北大光华项目管理projectm31

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1、Topic 3Project PlanningI.Project management processProject Management ProcessArrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesClosing processesInitiating processes-recognizing that a project or phase should begin o

2、r and committing to do soPlanning processes-devising and maintaining a workable scheme to accomplish the business need that the project undertaken to addressExecuting processes-coordinating people and other resources to carry out the plan Controlling processes-ensuring that project objectives are me

3、t by monitoring and measuring progress and taking corrective action when necessaryClosing processes-formalizing acceptance of the project or phase and bringing it to an orderly endInitiating processThe formal initiating links the project to the ongoing work of the performing Org.Inputs:product descr

4、iption;strategic plan;project selection criteria;historical informationTools and techniques:project selection methods;expert judgementOutputs:project charter;project manager identified/assigned;constrains;assumptionsPlanning processesCore processFacilitating processScopeplanningScopeDef.ActivityDef.

5、ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmentQuality planningCommunicationsplanningRiskidentificationRiskquantificationRisk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningPla

6、nning is of major importance to a project because the project involves doing something which has not been done before.The processes above are subject to to frequent iterations prior to competing the plan.For example,if the initial completion date is unacceptable,project resources,cost,or even scope

7、may need to be redefined.In addition,planning is not an exact science-two different teams could generate very different plans for the same project.Scope planning:developing a written scope statement as the basis for future project decisionsScope definition:subdividing the major project deliverables

8、into smaller,or manageable componentsActivity definition:identifying the specific activities that must be performed to produce the various project deliverablesActivity sequencing:identifying and documenting interactivity dependenciesActivity duration estimating:estimating the number of work periods

9、which will be needed to complete individual activitiesSchedule development:analyzing activity sequences,activity durations,and resource requirements to create the project schedule.Resource planning:determining what resources(people,equipment,materials)and what quantities of each should be used to pe

10、rform project activities.Cost estimating:developing an approximation(estimate)of the costs resources needed to complete project activities.Cost budgeting:allocating the overall cost estimate to individual work itemsProject plan development:taking the results of other planning processes and putting t

11、hem into a consistent,coherent document.Quality planning:identifying which quality standards are relevant to the project and determining how to satisfy themOrganization planning:identifying,documenting,and assigning project roles,responsibilities,and reporting relationshipsStaff acquisition:getting

12、the HR needed assigned to and working on the project.Communication planning:determining the information and communications needs of the stakeholders:who needs what information,when will they need it,and how will it be given to them.Risk identification:determining which risks are likely to affect the

13、 project and documenting the characteristics of each.Risk quantification:evaluating risks and risk interactions to assess the range of possible project outcomesRisk response development:defining enhancement steps for opportunities and responses to threatsProcurement planning:determining what to proc

14、ure and whenSolicitation planning:documenting product requirements and identifying potential sources.Executing processes Facilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceContractadministrationProject plan

15、execution:carrying out the project plan by performing the activities included therein.Scope verification:formalizing acceptance of the project scopeQuality assurance:evaluating overall project performance on the regular basis to provide confidence that the project will satisfy the relevant quality s

16、tandard.Team development:developing individual and group skills to enhance project performanceInformation distribution:making needed information available to project stakeholders in timely mannerSolicitation:obtaining quotations,bids,offers,or proposal as appropriatesource selection:choosing from am

17、ong potential sellerscontract administration:managing the relationship with the sellerControlling processesfacilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontrolRisk responsecontrolCostcontrolQualitycontrolProject performance must be measured regularly to

18、identify variances from the plan.The variance are fed into the control process in the various knowledge areas.Overall change control:coordinating changes across the entire projectScope change control:controlling change to project scopeSchedule control:controlling changes to the project schedule Cost

19、 control:controlling changes to the project budgetQuality control:monitoring specific project results to determine if the comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performancePerformance reporting:collecting and disseminating performance inform

20、ation,including status reporting,progress measurement,and forecastingRisk response control:responding to changes in risk over the course of the project.Closing processesContractclose-outAdministrativeclosureAdministration closure:generating,gathering,and disseminating information to formalize phase

21、or project completionContract close-out:completion and settlement of the contract,including resolution of any open items.The process illustrated above meet the test of general acceptance-they apply to most projects most of time.However,not all of the processes will be needed on all projects,and not

22、all of the interactions will apply to all projects.When there is a need to make change,the change should be clearly identified,carefully evaluated,and actively managed.II.Project PlanningWhy do I need a P.O.D.?To provide a baseline of information for approval or rejection of the project proposal To

23、identify roles and responsibilities before the project is started To define completion(success)in advanceP.O.D.Function Identify key assumptionDefine initial project scope project completion criteria functions addressed and not addressed work products and their completion criteria major activities s

24、ignificant dependenciesP.O.D.Function 2Identify resource requirements responsibilities(organization)skills time estimates material resources project costDetermine preliminary scheduleThe P.O.D.Should be formal proposal P.O.D.Minimum content IntroductionKey assumptionRoles and responsibilitiesMajor p

25、roductsCompletion criteriaEstimated scheduleEstimated costWhy plan the P.O.D.?To manage riskTo maximize return on investmentTo ensure client satisfactionTo communicateIn the beginning.Plans Schedule Scope Resource P.O.D.Planning Process Define the productsIdentify technical activitiesEstimates hours

26、 for activitiesAdd level of effort hours Determine dependencies Identify staffing Identify other resources Identify utilization rate Determine activity size Determine activity duration Develop estimated schedule1.Define the productsStandard products from:Design project:system requirements report sys

27、tem design report implementation phase plan Implementation project:detailed program specifications programs and programs documentation installation planNon-standard products:First of its kind?First in this company?First at this location?.2.Identify the technical activitiesExample:design project,acti

28、vities include:1.Orientation2.Interview standards3.Global interview preparation4.Standards for requirements report(SRR)5.Interviews:individual preparation;interview;minutes;confirm6.Consolidate data7.Write requirement report8.External design phase plan9.External design standards10.External design ph

29、ase11.Internal design phase3.Estimate hours for activities Activities work hours1.Orientation(30hrs,6 people)1802.Interview standards 1603.Global interview preparation 804.Standards for requirements report(SRR)605.Interviews(20)640(16x2 people x20)individual preparation 4 interview 4 minutes 4 confi

30、rm 46.Consolidate data 6007.Write requirement report 1408.External design phase plan 809.External design standards 6010.External design phase 200011.Internal design phase 2000Project total 60004.Add level of effort hoursProject managementChange investigationProject meetings.5.Determine dependencies“

31、logical”order of activitiespredecessors/successorsuncover missing activitiesinitially ignore resource constrainsidentify critical path:the critical path is the path of longest duration through network;the task on the critical path is critical taskDetermine dependencies12563871094116.Identify staffin

32、gInternal personnel/skillsExternal personnel/skills7.Identify other resourcesDedicated test configurationLaser printers for documentationWord processing support.8.Identify utilization rateHours available=2080(52x5x8)education 80vacation+holidays 160administration 80personal 80others 80Total non-prod

33、uctive hours 480Total productive hours 1600Utilization vs.Project duration(173 hours per month)9.Determine activities size(utilization 75%)Activities work hours weeks1.Orientation(30hrs,6 people)180 6.02.Interview standards 160 5.33.Global interview preparation 80 2.74.Standards for requirements rep

34、ort(SRR)60 2.05.Interviews(20)640(16x2 people x20)21.3 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.07.Write requirement report 140 4.78.External design phase plan 80 2.79.External design standards 60 2.010.External design phase 2000 66.711.Internal design phase

35、2000 66.7Project total 6000 20010.Determine activity duration(technical staffing 6)Activities work hours weeks duration1.Orientation(30hrs,6 people)180 6.0 1.02.Interview standards 160 5.3 1.33.Global interview preparation 80 2.7 1.34.Standards for requirements report(SRR)60 2.0 2.05.Interviews(20)6

36、40(16x2 people x20)21.3 3.8 individual preparation 4 interview 4 minutes 4 confirm 46.Consolidate data 600 20.0 4.17.Write requirement report 140 4.7 1.28.External design phase plan 80 2.7 2.09.External design standards 60 2.0 1.010.External design phase 2000 66.7 11.211.Internal design phase 2000 6

37、6.7 11.2Project total 6000 200 33.611.Develop estimated schedule(requirements phase)P.O.D.planning process-another view Define scope-Define the products-Identify technical activities-Estimates hours for activities-Add level of effort hours-Determine dependenciesIdentify resources-Identify staffing-I

38、dentify other resourcesDevelop schedule-Identify utilization rate-Determine activity size-Determine activity duration-Develop estimated scheduleIn the end.Scope Plans Schedule Resources P.O.D.IntroductionKey assumptionRoles&responsibilitiesMajor productsCompletion criteriaEstimated scheduleEstimated

39、 costWhen the process is complete.Evaluate risk in the P.O.D.Revisit the process to contain/reduce riskRevise outputs accordinglyIterate until“ready for project assurance”“We never have the time to do it right the first time,but we always have time to do it over.”“If we dont have time to do it right

40、 the first time,when are we going to have time to fix it?”III.Project planningWhy plan?To manage riskTo increase user satisfactionNo surprisesTotal team ownershipTo communicateTo gain support and understandingTo know what you have doTo know how you will go about doing itTo provide a baseline for tra

41、cking progressTo manage changeTo establish completion criteriaTo minimize time,costs,and other resources needsProject plansWork plan support planStaffing plan project reviewOther resources plan documentationFacilities plan approval/sign-offChange control plan trainingStatus reporting plan system tes

42、tFinancial plan installationDocument control planContingency plan Planning baselineP.O.D.AssumptionsOther commitments identify business decision to accept or reject incorporate into baseline planactions requiredget plan signed off by userplace approved baseline plan under change controlPlanning proc

43、ess1.Define the products2.Identify tasks and subtasks3.Develop precedence diagram4.Assign hours to tasks5.Determine staff hours available6.Assign tasks to resources&balance against schedule 7.Add management tasks8.ITERATE until complete9.Prepare remaining plans and summariesStep 1.Define the product

44、sProduct types and sourcesTypes:P.O.D.Deliverables;Support productsSources:P.O.D.Materials(deliverables)Deliverable guidelines Statement of work OtherStandard productsresources timeStep 2.Identify tasks and subtasks Types of task:standard;project-related;level-of-effortSources Department documentati

45、on procedures+guidelines Brainstorming sessions Experienced peopleStandard major tasksRequirements definition Internal design plan and organize the project plan,organize internal design orient the project participants develop internal system structure establish the interview and data develop program

46、 function specs gathering plan develop data files specs conduct interviews complete system design report consolidate interview data develop testing strategy complete requirements report draft conduct technical design interview review draft and obtain user approval review system design report with Ex

47、ternal design user and gain approval plan,organize external design develop preliminary system architecture develop functional business flow design user inputs/outputs define application views of data base complete external design draft and review,obtain user approvalProject-dependent tasksdatabase d

48、evelopmentconversion planningconversion tasksinstallation planninguser and operator education planningvendor product testingsubcontractor coordinationLevel-of-effort(LOE)taskshard to define specific output completion criteriatend to be long runningwork on them is sporadicOrientationmanagement change

49、 investigationskills transfermeetingsIdentify the tasksResponsibility can be assigned to one personTasks results are tangible and related to productTasks are less than one reporting cycle(40 hrs)Tasks are a day or longer in durationProcess for defining tasksReview:the latest baseline plans for simil

50、ar project standard task lists similar productGet together with other plannersBrainstorm:name all tasks that come to mind;dont worry about size,skills,duration;list tasks where everyone can see themDocument the task in more detail:title;description;complete criteriaAssign task IDs Step 3.Develop pre

51、cedence diagram Determine interdependencies order of tasks predecessor/successor tasksIdentify missing tasksInitially assume resource independentCreate visual presentationStep 4.Assign available hours to tasksReview project objectives estimatesEstimate individual detailed tasksSum up hoursCompare yo

52、ur hours to hours in estimating backup and resolve any discrepancies independent assessment negotiate with managerRules of thumbMeetings require:material preparation rehearsal the presentation follow up times and number of people involvedInterviews take 2-3 people plus the intervieweePlanning&estima

53、ting takes time tooProject management 15-20%of the technical effortMust include individual project control effort:LOE,change control,status reportingProject objectives estimating backup:requirements phaseTasks Technical hours1.Orientation:(25hrs x 6)1502.Interview standards 1303.Global interview pre

54、paration 704.Interviews(20)(20 x14x2 people)560 individual preparation 3hrs interview 4hrs minutes 4hrs confirm 3hrs5.Standards for report 506.Consolidate data 5107.Write report 1108.External design plan 709.External design standards 5010.Level of effort tasks 300Total technical hours:2000Estimating

55、 pitfallsNot identifying all tasksSloppy completion criteriaFuzzy objectivesSolo estimating“Superstar”estimatingUsing someone elses numbersConsistently going low or highFailure to re-estimate,based on results-to-dateStep 5.Determine staff hours availableBasis for project objectives scheduleHours ava

56、ilable/year=2080(52weeks x 5days x 8hours)Education 80hrs Vacation+holidays 160hrs Administration 80hrs Personal 90hrs Others(travel,sickness)70hrsTotal non-productive hours:480hrsTotal productive hours:1600hrs77%utilization,133 hours/monthProject staffingRequired staff Actual staff analyst skill pr

57、ofile written/verbal -local/national communication through technical -manages -word of mouth -project assuranceStaffing plan constructionRequiredskills fortasksSkills ofstaffAvailability ofStaffPrecedencediagramMatch Task durationTask assignmentDiagramBlock out time Not available for technical tasks

58、Enter non-project time for each person:weekend,holidays,vacation,education Enter time not available for each person other assigned time,illness,personal businessEnter project control LOE tasks to each person status meetings,change control support,status reports,miscellaneous meetings and supportsee

59、figures.Step 6.Assign tasks to resources&balance against scheduleGet the right resource at right time.Enter technical tasksfactors to be considered precedence position of task project strategy staffing available skills required skills available number of people assigned to task efficiency,urgency,co

60、mplexity Determine task sizeTasks Technical hours work weeks1.Orientation:(25hrs x 6)150 5.02.Interview standards 130 4.53.Global interview preparation 70 2.34.Interviews(20)(20 x14x2 people)560 18.5 individual preparation 3hrs interview 4hrs minutes 4hrs confirm 3hrs5.Standards for report 50 1.76.C

61、onsolidate data 510 17.07.Write report 110 3.78.External design plan 70 2.39.External design standards 50 1.710.Level of effort tasks 300 10.0Total technical hours:2000 66.7Precedence diagram12348651097BalancingAdjust:task duration,task start date,task assignmentBalance plan,left to rightMaintain de

62、pendenciesVerify reasonablenessStep 7.Add management tasksPrepare bottom-up estimatesCheck against 15-20%ruleGeneral architect supportsee fig.Determine critical path2/1.33/1.34/3.98/1.86/4.55/1.01011.99/1.07/1.211.0Step 8.Iterate until completedStep 9.Prepare plan summaries Preparing remaining plan

63、summaries:individual schedule product milestone cumulative task summary staff phasing summary cumulative resources summary task assignment sheetsCreate individual schedule Name Planned absences Vacation Education.Schedules reflect known absences One for each person One line per taskPrepare other pla

64、nsstatus reportingdocument controlchange controlfacilitiesproject reviews.Why plans failBad project definitionBad planning incomplete planning invalid assumptions misapplication of statistics optimistic estimates failure to get agreementMismanagement:failure to use the plan;excessive re-planning;lac

65、k of change controlGood planning methodsBreak the planning job down into separate stepsGet helpSet up good conditions for planning place;time;materialsSet deadlines for finishing the planFocus on the end productDelegatePractice!Remember Successful project management demands OUTSTANDING COMMUNICATION

66、&the best communication vehicle is the PROJECT PLANA project plan is your best defense against:disorganization uncommitted team difficult user appearing out of control unforeseeable problemsIV.Estimating Estimates are the sum of the activities to do all the steps of a project based on current information.Work breakdown structure(WBS)A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project.Each descending level represents an increasingly detai