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Project Management 3. Project Management Plans
Week 3
Project management plans
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Why is this project happening? Why now? Why us?
[object Object],[object Object],[object Object],[object Object],[object Object],What solution needs to be put in place to achieve the goals? What work needs to happen to build the solution?
[object Object],[object Object],[object Object],[object Object],[object Object],How do we get this solution in place? How do we know when we’re done?
[object Object],[object Object],[object Object],[object Object],[object Object],When do work activities happen?  What do we need to do first?  What’s last?
[object Object],[object Object],[object Object],[object Object],[object Object],Who do we need to deliver this project successfully?
And what will it cost? $
[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
http://flickr.com/photos/xabier-martinez/225627841/ Why plan? Why plan?
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Works out the timeline and budget http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget Helps understand the effects of changes http://flickr.com/photos/xabier-martinez/225627841/
The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Makes sure you are doing the right thing Works out the timeline and budget Helps understand the effects of changes http://flickr.com/photos/xabier-martinez/225627841/
[object Object],[object Object],[object Object],[object Object],[object Object]
 
?
[object Object],[object Object],[object Object]
What is your project going to deliver? Scope The work to be done = The target product
Hunt, B. et al. (2003).  Project charter . Retrieved January 23, 2006 from  http://webpages.charter.net/hafox/pm/docs/charter.doc   (partial)
Hunt, B. et al. (2003).  Project scope statement . Retrieved January 23, 2006 from  http://webpages.charter.net/hafox/pm/docs/scope.doc   (partial)
What is your project going to deliver? Definition The work to be done =?= The target product
What is your project going to deliver? Change control The work to be done =?= The target product
What is your project going to deliver? Value? The work to be done =?= The target product
The WBS
The right way The wrong way
Focus on deliverables Focus on processes
Align to value Align to process stages
Why? Why not?
Figure 5.2  Sample hierarchical WBS organized by phase  (Schwalbe, 2006, p176) The wrong way? Note the Layers
Table 5.3  Sample tabular WBS (Schwalbe, 2006, p176) 1.0 Concept 1.1 Evaluate current systems 1.2 Define requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support
http://images.google.com.au/images?hl=en&q=wbs&btnG=Search+Images&gbv=2
Document your assumptions Very little knowledge Complete knowledge Degree of knowledge over time
OBS
Figure 9.2  Sample Project Organizational Chart (Schwalbe, 2006, p358)
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4
http://www.winningwithadd.com/organization/
Figure 9.6  Sample Resource Histogram  (Schwalbe, 2006, p362)
tools rasci (aka raci) ram
http://makeitstrategic.com/index.php?blog=5&cat=18
r a s c i responsible accountable supportive consulted informed
r a m responsibility assignment matrix http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4 R R R R R R
Figure 9.4  Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360) OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure
One and only one person can be  accountable . Multiple people can be responsible and certainly others can be informed and consulted.  Source: Glen B Alleman, (2007)  Responsibility Assignment Matrix , Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html  retreived 2/8/08
One and only one person can be  accountable . Multiple people can be responsible and certainly others can be informed and consulted.  Source: Glen B Alleman, (2007)  Responsibility Assignment Matrix , Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html  retreived 2/8/08
Project organisations go farther than workers and work
[object Object],Project Sponsor Project Manager Craig Brown ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Analysts Testers Designer Change consultants Working Group Marketing Product Management Legal Finance Sales Customer Service Steering Committee Head of Marketing and Sales Head of Product Management Head of Customer Service Head of Finance Developers
Remember this?
You  might  break down the work by phases
Why?
http://flickr.com/photos/pshan427/2382209408/
So now you know what needs to be done
So now you know what needs to be done and who is going to do it.
So now you know what needs to be done and who is going to do it. But what about  when ?
[object Object]
http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
Figure 3.3  Sample network diagram (partial)  (Schwalbe, 2006, p211)
Table 3.10  Sample milestone report (partial)  (Schwalbe, 2006, p100)
Figure 3.3  Sample Gantt chart (partial)  (Schwalbe, 2006, p97)
http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=000076
[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
And what will it cost? $
 
 
[object Object],[object Object]
 
[object Object],[object Object]
Galloway, M. (2004).  Status report . Retrieved January 23, 2006 from  http://web.augsburg.edu/~oie/mis376/documents/SR1.doc   (partial)
Risk management Degree of knowledge over time
BetterProjects.net http://www.betterprojects.net/search?q=risk+101   risks impact
[object Object],[object Object],[object Object],[object Object],[object Object]
Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc.     http://www.pcubed.com/Solutions/SolSixStep.asp
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
BetterProjects.net ,[object Object],[object Object]

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The Project Management Process - Week 3

  • 1. Project Management 3. Project Management Plans
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. And what will it cost? $
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 17. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start http://flickr.com/photos/xabier-martinez/225627841/
  • 18. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities http://flickr.com/photos/xabier-martinez/225627841/
  • 19. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead http://flickr.com/photos/xabier-martinez/225627841/
  • 20. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire http://flickr.com/photos/xabier-martinez/225627841/
  • 21. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Works out the timeline and budget http://flickr.com/photos/xabier-martinez/225627841/
  • 22. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget http://flickr.com/photos/xabier-martinez/225627841/
  • 23. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Works out the timeline and budget Helps understand the effects of changes http://flickr.com/photos/xabier-martinez/225627841/
  • 24. The Plan The Plan The Plan The Plan The Plan The Plan The Plan Changes once you start Guides you activities Makes you think ahead Helps you work out who you need to hire Helps manage expectations Makes sure you are doing the right thing Works out the timeline and budget Helps understand the effects of changes http://flickr.com/photos/xabier-martinez/225627841/
  • 25.
  • 26.  
  • 27. ?
  • 28.
  • 29. What is your project going to deliver? Scope The work to be done = The target product
  • 30. Hunt, B. et al. (2003). Project charter . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/charter.doc (partial)
  • 31. Hunt, B. et al. (2003). Project scope statement . Retrieved January 23, 2006 from http://webpages.charter.net/hafox/pm/docs/scope.doc (partial)
  • 32. What is your project going to deliver? Definition The work to be done =?= The target product
  • 33. What is your project going to deliver? Change control The work to be done =?= The target product
  • 34. What is your project going to deliver? Value? The work to be done =?= The target product
  • 36. The right way The wrong way
  • 37. Focus on deliverables Focus on processes
  • 38. Align to value Align to process stages
  • 40. Figure 5.2 Sample hierarchical WBS organized by phase (Schwalbe, 2006, p176) The wrong way? Note the Layers
  • 41. Table 5.3 Sample tabular WBS (Schwalbe, 2006, p176) 1.0 Concept 1.1 Evaluate current systems 1.2 Define requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support
  • 43. Document your assumptions Very little knowledge Complete knowledge Degree of knowledge over time
  • 44. OBS
  • 45. Figure 9.2 Sample Project Organizational Chart (Schwalbe, 2006, p358)
  • 46. Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4
  • 48. Figure 9.6 Sample Resource Histogram (Schwalbe, 2006, p362)
  • 49. tools rasci (aka raci) ram
  • 51. r a s c i responsible accountable supportive consulted informed
  • 52. r a m responsibility assignment matrix http://www.iil.com/freeresources/downloads/UPMM_IIL_Responsibility%20Assignment%20Matrix%20(RAM).doc
  • 53. Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Person 1 Person 2 Person 3 Person 4 R R R R R R
  • 54. Figure 9.4 Sample Responsibility Assignment Matrix (RAM) (Schwalbe, 2006, p360) OBS: Organizational Breakdown Structure WBS: Work Breakdown Structure
  • 55. One and only one person can be accountable . Multiple people can be responsible and certainly others can be informed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix , Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08
  • 56. One and only one person can be accountable . Multiple people can be responsible and certainly others can be informed and consulted. Source: Glen B Alleman, (2007) Responsibility Assignment Matrix , Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retreived 2/8/08
  • 57. Project organisations go farther than workers and work
  • 58.
  • 60. You might break down the work by phases
  • 61. Why?
  • 63. So now you know what needs to be done
  • 64. So now you know what needs to be done and who is going to do it.
  • 65. So now you know what needs to be done and who is going to do it. But what about when ?
  • 66.
  • 68. Figure 3.3 Sample network diagram (partial) (Schwalbe, 2006, p211)
  • 69. Table 3.10 Sample milestone report (partial) (Schwalbe, 2006, p100)
  • 70. Figure 3.3 Sample Gantt chart (partial) (Schwalbe, 2006, p97)
  • 72.
  • 73.
  • 74. And what will it cost? $
  • 75.  
  • 76.  
  • 77.
  • 78.  
  • 79.
  • 80. Galloway, M. (2004). Status report . Retrieved January 23, 2006 from http://web.augsburg.edu/~oie/mis376/documents/SR1.doc (partial)
  • 81. Risk management Degree of knowledge over time
  • 83.
  • 84. Six-Step Proven Path for Schedule Development Rudi van den Berg, Pcubed, Inc.   http://www.pcubed.com/Solutions/SolSixStep.asp
  • 85.
  • 86.
  • 87.