epm6 slides ch05 how to plan a tpm project

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



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




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The Pain Crve

Good

Planning

Poor

Planning

Pain

Time18-36%




Planning 'educes Uncertaint Planning ncreases Understanding Planning mpro%es "fficienc

The &m"ortance of Planning




*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




Stick notes (assorted colors) 2arking pens (assorted colors) Plent of whiteoard space

Project Planning Tool(




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(




efine dependenc relationships dentif the critical path

'(e( for Mar)ing Pen(




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




+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-




/ttendees 1acilities "#uipment /genda eli%erales Project Proposal

The .PPS Meeting Com"onent(




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(




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




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




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((-




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




+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




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(




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




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




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




The 78S

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Hierarchical vi(aliation of the +8S




Tran(ition from 78S to +8S 2 An Exam"le



Thought process tool /rchitectural design tool Planning tool

Project status reporting tool

'(e( for the +8S-




$on%erting the '!S to the W!S (1igure C08) Team /pproach Suteam /pproach

Top0own /pproach Team /pproach Suteam /pproach

!ottom0Up /pproach

+hich i( e(t-

+hen-

+h!-

;enerating the +8S




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




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




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(




78S i( a ((et of the +8S

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Project goal

and (oltion

7eirement

%

#nction%>%

#eatre

%>9>%>%

#eatre

n>4>%

S$fnction

%>9>4

7eirement n

#nction%>9

#nction%>4

#nctionn>%

#nctionn>9

#nctionn>4

S$fnction

%>9>9

S$fnction

%>9>%

#eatre

n>4>9

#eatre

n>4>4#eatre

n>4>=#eatre

%>9>%>9

#eatre

%>9>%>4

#eatre

%>9>%>=

/cti%it

7B8B7B7B7

Task

7B8B7B7B9B9

/cti%it

7B8B7B7B8

/cti%it

7B8B7B7B9

Task

7B8B7B7B9B8

Task

7B8B7B7B9B7

/cti%it

nB9B:B7

Task

nB9B:B9B9

/cti%it

nB9B:B8

/cti%it

nB9B:B9

Task

nB9B:B9B8

Task

nB9B:B9B7

78S +8S




.oun0tpe /pproaches Phsical components 1unctional components

+er0tpe /pproaches esign0uild0test0implement 4jecti%es

4rgani@ational approaches eographic epartmental !usiness process

+hich i( e(t-

+hen-

+h!-

A""roache( to 8ilding the +8S




;ra"hical +8S for a Ho(e H?'SE

ST" 14U./T4. 1'/2. W/33S '441. UT3T"S 3/.S$/P.1.SD

W4'>

3aout rade "-ca%ate

"rect

1orms

Pour

$oncrete

'emo%e

forms

nstall

Sheathing

3a

Shingles

Dang

Sheetrock

Tape

& !ed"3"$TB /S W/T"'

o

'ough0in

Work

o

'ough0in

Work

o

'ough0in

Work

et

!uilding

nspectB

et

!uilding

nspectB

et

!uilding

nspectB

o

1inish

Work

o

1inish

Work

o

1inish

Work

nstall$ainets

nstall

/ppliances

nstall

1urnace

3a

$arpet

Paint

Walls &2olding

Dang

Wallpaper

3a

Tile

1344'

J4STS

SU!0

1344'STU

W/33S

1'/2"

'441

nstall

7st

1loor

nstall

7st

1loor

nstall

7st

1loor

nstall

8nd

1loor

nstall

8nd

1loor

nstall

8nd

1loor

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&ndented ?tline +8S for a Ho(e %> S&TE P7EPA7AT&?*

%>%> @a!ot

%>9> ;rading

%>4> Excavation

9> #?'*6AT&?*

9>%> Erect #orm(

9>9> Por Concrete

9>4> 7emove #orm(

4> #7AM&*;

4>%> #loor .oi(t(

4>%>%> &n(tall fir(t floor joi(t(

4>%>9> &n(tall (econd floor joi(t(4>9> S$flooring

4>9>%> &n(tall fir(t floor ($flooring

4>9>9> &n(tall (econd floor ($flooring

4>4> Std +all(

4>4>%> Erect fir(t floor (td wall(

4>4>9> Erect (econd floor (td wall(

4>=> #rame the roof

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+8S for a +aterfall S6M S*ST"2S "+"34P2".T P'4J"$T

mplementationefinition esign

State ojecti%es

efine re#uirements

$hoose S2

et appro%al

1unctional

Technical

Programming

nstallation

4peration

Source code

J$3

ocumentation

et appro%al

Testing

Training

$ut0o%er

4perate sstem

'e%iew

/udit

et appro%al

$larif re#uest

"stalish ojecti%es

dentif ke issues

4tain current docB

efine new re#mts

dentif interfaces

esign ?4

$onfirm specs

efine pgm specs

Prepare sstem flow

$on%ert data

!uild integration test plan

et appro%al

Con(trct code

Condct nit te(t

Con(trct .C@

Condct (!(tem te(t

#inalie te(t "lan

Create te(t data

Condct te(tCondct o"eration( training

Condct (er training

#inalie "lan

Convert dataCt$over to "rodction

E(tali(h "lan

7eview "erformance

Com"lete financial anal!(i(

Anal!e ri()(

Spec

audits?controls

et appro%al

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Sa%es planning time !uilds on prior e-perience Standardi@es the planning and management of

projects using the templates Pro%ides a structure for collecting and using

estimated?actual duration and cost data 1ocuses process #ualit impro%ement efforts

'(ing +8S Tem"late(




Update an application with new functionalit istriute a new release of a software package nstall a network in a field office

Update training materials e%elop new training materials

T!"ical 7ecrring Project(




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9

=

B

%0

9 = B %0 %9 %= % %B 90

@ 63aor

uration

@ ><56

44D n"lanned

interr"tion(

M?6E@ ASS'MPT&?*S

&ndividal( wor) at <5 "ercent efficienc! rate>

'n"lanned interr"tion( accont for 44 "ercent of cloc) time>

Ela"(ed time FdrationG ver(( wor) time FlaorG




"stimate duration to uild the schedule and

determine when the project will e completed

"stimate laor when ou ha%e to containe-penses within a udget

Shold & E(timate Ta() 6ration or Ta() @aor-




7B Pick up the chair

8B $arr it to the door

9B Set the chair down

:B 4pen the door

CB Dold the door open

with our foot as ou

pick up the chair

EB $arr the chair out thedoor

FB Set the chair in the

hallwa

Time

< of people on the team

7 8 9 :

7e(orce @oading v(> Ta() 6ration




+aring skill le%els Une-pected e%ents "fficienc of work time

2istakes and misunderstandings +ariation within the capailit of the sstem $ommon cause %ariation

Ca(e( of ariation in 6ration




"-trapolating ased on similarit to other acti%ities Studing historical data Seeking e-pert ad%ice

/ppling the elphi Techni#ue (1ig C0G) /ppling the Three0point techni#ue (1ig C07H) /ppling the Wide0and elphi techni#ue

Six Method( for E(timating Ta() 6ration




1irst Pass

Second Pass

Third Pass

The 6el"hi Technie

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The Three$Point Method

? M PE

4= 4ptimistic

P= Pessimistic

2= 2ost 3ikel

4 I :2 I P

E"

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E(timate( Have a @ife C!cle Too

time

range

Jo will e (marter tomorrow

than !o are toda!>

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People 1acilities "#uipment

2one 2aterials

E(timating 7e(orce 7eirement(




A((igning Staff to Activitie(

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7e(orce 8rea)down Strctre

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4rder of magnitude estimate !udget estimate efiniti%e estimate

$ost !udgeting $ost $ontrol Weekl reports !aseline %ersus actual

E(timating Co(t




6e(ign

8ild

Te(t

&n(tall

time

*etwor)$a(ed Schedling 2 ;antt Chart(




*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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ES

E&6

@S @#

E#

S@AC

Ta() *ode

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6iagramming Convention(

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6e"endenc! 7elation(hi"(

A 8

A

8

A

8

8

1S= When / finishes, ! ma start

11= When / finishes, ! ma finish

SS= When / starts, ! ma start

S1= When / starts, ! ma finishA

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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(




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)




#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




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




'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(




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-




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


Ch0 H Pl TPM P j



"-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 H t Pl TPM P j t



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


epm6 slides ch05 how to plan a tpm project

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