Topic 3Project PlanningDec. 2001Wanjun JIANG GSM PKUI. Project management processDec. 2001Wanjun JIANG GSM PKUProject Management ProcessArrows represent flow of documents and documentable itemsInitiating processesPlanning processesControlling processesExecuting processesClosing processesDec. 2001Wanjun JIANG GSM PKUInitiating processes-recognizing that a project or phase should begin or 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 met 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 endDec. 2001Wanjun JIANG GSM PKUInitiating processThe formal initiating links the project to the ongoing work of the performing Org.Inputs: product description; strategic plan; project selection criteria; historical informationTools and techniques: project selection methods; expert judgementOutputs: project charter; project manager identified/assigned; constrains; assumptionsDec. 2001Wanjun JIANG GSM PKUPlanning processesCore processFacilitating processScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCost budgetingProject plandevelopmentQuality planningCommunicationsplanningRiskidentificationRiskquantificationRisk responsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningDec. 2001Wanjun JIANG GSM PKUPlanning 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 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. Dec. 2001Wanjun JIANG GSM PKUScope planning: developing a written scope statement as the basis for future project decisionsScope definition: subdividing the major project deliverables 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 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 perform project activities.Dec. 2001Wanjun JIANG GSM PKUCost 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 them 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 the HR needed assigned to and working on the project.Dec. 2001Wanjun JIANG GSM PKUCommunication 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 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 procure and whenSolicitation planning: documenting product requirements and identifying potential sources.Dec. 2001Wanjun JIANG GSM PKUExecuting processes Facilitating processesProject plan executionInformationdistributionsolicitationTeamdevelopmentSourceselectionScope vertificationQualityassuranceContractadministrationDec. 2001Wanjun JIANG GSM PKUProject plan 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 standard.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 among potential sellerscontract administration: managing the relationship with the sellerDec. 2001Wanjun JIANG GSM PKUControlling processesfacilitating processesPerformance reportingOverall changecontrolScope changecontrolSchedulecontrolRisk responsecontrolCostcontrolQualitycontrolDec. 2001Wanjun JIANG GSM PKUProject performance must be measured regularly to 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 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 information, including status reporting, progress measurement, and forecastingRisk response control: responding to changes in risk over the course of the project.Dec. 2001Wanjun JIANG GSM PKUClosing processes Contractclose-outAdministrativeclosureDec. 2001Wanjun JIANG GSM PKUAdministration closure: generating, gathering, and disseminating information to formalize phase 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 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.Dec. 2001Wanjun JIANG GSM PKUII. Project PlanningDec. 2001Wanjun JIANG GSM PKUWhy do I need a P.O.D.? To provide a baseline of information for approval or rejection of the project proposal To identify roles and responsibilities before the project is started To define completion (success) in advanceDec. 2001Wanjun JIANG GSM PKUP.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 significant dependenciesDec. 2001Wanjun JIANG GSM PKUP.O.D. Function 2Identify resource requirements responsibilities(organization) skills time estimates material resources project costDetermine preliminary scheduleThe P.O.D. Should be formal proposal Dec. 2001Wanjun JIANG GSM PKUP.O.D. Minimum content IntroductionKey assumptionRoles and responsibilitiesMajor productsCompletion criteriaEstimated scheduleEstimated costDec. 2001Wanjun JIANG GSM PKUWhy plan the P.O.D. ?To manage riskTo maximize return on investmentTo ensure client satisfactionTo communicateDec. 2001Wanjun JIANG GSM PKUIn the beginning. Plans Schedule Scope Resource Dec. 2001Wanjun JIANG GSM PKUP.O.D. Planning Process Define the productsIdentify technical activitiesEstimates hours for activitiesAdd level of effort hours Determine dependencies Identify staffing Identify other resources Identify utilization rate Determine activity size Determine activity duration Develop estimated scheduleDec. 2001Wanjun JIANG GSM PKU1. Define the productsStandard products from: Design project: system requirements report system design report implementation phase plan Implementation project: detailed program specifications programs and programs documentation installation planDec. 2001Wanjun JIANG GSM PKUNon-standard products: First of its kind? First in this company? First at this location?.Dec. 2001Wanjun JIANG GSM PKU2. Identify the technical activitiesExample: design project, activities 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 phase11. Internal design phaseDec. 2001Wanjun JIANG GSM PKU3. 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 confirm 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 6000Dec. 2001Wanjun JIANG GSM PKU4. Add level of effort hoursProject managementChange investigationProject meetings.Dec. 2001Wanjun JIANG GSM PKU5. Determine dependencies“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 taskDec. 2001Wanjun JIANG GSM PKUDetermine dependencies1256387109411Dec. 2001Wanjun JIANG GSM PKU6. Identify staffingInternal personnel/skillsExternal personnel/skillsDec. 2001Wanjun JIANG GSM PKU7. Identify other resourcesDedicated test configurationLaser printers for documentationWord processing support.Dec. 2001Wanjun JIANG GSM PKU8. Identify utilization rateHours available=2080(52x5x8)education 80vacation+holidays 160administration 80personal 80others 80Total non-productive hours 480Total productive hours 1600Dec. 2001Wanjun JIANG GSM PKUUtilization vs. Project duration(173 hours per month)Dec. 2001Wanjun JIANG GSM PKU9. 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 report(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 2000 66.7Project total 6000 200Dec. 2001Wanjun JIANG GSM PKU10.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) 640( 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 66.7 11.2Project total 6000 200 33.6Dec. 2001Wanjun JIANG GSM PKU11. Develop estimated schedule(requirements phase) Dec. 2001Wanjun JIANG GSM PKUP.O.D.planning process-another view Define scope-Define the products-Identify technical activities-Estimates hours for activities-Add level of effort hours -Determine dependenciesDec. 2001Wanjun JIANG GSM PKUIdentify resources -Identify staffing -Identify other resourcesDevelop schedule-Identify utilization rate -Determine activity size -Determine activity duration -Develop estimated scheduleDec. 2001Wanjun JIANG GSM PKUIn the end .Scope Plans Schedule Resources Dec. 2001Wanjun JIANG GSM PKUP. O. D.IntroductionKey assumptionRoles & responsibilitiesMajor productsCompletion criteriaEstimated scheduleEstimated costDec. 2001Wanjun JIANG GSM PKUWhen 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”Dec. 2001Wanjun JIANG GSM PKU“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 the first time, when are we going to have time to fix it?”Dec. 2001Wanjun JIANG GSM PKUIII. Project planningDec. 2001Wanjun JIANG GSM PKUWhy 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 tracking progressTo manage changeTo establish completion criteriaTo minimize time, costs, and other resources needsDec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIANG GSM PKUProject plansWork plan support planStaffing plan project reviewOther resources plan documentationFacilities plan approval/sign-offChange control plan trainingStatus reporting plan system testFinancial plan installationDocument control planContingency plan Dec. 2001Wanjun JIANG GSM PKUPlanning 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 controlDec. 2001Wanjun JIANG GSM PKUPlanning process1. 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 summariesDec. 2001Wanjun JIANG GSM PKUStep 1. Define the productsProduct types and sourcesTypes: P.O.D. Deliverables; Support productsSources: P.O.D. Materials(deliverables) Deliverable guidelines Statement of work OtherDec. 2001Wanjun JIANG GSM PKUStandard productsresources timeDec. 2001Wanjun JIANG GSM PKUStep 2. Identify tasks and subtasks Types of task: standard; project-related; level-of -effortSources Department documentation procedures+guidelines Brainstorming sessions Experienced peopleDec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIANG GSM PKUStandard 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 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 External 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 approvalDec. 2001Wanjun JIANG GSM PKUProject-dependent tasksdatabase developmentconversion planningconversion tasksinstallation planninguser and operator education planningvendor product testingsubcontractor coordinationDec. 2001Wanjun JIANG GSM PKULevel- of- effort(LOE) taskshard to define specific output completion criteriatend to be long runningwork on them is sporadicOrientationmanagement change investigationskills transfermeetingsDec. 2001Wanjun JIANG GSM PKUIdentify 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 durationDec. 2001Wanjun JIANG GSM PKUProcess for defining tasksReview: the latest baseline plans for similar 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 Dec. 2001Wanjun JIANG GSM PKUStep 3. Develop precedence diagram Determine interdependencies order of tasks predecessor/successor tasksIdentify missing tasksInitially assume resource independentCreate visual presentationDec. 2001Wanjun JIANG GSM PKUStep 4. Assign available hours to tasksReview project objectives estimatesEstimate individual detailed tasksSum up hoursCompare your hours to hours in estimating backup and resolve any discrepancies independent assessment negotiate with managerDec. 2001Wanjun JIANG GSM PKURules of thumbMeetings require: material preparation rehearsal the presentation follow up times and number of people involvedInterviews take 2-3 people plus the intervieweePlanning & estimating takes time tooProject management 15-20% of the technical effortMust include individual project control effort: LOE, change control, status reportingDec. 2001Wanjun JIANG GSM PKUProject objectives estimating backup: requirements phaseTasks Technical hours1. Orientation: (25hrs x 6) 1502. Interview standards 1303. Global interview preparation 704. Interviews(20) (20x14x2 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: 2000Dec. 2001Wanjun JIANG GSM PKUEstimating pitfallsNot identifying all tasksSloppy completion criteriaFuzzy objectivesSolo estimating“Superstar” estimatingUsing someone elses numbersConsistently going low or highFailure to re-estimate, based on results-to-dateDec. 2001Wanjun JIANG GSM PKUStep 5. Determine staff hours availableBasis for project objectives scheduleHours available/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/monthDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUProject staffingRequired staff Actual staff analyst skill profile written/verbal - local/national communication through technical -manages -word of mouth -project assuranceDec. 2001Wanjun JIANG GSM PKUStaffing plan constructionRequiredskills fortasksSkills ofstaffAvailability ofStaffPrecedencediagramMatch Task durationTask assignmentDiagramDec. 2001Wanjun JIANG GSM PKUBlock out time Not available for technical tasksEnter 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 figures.Dec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIANG GSM PKU Dec. 2001Wanjun JIANG GSM PKUStep 6. Assign tasks to resources & balance against scheduleGet the right resource at right time.Dec. 2001Wanjun JIANG GSM PKUEnter 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, complexity Dec. 2001Wanjun JIANG GSM PKUDetermine 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) (20x14x2 people) 560 18.5 individual preparation 3hrs interview 4hrs minutes 4hrs confirm 3hrs5. Standards for report 50 1.76. Consolidate 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 66.7Dec. 2001Wanjun JIANG GSM PKUPrecedence diagram12348651097Dec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUBalancingAdjust: task duration, task start date, task assignmentBalance plan, left to rightMaintain dependenciesVerify reasonablenessDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUStep 7. Add management tasksPrepare bottom-up estimatesCheck against 15-20% ruleGeneral architect supportsee fig.Dec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDetermine critical path2/1.33/1.34/3.98/1.86/4.55/1.01011.99/1.07/1.211.0Dec. 2001Wanjun JIANG GSM PKUStep 8. Iterate until completedStep 9. Prepare plan summaries Preparing remaining plan summaries: individual schedule product milestone cumulative task summary staff phasing summary cumulative resources summary task assignment sheetsDec. 2001Wanjun JIANG GSM PKUCreate individual schedule Name Planned absences Vacation Education. Schedules reflect known absences One for each person One line per taskDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUPrepare other plansstatus reportingdocument controlchange controlfacilitiesproject reviews.Dec. 2001Wanjun JIANG GSM PKUWhy 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; lack of change controlDec. 2001Wanjun JIANG GSM PKUGood 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!Dec. 2001Wanjun JIANG GSM PKURemember Successful project management demands OUTSTANDING COMMUNICATION & 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 problemsDec. 2001Wanjun JIANG GSM PKUIV. Estimating Dec. 2001Wanjun JIANG GSM PKUEstimates are the sum of the activities to do all the steps of a project based on current information.Dec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUWork 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 detailed definition of a project component. Project components may be products or services.Examples:M&M,figure 5-5,page 216; PMBOK fig.5-2, 5-3, 5-4,pages 54-55. Break it down to a level that is manageable.Dec. 2001Wanjun JIANG GSM PKUDec. 2001Wanjun JIANG GSM PKUSteps to successful estimatingIdentify major tasksBreak into subtasksEstimate each subtaskNot part of estimating planning and scheduling dependencies staffingDec. 2001Wanjun JIANG GSM PKUTheres more to successful estimatingConsider experience: know the application;know the tools;extent tools applicable?Staff, local/remote;adapt to tools what is unique in the project? 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Nulla iaculis tempor felis amet, consectetur adipiscing elit. Fusce id urna blanditut cursus. 感感谢谢您您的的下下载载观观看看专家告诉