“Expect the best, plan for the worst, and prepare to be surprised.” — Denis Waitley Planning Initiating » Planning » Executing » Monitoring » Closing Resource: 2013 PMI Education Foundation

What you are Managing

REVIEW

● Begin a project ● Identify goals ● Determine resources, constraints, assumptions, and scope ● Determine deliverables ● Determine stakeholders Initiation - DEFINING! These are your goals during the planning phase. REVIEW

● What do you think will happen in the during the planning phase? ● When have you successful finished a quality project? QUESTIONS?

Planning phase is focused on: ● Success Measures ● Schedule ● Resource and Acquisition ● Risk Management ● Monitoring and Controlling Basically you have dug deeper and will revisit the project definition (goal) and maybe redefine the Initiation Phase. This is sometimes referred to as “rolling wave planning” and is considered good project management.

Your goals during the planning stage. ●Review the Initiation (Defining) Phase ●Apply Planning Stage elements to a project. ●Identify success measures ●Plan a project with milestones, activities, resources, and potential risks identified ●Develop a sequenced project schedule Plan the Project

“Moving ahead to execute a project before planning adequately will often mean several rounds of revisions.” PMI Education Foundation

When you realize something cannot be done to meet deadlines you need to take action by: 1. Revising the goals, including the schedule 2. Revise the deliverables to meet goals a different way 3. Gather resources, like more people, an expert… 4. Find other ways to adjust the project’s plan REVISIONS (Review/Monitor)

The better a project is planned, the more likely it is to go smoothly. Taking the time to thoroughly plan usually results in great payoffs in the end. Start by reviewing the goals and deliverables identified during the Defining Stage. KNOW in your mind and heart…

Success Measures

Every project needs a way to decide if certain parts or deliverables were successful! hence SUCCESS MEASURES ● Every deliverable must have them! ● Speak to the quality of work(may be quantitative or qualitative). ● Must be revisited often Indicate Success Measures

“Their job is to ensure that the success measures are aligned with the project’s goals and clearly establish a way to track if the deliverables have met the goals. The success criteria should be revisited throughout the project to ensure that the project is on track to meet the goals.” ● How will you know that your deliverable is leading to meeting your goals? Quality & Risk Manager

Schedule

1. Establish Milestones 2. Define activities 3. List tasks 4. Determine Sequence 5. Estimate time 6. Build, review, and revise schedule SIX STEPS to creating a schedule

Each deliverable has a milestone. Milestones are the critical points in a project’s timeline that help you monitor if your project is remaining on schedule. Completing a deliverable will always be a milestone, but there are often be critical points leading to the deliverable that should also be names as a milestone. Milestones are not written as “to-do” items, instead they are statements of what will have been accomplished, such as “Website has been fully tested” or ”Final versions of book is delivered” 1.For a class garden the milestones for the deliverable planting might be: 1.All purchases complete 2.All soil prepared 3.Everything planted 2.Milestones are the first step in creating a schedule because they establish benchmarks (smaller goals). As you reach or miss these they communicate the 1.Establish Milestones

Define activities 1.Activities are things you need to accomplish in order to meet your milestones, leading to completing the deliverables. Defining activities is important because it is establishing the major work for each deliverable. 1.This phase is often revised as a balance of just enough and not too many activities are needed to be efficient and effective. Define activities

Examples of Methods

REMINDER

● Choose a project card ● determine the Milestones ● and then the relevant Activities in sequential order ● Choose your method and resource ● outline on paper, index cards or computer ● concept map using paper/sticky notes ☞ Reflection – 1.How did you method work for you? What will you do differently? 2.What do you think will happen next? Practice HELPFUL TIPS Milestone – A critical point in the project's schedule that helps to monitor the project and keep it on schedule. Activity – Things that need to be accomplished to meet the milestones. Use brainstorming techniques you learned earlier….

TO-DO list for each activity. They can be “buy fertilizer”, and “plan and make all purchases” would be an activity and be broken down into a Task List. List tasks

Milestones, activities and task are refined. Now you can create a schedule to decide the sequential order. 1.Decide which activities and task are dependent and which are independent. 1.Dependent: One activity or task must be completed before the next one can begin. 2.Independent: The activity or task can be completed at any time and is not related to some other thing being completed. Determine Sequence

It is very hard to predict! Two typical types: Elapsed Time: How long it takes for an activity or task to be completed. Work Time: How long it takes you or others to do the activity or task. Estimate time

Goals are to understand how to identify milestones of deliverables, sequence activities and tasks, how tasks overlap and how to plan for overlaps, and sequential concurrent and elapsed time. Using the basic Gnatt chart in MS Excel: 1.Choose a project to map 1.Can be the one you mapped or a project you are currently working on anywhere in your life Practice

Elapsed Time: How long it takes for an activity or task to be completed. Work Time: How long it takes you or others to do the activity or task. Dependencies: Something that cannot be done until something else is done before it. Sequential order: Following a logical order or sequence Concurrent order: happening at the same time Practice help

Resource and Acquisition

Risk Management

Monitoring and Controlling