aapm project planning
TRANSCRIPT
-
8/4/2019 AAPM Project Planning
1/35
1
Putting the Project PiecesTogether
Project Planning Training
Project Planning Training
-
8/4/2019 AAPM Project Planning
2/35
2
Agenda Items
IntroductionPlanning ProcessPlanning StepsTemplates/Tools & TechniquesEvaluation
-
8/4/2019 AAPM Project Planning
3/35
3
Training Goals
Understand:what planning is/is not
where and when to startto adapt or tailor planningshortening the planning time
what the project planrepresentsprocess and supporting
materials
-
8/4/2019 AAPM Project Planning
4/35
4
Project Manager
(marionette)vs .
Project Approach
ProjectManagementApproach
(participatory)
-
8/4/2019 AAPM Project Planning
5/35
5
What it is and is not
Initiate Plan Execute Control Close
Devising and maintaining a workablescheme to accomplish the business needthat the project was undertaken to address.
It is the work plan, not the work.
It is a definition of needed work andresources
-
8/4/2019 AAPM Project Planning
6/35
6
Where Planning Fits
Start Finish Time
Initiate
Execute
CloseControl
L e v e
l o
f A c
t i v
i t y
Plan
-
8/4/2019 AAPM Project Planning
7/35
7
Planning Process Overview
Planning
Core WorkPlans
Facilitating ControlPlans
Integrated Project Plan
-
8/4/2019 AAPM Project Planning
8/35
8
Planning Objectives
Agreements on:Scope
ObjectivesWork activitiesEstimatesResources requiredRoles & responsibilitiesHow to change & update the plan
-
8/4/2019 AAPM Project Planning
9/35
9
Importance / Lessons
Straying from original goals,
Inadequate resourcingRepetitive meetings - on what needs done
Frustration - poorly defined, communicated,and coordinated work activities
Issues not understood or relatedDecisions repetitively re-opened or re-addressed
-
8/4/2019 AAPM Project Planning
10/35
10
Input to Planning
Product DescriptionProject Charter
Historical Information Organizational PoliciesConstraints
Assumptions
-
8/4/2019 AAPM Project Planning
11/35
11
Output From Planning
Project PlanUpdated Project Charter
Supporting Detail
-
8/4/2019 AAPM Project Planning
12/35
12
Process Flexibility
On most projects:planning steps are the samethe time spent and outcomes are
flexible
Complex Project Simple Project
High Formality
Loose Formality
-
8/4/2019 AAPM Project Planning
13/35
13
Formality is based on Complexities
TC = 3
BC = 5Result - PotentialHigh Complexity
-
8/4/2019 AAPM Project Planning
14/35
14
-
8/4/2019 AAPM Project Planning
15/35
15
Planning diagram, IntegratedProject Plan template.
5.Define and Sequence
Activities(WBS)
6.Estimate Activity
Durations & DetermineResource Needs
(WBS)
4.Develop Project Scope
(Scope Statement)
9.Develop Schedule
(Schedule)
13.Build budget and
spending plan(Cost Mgmt Plan)
7.Determine how Quality
will be Managed(Quality Mgmt Plan)
8.Determine how to meetcommunication needs(Communication Plan)
11.Organize and Aquire
Staff(Organization Plan)
12.Determine what toProcure and when
(Procurement Plan &SOWs)
4.Determine howchanges will be
managed(Change Mgmt Plan)
10.Estimate Resource
Costs
15.Integrated the Plans(Integrated Project
Plan)
14.Identify Risk & CreateRisk Response Plan
(Risk Mgmt Plan)
-
8/4/2019 AAPM Project Planning
16/35
16
4. Develop Project Scope
All the work, and only the workrequired
Scope Statement - agreement of whatis and is notIncludes:
primary objectives(products/deliverables)major deliverable milestonesassumptionsconstraints
completion criteria
Work
-
8/4/2019 AAPM Project Planning
17/35
17
4. Change Management
Management of changes to theprimary objectives and majordeliverables milestones.
1. Change acceptance/expectations2. How changes will be evaluated3. How change will be managed
The plan should includeagreements of:
-
8/4/2019 AAPM Project Planning
18/35
18
5. Define and SequenceActivities
Develop a Work BreakdownStructure(WBS)
Project
DesignRqmts Build DeliverManage
PlanExecuteControlClose
AssessDetermineAnalyzePropose
EngineerSpecify
ConstructTestValidateIntegrate
InstallTrain
Determine Dependencies (Sequencing)
determine the orderof work activitiesor dependencies
ReviewScope
Assess CurrentSystem
Analyze NewRequirements
Determine &Review GAPS
AdjustRequirements
define work activities
to manage, create anddeliver the solution
-
8/4/2019 AAPM Project Planning
19/35
19
Examples WBSs
Project
DesignRqmts Build DeliverManage
PlanExecuteControlClose
AssessDetermineAnalyzePropose
EngineerSpecify
ConstructTestValidateIntegrate
InstallTrain
Hierarchy Diagram Format 1 M A N A G E M E N T1 . 1 I n i t i a t e1 . 2 P l a n1 . 3 E x e c u t e1 . 4 C o n t r o l1 . 5 C lo s e
2 R E Q U IR E M E N T S2 . 1 A s s e s s2 . 2 D e t e r m in e2 . 3 A n a l y z e2 . 4 P r o p o s e2 . 5 . .
3 D E S IG N3 . 1 E n g in ee r3 . 2 S p ec i fy3 . 3 .3 . 4 . .
4 B U IL D4 . 1 C on s t r u c t4 . 2 T e s t4 . 3 V a l i d a t e4 . 4 I n t e g r a t e
5 D E L IV E R 5 . 1 I n s t a l l5 . 2 T r a i n5 . 3 . .5 . 4 . .
1. Write First draft of policy.2. Review with team/manager.3. Make changes as needed.4. File notice w/Secretary of the State
(SOS) 45 days before effective date.5. Formally review policy analysts and
advocates.6. Make changes as needed.7. Update program manuals and forms
to reflect changes.8. Submitted to the SOS by 5:00pm the
day before it is to be effective.
L i s
t F or m
a t
-
8/4/2019 AAPM Project Planning
20/35
20
Examples of Sequencing
ReviewScope
Assess CurrentSystem
Analyze NewRequirements
Determine &Review GAPS
AdjustRequirements
-
8/4/2019 AAPM Project Planning
21/35
21
6. Estimate DurationDetermine Resource
NeedsObtain initial estimate of likelyduration for tasks
does not take intoaccount the numberof people expected toperform the task.
For each task- determine skills and
resources
-
8/4/2019 AAPM Project Planning
22/35
22
7. Determine How Qualitywill be Managed
How will quality assurance and control beconducted?
Identify Quality Standards
Quality Assurance
Quality ControlQualityPlan
Sometimes performed by a 3rd Party
-
8/4/2019 AAPM Project Planning
23/35
23
8. Determine How to MeetCommunication Needs
The plan should determine:who needs what informationwhen will they need ithow will it be given to themby whom
See PMO StandardDirectory Setup
And determine how to:store, update, and disseminate
informationclose, file and archive informationupdate the comm. plan
-
8/4/2019 AAPM Project Planning
24/35
24
9. Develop Schedule
May Jun Jul Aug Sep Oct Nov
determining start and finish dates fortasks and assigning resources
-
8/4/2019 AAPM Project Planning
25/35
25
Define - then schedule
DefineScope
Define
WBS
DefineResources
DefineDeliverables
DefineDependents
-
8/4/2019 AAPM Project Planning
26/35
26
Task Name
InitiateProduct Description & BenefitsCharterProject Proposal Approved
PlanScope Statement
Work PlanContract/Procurement PlanQA PlanRisk PlanProject Plans Approved
ExecuteRequirementsAnalysisDesignCodingTesting
MaintenanceControls
Status ReportingChange ManagementCommunication Mgmt
ClosingEvaluationMaintenance Turn-over
9/18
9/27
9/10 9/17 9/24 10/1 10/8 10/15 10/22 10/29 11/5 11/12 11/19 11/26 12/3 12/10 12/17 12/24 12/31r October November December Janua
Terminology -This is a schedule or Gantt chart,
not a WBS, not the project plan
-
8/4/2019 AAPM Project Planning
27/35
27
10. Estimate ResourceCosts
Develop cost estimates for: internal & external labor (hrs,rates)materials
suppliescontractsspecial costs
refined during thecourse of the project ,
definitive just prior to construction
Estimate
ROM + or - 50%
Intermediate + or - 30%
Definitive + or - 20%
-
8/4/2019 AAPM Project Planning
28/35
28
11. Organize and AcquireStaff
Kristen DuusOIS Oversight
Maureen CasterlineBusiness Sponsor
Debra HerrliProject Manager
(100%)
Bryan NealySystem
Architecture TeamLead (50%)
Pete HaleApplication
Development TeamLead (100%)
3 ContractDevelopers
4 BusinessAnalysts
Tina SeshadriTechnical
Resource(asneeded)
Policy and PracticeTeam (Steering
Committee)
1 Contract SystemsIntegration/ DatabaseDeveloper
-
8/4/2019 AAPM Project Planning
29/35
29
12. Determine What toProcure and When
Procurement planning determines: whether, what, and how much,how and when,
how to manage solicitations, selection, contractadministration, and closeout
Procurement documents:SOW - Statement of WorkRFP - Request for ProposalEvaluation Criteria
Actual solicitationis part of execution
-
8/4/2019 AAPM Project Planning
30/35
30
13. Build Budget andSpending Plan
Budgeting involves assigning the cost estimatesto all the tasks creating a cost baseline.
-
8/4/2019 AAPM Project Planning
31/35
31
14. Identify Risk & CreateRisk Response Plan
Risk planning involves:identifying risks w/high effect and impactplanning for risk mitigation or contingency
Common sources of risk:Changes in requirementsDesign errors and omissions
Roles and responsibilities misunderstoodPoor estimates or unsupported estimatesInsufficiently skilled staff Impossible timeframes
-
8/4/2019 AAPM Project Planning
32/35
32
15. Integrate the Plans
Previous steps arereiterated to create acoherent plan.
for example:initial draft - reflects generic skills and durationfinal plan - reflects specific resources and dates
-
8/4/2019 AAPM Project Planning
33/35
33
Hardcopy Binders
PMO ProjectManagement Guide
-
8/4/2019 AAPM Project Planning
34/35
34
-
8/4/2019 AAPM Project Planning
35/35
35
Thank you for your time