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Creating the project plan_Deliverable#2 (Team-3)

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on 6 August 2013

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Transcript of Creating the project plan_Deliverable#2 (Team-3)

ISE 515:

Project Management
1) Wysocki, Robert K.. Effective project management: traditional, agile, extreme. 6. ed. Indianapolis, Ind.: Wiley, 2012.

2) A guide to the project management body of knowledge (PMBOK© Guide): PMBOK© Guide.. 4th ed. Newtown Square, Pa.: Project Management Institute, 2008.

3) Moss, Larissa Terpeluk, and S. Atre. Business intelligence roadmap: the complete project lifecycle for decision-support applications. Boston, MA: Addison-Wesley, 2003.

4) Carstens, Deborah Sater, Gary L. Richardson, and Ronald B. Smith. Project management tools and techniques: a practical guide. Northwest : CRC Press, 2013.

5) Missouri Project Management Best Practices (Project Management Manual) (Version 4.1). Missouri Office of Administration.
Take Away Points
Prepared by: Team#3 and members

Enes Basoglu
Tommy Donlin
Michael Esbenshade
Ryan Goldstein
Kristin Siu
How to create a viable project plan ?
Why is the planning so important ?
Communication is a key factor in every phase of a project planning.
Key Questions
What are the plan tweaking strategies ?
Project manager is responsible for creating a viable project plan.
Keeping the integrity of the original plan is a management art.
Creating the Project Plan
A Project Idea
Business Case
Business Case
Reasons for expenditure
Technical and Organizational
Benefits, Risks and Costs
Project Charter
Project Scope
defines the work,
describes the need, justification, requirements and other boundaries
for the project.
Quantifiable criteria that must be met for the project to be considered a success.
Why do we need a Project Charter ?
Keeps the key stakeholders, each having a different point of interest,
in the project.
Serves as the
primary sales document
for the project - ranking stakeholders have a 1-2 page summary to distribute, present, and keep handy for fending off other project or operations runs at project resources.
Serves as a
focal point throughout the project
For example, it is a baseline that can be used in team meetings and in change control meetings to assist with scope management.
Project Manager's Authority
The description of the project manager’s authority outlines the level of authority given to the project manager.

This would include financial oversight and level of decision making.
Major Participants
This includes people who should be involved and why and how they might be involved. This might include customers, stakeholders, and the project team.
An example...
Charter Approved by

Typical Questions to ask...
A project Idea
Does it worth to invest money ?
Are we capable of doing that ?
Does it make sense ?
What are the constraints ?
Is it unique ?
Customer Interview
Principles to build trust with Stakeholders
Listen to them and seek first to understand before being understood.
Have empathy and think in win/win solutions.
Set a good example as project manager.
Be honest and open about project progress and have the courage to ask for help.
Be proactive and take responsibility for your actions.
Maintain a positive mental attitude and don’t be afraid to show your funny side.
Trust and communication skills are extremely important to get approval from stakeholders
Things to consider...
Profiles of the potential customers ?
How flexible and receptive are they ?
What specifically should the project
What are the key roles involved in the project?
An example...
are factors that are considered to be true, real, or certain
without proof
or demonstration
Project Restrictions
are specific factors that can
a project.
Business Case
" should answer the question of
we need to do the project.
Project manager must be ready to any change in any step.
Modern Customer Interview example...
Plan Tweaking
One of the frequent decision scenarios that occur in the project is the need to change some aspect of the plan to fit stated constraints defined by key stakeholders.
Techniques to resolve such issues without destroying the integrity of the original plan
Resource Shortfall
Resource shortfall is a situation where the plan specifies resources are not available.
Typical Strategies
Hire more workers
Third Party
Work the team longer
Expand the Schedule
slack work
easiest mechanical fix
is to hire workers. However, this may well negatively impact team productivity.
Brook's Law
says that adding resources to a project may slow it down because of the training required to bring the new team members up to speed.
If the requirement is of
short term
, this is often the preferred option
most frequent option
employed since it's more under the control of the PM.
However, use of long-term overtime can erode team productivity, morale, and turnover.
best engineering approach
However, there will be external reaction to this option because of the added schedule.
It may be possible to
move slack work units
into their time slots without impacting the critical path.
Resource Commitment Issues
To resolve this issue, it is important to keep the project plan visible and updated.
Reducing the Scope
If there is a need to cut project time or cost, one of the most straightforward ways of accomplishing that is by cutting scope.
Fast Tracking
Reducing the project overall life cycle time.
Activities are re-planned to perform in parallel or partially parallel.
It does not cost you any extra money.
It increases the risks.
Some of the major considerations:
Are the tasks involved on the critical path ?
What happens to productivity if you divide the tasks ?
Do the associated work group work together ?
Would fast tracking create a resource capacity imbalance ?
Can the management process handle these tasks in this modified format ?
Fast Tracking Example...
The process of reducing task time by crashing simply means adding resources to a critical path to finish the project quicker.
Additional resources are added to the activities to finish it early.
It costs you extra money.
No significant increase in risks
Crashing Example...
Other Plan Compression Strategies (Last Resort)
* Halting all changes to the project and focus on delivering the currently defined version.
* Lower the quality level of the deliverable.
* Cutting the project into smaller phases and focus
on delivering smaller groups of requirements
Draft Plan
There is a delicate and dynamic interplay between these three elements. Different stakeholders will place emphasis on different aspects of the triangle.
Balancing Needs to Obtain
Stakeholders Approval
Final Plan
Start Project
Reviewing the Project Plan Components
A viable project plan serves as a road map
Capturing the stated requirements
Incorporate various technical items into plan to support the output
Allocate required resources to work units
Keeping the plan contents up to date
Project Repository
Communication Management Plan
WBS (Work Breakdown Structure)
HR Management Plan
An Example to Communication Matrix
Requirements Management
Procurement Management
The purpose of this section is to describe how risks related specifically to procurement activities will be managed.

This may include involvement of specific personnel in managing procurement risks or obtaining approval on mitigation steps from a particular management level within the organization.
Quality Management Plan
Quality Management Plan describes the approach the organization will use for managing quality throughout the project’s life cycle.

The organization may already have a standardized approach to quality, however, whether it is standard or not, the approach must be defined and communicated to all project stakeholders.
Budget/Spending Plan
Identifies who is responsible for managing costs
Identifies who has the authority to approve changes to the project or its budget
How cost performance is quantitatively measured and reported upon
Report formats, frequency and to whom they are presented
Testing Plan
The Last Formal Step
To be sure that
lessons learned
to date are documented, stored in the repository, and reviewed for improving ideas.
of the individuals that were involved within the planning process. (A lunch or dinner is often used for that purpose)
Project Management Life Cycle
Time-Cost Tradeoff
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