How to Develop a Winning Project Plan Edward

How to Develop a Winning Project Plan Edward B. Farkas, Managing Director, Project Management Practice ETR Technology Center

Perform a scope analysis BEFORE any planning begins Review the scope documents Scope analysis facilitates identification of…. • Deliverables • Stakeholders • Assumptions • Constraints • Risks This information is key to the first planning steps: What do you think they are?

Work 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 -References: PMBOK, 1996.

Work Package • A deliverable at the lowest level of the work breakdown structure • A work package may be divided into activities -Reference: PMBOK, 1996. Glossary

Importance of the WBS The WBS is the foundation so that: • The responsibility assignments for each deliverable can be established • Estimated costs and budgets can be established • Planning can be performed • The total program can be described as a summation of subdivided deliverables • The organizational structure can best fit the deliverables

Importance of the WBS (Cont'd) • Coordination of objectives so that objectives can be linked to company resources in a logical manner • Clarify specification tree and contract line items • Structure contractors’ proposals around WBS thus simplifying source selection • Facilitate progress status reporting and problem analysis (cost/schedule control system) - the tracking of time, cost, and performance

WBS Benefits • • Prevents omitted deliverables Gains commitment of project personnel Enables development of a basic project plan Ensures deliverables visibility • Results in risk reduction

Level of Effort (LOE) • Support-type activity that does not readily lend itself to measurement of discrete accomplishment • Generally characterized by a uniform rate of activity over a specific period of time. Reference: PMBOK, 1996. Glossary

Leverage the WBS • To identify additional risk issues • To validate or create an OBS • To understand relationships between deliverables and activities

Create a Risk Management Plan • • Identify risks (scope analysis, leveraged WBS) Quantify or Prioritize Determine Impact Manage i. e. transfer, mitigate, accept – may yield tasks that are schedule inputs

We can define communication protocols • Escalation Paths • Contact Points (PPOC Concept) • Reporting Requirements (may be contractual)

What do have now? • • We have identified the stakeholders We are aware of assumptions We are aware of constraints We know all required deliverables We have a complete WBS We have a risk management plan (RBS) We have an OBS We have a communications plan next?

A Project Schedule Includes: • A List Of Tasks • A Timeline • Relationship To Scope

Tasks • • Defined Activity Assigned Resource Duration Degree of Importance/Relationship

TASK COMPONENTS • • Activity: What Will Be Done Resource: Who (what is needed) Will Do It Duration: When Its Done Importance: Relationship To Other Tasks

John will test the Software Code Module 7 panel on Monday to complete the project. • Activity • Resource • Duration • Importance

Task Relationships determines. . How Fast The Project Moves, or How Slow The Project Moves

Task Relationships • • Finish To Start: ‘from’ finish before ‘to’ starts Finish To Finish: ‘from’ finish before ‘to’ finishes Start To Start: ‘from’ start before ‘to’ starts Start To Finish: ‘from’ starts before ‘to’ finishes

S F S F GRAY = A BLACK = B F

Task Relationship Terms • • • Dependencies Predecessors Successors Concurrencies Sequencing

Prompt with questions…. • Can This Task Start Before Another Is Completed? • Can I Start This Task At The Same Time As Other Tasks? • Does This Task Have To Be Completed Before Another Task Starts? • Should This Task Happen Earlier Than Another?

What Is A Critical Task? Does Not Completing This Task Hold Up Or Delay Another/ or Preclude Project Completion - (delays completion) ? If So, Its Critical!

How To Sequence Tasks • • • PDM: Precedence Diagramming Method AON: Activity On Node ADM: Arrow Diagramming Method CDM: Conditional Diagramming Method WBS: Work Breakdown Structure CPM: Critical Path Methodology

Visual Task Development Tools • • Network Logic Diagrams Gantt Charts Flow Charts PERT: Program Evaluation Review Techniques

Determine Task Durations • Identify Time Sensitive Tasks • Identify Scope Constraints • Identify Lead Time Tasks • Correlate To Labor Plan

Assign Resources To Tasks • Assign A Person(s) For Each Task • Assign Corresponding Material(s) • Assign Matrix (sub-contract/vendor) Resource

Task Update • Defined Activity • Specific Duration • Assigned Resource • Importance Level/ Task Relationships

Schedules. . Provide the raw data for the Cost To Complete estimates, labor/financial forecasts.

Total Project Planning • • Summary of conditions defining project Scope and objectives of a project Organization and authority relationships Authority and responsibility of a project manager • Functions to be performed • Authority and responsibility of other organizations

Planning Saves. . . Time Dollars

Acronyms • • • CPM: Critical Path Method FF: Finish to Finish FS: Finish to Start LOE: Level of Effort OBS: Organization Breakdown Structure RBS: Risk Breakdown Structure SF: Start to Finish SS: Start to Start WBS: Work Breakdown Structure

Q&A For additional information & copies of this presentation: Email Edward B. Farkas, Managing Director, Project Management Practice: ETR Technology Center, Inc. 180 Oser Avenue Hauppauge, NY 11788 ebfarkas@etrtechcenter. com 631. 952. 1300 A certified WBE firm established in 1980