlightthe critical path

6. Finalize the project management plan

INVICTUSWilliam Ernest Henley (1849–1903)

Out of the night that covers meBlack as the Pit from pole to pole,

I thank whatever gods may beFor my unconquerable soul

In the fell clutch of circumstanceI have not winced nor cried aloud

Under the bludgeonings of chanceMy head is bloody, but unbowed

Beyond this place of wrath and tearsLooms but the Horror of the shade,

And yet the menace of the yearsFinds, and shall find me unafraid

It matters not how strait the gait,How charged with punishments the scroll,

I am the master of my fate:I am the captain of my soul.

INVICTUSWilliam Ernest Henley (1849–1903)

Out of the night that covers meBlack as the Pit from pole to pole,

I thank whatever gods may beFor my unconquerable soul

In the fell clutch of circumstanceI have not winced nor cried aloud

Under the bludgeonings of chanceMy head is bloody, but unbowed

Beyond this place of wrath and tearsLooms but the Horror of the shade,

And yet the menace of the yearsFinds, and shall find me unafraid

It matters not how strait the gait,How charged with punishments the scroll,

I am the master of my fate:I am the captain of my soul.

..and I will stop using duct tape


Reference Material

The Project Management Institute’s (PMI’s) A Guide to the Project Management Body of Knowledge (PMBOK) Version 4 was used as the primary reference for the material in this course.


Questions



Joseph (Joe) D. Launi, PMPPresident & CEO

[email protected] Rangers Way SELeesburg, VA 20175Office: 703-777-1689Mobile: 703-362-5774

Thank You

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Schedule Oriented Project Planning

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