epm6 slides ch05 how to plan a tpm project
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7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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Effective Project Management:Traditional, Agile, Extreme
Presented by
(facilitator name)
Managing Complexity inthe Face of Uncertainty
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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Tools, templates, and processes to plan a project The importance of planning Using application software packages to plan projects Planning & conducting the Joint Project Planning Session (JPPS) Writing a Project escription Statement !uilding the Work !reakdown Structure (W!S) "stimating task duration "stimating resource re#uirements "stimating cost $onstructing the project network diagram Writing an effecti%e project proposal
aining appro%al to launch the project
Smmar! of Cha"ter 5
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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The Pain Crve
Good
Planning
Poor
Planning
Pain
Time18-36%
Ch05: How to Plan a TPM Project
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Planning 'educes Uncertaint Planning ncreases Understanding Planning mpro%es "fficienc
The &m"ortance of Planning
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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*es +er large projects istriuted teams
"-tensi%e use of %endors and contractors
.o Small projects Short duration project increments
/dds too much non0%alue0added work 1re#uent scope and re#uirements changes
'(ing Software Pac)age( to Plan a Project
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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Stick notes (assorted colors) 2arking pens (assorted colors) Plent of whiteoard space
Project Planning Tool(
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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Task Uni#ue task name Task duration Task laor 'esource re#uirements Task manager "S, "1, 3S, and 31 (calculated %alues)
$ritical Path (calculated)
'(e( for Stic)! *ote(
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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efine dependenc relationships dentif the critical path
'(e( for Mar)ing Pen(
Ch05: How to Plan a TPM Project
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Project 4%er%iew Statement Work !reakdown Structure ependenc iagram nitial Project Schedule 1inal Project Schedule 'esource Schedule ssues 3og
Updated Project Schedule
'(e( for the +hiteoard
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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+er small projects 5 6 da Small projects 5 7 da 2edium projects 8 das 3arge projects 90: das +er large projects ;;;
How Mch Time Shold Planning Ta)e-
Ch05: How to Plan a TPM Project
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/ttendees 1acilities "#uipment /genda eli%erales Project Proposal
The .PPS Meeting Com"onent(
Ch05: How to Plan a TPM Project
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1acilitator Project manager /nother project manager
JPP consultant Technographer $ore project team $lient representati%e 'esource managers
Project champion 1unctional managers Process owner
The .PPS Attendee(
Ch05: How to Plan a TPM Project
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1acilities $omfortale /wa from interruptions (offsite or onsite)
!reakout rooms; "#uipment
!reakout group work areas (tale, chairs, flip charts) Whiteoards Projection e#uipment
The .PPS #acilitie( / Ei"ment
Ch05: How to Plan a TPM Project
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Session <7 .egotiate the $4S or generate the '!S
Session <8 Write the P4S
Session <9 Part 7= >ick0off Part 8= Working session
The Com"lete .PPS Agenda
Ch05: How to Plan a TPM Project
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Session <7 Project 2anager
$lient
Session <8 Project 2anager $lient
Project Team (known memers)
Session <9 Project 2anager
"ntire Project Team
+ho1( &nvolved in the Planning Proce((-
Ch05: How to Plan a TPM Project
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ntroduction of Sponsor Sponsor o%er%iew of the project and its importance to
the compan?di%ision?department ntroduction of the client co0project manager ntroduction of the T co0project manager ntroduction of the core project team ntroduction of the planning facilitation team (facilitator
and technographer)
The .PPS Agenda 2 Se((ion 34 Planning ic)$off
Ch05: How to Plan a TPM Project
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+alidation & prioriti@ation of re#uirements 4%er%iew of the project planning approach to e taken eneration and %alidation of the W!S
"stimate duration, laor, and resource re#uirements $reation of the dependenc diagram iscuss critical path and project completion date /nalsis and schedule compression as needed dentification of project risks and mitigation plans
Planning team consensus on project plan contents /djournment
.PPS Agenda 2 Se((ion 34 +or)ing (e((ion
Ch05: How to Plan a TPM Project
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Project efinition Statement Work !reakdown Structure Task duration estimates 'esource re#uirements Project network schedule Task Schedule 'esource assignments Project .oteook Project proposal
!ackground 4jecti%e
4%er%iew of approach to e taken etailed statement of work Time and cost summar /ppendices
Planning Se((ion 6eliverale(
Ch05: How to Plan a TPM Project
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Same fi%e parts as the P4S / more detailed project definition from the teamAs perspecti%e Se%eral pages long To make sure the team has a common understanding of what the
project is all aout
+riting a Project 6efinition Statement
Ch05: How to Plan a TPM Project
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The 7ole of the Client in the .PPS
The client or their representati%e m(t e presentB +alidation of re#uirements and P4S Prioriti@ing re#uirements (2oS$oW)
enerating and %alidating the W!S $ommitment of resources from the client /greement on the project plan $lient must own the project plan 2eaningful in%ol%ement the client
Ch05: How to Plan a TPM Project
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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The Work !reakdown Structure (W!S) is a
hierarchical description of all of the work
that must e done to meet the needs of the
clientB
6efinition of the +8S
Ch05: How to Plan a TPM Project
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The 78S
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
Hierarchical vi(aliation of the +8S
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Ch05: How to Plan a TPM Project
Tran(ition from 78S to +8S 2 An Exam"le
7/24/2019 Epm6 Slides Ch05 How to Plan a Tpm Project
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Thought process tool /rchitectural design tool Planning tool
Project status reporting tool
'(e( for the +8S-
Ch05: How to Plan a TPM Project
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$on%erting the '!S to the W!S (1igure C08) Team /pproach Suteam /pproach
Top0own /pproach Team /pproach Suteam /pproach
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Ch05: How to Plan a TPM Project
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Status and completion are measurale The acti%it is ounded The acti%it has a deli%erale Time and cost are easil estimated /cti%it duration is within acceptale limits Work assignments are independent
+8S Com"letion Criteria
Ch05: How to Plan a TPM Project
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The client didnAt participate in uilding the W!S like
ou e-pectedB *ou ha%e an uncomfortale feeling
Scope change is likel to e a ig part of the project $hoose a P23$ model that accommodates fre#uent
change
+8S Com"letion Criteria 2 The <th
criterion
Ch05: How to Plan a TPM Project
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Stopping !efore $ompletion $riteria /re 2et ecomposing !eond $ompletion of the $riteria
Short duration projects
Digh0risk acti%ities 3arge duration %ariance
+8S Com"letion Criteria 2 Exce"tion(
Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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Ch05: How to Plan a TPM Project
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*etwor)$a(ed Schedling 2 Ta() on the Arrow
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*etwor)$a(ed Schedling 2 Ta() on the node format
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Ch05: How to Plan a TPM Project
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6e"endenc! 7elation(hi"(
A 8
A
8
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1S= When / finishes, ! ma start
11= When / finishes, ! ma finish
SS= When / starts, ! ma start
S1= When / starts, ! ma finishA
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Ch05: How to Plan a TPM Project
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Technical constraints iscretionar constraints !est practice constraints 3ogical constraints Uni#ue re#uirements constraints
2anagement constraints nter0project constraints ate constraints
.o earlier than .o later than 4n this date
3ag %ariales
6e"endenc! Con(traint(
Ch05: How to Plan a TPM Project
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The 1orward Pass K "arl Schedule 3eft to right (start to finish) etermines "arl Start and "arl 1inish "S I duration K 7 "1
!ackward Pass K 3ate Schedule 'ight to left (finish to start) etermines 3ate Start and 3ate 1inish 31 0 duration I 7 3S
Path( Throgh the *etwor)
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#orward Pa(( Calclation( 2 Earl! Schedle
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8ac)ward Pa(( Calclation( 2 @ate Schedle
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Critical Path
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"S 31uration
SlackTask
Earl! Start to @ate #ini(h +indow
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Total Slack Time that a task can e delaed without
impacting the earl schedule of the
projectB
1ree Slack Time a task can e delaed without
impacting the earl schedule of its
successor tasksB
Slac) Time
6o *ot Plan to '(e Slac)
to 8ail ?t the ProjectK
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7B "nter task name and duration into software tool
8B Print P"'T iagram
9B $ut out each task node and affi- to a Stick .ote
:B Write task < on Post0t .oteCB Place Stick .otes on right side of whiteoard
EB Position start node on left side of whiteoard
FB 2o%e all tasks with no predecessor to left side and
connect to start nodeLB 2o%e all tasks on the right side with predecessors on
the left side to the left side and connect with single line
GB $ontinue until all task nodes ha%e een mo%ed to left
side
8ilding the &nitial 6e"endenc! 6iagram
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'eplace 1S with SS dependencies
'eplace a team memer with a more skilled
person
/dd resources 1rom non0critical path tasks to critical path tasks 1rom other projects To where
critical path tasks high0risk tasks tasks with large duration %ariances
Schedle Com"re((ion Technie(
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Schedle Com"re((ion &teration(
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Schedule compression doesnAt come freeB
Schedle Com"re((ion
+hat i( the im"act on the "roject
de to (chedle com"re((ion-
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4 .4T P/ /$T+T* U'/T4. / percentage (C K 7H) of total project work hours The last acti%it in the project
/ schedule contingenc for the une-pected 2ake it %isile and manage it
Management 7e(erve
Ch05: How to Plan a TPM Project
Ch0 H Pl TPM P j
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"-ecuti%e Summar !ackground 4jecti%e
4%er%iew of the approach to e taken etailed statement of work Time and cost summar /ppendices
Content( of the Project Pro"o(al
Ch05: How to Plan a TPM Project
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The cost?enefit is not in our fa%or The risks of failure are too high The total project cost e-ceeds a%ailale funding
There are other projects competing for the sameresources
;aining A""roval to @anch the Project
Ch05: How to Plan a TPM Project
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