1、Effective Project Management: Traditional, Agile, ExtremePresented by(facilitator name)Managing Complexity in the Face of UncertaintyCh05: How to Plan a TPM ProjectTools, templates, and processes to plan a projectThe importance of planningUsing application software packages to plan projectsPlanning

2、& conducting the Joint Project Planning Session (JPPS)Writing a Project Description StatementBuilding the Work Breakdown Structure (WBS)Estimating task durationEstimating resource requirementsEstimating costConstructing the project network diagramWriting an effective project proposalGaining appr

3、oval to launch the projectSummary of Chapter 5 Ch05: How to Plan a TPM ProjectFigure05-01The Pain CurveGoodPlanningPoorPlanningPainTime18-36% Ch05: How to Plan a TPM ProjectPlanning Reduces UncertaintyPlanning Increases UnderstandingPlanning Improves EfficiencyThe Importance of Planning Ch05: How to

4、 Plan a TPM ProjectYesVery large projectsDistributed teamsExtensive use of vendors and contractorsNoSmall projectsShort duration project incrementsAdds too much non-value-added workFrequent scope and requirements changesUsing Software Packages to Plan a Project Ch05: How to Plan a TPM ProjectSticky

5、notes (assorted colors)Marking pens (assorted colors)Plenty of whiteboard spaceProject Planning Tools Ch05: How to Plan a TPM ProjectTask IDUnique task nameTask durationTask laborResource requirementsTask managerES, EF, LS, and LF (calculated values)Critical Path (calculated)Uses for Sticky Notes Ch

6、05: How to Plan a TPM ProjectDefine dependency relationshipsIdentify the critical pathUses for Marking Pens Ch05: How to Plan a TPM ProjectProject Overview StatementWork Breakdown StructureDependency DiagramInitial Project ScheduleFinal Project ScheduleResource ScheduleIssues LogUpdated Project Sche

7、duleUses for the Whiteboard Ch05: How to Plan a TPM ProjectVery small projects daySmall projects 1 dayMedium projects 2 daysLarge projects3-4 daysVery large projects?How Much Time Should Planning Take? Ch05: How to Plan a TPM ProjectAttendeesFacilitiesEquipmentAgendaDeliverablesProject ProposalThe J

8、PPS Meeting Components Ch05: How to Plan a TPM ProjectFacilitatorProject managerAnother project managerJPP consultantTechnographerCore project teamClient representativeResource managersProject championFunctional managersProcess ownerThe JPPS Attendees Ch05: How to Plan a TPM ProjectFacilitiesComfort

9、ableAway from interruptions (offsite or onsite)Breakout rooms?EquipmentBreakout group work areas (table, chairs, flip charts)WhiteboardsProjection equipmentThe JPPS Facilities & Equipment Ch05: How to Plan a TPM ProjectSession #1Negotiate the COS or generate the RBSSession #2Write the POSSession

10、 #3Part 1: Kick-offPart 2: Working sessionThe Complete JPPS Agenda Ch05: How to Plan a TPM ProjectSession #1Project ManagerClientSession #2Project ManagerClientProject Team (known members)Session #3Project ManagerEntire Project Team Whos Involved in the Planning Process? Ch05: How to Plan a TPM Proj

11、ectIntroduction of SponsorSponsor overview of the project and its importance to the company/division/departmentIntroduction of the client co-project managerIntroduction of the IT co-project managerIntroduction of the core project teamIntroduction of the planning facilitation team (facilitator and te

12、chnographer)The JPPS Agenda Session #3 Planning Kick-off Ch05: How to Plan a TPM ProjectValidation & prioritization of requirementsOverview of the project planning approach to be takenGeneration and validation of the WBSEstimate duration, labor, and resource requirementsCreation of the dependenc

13、y diagramDiscuss critical path and project completion dateAnalysis and schedule compression as neededIdentification of project risks and mitigation plansPlanning team consensus on project plan contentsAdjournment JPPS Agenda Session #3 Working session Ch05: How to Plan a TPM ProjectProject Definitio

14、n StatementWork Breakdown StructureTask duration estimatesResource requirementsProject network scheduleTask ScheduleResource assignmentsProject NotebookProject proposalBackgroundObjectiveOverview of approach to be takenDetailed statement of workTime and cost summaryAppendicesPlanning Session Deliver

15、ables Ch05: How to Plan a TPM ProjectSame five parts as the POSA more detailed project definition from the teams perspectiveSeveral pages longTo make sure the team has a common understanding of what the project is all aboutWriting a Project Definition Statement Ch05: How to Plan a TPM ProjectThe Rol

16、e of the Client in the JPPSThe client or their representative must be present.Validation of requirements and POSPrioritizing requirements (MoSCoW)Generating and validating the WBSCommitment of resources from the clientAgreement on the project planClient must own the project planMeaningful involvemen

17、t by the client Ch05: How to Plan a TPM ProjectThe Work Breakdown Structure (WBS) is a hierarchical description of all of the work that must be done to meet the needs of the client.Definition of the WBS Ch05: How to Plan a TPM ProjectThe RBSFigure05-02 Ch05: How to Plan a TPM ProjectFigure05-03Each

18、activity stands for a decomposition of the WBS. Ch05: How to Plan a TPM ProjectHierarchical visualization of the WBS Ch05: How to Plan a TPM ProjectTransition from RBS to WBS An ExampleThought process toolArchitectural design toolPlanning toolProject status reporting tool Uses for the WBS? Ch05: How

19、 to Plan a TPM ProjectConverting the RBS to the WBS (Figure 5-2)Team ApproachSubteam ApproachTop-Down ApproachTeam ApproachSubteam ApproachBottom-Up ApproachWhich is best?When?Why?Generating the WBS Ch05: How to Plan a TPM ProjectStatus and completion are measurableThe activity is boundedThe activit

20、y has a deliverableTime and cost are easily estimatedActivity duration is within acceptable limitsWork assignments are independentWBS Completion Criteria Ch05: How to Plan a TPM ProjectThe client didnt participate in building the WBS like you expected.You have an uncomfortable feelingScope change is

21、 likely to be a big part of the projectChoose a PMLC model that accommodates frequent changeWBS Completion Criteria The 7th criterion Ch05: How to Plan a TPM ProjectStopping Before Completion Criteria Are MetDecomposing Beyond Completion of the CriteriaShort duration projectsHigh-risk activitiesLarg

22、e duration varianceWBS Completion Criteria Exceptions Ch05: How to Plan a TPM ProjectRBS is a subset of the WBSFigure05-04Project goaland solution Requirement 1Function1.1Feature1.2.1.1Featuren.3.1Sub-function1.2.3Requirement nFunction1.2Function1.3Functionn.1Functionn.2Functionn.3Sub-function1.2.2S

23、ub-function1.2.1Featuren.3.2Featuren.3.3Featuren.3.4Feature1.2.1.2Feature1.2.1.3Feature1.2.1.4Activity1.2.1.1.1Task1.2.1.1.3.3Activity1.2.1.1.2Activity1.2.1.1.3Task1.2.1.1.3.2Task1.2.1.1.3.1Activityn.3.4.1Taskn.3.4.3.3Activityn.3.4.2Activityn.3.4.3Taskn.3.4.3.2Taskn.3.4.3.1RBSWBS Ch05: How to Plan a

24、 TPM ProjectNoun-type ApproachesPhysical componentsFunctional componentsVerb-type ApproachesDesign-build-test-implementObjectivesOrganizational approachesGeographicDepartmentalBusiness processWhich is best?When?Why?Approaches to Building the WBS Ch05: How to Plan a TPM ProjectGraphical WBS for a Hou

25、se HOUSESITEFOUNDATIONFRAMINGWALLSROOFINGUTILITIESLANDSCAPINGFINISHWORKLayoutGradeExcavateErectFormsPourConcreteRemoveformsInstallSheathingLayShinglesHangSheetrockTape& BedELECT.GASWATERDoRough-inWorkDoRough-inWorkDoRough-inWorkGetBuildingInspect.GetBuildingInspect.GetBuildingInspect.DoFinishWor

26、kDoFinishWorkDoFinishWorkInstallCabinetsInstallAppliancesInstallFurnaceLayCarpetPaintWalls &MoldingHangWallpaperLayTileFLOORJOISTSSUB-FLOORSTUDWALLSFRAMEROOFInstall1stFloorInstall1stFloorInstall1stFloorInstall2ndFloorInstall2ndFloorInstall2ndFloorFigure05-05 Ch05: How to Plan a TPM ProjectIndent

27、ed Outline WBS for a House 1.SITE PREPARATION1.1.Layout1.2.Grading1.3.Excavation2.FOUNDATION2.1.Erect Forms2.2.Pour Concrete2.3.Remove Forms3.FRAMING3.1.Floor Joists3.1.1.Install first floor joists3.1.2.Install second floor joists3.2.Sub-flooring3.2.1.Install first floor sub-flooring3.2.2.Install se

28、cond floor sub-flooring3.3.Stud Walls3.3.1.Erect first floor stud walls3.3.2.Erect second floor stud walls3.4.Frame the roofFigure05-06 Ch05: How to Plan a TPM ProjectWBS for a Waterfall SDM SYSTEMS DEVELOPMENT PROJECTImplementationDefinitionDesignState objectivesDefine requirementsChoose SDM Get ap

29、provalFunctionalTechnicalProgrammingInstallationOperationSource codeJCLDocumentationGet approvalTestingTrainingCut-overOperate systemReviewAuditGet approvalClarify requestEstablish objectivesIdentify key issuesObtain current doc.Define new reqmtsIdentify interfacesDesign I/OConfirm specsDefine pgm s

30、pecsPrepare system flowConvert dataBuild integration test planGet approvalConstruct codeConduct unit testConstruct JCLConduct system testFinalize test planCreate test dataConduct testConduct operations trainingConduct user trainingFinalize planConvert dataCut-over to productionEstablish planReview p

31、erformanceComplete financial analysisAnalyze risksSpec audits/controlsGet approvalFigure05-07 Ch05: How to Plan a TPM ProjectSaves planning timeBuilds on prior experienceStandardizes the planning and management of projects using the templatesProvides a structure for collecting and using estimated/ac

32、tual duration and cost dataFocuses process quality improvement effortsUsing WBS Templates Ch05: How to Plan a TPM ProjectUpdate an application with new functionalityDistribute a new release of a software packageInstall a network in a field officeUpdate training materialsDevelop new training material

33、s Typical Recurring Projects Ch05: How to Plan a TPM ProjectFigure05-08246810246810 12 14 16 18 20L = DLaborDurationL = .75D33% unplanned interruptionsMODEL ASSUMPTIONS*Individuals work at 75 percent efficiency rate.*Unplanned interruptions account for 33 percent of clock time.Elapsed time (duration

34、) versus work time (labor) Ch05: How to Plan a TPM ProjectEstimate duration to build the schedule and determine when the project will be completedEstimate labor when you have to contain expenses within a budgetShould I Estimate Task Duration or Task Labor? Ch05: How to Plan a TPM Project1.Pick up th

35、e chair2.Carry it to the door3.Set the chair down4.Open the door5.Hold the door open with your foot as you pick up the chair6.Carry the chair out the door7.Set the chair in the hallwayTime# of people on the team1234Resource Loading vs. Task Duration Ch05: How to Plan a TPM ProjectVarying skill level

36、sUnexpected eventsEfficiency of work timeMistakes and misunderstandingsVariation within the capability of the systemCommon cause variationCauses of Variation in Duration Ch05: How to Plan a TPM ProjectExtrapolating based on similarity to other activitiesStudying historical dataSeeking expert adviceA

37、pplying the Delphi Technique (Fig 5-9)Applying the Three-point technique (Fig 5-10)Applying the Wide-band Delphi technique Six Methods for Estimating Task Duration Ch05: How to Plan a TPM ProjectFirst PassSecond PassThird PassThe Delphi TechniqueFigure05-09 Ch05: How to Plan a TPM ProjectThe Three-P

38、oint MethodOMPEO: OptimisticP: PessimisticM: Most LikelyO + 4M + P6E =Figure05-10 Ch05: How to Plan a TPM ProjectEstimates Have a Life Cycle Too timerangeYou will be smarter tomorrowthan you are today.Figure05-11 Ch05: How to Plan a TPM ProjectPeopleFacilitiesEquipmentMoneyMaterialsEstimating Resour

39、ce Requirements Ch05: How to Plan a TPM ProjectAssigning Staff to ActivitiesFigure05-12 Ch05: How to Plan a TPM ProjectResource Breakdown StructureFigure05-13 Ch05: How to Plan a TPM ProjectOrder of magnitude estimateBudget estimateDefinitive estimateCost BudgetingCost ControlWeekly reportsBaseline

40、versus actualEstimating Cost Ch05: How to Plan a TPM ProjectDesignBuildTestInstalltimeNetwork-based Scheduling Gantt Charts Ch05: How to Plan a TPM ProjectNetwork-based Scheduling Task on the Arrow Figure05-14 Ch05: How to Plan a TPM ProjectNetwork-based Scheduling Task on the node format Figure05-1

41、5 Ch05: How to Plan a TPM ProjectESEIDLSLFEFSLACKTask NodeFigure05-16 Ch05: How to Plan a TPM ProjectDiagramming ConventionsFigure05-17 Ch05: How to Plan a TPM ProjectDependency Relationships ABABABBFS: When A finishes, B may startFF: When A finishes, B may finishSS: When A starts, B may startSF: Wh

42、en A starts, B may finishAFigure05-18 Ch05: How to Plan a TPM ProjectTechnical constraintsDiscretionary constraintsBest practice constraintsLogical constraintsUnique requirements constraintsManagement constraintsInter-project constraintsDate constraintsNo earlier thanNo later thanOn this dateLag var

43、iablesDependency Constraints Ch05: How to Plan a TPM ProjectnThe Forward Pass Early SchedulenLeft to right (start to finish)nDetermines Early Start and Early Finish nES + duration 1 = EF nBackward Pass Late SchedulenRight to left (finish to start)nDetermines Late Start and Late FinishnLF - duration

44、+ 1 = LSPaths Through the Network Ch05: How to Plan a TPM ProjectForward Pass Calculations Early ScheduleFigure05-19 Ch05: How to Plan a TPM ProjectBackward Pass Calculations Late Schedule Figure05-20 Ch05: How to Plan a TPM ProjectCritical PathFigure05-21 Ch05: How to Plan a TPM ProjectESLFDuration

45、SlackTaskEarly Start to Late Finish WindowFigure05-22 Ch05: How to Plan a TPM ProjectnTotal SlacknTime that a task can be delayed without impacting the early schedule of the project.nFree SlacknTime a task can be delayed without impacting the early schedule of its successor tasks.Slack TimeDo Not Pl

46、an to Use Slackto Bail Out the Project! Ch05: How to Plan a TPM Project1.Enter task name and duration into software tool2.Print PERT Diagram3.Cut out each task node and affix to a Sticky Note4.Write task ID # on Post-It Note5.Place Sticky Notes on right side of whiteboard6.Position start node on left si