Copyright 2015 John Wiley & Sons, Inc. Project Planning Part II

Project Management 6-2

Copyright 2015 John Wiley & Sons, Inc. Project Activity and Risk Planning Chapter 6

Initial Project Coordination and the Project Charter Early meetings are used to decide on participating in the project Used to “flesh out” the nature of the project Outcomes include: – Technical scope – Areas of responsibility – Delivery dates or budgets – Risk management group 6-4

Outside Clients When it is for outside clients, specifications cannot be changed without the client’s permission Client may place budget constraints on the project May be competing against other firms 6-5

Project Charter Elements Purpose Objectives Overview Schedules Resources Stakeholders Risk management plans Evaluation methods 6-6

The Project Plan Addresses: The process for managing change A plan for communicating with and managing stakeholders Specifying the process for setting key characteristics of the project deliverable (technically referred to as configuration management) Establishing the cost baseline for the project and developing a plan to manage project costs Developing a plan for managing the human resources assigned to the project Developing a plan for continuously monitoring and improving project work processes 6-7

The Project Plan Addresses: (cont) Developing guidelines for procuring project materials and resources Defining the project’s scope and establishing practices to manage the project’s scope Developing the Work Breakdown Structure Developing practices to manage the quality of the project deliverables Defining how project requirements will be managed Establishing practices for managing risk Establishing the schedule baseline and developing a plan to manage the project’s schedule 6-8

A Whole-Brain Approach to Project Planning Project managers typically use left side of brain- logical and analytical Should also use right side – creative A whole-brained approach is mind mapping 6-9

Mind Mapping Advantages It is a visual approach that mirrors how human brain records & stores information It helps tap the creative potential of the entire project team – helps increase quantity and quality of ideas Team members find it enjoyable Helps generate enthusiasm Helps obtain buy-in from team members 6-10

The WBS: A Key Element What is to be done When it is to be started and finished Who is going to do it 6-11

The WBS: A Key Element (cont) Some activities must be done sequentially Some activities may be done simultaneously Many things must happen when and how they are supposed to happen Each detail is uncertain and subjected to risk 6-12

Hierarchical Planning Major tasks are listed Each major task is broken down into detail This continues until all the activities to be completed are listed Need to know which activities “depend on” other activities 6-13

The Work Breakdown Structure (WBS) A hierarchical planning process Breaks tasks down into successively finer levels of detail Continues until all meaningful tasks or work packages have been identified These make tracking the work easier Need separate budget/schedule for each task or work package 6-14

A Visual WBS 6-15

Steps to Create a WBS  List the task breakdown in successive levels  Identify data for each work package  Review work package information  Cost the work packages  Schedule the work packages  Continually examine actual resource use  Continually examine schedule 6-16

Human Resources Useful to create a table that shows staff needed to execute WBS tasks One approach is a organizational breakdown structure – Organizational units responsible for each WBS element – Who must approve changes of scope – Who must be notified of progress WBS and OBS may not be identical 6-17

Interface Coordination Through Integration Management Managing a project requires a great deal of coordination Projects typically draw from many parts of the organization as well as outsiders All of these must be coordinated The RACI matrix helps the project manager accomplish this 6-18

The RACI matrix 6-19

Integration Management Coordinating the work and timing of different groups Interface coordination is the process of managing this work across multiple groups Using multidisciplinary teams to plan the project – Requires structure 6-20

Managing Projects by Phases and Phase-Gates Break objectives into shorter term sub- objectives Project life cycle is used for breaking a project up into component phases Focus on specific, short-term output Lots of feedback between disciplines 6-21

Project Risk Management Projects are risky, uncertainty is high Project manager must manage this risk This is called “risk management” Risk varies widely between projects Risk varies widely between organizations Risk management should be built on the results of prior projects Increased interest in risk management 6-22

Risk Management Planning Need to know the risk involved before selecting a project Risk management plan must be carried out before the project can be formally selected At first, focus is on externalities – Track and estimate project survival Project risks take shape during planning Often handled by project office 6-23

Risk Management Planning Types of risks 1. Preventable 2. Strategy 3. External 6-24

Risk Identification Risk is dependent on technology and environmental factors The methods include brainstorming, nominal group techniques, checklists and attribute listing. May also use cause-effect diagrams, flow charts, influence charts, SWOT analysis 6-25

Qualitative Risk Analysis Purpose is to prioritize risks A sense of the impact is also needed Each objective should be scaled and weighted Construct a risk matrix Same approach can be used for opportunities 6-26

International Project Risk Categories Cultural Political Regional Virtual 6-27

Quantitative Risk Analysis More precise than qualitative Typically more accurate Three techniques:  Failure Mode and Effect Analysis  Decision Tree Analysis  Simulation 6-28

Failure Mode and Effect Analysis  List ways a project can fail  Evaluate severity  Estimate likelihood  Estimate the inability to detect  Find the risk priority number (RPN) – (RPN = Severnity  Likehood  Detection)  Consider ways to reduce the S, L, and D for each cause of failure 6-29

A FMEA Example 6-30

Decision Tree Analysis 6-31