Project Plan
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Presentation to Society of PM Professionals of Greater Vancouver Professional Development Seminar January 22, 2003 Delivering structured project solutions with a flexible, scalable methodology Bates Project Management Methodology Kevin Carroll Delivering structured project solutions with a flexible, scalable methodology Agenda Introduction The Business of Project Management Bates Project Management Methodology How Bates can help Work Package Planning - the backbone of projects Example Questions Why Bates Project Management KPMG Report Nov. 97 - Surveyed Canadian IT Projects Surveys identified over 100 failed projects 87% exceeded their schedules by 30% or more 56% exceeded their budgets by 30% or more 45% failed to produce expected benefits Common reasons for failure Poor project planning Weak business case or missing several components Lack of management support and direction Poor planning - common deficiencies Incorrectly estimated activity duration times Incorrect assumptions on resource availability Inadequate assignment of activity accountability Missing or incomplete review & approval activities Ref: “What Went Wrong? Unsuccessful Information Technology Projects” http://www.kpmg.ca Bates Project Management Methodology The Bates Project Management Methodology (PMM) Is universal and scalable Can be applied to any project type and size Integrates with technical life cycle methodologies Provides a framework of “what to do” Provides process and technique for “how to do” For project selection, planning and control Earned Value integrated into planning and control processes Provides risk, quality and procurement management processes Project organization, authority and corporate monitoring Covers people issues; communications, team building, conflict management and career development Based on the PMBOK CORE PROCESSES FACILITATING PROCESSES HUMAN RESOURCES SCOPE RISKS TIME COMMUNICATIONS COST QUALITY INTEGRATION PROCUREMENT Project Management FEB 2002 Issue of CMA Magazine Tracking Progress Project management is the fastest growing professional discipline in North America. A company's future now depends on its ability to select the right projects, run each of them successfully, and promote the development of human resources through such projects. By Bernard Hébert www.managementmag.com/ PMM Integrates With Life Cycle Methodologies Bates PMM Project Initiation Project Execution & Control Project Planning Project Close Out Scope, Estimates, Schedules, Budget, Resources, Risk, Quality, Communications e as Bu c s es is n s nt e m ri e ition qu fin e R De n is g ter x E na n is g e D l In ter e D l na C tr s on Technical Life Cycle Methodology u on i t c Im em l p tio a t en n PMM Integrates With Life Cycle Methodologies Bates PMM Project Initiation e as Bu c s es is n Project Planning s nt e m ri e ition qu fin e R De ter x E na Project Close Out Plan Monitoring and Control, Change Control, Issues Control, Product Integrity Control, Assumptions Control, Stakeholder Management, Reporting Project Execution & Control n is g e D l n is g In ter e D l na C tr s on Technical Life Cycle Methodology u on i t c Im em l p tio a t en n Key Concepts - Management Processes Integration of Technical and Management Processes Project Management Process E F F O R T Planning Control Technical Development Process Concept Development TIME Implement Termination PMM Contents Manual 1 - Corporate Management of Projects Introduction and Executive Overview Corporate Organization for the Management of Projects Structure for Managing Projects Types of Projects Project Budget Approvals and Authorities PMM Contents Manual 2- The Process of Managing a Project Overview The Project Initiation Process The Complete Project Cycle Project Identification During the Corporate Planning Process Project Prioritization Corporate Level of Project Identification Corporate Selection Process PMM Contents Manual 2 - Continued The Project Planning Process Scope Definition Process Work Package Planning Schedule Planning Budget Planning Project Administration and Control Introduction Product Integrity Control Project Administration Project Updating and Monitoring Management Reporting PMM Contents Manual 2 - Continued Project Close Process Facilitating Processes Risk Management Quality Management Procurement Management PMM Contents Manual 3 - Human Considerations of Project Management Introduction Communications Management Team Building Considerations Conflict Management Considerations Project Management Career Development Project Management Methodology Unique features Project Charter structure and evolvement process Work Package Planning PMM Toolbox (Automated) Toolkit of templates Repository Navigator Work Planner PMM has been used with a variety of PM software packages MS Project, Timeline, Sure Trak, Artemis, View Point, Open Plan, Primavera, Project Scheduler 7 Project Commander w/ Team Work, Team Play, Visual Project Project Management Methodology Bates PMM Compliance with Recognized Standards PMM is compatible with Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) PMM complies with the guidelines of ISO 10006 PMM supports achieving levels 2 through 5 of the Systems Engineering Institute’s (SEI) Capability Maturity Model (CMM) Project Management Methodology The Complete Project Cycle Model Corporate Planning & Marketing Environment Project Planning Environment ? Project Selection Process Selection Decision Project Planning Process Yes Changes No Or Defer Work Environment Updates Corporate Memory Project Control Process Reports Bates Project Management Methodology Project Planning & Control by Work Packages Delivering structured project solutions with a flexible, scalable methodology A Project Planning and Control Model Planning Environment Project Plan Develop Scope Definition Develop Project Schedule Develop Work Package Plans Project Budget Completing the Plan Changes Update Data Work Environment Management Reporting Control Process Corporate Memory Facilitating Processes Planning Considerations for Long Term Projects Classes of estimates Planning levels by classes of estimates D C O S T C B A 1 Feasibility Detail # 1 Requirements Definition Detail # 2 4 3 2 Conceptual Design Forecast to Complete - D Detailed Design Project Management Methodology The Planning Model Develop Scope Definition Develop Work Package Plans Develop Project Schedule Project Budget Completing the Plan Integrated Facilitating Processes - Risk Planning - Quality Planning - Procurement Planning Project Scope Definition Develop the Project Planning Charter Identify the Project Planning Team Develop the Project WBS with Dictionary Develop Responsibility Lists and Charts PMM - Project Charter Provides basis of understanding between project manager and project sponsor Defines project’s purpose, products, scope, objectives, constraints, assumptions, risks, organization, reporting structure, priority and completion criteria Evolves across project life Charter Development Considerations Charter is a living, evolving contract Planning to execution Phase to phase V2 V1 Plan Execution Refine Plan Phase 1 V4 V3 Execution Phase 2 Current charter is a contract Hierarchy of charters in a program Work Definition Hierarchy Program P/T/$ P/T/$ Sub-program Sub-program Project Project P/T/$ Sub-project Sub-project P/T/$ Work Package Group Work Package Group P/T/$ Work Package* Work Package* P/T/$ Work Element Work Element P/T/$ Ad m W or Co k pa m m ck M ag ar k es En g Building the WBS WP Achat WBS Dir Adm. Mark. Comm. Eng. OBS PMM - Work Package Planning (WPP) Work Package Definition Prepare WP Schedule and Resource Analysis Identify and Estimate Resources Identify and Cost Travel Prepare WP Budget Resource Estimating Identify and estimate all resources Estimate effort time for budget Estimate duration requirements for schedule Estimating supports Labour Others Decision making Resource allocation Ability to monitor Estimates provide expectation Labor related risks – Estimating Concerns Work package leaders estimate Common labor units terminology Base time Effort time Total time Duration time Impact factors Loss time Project Non-project Labour contingency Time disruption Part time staff Intermittent work PMM - Estimating Considerations Factors to be considered in estimating labour Duration Time Total Time Effort Time Base Time Work Work Package Package Leader Leader PLT Senior Senior Management Management LC NPLT Project Project Manager Manager Disruption Factor Senior Senior Management Management Work Work Package Package Leader Leader Base Time - Productive time PLT - Project loss time Effort Time - Budget or billable time LC - Labour contingency Total Time - Schedule time for a fulltime person NPLT - Non project loss time Duration - Schedule time Disruption Factor - used for part time staff PMM - Project Schedule To produce the project schedule, download work package data to PM software package For example create work package data in Bates Work Planner and download to MS Project Use Time Critical Scheduling for projects with critical dates to be met PMM - Time Critical Scheduling LC NPLT LC NPLT Work Packages with Effort Time Labour Contingency Non Project Loss Time PMM - Planning the Project Budget Assemble the work package budgets Consider how many major categories; labour, hardware/software, materials Add contingencies Build performance curve Determine how update data will be provided Key Control Performance Project Curve Project Budget Plan Project Name Project Number Project Manager Project Sponsor Date of Original Plan 111-90 Joan McLean 10/1 Joanne Kline 11/1 1/1 12/1 $ (000) Sept. 14, 1990 Version No. Report as of date 3/1 2/1 3/13 REMARKS WEEKS 3 6 9 12 15 18 21 24 27 168 30 33 Target 162,594 144 120 Envelope of performance 96 72 48 24 Prepared by: Project Manager Signature Actual to Date Date Approved by: Project Sponsor Signature Earned Value Forecast to Complete Date Planning the Project’s Detailed Work Facilitating Processes Planning Scope Scope Definition Definition Risk Work WorkPackage Package Planning Planning Communications Quality Human Resource Procurement Develop DevelopProject Project Schedule Schedule Assemble AssembleProject Project Budgets Budgets Plan PlanApproval Approval Process Process Small Project WBS Example Locations Search Study 1 Identify Potential Locations 1.1 Employee Opinion Study 2 Relocation Study 111-90 Economic Analysis Study 3 Analyze Findings 4 * Prepare Study Report 5 Project Management 6 * Develop Survey Instrument * 2.1 Collect Economic Data * 3.1 Prepare Initial Draft * 5.1 Plan Project * 6.1 Visit Potential Locations * 1.2 Test Survey Instrument * 2.2 Analyze Economic Data * 3.2 Review with Management * 5.2 Communication s * 6.2 Analyze Location Data * 1.3 Conduct Survey 2.3 Prepare Final Report * 5.3 Project Monitoring * 5.3 Prepare Location Report 1.4 Analyze Survey Results * 2.4 * * Conduct Selected Interviews * 2.5 Analyze Employee Findings * 2.6 Example of a Detailed WP Estimate Work Element is Assemble Mail, No. 2 Resource is HR Clerk Base Days PLT @ 10% Work Package Effort Days Labor Contingency @ 20% Subtotal NPLT @ 45% Total Days Disruption Factor Duration Days 1.5 .2 1.7 .3 2.0 .9 2.9 *1.0 3 Example Work Package List Work Package Identification Name Plan Project Identify Potential Locations Visit Potential Locations Analyze Location Data Prepare Location Report Develop Survey Instrument Test Survey Instrument Conduct Survey Analyze Survey Results Conduct Selected Interviews Analyze Employee Findings Collect Economic Data Analyze Economic Data Analyze Findings Prepare Initial Draft, Study Report Review With Management Prepare Final Report WBS Duration No. Days 6.1 1.1 1.2 1.3 1.4 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 4 5.1 5.2 5.3 10 19 23 10 10 11 12 30 9 30 11 14 15 15 5 10 5 Interfaces None 6.1 FS 1.2, 1.1 SS + 30%, 1.1FF-10% 1.2 FS 1.3 FS 6.1 FS 2.1 FS 2.2 FS 2.3 FS 2.4 SS +60% 2.4, 2.5 FS 1.3, 2.4 FS 3.1 FS 1.4, 2.6, 3.2 FS 4 FS 5.1 FS 5.2 FS ¾ Ordered on interfaces ¾ Should cascade Planning Tools for the Project Manager Client Need Project Execution & Control Project Initiation Revised Project Charter Project Planning Charter Project Schedule & Budget Work Breakdown Structure Work Package Plans - Estimate - Schedule - Budget A Project Planning and Control Model Planning Environment Project Plan Develop Scope Definition Develop Project Schedule Develop Work Package Plans Project Budget Completing the Plan Changes Update Data Work Environment Management Reporting Control Process Corporate Memory Facilitating Processes Earned Value - The Audit Parameter Potential Finish Approved Finish $ Actual Cost Overrun Product Completed Time Behind TIME Measures product completed at original estimated value Time and Cost Control Work Accomplishment Control Use work elements as product level for measurement Establish an accrual convention for soft products Not started Partial Complete Example - 0% - 25% - 100% Work Element Dev. Interview Gd. Schedule Interviews Interview Managers Interview Employees Prepare Report Supervision Totals Budget 2110 750 2570 4860 2380 2500 15170 Percent Status Complete Complete 100 Complete 100 Partial 25 Not Started 0 Partial 25 Partial 25 31 Earned Value 2110 750 643 0 595 625 4723 Conclusion How Bates PMM addresses Project Managers responsibility to: estimate activity duration times confirm resource availability assign accountability for activities measure performance ensure reviews and approvals
