1. Project Management 3. Project Management Plans

2. Week 3

3. Project management plans

4. Why What How When Who

5. Why What How When Who Why is this project happening? Why now? Why us?

6. Why What How When Who What solution needs to be put in place to achieve the goals? What work needs to happen to build the solution?

7. Why What How When Who How do we get this solution in place? How do we know when we’re done?

8. Why What How When Who When do work activities happen? What do we need to do first? What’s last?

9. Why What How When Who Who do we need to deliver this project successfully?

10. And what will it cost? $

11. Course objectives Implement IT project planning and selection techniques Appreciate the importance of project portfolio management

12. The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

13. The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

14. Plans are useless. Planning is indispensible Dwight Eisenhower

15. The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

16. http://flickr.com/photos/xabier-martinez/225627841/ Why plan?

17. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start

18. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities

19. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities Makes you think ahead

20. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire

21. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Works out the timeline and budget

22. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget

23. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget Helps understand the effects of changes

24. http://flickr.com/photos/xabier-martinez/225627841/ The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Makes sure you are doing the right thing Works out the timeline and budget Helps understand the effects of changes

25. The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

27. ?

28. Who will read it? What do they need to know? Do they come in cold?

29. What is your project going to deliver? Scope The work to be done=The target product

30. Hunt, B. et al. (2003). Project charter. Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/charter.doc (partial) http://webpages.charter.net/hafox/pm/docs/charter.doc

31. Hunt, B. et al. (2003). Project scope statement. Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial) http://webpages.charter.net/hafox/pm/docs/scope.doc

32. What is your project going to deliver? Definition The work to be done=?=The target product

33. What is your project going to deliver? Change control The work to be done=?=The target product

34. What is your project going to deliver? Value? The work to be done=?=The target product

35. The WBS

36. The right way The wrong way

37. Focus on deliverables Focus on processes

38. Align to value Align to process stages

39. Why? Why not?

40. Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176) The wrong way? Note the Layers

41. Table 5.3 Sample tabular WBS (Schwalbe, 2006, p176) 1.0 Concept 1.1 Evaluate current systems 1.2 Define requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

42. http://images.google.com.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2

43. Document your assumptions Very little knowledge Complete knowledge Degree of knowledge over time

44. OBS

45. Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)

46. Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1Person 2Person 3Person 4

47. http://www.winningwithadd.com/organization/

48. Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)

49. tools rasci (aka raci) ram

50. http://makeitstrategic.com/index.php?blog=5&cat=18

51. r a s c i responsible accountable supportive consulted informed

52. r a m responsibility assignment matrix http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc

53. Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1Person 2Person 3Person 4 R R R R R R

54. Figure 9.4 Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360) OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure

55. One and only one person can be accountable. Multiple people can be responsible and certainly others can be informed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.htmlhttp://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08

56. One and only one person can be accountable. Multiple people can be responsible and certainly others can be informed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.htmlhttp://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08

57. Project organisations go farther than workers and work

58. 1.Project Team structure Project Sponsor Project Manager Craig Brown Working Group: Design focus OLA decisions and choices Formal review & validation of deliverables Business input and SME access Steering Committee: Governance focus Approval of project strategy & plans Endorsement of key OLA decisions Final approval of the OLA Business case and Solution Design Removal of major roadblocks & prioritisation Analysts Testers Designer Change consultants Working Group Marketing Product Management Legal Finance Sales Customer Service Steering Committee Head of Marketing and Sales Head of Product Management Head of Customer Service Head of Finance Developers

59. Remember this?

60. You might break down the work by phases

61. Why?

62. http://flickr.com/photos/pshan427/2382209408/

63. So now you know what needs to be done

64. and who is going to do it.

65. So now you know what needs to be done and who is going to do it. But what about when?

66. Schedule

67. http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076

68. Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)

69. Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)

70. Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)

71. http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076

72. Scope Resource plan Schedule

73. Why What How When Who

74. And what will it cost? $

77. Constructing a budget is easy Sticking to it is hard.

79. How will you Monitor and Control the project? Who needs to know?

80. Galloway, M. (2004). Status report. Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial) http://web.augsburg.edu/~oie/mis376/documents/SR1.doc

81. Risk management Degree of knowledge over time

82. BetterProjects.net http://www.betterprojects.net/search?q=risk+101 risks impact

83. The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

84. Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc. http://www.pcubed.com/Solutions/SolSixStep.asp

85. The project management plan Benefits of planning What to consider in your plan Guidelines Reviewing a plan

86. http://thinh1808.files.wordpress.com/2007/12/projplan_sample_20050610_144024.pdf

87. BetterProjects.net Title page pic care of cayusa & CC @ Flickr http://flickr.com/photos/cayusa/465106926/