Introduction to Project Management (Part 4 of 6) - Visual Paradigm Free Ebook Series

IT Project Management Framework PLANNING

Planning

Closeout

Identification

Initiation

Execution & Control © Copyright 2017 Visual Paradigm | All Rights Reserved 1

Overview Planning

The planning phase is the third phase of the IT Project Management Lifecycle. It begins after the project is initiated.

In the planning phase, various planning activities will be conducted, which includes the planning of work, schedule, budget, resources, staffing need, and etc. Those planning activities are performed to ensure the project will be completed on time and within budget.

Throughout this phase, planning activities will be performed, and a set of plan documents will be output.

Project being planned progresses to the Execution and Control phase of the life cycle.

2

Planning Activities

Deliverables

Conduct Planning Kick-off Meeting Define Project Activities (Using WBS)

Work Breakdown Structure

Schedule Activities

Project Schedule

Perform Resource Planning

Resource Plan

Perform Staffling Planning

Staffling Plan

Perform Budget Planning

Budget Plan

Perform Project Performance Planning

Project Performance Plan

Perform Risk Management Planning

Risk Management Plan

Identify and Record Project Risks

Risk Register

Perform Change & Configuration Management Planning

Change & Configuration Management Plan

Perform Procurement Planning

Proceurement Plan

Perform Communications Planning

Communications Plan

Perform Quality Management & IV&V Planning

Quality & IV&V Plan

Develop Project Plan

Project Plan 3

Conduct Planning Kick-off Meeting • The first activity is to set expectations with the team by conducting a kick-off meeting with all the participants of this phase.

• After that a bunch of planning activities will be performed.

• The result of planning will be document with a set of deliverables.

4

Planning Kick-off Meeting Agenda Introduction of participants Articulate the duration of phase Inform the team of expectations Study and discuss Project Charter Discuss project approach and timeline Discuss risks, constraints and assumptions Describe project resources and how to access them Q&A

5

Define Project Activities (Using WBS)

Project Scope

• The first planning activity is to define project activities, using a Work Breakdown Structure. • The purpose of this activity is to establish a common understanding of project scope.

6

Work Breakdown Structure • This is a sample work breakdown structure.

It is a description of the work that must be done to complete the deliverables of a project.

• The root element is the context element, which is typically the name of the project.

• Each descending level in the WBS represents an increasingly detailed description of the project activities.

1 E-Octopus

1.1 Planning

1.2 Execution & Control

1.3 Closeout

1.1.1 Conduct Planning Kickoff Meeting

1.2.1 Conduct Execution Kickoff Meeting

1.3.1 Conduct Closeout Meeting

1.1.2 Develop Work Breakwork Structure

1.2.2 Support Searching E-Resources

1.3.2 Document Lessons Learned

1.1.3 Develop Project Schedule

1.2.3 Support Reserving E-Resources

1.3.3 Create Project Closeout Report

1.1.4 Develop Resource Plan

1.2.4 Support SMS Notification

1.3.4 Archive Project Artifacts

1.1.5 Develop Staffing Plan

1 . 2 .5 Improve Site Performance

1.3.4.1 Archive PM Documents

1 . 1 .6 Develop Budget Plan

1.2.6 Support Analytic Feature

1.3.4.2 Archive Discussion Logs

1.1.7 Develop Project Performance Plan

1.2.7 Develop E-Octopus Android

1.1.8 Develop Risk Management Plan

1.2.8 Write Documentation for Analytic Feature

7

Work Breakdown Structure Generally speaking, there are three typical ways in structuring works with a Work Breakdown Structure.

WBS including: 1. Phase-based structures 2. Deliverable-based structures 3. Responsibility-based structures,

1 E-Octopus

1.1 Planning

1.2 Execution & Control

1.3 Closeout

1.1.1 Conduct Planning Kickoff Meeting

1.2.1 Conduct Execution Kickoff Meeting

1.3.1 Conduct Closeout Meeting

1.1.2 Develop Work Breakwork Structure

1.2.2 Support Searching E-Resources

1.3.2 Document Lessons Learned

Phase-based structures

Deliverable-based structures

1.1.3 Develop Project Planning Schedule 1.1.4 Develop Resource Plan

1.2.4 Support SMS Notification

1.1.5 Develop Staffing Unified CRM Plan

1 . 2 .5 Improve Back-Office Site Performance

1 . 1 .6 Develop Budget Plan

Responsibility-based structures

1.2.3 Execution Support Reserving E-Resources & Control

1.1.7 Develop Project Performance PlanTeam PM 1.1.8 Develop Risk Management Plan

1.3.3 Create Project Closeout Closeout Report 1.3.4 Archive Project Artifacts

Suite

1.2.6 Support Analytic Feature 1.2.7 Develop E-Octopus Core Project Android

Team

1.3.4.1 Archive PM

User Manual Documents 1.3.4.2 Archive Discussion Logs

Testing Team

1.2.8 Write Documentation for Analytic Feature

Which defines the project activities based on the project phases, the deliverables agreed to deliver and the organization units that will work on the project, respectively.

8

Work Breakdown Structure • The development of Work Breakdown Structure involves subdividing the major project activities or sub-activities into smaller, more manageable activities • Until the activities are defined in sufficient detail to support the management and development of project works.

1 E-Octopus

1.1 Planning

1.2 Execution & Control

1.3 Closeout

1.1.1 Conduct Planning Kickoff Meeting

1.2.1 Conduct Execution Kickoff Meeting

1.3.1 Conduct Closeout Meeting

1.1.2 Develop Work Breakwork Structure

1.2.2 Support Searching E-Resources

1.3.2 Document Lessons Learned

1.1.3 Develop Project Schedule

1.2.3 Support Reserving E-Resources

1.3.3 Create Project Closeout Report

1.1.4 Develop Resource Plan

1.2.4 Support SMS Notification

1.3.4 Archive Project Artifacts

1.1.5 Develop Staffing Plan

1 . 2 .5 Improve Site Performance

1.3.4.1 Archive PM Documents

1 . 1 .6 Develop Budget Plan

1.2.6 Support Analytic Feature

1.3.4.2 Archive Discussion Logs

1.1.7 Develop Project Performance Plan

1.2.7 Develop E-Octopus Android

1.1.8 Develop Risk Management Plan

1.2.8 Write Documentation for Analytic Feature

• The items at the lowest level of a branch are known as work packages.

9

Schedule Activities PERT Tasks are Automatically Generated from WBS

• A PERT chart stands for Program Evaluation Review Technique, which helps you to create workflows, milestones, schedules, timetables, critical paths, and other planning requirements for a project.

10

Project A

PERT Chart

Project B

Support Searching E-Res

Support Reserving E-Res

Now you we related the pert tasks together according to the time and dependencies: • Identify the schedule for each work package identified previously in the WBS • And then relate their inter-dependencies, in the PERT Chart.

11

PERT Chart

For each task in a PERT chart, specify the task name, which is the name of the work package, by default.

Task Name ID Start Date

Support Searching E-Res 001

48 days

Dec 16, 2016

Feb 02, 2017 Peter

Duration End Date Responsible Person

• For each task in a PERT chart, specify the task name, which is the name of the work package, by default.

• An ID that uniquely identifies the task.

• The planned start and finish date of the task. Note that a task can only be start if the depending task is completed. In other words the start date of a task must be greater than the finish date of all the depending tasks.

• The duration, which is the number of days between start and end date. And, The person who are responsible for this task.

• And, the person who are responsible for this task.

12

PERT Chart Support Searching E-Res

Now, you can transfer all the tasks to the Tasker Manager automatically

Support Reserving E-Res

Task Manager always in sync with the Gantt View

Amend Vacany

Task List

Gantt Chart

Week

Month

Sun 03-06 - Sat 04-01 ID

Title

Start Time

End Time

Sat 03-25

Sun 03-26

Mon 03-27

1

Design Vacancy Editing screen

2017-03-25

2017-03-27

Design Vacancy Editing screen

2

Design vacancy approval pag...

2017-03-25

2017-03-27

Design vacancy approval page (amendment)

3

Implement the vacancy amen...

2017-03-25

2017-04-07

Implement the vacancy amendment logic

4

Implement the vacancy amen...

2017-03-25

2017-03-30

Implement the vacancy amendement approval logic

5

Implement email delivery logic

2017-03-29

2017-04-03

6

Log the amendment record

2017-04-03

2017-04-06

7

Presents the amendement re...

2017-04-06

2017-04-07

8

Test vacancy editing

2017-04-07

2017-04-10

9

Test vacancy amendment ap...

2017-04-11

2017-04-11

10

Prepare manual on the Vacan...

2017-04-22

2017-04-22

Tues 03-28

Wed 03-29

Thur 03-30

Fri 03-31

Sat 04-01

Sun 04-0

Implement email delivery logic Log the amend

13

Perform Resource Planning Typical Resource Types

Material

Facility

Equipment / Hardware

Software

• Resource planning involves determining the type and amount of resources needed to complete the project.

• An early estimation of resource needs was provided when developing the Project Charter in the Initiation phase.

• In this phase you have to provide a detailed breakdown of resources.

• Typical resources may include material, facility, equipment and hardware, software, and etc.

Staffing resources will be planned in the next activity so you may skip it here.

14

Typical Resource Types

For each of the identified resource, describe the following attributes: Level of Risk Stakeholder Management

Amount / Quality Required

Unit of Cost Status of Allocation Cost

Available Time Period

Associated WBS Element (s) Duration Required

• The amount and the quality needed. Say, if printer is a resource required, how many printers do you need? Is there any specific feature required? Such as color printing, print in double sides, etc.

• The status of allocation. Was the resource allocated? Was it reserved? Or just planned?

• The project activities that have such resource need.

• The time during which the resource will be consumed.

• The planned date and time when the resource will be allocated.

• The cost of purchasing or renting this resource.

• Whether the cost is per hour, per day, per month or any other units.

• The level of risk of not being able to acquire this resource as planned.

15

Perform Staffing Planning • Staffing Plan is sometimes known as Human Resources Plan. • The purpose of the Staffing Plan is to achieve project success by ensuring the appropriate human resources with the necessary skills are acquired

16

Identify the Project Roles Required Programmer

Test Lead

Quality Manager

Configuration Lead

Web Engineers • Part of this activity involves identifying the roles and responsibilities of project stakeholders.

• Some of the project stakeholders were identified when developing the Project Charter.

UX Specialist

Mobile App Developer

Project Team

• In this phase you have to include the roles for project team members could be: Programmer, quality manager and UX specialist are some typical project team member roles.

17

Identify the Members’ Responsibilities

In the matrix, project stakeholders are listed as rows, while the work packages identified when developing the Work Breakdown Structure are listed as columns.

• You are required to mark the roles of different project roles. Here are the four kinds of roles and responsibilities: R means that a role is responsible for completing the work A stands for accountable. Stakeholders who take this role will ensure the completion and sign off of a task or its related documents C stands for consulted. Stakeholders who are consulted for decisions I stands for informed. Stakeholders who will be informed of any critical change or when an action or decision has been made

C

C

C

C

I

I

I

R

R

R

A

A

R

R

C

C

R

I

R

R

R

A

A

C

R

R Activities from WBS Previously

R

R - Responsible

R

A - Accountable

C - Consulted

I - Informed 18

Perform Budget Planning Expense or cost breakdown for work packages by fiscal year Example

Work Package

Budget Category

1st Fiscal Yr

2nd Fiscal Yr

3rd Fiscal Yr

4th Fiscal Yr

Conduct Planning . . .

Facility

300

0

0

0

Conduct Planning . . .

Equipment

50

0

0

0

Develop Work Break . . .

Software

8,000

2,400

0

0

Develop Work Break . . .

Hardware

3,000

0

0

0

Develop Resource . . .

Software

1,000

1,000

1,000

1,000

Support Searching . . .

Software

1,000

1,000

1,000

1,000

Support Reserving . . .

Software

1,000

1,000

1,000

1,000

• Budget planning involves summarizing the expenditures and source of funding for the project during the life of the project, by providing an expense or cost breakdown for each work package by fiscal year.

19

Identify Performance Goals Business Objective

Performance Goal A

Performance Goal B

Performance Goal C

• A set of business objectives have been defined in the Initiation phase, when developing the Project Charter. In this activity, have to identify the performance goal for each of them.

• Performance goals are the performance standards to be achieved. They help you know what is expected by the end user. To be effective, it is important that they are clearly defined and easy to measure.

• An unclear, chaotic list of goals can lead a project to a failure. In project management the acronym SMART is used to assist people in thinking and validating performance goals.

20

S.M.A.R.T Good Goals Are:

S

M

A

R

T

Setting SMART goals is an important part of performance planning. So what does the acronym SMART represent?

It represents five qualities your goals should have.

They are: Specific - Good goals are well-written and focused.

Measurable - There are concrete criteria for measuring progress of goal completion Attainable - Set realistic goals. Don’t set goals that are too difficult to achieve or beyond the team’s capabilities. If such a goal is proposed by the user and cannot be changed, you may need to assess the other part of the planning, such as the staffing plan, to see if the goal can be made attainable with more resource input Relevant - Make sure the goals are relevant to the business objective Time-Based - Or sometimes called Time bound. Make sure a goal has a deadline defined.

21

Identify Performance Goals - Example

Improve customer’s satisfaction

The shop page must be e qually displayed in IE 9+, Firefox 40+, Chrome 50+

Increase the average daily view count of the shop page by 20%.

Complete ‘Add Item to Cart’ by noon 13/8/2017

In this example we have a business objective – Improve customer’s satisfaction. Three performance goals have been identified for this objective.

22

Identify Performance Goals - Example

S

Improve customer’s satisfaction

Specific

Specific or Not Specific?

The shop page must be e qually displayed in IE 9+, Firefox 40+, Chrome 50+

Increase the average daily view count of the shop page by 20%.

Complete ‘Add Item to Cart’ by noon 13/8/2017

Poor example: Support multiple browsers

23

Identify Performance Goals - Example

M

Improve customer’s satisfaction

Measure

Measurable or Not Measurable?

The shop page must be e qually displayed in IE 9+, Firefox 40+, Chrome 50+

Increase the average daily view count of the shop page by 20%.

Complete ‘Add Item to Cart’ by noon 13/8/2017

Poor example: Increase the average daily view count of the shop

24

Identify Performance Goals - Example

A

Improve customer’s satisfaction

Attainable

Attainable or Not Attainable?

The shop page must be equally displayed in IE 9+, Firefox 40+, Chrome 50+

The shop page must be e Increase the average qually displayed 9+, daily view countinofIEthe Firefox shop40+, pageChrome by 20%.50+

Complete ‘Add Item to Cart’ by noon 13/8/2017

Poor example: Increase the average daily view count of the shop page by 500% Well, we can’t really say aiming for 500% improvement is unrealistic because whether it is unrealistic or not depends on many factors such as the resources available, the time allowed, and etc.

25

Identify Performance Goals - Example

R

Improve customer’s satisfaction

Relevant

Relevant or Not Relevant?

The shop page must be equally displayed in IE 9+, Firefox 40+, Chrome 50+

Increase the average daily view count of the shop page by 20%.

Complete ‘Add Item to Cart’ by noon 13/8/2017

Poor example: Improve the shop page’s ranking in search engine by 10%

26

Identify Performance Goals - Example

T

Improve customer’s satisfaction

Time-Based

Time-Based or Not Time-Based?

The shop page must be equally displayed in IE 9+, Firefox 40+, Chrome 50+

Increase the average daily view count of the shop page by 20%.

Complete ‘Add Item to Cart’ by noon 13/8/2017 Poor example: Complete ‘Add Item to Cart’ before the interim meeting

A poor example is to have a feature completed before interim meeting. It has no deadline defined, and what if the time of meeting changed? Or even cancelled?

27

Describe the Deliverables In project charter a list of final deliverables have been identified, which can be software products, systems, major functions and processes.

Software Product

Deliver

IT System

Project Major Function

Process

28

Describe the Deliverables Besides setting performance goal, part of this activity involves detailing the acceptance criteria for each deliverable.

Deliver

Project

Deliverable

29

Describe the Deliverables In a plan, you are required to specify the acceptance criteria for these deliverables.

Detailed Description

Deliverable Accept Criteria

Planning Time of Completion

This includes providing a detailed description on a deliverable, stating the planned time of completion, and most important, describe the acceptance criteria that will be used to determine or judge the completion of a deliverable.

30

Perform Risk Management Planning

• Risks have negative impacts to a project. • Therefore, it is important to take appropriate measures to identify, migrate, manage and control them. • Risk Management Planning is to identify and detail these aspects.

31

Risk Management

Identification

Prioritization and Categorization

• Describe the process by which the risks will be identified.

• Explains how risks are qualified and prioritized.

• Include the method(s) the project team will take to identify risks and the way and format in which risks will be recorded.

• Once risks are identified it is important to evaluate the probability and impact of each risk in order to prioritize the risk and plan the mitigation strategy.

Response Planning • Describe how the project team responses to each identified risk.

Monitoring, Controlling, and Reporting • Describe how the risks in the project will be monitored.

• Ensure that risk monitoring is continuous throughout the lifecycle of the project and the trigger conditions for each risk are identified.

32

Risk Register – Major Elements

• Identify project risks by following the risk management approach described under the Risk Management Plan.

• Information of each identified risk is stored in Risk Register.

• The Risk Register is a log of all identified risks.

• It shows the probability and impact of the risks to the project, mitigation strategy, and when the risk is estimated to occur.

• This Risk Register is created in the Planning phase of the project, and be updated in the Execution and Control phase with the risks identified during the execution of project activities.

Elements of Risk Register Affected Work Packages Probability [1 of 10] Impact [1 of 10] Risk Score [Probability x Impact] Risk Management Approach / Migration Actions Early Warning Signs / Trigger Risk Owner Date of Last Update

33

Perform Change & Configuration Management Planning • Change Management, is an important part of project management.

• Changes must be vetted and managed to ensure that they are within the project scope and are communicated to all stakeholders.

• This activity involves the identification of project components that are governed by the change control process, and the documentation of change process.

• There are two primary concepts in change and configuration management planning: Change control and configuration management control.

• Although they both are concerned with ‘management of change’, they are distinct activities and have different focuses.

• In short, change control focuses on project change, whereas configuration management control focuses on product change.

34

Change & Configuration Management Control Change Control

Configuration Management Control

• The process of identifying, documenting, approving (or rejecting), and controlling changes to the change control items, which typically

• The process of managing the changes of the final project deliverables and related documents throughout the lifecycle of the project.

• In other words, change control manages changes to the project baseline.

35

Procurement Management Procurement planning involves identifying how project needs can best be fulfilled by procuring products and services outside.

It involves describing how the various aspects of procurement will be managed from the beginning to the end of the project.

Documentation Procedure • Describe how project procurement decision will be documented. include the Scope, Schedule, Budget and Performance Plans.

Conduction of Procurement • Describe the necessary steps and responsibilities for procurement during the course of the project.

Vendor Management • Describe the roles and actions the project team and purchasing and contracts department will take to ensure that the selected vendors provide all of the products and services

36

Perform Communications Planning In project management, communication is the way to deliver information needed by someone.

• Different project stakeholders have different information needs. For example, the executive sponsor may want to know about how the project is going.

• It is important for communications to be performed smoothly so that the information can be delivered to stakeholders as needed.

• In order for the project members, customers and other stakeholders to have the information they need to achieve their duties, and to manage stakeholders’ expectations about how the project is progressing, it is important to document the information needs and the way to deliver the information.

37

Communications Requirements It consists of three main steps

i

i

Identify Stakeholder’s Information Needs

Identify How Information is Reported

The first step is to identify the information needs of stakeholders

Next, identify how information is reported.

For each information need identified in step one

• Determine the people and target group that need to receive a particular kind of information.

• State their information needs.

• Identify the purpose of such need, the provider of the information, • When and how it is collected.

• And how the information will be reported

i

Determine the Delivery Vehicle Finally, determine the delivery vehicle.

For each report or document needed to communicate information

• Identify the methods for delivering the report or document agreed upon and that the appropriate levels of quality are maintained.

• Typical examples include email, verbal, conference call, meeting, written memo, newsletter, website, formal presentation and status report.

• Specify the frequency of distribution for each report or document.

38

Perform Quality Management & IV&V Planning

Product Testing

Project Audit

• Identify the planning of product related quality assurance activities.

• Identify the planning of project related quality assurance activities.

• Define the in-process control plans, which address quality control areas.

• Determine how often the project plan will be reviewed to check for task slippage and any impact on dependencies.

Independent Verification and Validation (IV & V)

• If appropriate, identify the planning of Independent Verification and Validation activities to be performed.

• The activities are described as “independent” because they will be performed by a disinterested third party.

40

Develop Project Plan Work Breakdown Structure Project Schedule Resource Plan Staffing Plan Budget Plan Project Performance Plan Risk Management Plan Change & Configuration Management Plan Procurement Plan Communications Plan Quality Management & IV&V Plan

The project plan document is simply a combination of individual planning document obtained by performing the planning activities in this phase.

Make sure the project plan document is approved by the approving authority in order to continue to the next phase.

41

Summary Understanding the objective of the Planning Phase The core activities:

• Conduct Planning Kick-off Meeting • Develop the various components of a Project Plans

42

NEXT Identification

Planning

Initiation

Closeout

Execution & Control

SEE YOU THERE!

43