Schedule Oriented Project
Planning
© 2009 Project Management Experts, LLC
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Reference Material
The Project Management Institute’s (PMI’s) A
Guide to the Project Management Body of
Knowledge (PMBOK) Version 4 was used as
the primary reference for the material in this
course.
© 2009 Project Management Experts, LLC
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INTRODUCTION
© 2009 Project Management Experts, LLC
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Joseph D. Launi, PMP
• 25+ years in project management
• 10 years in project management consulting
• PMP Certified
• Specializing in project management office (PMO)
development
• Specializing in project management training
© 2009 Project Management Experts, LLC
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Agenda
Introduction
Project/Product Analysis
Develop Project Management Plan:
1. Project Scope Management/Scope Baseline
2. Project Schedule Management/Schedule Baseline
3. Project Human Resource Plan
4. Cost Management Plan/Cost Baseline
5. Quality Management Plan
6. Procurement Management Plan
7. Communications Management Plan
8. Risk Management Plan
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Agenda con’t.
9. Perform Project Integration and Finalize Project
Management Plan
10. Closing and Evaluations
6
Tell Us About Yourself
• Name
• Company/Organization and Role
• Expectations
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Class Guidelines and Logistics
• Guidelines:
Participate and share your ideas and experience
Keep an open mind
Respect your teammates and classmates
Return from breaks on time
• Logistics:
Class time is 8:00 – 6:00 with 1 hour working lunch
Lunch and rest room locations
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Cost of Rework
Task 1
Task 2
Task 3
What is the cost of rework and
how does it effect planning?
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Triple Constraints
Quality
Cost
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Managing Expectations
• Understanding the scope of work …..
• Understanding the cultural and social environment….
• Understanding the international and political
environment…..
• Understanding the physical environment…..
…..and communicating appropriately to all
stakeholders.
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Stakeholder’s Influence Over Time
Influence of stakeholders
High
Cost of Changes
Low
Project Time
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Project Management Process Groups –
(Definitions from the PMBOK)
• Initiating Process Group: processes performed to define a new project
or a new phase of an existing project by obtaining authorization to start
the project or phase.
• Planning Process Group: establishes the scope of the project, refines
project objectives and defines the course of action required to attain the
objectives that the project was undertaken to achieve.
• Executing Process Group: processes performed to complete the work
defined in the project management plan to satisfy the project specifications.
• Monitoring and Controlling Process Group: processes required to track,
review, and regulate the progress and performance of the project; identify
any areas in which changes to the plan are required; and initiate the
corresponding changes.
• Closing Process Group: processes performed to finalize all activities
across all Process Group to formally close the project or phase.
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Project Management Process Groups
Monitoring &
Controlling Process
Planning Processes
Closing
Processes
Initiating
Processes
Executing Processes
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Mapping the Process Areas and the
Knowledge Groups
Project Management Process Groups
Knowledge
Areas
4. Project
Integration Mgt.
Initiating
4.1 Develop Project
Charter
Planning
Executing
4.2 Develop Project
Management Plan
4.3 Direct &
Manage Project
Execution
Monitoring &
Controlling
4.4 Monitor &
Control Project
Work
4.5 Perform
Integrated Change
Control
5. Project Scope
Mgt.
5.1 Collect Req.
5.2 Define Scope
5.3 Create WBS
5.4 Verify Scope
5.5 Control Scope
6. Project Time
Mgt.
6.1 Define Activities
6.2 Sequence Act.
6.3 Est. Activ. Res.
6.4 Est. Activ. Dur.
6.5 Develop Sched
6.6 Control
Schedule
7. Project Cost
Mgt.
7.1 Estimate Costs
7.2 Determine
Budget
7.3 Control Costs
8. Project Quality
Mgt.
8.1 Plan Quality
8.2 Perform Quality
Assurance
Closing
4.6 Cost Project
or Phase
8.3 Perform Quality
Control
Guide to the Project Management Body of Knowledge Fourth Edition
© 2009 Project Management Experts, LLC
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Mapping the Process Areas and the
Knowledge Groups (cont.)
Knowledge
Areas
Project Management Process Groups
Initiating
9. Project HR
Mgt.
10. Project
Comm.. Mgt.
10.1 Identify
Stakeholders
Planning
Executing
9.1 Develop HR Plan
9.2 Acquire Project
Team
9.3 Develop Project
Team
9.4 Manage Project
Team
10.2 Plan
Communications
10.3 Distribute
Information
10.4 Manage
Stakeholder
Expectations
11. Project Risk
Mgt.
11.1 Plan Risk Mgt.
11.2 Identify Risks
11.3 Perform Qualitative
Risk Anal.
11.4 Perform
Quantitative Risk Anal.
11.5 Plan Risk Resp.
12. Project
Procurement
Mgt.
12.1 Plan Procurements
Monitoring &
Controlling
Closing
10.5 Report
Performance
11.6 Monitor
and Control
Risks
12.2 Conduct
Procurements
12.3
Administer
Procurements
Guide to the Project Management Body of Knowledge Fourth Edition
© 2009 Project Management Experts, LLC
12.4 Close
Procurements
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Process Groups Interacting on a Project
Where would you draw
planning?
Level of
Process
Interaction
Monitoring & Controlling
Time
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Process Groups Interacting on a Project
Level of
Process
Interaction
Monitoring & Controlling
Time
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Develop Project Management Plan via
PMBOK
5.1
Collect
Requirements
5.2
Define
Scope
5.3
Create
WBS
6.1
Define
Activities
6.2
Sequence
Activities
6.3
Estimate
Activity
Resources
4.2 Develop
PM
Plan
12.1
Plan
Procurements
6.4
Estimate
Activity
Durations
6.5
Develop
Schedule
11.1
Plan Risk
Management
7.1
Estimate
Costs
10.2
Plan
Communications
9.1
Develop HR
Plan
8.1
Plan
Quality
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7.2
Determine
Budget
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Develop Project Schedule and WBS via
PMBOK
5.1
Collect
Requirements
5.2
Define
Scope
6.1
Define
Activities
6.3
Estimate
Activity
Resources
6.2
Sequence
Activities
4.2
Develop
PM
Plan
6.5 Develop
Schedule
5.3
Create
WBS
6.4
Estimate
Activity
Durations
12.2
Conduct
Procurements
12.1
Plan
Procurements
11.2
Identify
Risks
9.2
Acquire
Project
Team
8.1
Plan
Quality
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7.2
Determine
Budget
7.1
Estimate
Costs
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Develop Project Schedule and WBS via
Schedule Oriented Project Planning (SOPP)
2.2
Sequence
Activities
2.1
Define
Activities
1.2
Define
Scope
1.1
Collect
Requirements
Start
1.3
Create
WBS
WBS
Complete
2.3
Estimate
Activity
Res.
3.1
Develop
HR Plan
2.5
Develop
Schedule
2.4
Estimate
Activity
Durations
Draft/
Final
Schedule
Schedule Oriented Project Planning (SOPP)
2.2
Sequence
Activities
2.1
Define
Activities
2.3
Estimate
Activity
Res.
1.2
Define
Scope
1.1
Collect
Requirements
Start
1.3
Create
WBS
WBS
Complete
2.4
Estimate
Activity
Durations
3.1
Develop
HR Plan
4.1
Estimate
Costs
2.5
Develop
Schedule
Draft/
Final
Schedule
8.1
Plan Risk
Management
8.2
Identify
Risks
8.3
Perform
Qualitative
Risk Analysis
8.4
Perform
Quantitative
Risk Analysis
4.2
Determine
Budget
5.1
Plan
Quality
6.1
Plan
Procurements
7.1
Plan
Communications
8.5
Plan Risk
Responses
Develop
PM Plan
Project Analysis Checklist and Survey (PACS)
Documenting what you know and don’t
know about the project and/or product.
(See Handout)
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1. Project Scope Management
1.2
Define
Scope
1.3
Create
WBS
WBS
Complete
1.1
Collect
Requirements
Start
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Planning
1. Project Scope Management
and its Components
1.1 Collect Requirements – process of defining and documenting
stakeholder needs to meet the project objectives.
1.2 Define Scope – documents a detailed description of the project
and product.
Monitoring &
Controlling
1.3 Create Work Breakdown Structure (WBS) – subdividing project
deliverables and project work into smaller, more manageable
components.
1.4 Verify Scope – formalizing acceptance of the completed project
deliverables.
1.5 Control Scope – monitoring the status of the project and
product scope and managing changes to the scope baseline.
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1. Project Scope Management
1.1 Collect Requirements
• Requirements Documentation
• Requirements Management Plan
• Requirements Traceability Matrix
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1. Project Scope Management
1.2 Define Scope
• Develop Project Scope Statement
• Develop project document updates
• Develop a list of features/items that are OUT of scope should
be prepared.
• Develop scope management approach
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1. Project Scope Management
1.3 Create Work Breakdown Structure
Basement
Project
1.0
Planning
1.1
Scope
1.1.1
Schedule
1.1.2
Design
1.2
Construction
1.3
•
•
•
•
Furnishing
1.4
Closure
1.5
WBS
WBS Dictionary
Scope Baseline
Project Document Updates
Cost
1.1.3
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2. Project Time Management
2.5
Develop
Schedule
2.2
Sequence
Activities
2.1
Define
Activities
2.3
Estimate
Activity
Res.
2.4
Estimate
Activity
Durations
WBS
Complete
Draft/
Final
Schedule
3.1
Develop HR
Plan
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2. Project Time Management & Its
Components
2.3 Estimate Activity Resources – identifying the type and quantities
of materials, people, equipment or supplies required to perform
each activity.
2.4 Estimate Activity Durations – approximating the number of work
periods needed to complete individual activities with estimated
reources.
2.5 Develop Schedule – analyzing activity sequences, durations,
resource requirements, and schedule constraints to create the
project schedule.
M&C
Planning
2.1 Define Activities – identifying the specific actions to be performed
to produce the project deliverables.
2.2 Sequence Activities – identifying and documenting relationships
among the project activities.
2.6 Control Schedule – monitoring the status of the project to
update project progress and managing changes to the schedule
baseline.
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2. Project Time Management
2.1 Define Activities
Planning Work Package(s)
Construction
Work Package(s)
Design Work Package(s)
Activity 1:
Activity 1:
Activity 1:
Activity 2:
Activity 2:
Activity 2:
Activity 3:
Activity 3:
Activity 3:
Furnishing Work
Package(s)
Define Milestones
as well
Closure
Work Package(s)
Activity 1:
Activity 1:
Activity 2:
Activity 2:
Activity 3:
Activity 3:
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2. Project Time Management
2.2 Sequence Activities
A
B
Finish to Start
A
B
Finish to Finish
A
Start to Start
B
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2.
Project Time Management
Schedule Network Diagram
3
A
Start
1
D
2
4
C
B
4
E
9
5
End
8
3
F
5
G
Critical Path Analysis
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2. Project Time Management
2.3 Estimate Activity Resources
Assign Resources by
Labor Category
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2. Project Time Management
2.4 Estimate Activity Durations
Primary Estimating Techniques:
• Expert judgment
• Bottom up
• Analogous
• Parametric
• 3-Point estimates using PERT
PERT Estimate = Optimistic + 4(Most Likely) + Pessimistic
6
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2. Project Time Management
2.5 Develop Schedule
•
•
•
•
•
Develop schedule/time management approach
Schedule baseline will be created after the PM Plan is approved.
Changes to the schedule baseline must be approved via change
control.
Approved schedule changes will be re-baselined along with cost and
scope changes after the change has been approved via change
control.
How actual time will be captured and entered into the PMIS.
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2. Project Time Management
2.5 Develop Schedule
Information Captured in a Project Schedule
•
•
•
•
•
•
•
•
•
•
Level of Effort
Duration
Resources
Start and Finish Dates by Activity and Task
Dependencies
Milestones
Deliverables
Comments
WBS numbers
Etc.
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2. Project Time Management
Exercise Sample Project Schedule
Review the attached Project Schedule and identify
issues that should be addressed in subsequent
plans in the Project Management Plan.
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3. Project Human Resource Management
2.2
Sequence
Activities
2.1
Define
Activities
2.3
Estimate
Activity
Res.
WBS
Complete
2.5
Develop
Schedule
2.4
Estimate
Activity
Durations
3.1
Develop
HR Plan
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Planning
3.2 Acquire Project Team – obtaining the human resources
needed to complete the project.
Monitoring &
Controlling
3.1 Develop Human Resource Plan – identifying and
documenting project roles, responsibilities, required skills
and reporting relationships. This is documented in a staffing
management plan.
Executing
3. Project Human Resource Management &
Its Components
3.3 Develop Project Team – improving the competencies and
interaction of team members to enhance project performance.
3.4 Manage Project Team – tracking team member performance,
providing feedback, resolving issues, and coordinating
changes to enhance project performance.
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3. Project Human Resource Management
3.1 Develop HR Plan
Identify Potential Project Team and Create Project
Organization Chart
Bill Jones
Project Mgr
Shirley Long
Development
What are the advantages of
developing an organization
chart?
Harry Testor
Testing
Hugo Berardi
QA
Joe Technical
Programmer
Karen Smith
Programmer
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3. Project Human Resource Management
3.1 Develop HR Plan
Create Responsibility Assignment Matrix
ACTIVITY
PERSON
Mary
Flo
Lou
Jim
Analysis
M
L,A
--
TM
Design
M
L,A
--
Develop
M
--
Test
M
--
George
Karen
Bill
TM
--
--
TM
TM
--
--
L,A
--
--
TM
TM
L,A
--
--
TM
TM
M – Manager; L – Technical Lead, A - Accountable; TM – Team Member
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3. Project Human Resource Management
3.1 Develop HR Plan
Develop Approach to Managing the Project Staff
-
Staffing baseline will be completed after PM plan is approved
Staff acquisition
Timetable
Release criteria
Training needs
Recognition and rewards
Compliance
Safety
Lessons learned documentation
Performance appraisals
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4. Project Cost Management
2.5
Develop
Schedule
Draft/
Final
Schedule
4.1
Estimate
Costs
4.2
Determine
Budget
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Monitoring &
Controlling
Planning
4. Project Cost Management & Its
Components
4.1 Estimate Costs – developing an approximation of the
monetary resources needed to complete project activities.
4.2 Determine Budget – aggregating the estimated costs of
individual activities or work packages to establish a cost
baseline.
4.3 Control Costs – process of monitoring the status of the
project to update the project budget and managing changes
to the cost baseline
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4. Project Cost Management
4.1 Estimate Costs
Approximating monetary resources
(1) Attach labor rates
(2) Estimate non-labor costs
(3) Finalize cost estimate
TASKS
NON-LABOR
COSTS
1.
Planning
2.
Design
3.
Construction
4.
Furnishings
5.
Closure
LABOR
COSTS
TOTAL PLANNED
COST
TOTAL:
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4. Project Cost Management
4.2 Determine Budget
Aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline.
•
•
•
•
Cost Performance Baseline
Project Funding Requirements
Cost Based Metrics
Develop cost management approach
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4. Project Cost Management
Cost Based Metrics
• Planned Value (PV): Budgeted cost of the work scheduled
• Earned Value (EV): Budgeted amount in the work actually completed
• Actual Cost (AC): Total cost incurred in accomplishing work on the scheduled activity
• Estimate to Complete (ETC): Estimated remaining amount to complete the project
• Estimate at Completion (EAC): Estimated cost of the entire project including work
performed and work to be performed. EAC = AC + ETC (other formulas as well)
• Budget at Completion (BAC): Total budgeted cost of the project.
• Cost Variance (CV): EV – AC
• Cost Performance Index (CPI): EV/AC
• Schedule Performance Index (SPI):EV/PV
•
•
•
•
Schedule Variance (SV): EV – PV
ETC based on a new estimate: New ETC + AC = Estimate at Completion
ETC based upon atypical variances: ETC = (BAC – EV)
ETC based on typical variances: ETC = (BAC-EV)/CPI
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Graphic Performance Report
Cumulative Values (Cost)
Today
Budget at
Completion
(BAC)
Actual
Cost (AC)
Planned
Value (PV)
Is this project
going well?
Earned
Value (EV)
Time
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5. Project Quality Management
2.5
Develop
Schedule
Draft/
Final
Schedule
8.1
Plan Risk
Management
5.1
Plan
Quality
8.2
Identify
Risks
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Planning
5.2 Perform Quality Assurance – auditing the quality
requirements and the results from quality control
measurements to ensure appropriate quality standards and
operational definitions are used.
Monitoring &
Controlling
5.1 Plan Quality – identifying quality requirements and/or
standards for the project and product, and documenting how
the project will demonstrate compliance.
Executing
5. Project Quality Management & Its
Components
5.3 Perform Quality Control – monitoring and recording results of
executing the quality activities to assess performance and
recommend necessary changes.
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Modern Quality Management Compliments
Project Management
• Customer satisfaction
• Prevention over inspection
• Management responsibility
• Continuous improvement
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5. Project Quality Management
5.1 Plan Quality
• Identify quality requirements and/or standards for the
project and product and documenting how the project
will demonstrate compliance.
• Verify that all processes and methodologies are being
followed.
• Identify tasks that will be needed to perform quality
assurance.
• Define how testing/inspection will occur.
• Document high level quality control activities.
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5. Project Quality Management
5.1 Plan Quality
Document Process Improvement Plan
•
Process Boundaries: purpose, start and end of processes, inputs and
outputs, data required, owner, and stakeholders
•
Process Configuration: flowchart of processes
•
Process Metrics: maintain control of status of processes
•
Targets for Improved Performance: guides the process improvement
activities
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5. Project Quality Management
5.1 Plan Quality
Develop Quality Management Approach
•
•
•
•
•
•
•
Quality baseline will be created after the PM Plan is approved.
Changes to the quality baseline must be approved via change control.
Approved quality changes will be re-baselined along with schedule and
scope changes after the change has been approved via change control.
Actual quality will be captured and entered into the PMIS by ……
The following quality related metrics will be captured: ……
The following are not included in the quality of this project: .…
The following checklists will be used to assure the quality of this project:
……
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6. Project Procurement Management
2.5
Develop
Schedule
Draft/
Final
Schedule
8.1
Plan Risk
Management
8.2
Identify
Risks
6.1
Plan
Procurements
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Monitoring &
Controlling, & Executing Planning
Closure
6. Project Procurement Management & its
Components
6.1 Plan Procurements – process of documenting project
purchasing decisions, specifying the approach, and
identifying potential sellers.
6.2
Conduct Procurements – process of obtaining seller
responses, selecting a seller, and awarding a contract.
6.3
Administer Procurements – process of managing
procurement relationships, monitoring contract
performance, and making changes and corrections as
needed
6.4 Close Procurements – process of completing each project
procurement.
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6. Project Procurement Management
6.1 Plan Procurements
Document Purchases and Acquisitions Needed
• Make or buy analysis
• Expert judgment
• Contract types
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6. Project Procurement Management
6.1 Plan Procurements
Determine Contract Type
Buyer Risk
FP
FPI
CPAF T&M
CPIF
CPFF
Seller Risk
FP:
Fixed price
FPI:
Fixed price plus incentive
CPAF: Cost plus award fee
T&M: Time and materials
CPIF: Cost plus incentive fee
CPFF: Cost plus fixed price
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6. Project Procurement Management
6.1 Plan Procurements
Document Evaluation Criteria
•
•
•
•
•
•
•
•
•
•
•
Understanding of need
Overall or life-cycle cost
Technical capability
Management approach
Technical approach
Financial capacity
Production capacity and interest
Business size and type
References
Intellectual property rights
Proprietary rights
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6. Project Procurement Management
6.1 Plan Procurements
Develop Approach to Managing the Procurement
Process
Describes how the procurement process will be managed from
developing procurement documentation through contract
closure.
Includes:
• types of contracts
• process for managing multiple vendors
• constraints and assumptions
• procurement metrics
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7. Project Communications Management
2.5
Develop
Schedule
Draft/
Final
Schedule
8.1
Plan Risk
Management
8.2
Identify
Risks
7.1
Plan
Communications
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Monitoring & Executing
Planning Initiating
Controlling
7. Project Communications Management &
Its Components
7.1
7.2
7.3
7.4
7.5
Identify Stakeholders: process of identifying all people or
organizations impacted by the project, and documenting
relevant information regarding their interests, involvement
and impact on project success.
Plan Communications – determining the stakeholder
information needs and defining a communications
approach.
Distribute Information – making needed information
available to project stakeholders as planned.
Manage Stakeholder Expectations – process of
communicating and working with stakeholders to meet their
needs and addressing issues as they occur.
Report Performance – process of collecting and distributing
performance information to include status reports, progress
measurements, and forecasts.
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7. Project Communications Management
7.2 Plan Communications
Document Communication Requirements
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7. Project Communications Management
7.2 Plan Communications
Document Deliverable Distribution Requirements
Deliverable
Recipient
Detailed Design Doc.
Bill, Henry, Julie
Change Requests
CCB, Bill
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7. Project Communications Management
7.2 Plan Communications
Develop Approach to Managing Project
Communications
• Stakeholder communications requirements
• Information to be communicated including format
• Person responsible for communicating
• Methods or technologies
• Frequency of communications
• Escalation process
• Methods for updating or refining communications
• Glossary of common terminology
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8. Project Risk Management
2.5
Develop
Schedule
Draft/
Final
Schedule
8.1
Plan Risk
Management
8.2
Identify
Risks
8.3
Perform
Qualitative
Risk Analysis
8.4
Perform
Quantitative
Risk Analysis
© 2009 Project Management Experts, LLC
8.5
Plan Risk
Responses
67
Planning
8. Project Risk Management & Its
Components
8.1
Plan Risk Management – process of defining how to conduct
risk management activities for a project.
8.2
Identify Risks - determining which risks might affect the project
and documenting their characteristics.
8.3
Perform Qualitative Analysis – prioritizing risks for subsequent
further analysis or action by assessing and combining their
probability of occurrence and impact.
8.4
Perform Quantitative Analysis – numerically analyzing the effect
of identified risks on overall project objectives.
8.5
Plan Risk Responses – developing options and actions to
enhance opportunities and to reduce threats to project
objectives.
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Monitoring &
Controlling
8. Project Risk Management & Its
Components cont.
8.6
Monitor and Control Risks – process of implementing risk
response plans, tracking identified risks, monitoring
residual risks, identifying new risks, and evaluating risk
responses throughout the project.
69
8. Risk Management Plan
8.1 Plan Risk Management
•
Document risk management approach
•
New risks will be added to the register throughout the project.
•
All risks will be monitored throughout the project.
•
Risk owners are responsible for executing the response plan.
•
Risks will be discussed at all status meetings.
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8. Risk Management Plan
8.2-8.4 Perform Risk Assessment & Create Risk Register
Identify risks, perform qualitative risk analysis,
perform quantitative risk analysis
Risk Register
Project Name:
Project Manager:
Assessment
ID
Risk
Prob
Impact
Score
Trigger
Response Plan
Contingency
Owner
1
2
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8. Risk Management Plan
8.5 Plan Risk Responses
Negative Risks or Threats
• Avoid:
Changing the Project Management Plan to eliminate
the risk (ex. change the technology to avoid using a
beta copy).
• Transfer: Shifting the risk to a third party (ex. Insurance,
contractors).
• Mitigate: Reducing the probability or impact (ex. taking
action to reduce the impact if the risk should occur).
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8. Risk Management Plan
8.5 Plan Risk Responses
Positive Risks or Opportunities
• Exploit:
Eliminating uncertainty to the opportunity can
occur (ex., adding resources to complete early
to take advance of holiday business).
• Share:
Allocating ownership to a third party who can
best capture opportunity.
• Enhance:
Seeking to strengthen the “size” of the
opportunity by identifying and maximizing key
drivers.
• Accept:
No response; simple acceptance of the risk and
deal with risk if it occurs.
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Project Integration and Finalization of PM
Plan
1. Update WBS with risk response activities
2. Document the project management life cycle
3. Document the integrated change control process
4. Document how the Project Management Information
System (PMIS) will be used
5. Develop the final project schedule and highlight the critical
path
6. Finalize the project management plan
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