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IS 455 Project Management – How to Plan a TPM Project
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Simulation Powered Learning Mentor Program
Agenda: Calendar/ Canvas Quizzes – each week you should be taking one Simulation Powered Learning Mentor Program Status Reports - weekly How to Plan a TPM Project Introduction Copyright Tom Sulzer © 2019
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Effective Project Management: Traditional, Agile, Extreme
Managing Complexity in the Face of Uncertainty Ch05: How to Plan a TPM Project Presented by Tom Sulzer Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Summary of Chapter 5 Using tools, templates, and processes to plan a TPM project The importance of planning Using application software packages to plan projects Planning & conducting the Joint Project Planning Session (JPPS) Building the Work Breakdown Structure (WBS) Estimating task duration Estimating resource requirements Estimating cost Constructing the project network diagram Writing an effective project proposal Gaining approval to launch the project Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The Pain Curve Good Planning Poor Pain Time 18-36% Figure 05-01 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The Importance of Planning Planning Reduces Uncertainty Planning Increases Understanding Planning Improves Efficiency Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Using Software Packages to Plan a Project Yes Very large projects Distributed teams Extensive use of vendors and contractors No Small projects Short duration project increments Adds too much non-value-added work Frequent scope and requirements changes Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Project Planning Tools Sticky notes (assorted colors) Marking pens (assorted colors) Plenty of whiteboard space Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Uses for Sticky Notes Task ID Unique task name Task duration Task labor Resource requirements Task manager ES, EF, LS, and LF (calculated values) Critical Path (calculated) Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Uses for Marking Pens Define dependency relationships Identify the critical path Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Uses for the Whiteboard Project Overview Statement Work Breakdown Structure Dependency Diagram Initial Project Schedule Final Project Schedule Resource Schedule Issues Log Updated Project Schedule Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
How Much Time Should Planning Take? Very small projects < ½ day Small projects < 1 day Medium projects days Large projects days Very large projects ??? Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The JPPS Meeting Components Attendees Facilities Equipment Agenda Deliverables Project Proposal Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The JPPS Attendees Facilitator Project manager Another project manager JPP consultant Technographer Core project team Client representative Resource managers Project champion Functional managers Process owner Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The JPPS Facilities & Equipment Facilities Comfortable Away from interruptions (off-site or on-site) Break-out rooms? Equipment Break-out group work areas (table, chairs, flip charts) Whiteboards Projection equipment Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The Complete JPPS Agenda Session #1 Negotiate the COS Build the RBS Session #2 Write the POS Session #3 Part 1: Kick-off Part 2: Working session Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Who’s Involved in the Planning Process? Session #1 Project Manager Client Session #2 Project Manager Project Team (known members) Session #3 Project Manager Entire Project Team Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The JPPS Agenda – Session #3 Planning Kick-off Introduction of Sponsor Sponsor overview of the project and its importance to the company/division/department Introduction of the client co-project manager Introduction of the IT co-project manager Introduction of the core project team Introduction of the planning facilitation team (facilitator and technographer) Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
JPPS Agenda – Session #3 Working session Validation & prioritization of requirements Overview of the project planning approach to be taken Generation and validation of the WBS Estimate duration, labor and resource requirements Creation of the dependency diagram Discuss critical path and project completion date Analysis and schedule compression as needed Identification of project risks and mitigation plans Planning team consensus on project plan contents Adjournment Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Planning Session Activities Review the POS for clarity Create Work Breakdown Structure Estimate task duration and resource needs Construct project network diagram Determine critical path Revise and approve project schedule Finalize resource schedule Gain consensus on the project plan Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The Role of the Client in the JPPS The client or their representative must be present. Validation of requirements and POS Prioritizing requirements (MoSCoW) Generating and validating the WBS Commitment of resources from the client Agreement on the project plan Client must own the project plan Meaningful involvement by the client Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Definition of the WBS The Work Breakdown Structure (WBS) is a hierarchical description of all of the work that must be done to meet the needs of the client. Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The RBS Figure 05-02 Each activity is a further decomposition of the WBS. Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Hierarchical visualization of the WBS Figure 05-03 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Uses for the WBS? Thought process tool Architectural design tool Planning tool Project status reporting tool Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Generating the WBS Converting the RBS to the WBS (Figure 5.2) Team Approach Subteam Approach Top-Down Approach Bottom-Up Approach Which is best? When? Why? Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
WBS Completion Criteria Status and completion are measurable The activity is bounded The activity has a deliverable Time and cost are easily estimated Activity duration is within acceptable limits Work assignments are independent Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
WBS Completion Criteria – The 7th criterion The client didn’t participate in building the WBS like you expected. You have an uncomfortable feeling Scope change is likely to be a big part of the project Choose a PMLC model that accommodates frequent change Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
WBS Completion Criteria – Exceptions Stopping Before Completion Criteria Are Met Decomposing Beyond Completion of the Criteria Short duration projects High risk activities Large duration variance Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
RBS is a subset of the WBS Project goal and solution Requirement 1 Function 1.1 Feature n.3.1 Sub-function 1.2.3 Requirement n 1.2 1.3 n.1 n.2 n.3 1.2.2 1.2.1 n.3.2 n.3.3 n.3.4 Activity Task n.3.4.1 n n.3.4.2 n.3.4.3 n n RBS WBS Figure 05-04 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Approaches to Building the WBS Noun-type Approaches Physical components Functional components Verb-type Approaches Design-build-test-implement Objectives Organizational approaches Geographic Departmental Business process Which is best? When? Why? Copyright Tom Sulzer © 2019
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Hypothetical exercise …
Your problem is to build your dream home. Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Graphical WBS for a House HOUSE SITE FOUNDATION FRAMING WALLS ROOFING UTILITIES LANDSCAPING FINISH WORK Layout Grade Excavate Erect Forms Pour Concrete Remove forms Install Sheathing Lay Shingles Hang Sheetrock Tape & Bed ELECT. GAS WATER Do Rough-in Work Get Building Inspect. Finish Cabinets Appliances Furnace Carpet Paint Walls & Molding Wallpaper Tile FLOOR JOISTS SUB- STUD FRAME ROOF 1st Floor 2nd Figure 05-05 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Indented Outline WBS for a House 1. SITE PREPARATION 1.1. Layout 1.2. Grading 1.3. Excavation 2. FOUNDATION 2.1. Erect Forms 2.2. Pour Concrete 2.3. Remove Forms 3. FRAMING 3.1. Floor Joists 3.1.1. Install first floor joists 3.1.2. Install second floor joists 3.2. Sub-flooring 3.2.1. Install first floor sub-flooring 3.2.2. Install second floor sub-flooring 3.3. Stud Walls 3.3.1. Erect first floor stud walls 3.3.2. Erect second floor stud walls 3.4. Frame the roof Figure 05-06 Copyright Tom Sulzer © 2019
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Hypothetical exercise …
Does it look like this… Copyright Tom Sulzer © 2019
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Or, does it look like this …
Copyright Tom Sulzer © 2019
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Copyright Tom Sulzer © 2019
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Hypothetical exercise …
Depending on which home you are building, you are probably going to have the same tasks, but to varying degree how they are carried out. Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
WBS for a Waterfall SDM SYSTEMS DEVELOPMENT PROJECT Implementation Definition Design State objectives Define requirements Choose SDM Get approval Functional Technical Programming Installation Operation Source code JCL Documentation Testing Training Cut-over Operate system Review Audit Clarify request Establish objectives Identify key issues Obtain current doc. Define new reqmts Identify interfaces Design I/O Confirm specs Define pgm specs Prepare system flow Convert data Build integration test plan Construct code Conduct unit test Construct JCL Conduct system test Finalize test plan Create test data Conduct test Conduct operations training Conduct user training Finalize plan Cut-over to production Establish plan Review performance Complete financial analysis Analyze risks Spec audits/controls Figure 05-07 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Using WBS Templates Saves planning time Builds on prior experience Standardizes the planning and management of projects using the templates Provides a structure for collecting and using estimated/actual duration and cost data Focuses process quality improvement efforts Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Typical Recurring Projects Update an application with new functionality Distribute a new release of a software package Install a network in a field office Update training materials Develop new training materials Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Elapsed time (duration) versus work time (labor) Figure 05-08 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Should I Estimate Task Duration or Task Labor? Estimate duration to build the schedule and determine when the project will be completed Estimate labor when you have to contain expenses within a budget Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Resource Loading vs. Task Duration Time # of people on the team Pick up the chair Carry it to the door Set the chair down Open the door Hold the door open with your foot as you pick up the chair Carry the chair out the door Set the chair in the hallway Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Causes of Variation in Duration Varying skill levels Unexpected events Efficiency of work time Mistakes and misunderstandings Variation within the capability of the system Common cause variation Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Six Methods for Estimating Task Duration Extrapolating based on similarity to other activities Studying historical data Seeking expert advice Applying the Delphi Technique (Fig 5.9) Applying the Three-point technique (Fig 5.10) Applying the Wide-band Delphi technique Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The Delphi Technique Figure 05-09 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
The Three-Point Method O M E P O: Optimistic O + 4M + P E = P: Pessimistic 6 M: Most Likely Figure 05-10 Copyright Tom Sulzer © 2019
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You will be smarter tomorrow
Ch05: How to Plan a TPM Project Estimates Have a Life Cycle Too time range You will be smarter tomorrow than you are today. Figure 05-11 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Estimating Resource Requirements People Facilities Equipment Money Materials Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Assigning Staff to Activities Figure 05-12 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Resource Organizational Structure Figure 05-13 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Estimating Cost Order of magnitude estimate Budget estimate Definitive estimate Cost Budgeting Cost Control Weekly reports Baseline versus actual Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Network-based Scheduling – Gantt Charts Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Network-based Scheduling – Task on the Arrow Figure 05-14 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Network-based Scheduling – Task on the node format Figure 05-15 Copyright Tom Sulzer © 2019
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ES E ID LS LF EF SLACK Ch05: How to Plan a TPM Project Task Node
Figure 05-16 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Diagramming Conventions Figure 05-17 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Dependency Relationships A B FS: When A finishes, B may start A FF: When A finishes, B may finish B A SS: When A starts, B may start B A B SF: When A starts, B may finish Figure 05-18 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Dependency Constraints Technical constraints Discretionary constraints Best practice constraints Logical constraints Unique requirements constraints Management constraints Inter-project constraints Date constraints No earlier than No later than On this date Lag variables Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Paths Through the Network The Forward Pass – Early Schedule Left to right (start to finish) Determines Early Start and Early Finish ES + duration – 1 = EF Backward Pass – Late Schedule Right to left (finish to start) Determines Late Start and Late Finish LF - duration + 1 = LS Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Forward Pass Calculations – Early Schedule Figure 05-19 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Backward Pass Calculations – Late Schedule Figure 05-20 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Critical Path Figure 05-21 Copyright Tom Sulzer © 2019
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Example – How did we get the #s?
1 2 3 4 8 12 Activity A 2 Activity B 2 Activity C 5 3 4 8 12 1 2 13 16 Activity F 4 13 16 5 7 8 10 Activity D 3 Activity E 3 5 7 10 12 Copyright Tom Sulzer © 2019
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Computing the Slack Activity Slack = LF-EF (or LS-ES)
A (S=0) 2 B (S=2) 4 C (S=0) 6 D (S=0) 5 F (S=0) 2 E (S=2) 3 2 6 8 13 11 15 1 3 9 14 5 Activity Slack = LF-EF (or LS-ES) Copyright Tom Sulzer © 2019
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Computing Slack Cont. Copyright Tom Sulzer © 2019 1 2 3 4 8 12
Activity A 2 Activity B 2 Activity C 5 1 (S=0) 2 3 (S=0) 4 8 (S=0) 12 13 16 Activity F 4 13 (S=0) 16 5 7 8 10 Activity D 3 Activity E 3 5 (S=0) 7 10 (S=2) 12 Copyright Tom Sulzer © 2019
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The Critical Path Copyright Tom Sulzer © 2019 1 2 3 4 8 12
Activity A 2 Activity B 2 Activity C 5 1 (S=0) 2 3 (S=0) 4 8 (S=0) 12 13 16 Activity F 4 13 (S=0) 16 5 7 8 10 Activity D 3 Activity E 3 5 (S=0) 7 10 (S=2) 12 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Early Start to Late Finish Window Figure 05-22 Copyright Tom Sulzer © 2019
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Slack Time Total Slack Time that a task can be delayed without impacting the early schedule of the project. Free Slack Time a task can be delayed without impacting the early schedule of its successor tasks. Do Not Plan to Use Slack to Bail Out the Project! Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Building the Initial Dependency Diagram Enter task name and duration into software tool Print PERT Diagram Cut out each task node and affix to a Sticky Note Write task ID # on Post-It Note Place Sticky Notes on right side of whiteboard Position start node on left side of whiteboard Move all tasks with no predecessor to left side and connect to start node Move all tasks on the right side with predecessors on the left side to the left side and connect with single line Continue until all task nodes have been moved to left side Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Schedule Compression Techniques Replace FS with SS dependencies Replace a team member with a more skilled person Add resources From non-critical path tasks to critical path tasks From other projects To where critical path tasks high-risk tasks tasks with large duration variances Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Schedule Compression Iterations Figure 05-23 Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Schedule Compression Schedule compression doesn’t come free. What is the impact on the project due to schedule compression? Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Management Reserve DO NOT PAD ACTIVITY DURATION A percentage (5 – 10) of total project work hours The last activity in the project A schedule contingency for the unexpected Make it visible and manage it Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Contents of the Project Proposal Executive Summary Background Objective Overview of the approach to be taken Detailed statement of work Time and cost summary Appendices Copyright Tom Sulzer © 2019
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Ch05: How to Plan a TPM Project
Gaining Approval to Launch the Project The cost/benefit is not in your favor The risks of failure are too high The total project cost exceeds available funding There are other projects competing for the same resources Copyright Tom Sulzer © 2019
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Project Management Class discussion #1:
What are the advantages and disadvantages of holding a JPPS session onsite versus offsite? Copyright Tom Sulzer © 2019
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Project Management Class discussion #2:
Your planning session seems to have reached an impasse. The planning team is divided between two ways to approach a particularly difficult part of the project. Approximately two-thirds of the team members want to use a well-tested and well-understood approach. The remaining third (of which you are a member) wants to use a new approach that holds the promise of significantly reducing the time to complete this part of the project. You are the project manager and feel very strongly about using the new approach. Should you impose your authority as project manager and take the new approach, or should you go with the majority? What is the basis for your decision? Be specific. Is there anything else you might do to resolve the impasse? Copyright Tom Sulzer © 2019
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Project Management Class discussion #3:
Why is building the WBS by walking around the workspace or the space a ticket to failure? Copyright Tom Sulzer © 2019
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Project Management Class discussion #4:
The WBS identifies all of the work that must be done to complete the project. What would you do if the answer to a question posed as part of the work determines which of the two alternatives mentioned in question #2 you should pursue? Copyright Tom Sulzer © 2019
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Project Management Class discussion #5:
Under what conditions might you choose to decompose an activity that meets all of the six completeness criteria? Give specific examples. Copyright Tom Sulzer © 2019
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Project Management Class discussion #6:
Can you think of any activities that would not meet all six completeness criteria, yet need not be further decomposed? Give specific examples. Copyright Tom Sulzer © 2019
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Project Management Class discussion #7:
You have used the three-point method to estimate the duration of a task that you know will be critical to the project. The estimate produces a very large difference between the optimistic and pessimistic estimates. What actions might you take, if any, regarding this task? Copyright Tom Sulzer © 2019
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Project Management Class discussion #8:
Discuss a project on which you've worked where time was the major factor in determining the success or failure of the project. What did you do about cost considerations? Did the sponsor(s) agree with the added cost? Was the project successful? Copyright Tom Sulzer © 2019
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Project Management Class discussion #9:
Prepare a simple budget showing an order of magnitude estimate, a budget estimate, and a definitive estimate. What did you have to do to bring each successive budget closer to the final working budget? Copyright Tom Sulzer © 2019
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Project Management Class discussion #10:
The project network diagram has been constructed, and the project completion date is beyond the management-imposed deadline. You have compressed the schedule as much as possible by introducing parallel work through changes from FS to SS dependencies, and you still do not meet the schedule deadline. What would you do? (Hint: Use the scope triangle discussed in Chapter 1.) Copyright Tom Sulzer © 2019
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Project Management Class discussion #11:
Even though all of your tasks have met the WBS completion criteria, what scheduling problems might prompt you to further decompose one or more of them, and how will that resolve the problems? Copyright Tom Sulzer © 2019
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Project Management Class discussion #12:
You are the project manager of a project to develop a new system for the company. You have two options for a resource to work on a specific programming task for your project. The task is not on the critical path, but it is somewhat complex. Your options are as follows: One choice is Harry. He is the most skilled programmer in the company and is therefore in constant demand. As a result, he is usually assigned to several projects at the same time. He is available to your project on a half-time basis. He currently has commitments to two other projects for the remaining half of his time. Your other choice is actually a team of two programmers, both of whom have average skills. They are recent hires into the company and have never worked together before. You have two alternatives and are free to choose whichever one you want. First, you could pick one of these programmers to work half-time on your project. Second, they could each be assigned to your project quarter-time. Regardless of which choice you make, this would be the only project they would be working on. The remainder of their time will be spent in training on company processes and systems, and orientation to company policies and practices. Copyright Tom Sulzer © 2019
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Project Management Class discussion #13:
The PDQ system consists of the following six subsystems: Pizza Factory Locator Order Entry Logistics Order Submit Routing Inventory Management Pick one of these subsystems and build a complete WBS. You may have to make assumptions in order to complete this exercise. If so, just state them with your rationale. Copyright Tom Sulzer © 2019
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