ch. 5: project planning good quote: plans are only good intentions unless they immediately...
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Ch. 5: Project Planning Good Quote:
Plans are only good intentions unless they immediately degenerate into hard work
Lame excuses for not planning: Takes too much time Customers don’t know what they want If we commit, we will be held accountable
Ch. 5.0: Reasons for Project Planning Establish directions for project
team Support objectives of parent
organization Make allowance for risk Put controls on the planned work
Ch. 5.0: Project Planning in Information Systems
View of several authors in the field of IS:
Popularized Name Planning Process “units” breakdown
System Development Life Cycle (SDLC)
4 to 6 or 7 “phases”
(no name) 7 “steps”
(no name) 6 “planning sequences”
Ch. 5.0: Contents of Project Planning Chapter
Initial project coordination Systems integration Sorting out the project Work breakdown structure (WBS) and
linearresponsibility charts
Interface coordination through integrationmanagement
Ch. 5.1: Initial Project Coordination Senior Management Role
Delineate the firm’s intent Outline scope of project Describe how project’s results
reinforce firm’s goals
Ch. 5.1 The Project Launch Meeting
Project Launch Meeting=
Visible symbol of top management’s commitment to
the project
Ch. 5.1 Major Issues at Project Launch Meeting
Existence of well defined set of project objectives
Precise nature of scope statement Uniqueness of project
Ch. 5.1: Detail / Length of Project Launch Meeting
For routine projects: “Touch base”, short meeting
Unique projects: Extensive discussion
Ch. 5.1: Potential Traps for Project Launch Meeting
Trap Effect
Go deeper than “most aggregated level” (level1)
No team integration
Make ballpark estimate of budget and time
Preliminary estimate gets cast in stone
Ch. 5.1: Expected Outcome of Project Launch Meeting Establish technical scope Participants accept performance
responsibility Tentative overall schedules and
budgets Creation of Risk Management
Group
Ch. 5.1: Major Risks Considered at Project Planning Initiation
Market reaction to new process / product
Project being stopped due to patent awarded to a competing innovation
Ch. 5.1: Risk Management Plan Includes: Project technology Project schedule Project resource base Myriad of other risk factors Makeup of project risk
management group
Ch. 5.1: Composite Plan Combination of Risk Management
Plan and Project Launch Meeting action items
Approved by all participating functional groups
Endorsed by PM and sent up the management ladder for approval
Ch. 5.1: From Composite Plan to Project (Master) Plan Modify composite plan with written
“change orders” Approve updated plan with
functional unit involved and senior management
Iterate this process until no more changes are proposed
Hold post planning review meeting
Ch. 5.1: Carefully Determine Set of Deliverables!
1. Marketing over promises deliverables2. Engineering may not be able to
produce deliverable on time3. Marketing is unable to deliver on time
Typical Scenario:
Ch. 5.1: Marketing’s Objections to Early Involvement of Engineering
Probably true Probably false
Style Sales specialists know firm’s products and services
Engineers are argumentative
Cost Sales specialists know about cost, designs and lead times
Cost of bringing engineers to a meeting drives up sales cost
Ch. 5.1: Why Involve the Customer in Planning?
Easier Faster Give customer a voice Cheaper (to do things right the
first time)
Ch. 5.1: Multifunctional Teams (Concurrent Engineering) Used when a system must be
installed in a larger, more complex system
Integrates through cross functional groups
Ch. 5.1: Project Plan Elements Overview Objectives General approach Contractual aspects Schedules Resources Personnel Evaluation methods Potential problems
Ch. 5.1: Project Charter
Generated through negotiations involving the many parties at interest in the project
Ch. 5.1: Classic SDLC (Left) vs. Aaron et. al. Model (Right)Feasibility Concept Evaluation
Analysis Requirement Identification
Design Design
Build Implementation
Closure Test
Integration
Validation
Customer Test and Evaluation
Ongoing Use Operations and Maintenance
Ch. 5.3: Even Planning Process
a) Make list of activities of similar importance in sequential order Level 1
b) Break each level 1 process into sub processes as under a) Level 2
c) Continue to higher process levels until no further breaking is possible
Ch. 5.3: Strategic Factors in Project Planning
Project mission Top management support Project’s action plan
Ch. 5.4: Steps in Designing a WBS List task breakdown in succeeding
finer levels Construct a responsibility matrix Establish pricing control Schedule milestones Identify problems Generate Project Master Schedule
Ch. 5.5: Planning and Design using Multidisciplinary Teams Generate integrated base for
project design Add software for conflict detection Add software to generate
production plan Generate knowledge base
Ch. 5.5: Project Phases and Phase Gates in the SDLC Feasibility
Project Proposal System
Requirement Specifications Design
Design Specs Build
Programmers and Users Manuals
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