project life cycle project planning © ed green penn state university all rights reserved
TRANSCRIPT
Project Life CycleProject Planning
© Ed Green Penn State University All Rights Reserved
04/18/23
Topics
What is project planning? Elements of the project plan
Planning the Work2
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Understanding and Planning Project Work
Planning the Work3
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Plan for Success
Understand the work to be done Appreciate the skill base Be realistic
Planning the Work4
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Understand the Work
Work – a set of tasks performed to accomplish a goal or objective Provide a service Produce a product
Task – a set of steps performed to produce a particular outcome
Difference Work produces the end result Tasks produce intermediary results
Planning the Work5
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A Project as Work
Project – describes an organized activity that will manage efforts to produce a specified product or service Describes the need Identifies the outcome
Work = managed efforts performed by either people or machines to understand and solve the need
Planning the Work6
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A Project as Work
VisionVisionVisionVision
Problem or NeedProblem or Need ProjectProject
Realizing the Vision – Solving the ProblemRealizing the Vision – Solving the Problem
Planning the Work7
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A Project as Work
Project includesScheduleBudgetOutcomes
Project needs a mapWhat efforts are required?What resources are available?When are the outcomes expected?
Planning the Work8
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Getting Started – Identifying Tasks
ProjectProject
1.1. 2.2. 3.3. 4.4. 5.5.
TaskTaskListList
ProblemProblem
ResultResult
• Identify the task areas basedIdentify the task areas based on the nature of the problem on the nature of the problem and the expected result and the expected result• Start with the lifecycle phasesStart with the lifecycle phases• Modify as appropriateModify as appropriate• VeryVery broad statement of work broad statement of work
Planning the Work9
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Understanding Tasks
Task – specific element of work Clearly defined beginning Clearly defined ending Clearly defined starting requirements Clearly defined completion metrics
Task – elementary (or atomic) unit of work Single assignee Bounded period of performance
• Conventional wisdom – x <= 80 hours
Planning the Work10
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Understanding Tasks – the Task Analysis Process
DecomposeDecomposeBegin Begin AnalysisAnalysis
DetailDetail
AnalyzeAnalyzeReviewReview AtomicAtomic
End End AnalysisAnalysis
Planning the Work11
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Task Analysis
InputsInputs OutputsOutputs
Sta
rtin
g R
eq
uir
em
en
tsS
tart
ing
Req
uir
em
en
ts
Com
ple
tion
Measu
res
Com
ple
tion
Measu
res
Task StatementTask Statement
1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7.
Planning the Work12
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List of Atomic Tasks
Original set decomposed Elementary units of work Inputs and outputs identified
1. Top Level1. Next level
1. Next lower level1. Atomic 1
2. Atomic 2
2. Next lower level1. Atomic 1
2. Atomic 2
Planning the Work13
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Structuring the Task List
Formalizes and organizes the results from Task Analysis
Work Breakdown Structure Based on the results from Task Analysis Atomic Clearly defined
• “Do something specific” Deliverable Oriented
• Initial• Intermediary• Final
Planning the Work14
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Work Breakdown Structure
Upward and downward compatible Outline oriented Format
Planning the Work15
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At This Point Listed all known tasks
Decomposed to an atomic level• Allows the work to be performed by a single
individual in a limited amount of time Identified task
• Inputs• Outputs• Controls
Reorganized task list into a bounded structure Established a task set baseline Beginning of an understanding
Effort to be expended Skills that are needed Relationships among tasks
Planning the Work16
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Assessing Tasks – Determining Needs
Work Breakdown Structure #
Task Name Resource Type (Role)
Resource Skill Level
Anticipated Effort
5.6.7.9.1 Design login authentication algorithm
Security Analyst
Experienced 80 hours
5.6.7.9.2 Develop login authentication algorithm
Database Programming
Experienced 60 hours
5.6.7.9.3 Test and validate login authentication algorithm
Database Analyst
Experienced 50 hours
From WBS StructureFrom WBS Structure DocumentDocument
Describes the Describes the type of worktype of work
Describes the Describes the experienceexperience
levellevel
Estimates theEstimates theamount ofamount of
time requiredtime required
Planning the Work17
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At This Point
Detail task identification Preliminary resource assignment
by type Preliminary estimate of effort
Planning the Work18
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Assessing the Cost of Doing Work Cost Factors
Labor cost – the amount of money that represents wages
Benefit costs – the percentage of wage that is expended for employee benefits
G & A cost – the percentage of wage that is expended to cover various and miscellaneous overhead expenses
Considerations Payroll employees require consideration of all
three cost factors Contract ed employees are (generally) not
considered for benefit costs G & A costs apply to everyone working on the
project
Planning the Work19
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Getting Costing Parameters Wages
Based on established pay ranges Available from Human Resources Use the mid-point of the range
Benefits Fixed percentage established by Human
Resources G & A
Fixed percentage established by Human Resources
Planning the Work20
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Calculating Costs
Work Breakdown Structure #
Task Name
Resource Type (Role) Resource
Skill LevelAnticipated
EffortPay Rate Cost
Pay rate tables from
HR
# hours * Σ(pay,
benefit, G&A)
5.6.7.9.1 Design login authentication algorithm
Security Analyst Experienced 80 hours $30.00 $3168.00
5.6.7.9.2 Develop login authentication algorithm
Database Programming
Experienced 60 hours $35.00 $2772.00
5.6.7.9.3 Test and validate login authentication algorithm
Database Analyst
Experienced 50 hours $40.00 $2640.00
Benefits @ 20%, G&A @ 10%Benefits @ 20%, G&A @ 10%
$8580.00$8580.00
From WBS Structure Document
Describes the
type of work
Describes experience
level
Estimates time
requiredFrom WBS Structure
Document
Describes the
type of work
Describes experience
level
Estimates time
required
Planning the Work21
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At This Point
You have a preliminary estimate of costs
You know the budget amount that has been approved
Planning the Work22
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Determining Affordability
Is thepreliminary estimate <=
approved budget ? If yes, proceed
but, If not,
Question and challenge the preliminary estimates
• Do the estimates reflect realism? Make appropriate changes Re-calculate
Planning the Work23
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Remember,
There is no point proceeding if the work cannot be done within the established cost constraints
And, you mustDiscuss the situation with the
project sponsorAgree on how to proceed
Planning the Work24
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Once Cost Issues are Resolved Begin to develop the task network
Use the results from task analysis• Inputs• Outputs• Controls
Network at the lowest possible level Determine dependencies
• Identify the “critical path”
Determine date parameters Identify risks
Planning the Work25
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The Task Network
Graphic Topological
Shows each taskShows the preceding tasksShows the following tasks
Shows only two datesOverall startUltimate completion
Planning the Work26
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The Task Network
Sequencing based on start and stop control parameters discovered during task analysis
Question to be answered (from the perspective of doing the work) Is this a logical progression? Does this make sense?
If the answer is “yes”, then proceed; otherwise, evaluate the practicality of the approach before proceeding
TaskTaskNameName
TaskTaskNameName
TaskTaskNameName
TaskTaskNameName
TaskTaskNameName
TaskTaskNameName
TaskTaskNameName
TaskTaskNameName
dd-mm-yyyydd-mm-yyyy dd-mm-yyyydd-mm-yyyy
Planning the Work27
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At This Point
Initial estimates indicate that the project is affordable
Task sequencing is practical Now, determine whether or not the
project can be done in the allotted time window
Planning the Work28
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Assessing the Time Allocation What you know
The sequence in which tasks are to be performed Which tasks must be completed before a
particular task can be started The amount of time estimated for each task
What you do Make an assumption – each task will be worked
on a dedicated basis Put dates on the tasking sequence Answer the question
• Is the plotted end date <= the stipulated project end date?
• If the answer = ‘yes’, proceed• If the answer = ‘no’, adjustments are required
Planning the Work29
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Assessing Time Allocation
Project can complete no earlier than December 5th, 2006
What are the project completion expectations?
Task Name
Estimated Hours
Task 1 30
Task 2 40
Task 3 70
Task 4 60
Task 5 50
Task 6 40
Task 7 80
Task 8 60
TaskTask11
TaskTask22
TaskTask33
TaskTask55
TaskTask44
TaskTask66
TaskTask77
TaskTask88
02-10-200602-10-2006 05-12-200605-12-2006
05-10-200605-10-2006 12-10-200612-10-2006
01-11-200601-11-2006
01-11-200601-11-2006
10-11-200610-11-2006
09-11-200609-11-2006
27-11-200627-11-2006
Planning the Work30
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The Critical Path
Critical path – the set of tasks and their order of performance for which there is no margin for error if the task is to be completed on time
TaskTask11
TaskTask22
TaskTask33
TaskTask55
TaskTask44
TaskTask66
TaskTask77
TaskTask88
02-10-200602-10-2006 05-12-200605-12-2006
05-10-200605-10-2006 12-10-200612-10-2006
01-11-200601-11-2006
01-11-200601-11-2006
10-11-200610-11-2006
09-11-200609-11-2006
27-11-200627-11-2006
Planning the Work31
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At This Point
Your initial estimate of cost supports affordability
Your initial timelines support timely completion and delivery
Planning the Work32
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But, Suppose this is not The Case
The questions – The preliminary estimates exceed
the budgetThe time estimates exceed the date
constraints What are the options? Are there any viable options
Planning the Work33
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At this Point
Project appears to be affordable Project appears to be executable
within allotted time frame Specific resources must be
assignedPersonnelCost
Materials must be priced
Planning the Work34
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When the Initial Estimate Was Prepared
Used generic personnelTied to job descriptionSalary range midpoints
Applied labor estimates based on experience levels
Material costs based on market pricing and standard delivery times
Planning the Work35
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Project Plan Development
Labor costing Based on assignment of specific individuals to
project team• Actual salaries• Actual performance metrics from prior projects
Use standard metrics• Level of complexity• SLOC/hour• Number of of inputs• Number of of outputs• Number of of database entities• Number of of data elements
Material costing Work with procurement Enterprise agreements
Planning the Work36
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Develop the Initial PlanTASK # TASK # (WBS #)(WBS #)
TASK TASK DESCRIPTIONDESCRIPTION
ASSIGNEEASSIGNEE HOURLY HOURLY RATERATE
HOULY HOULY COSTCOST
TASM TASM HOURS HOURS
ASSIGNEDASSIGNED
PERFOR PERFOR FACTORFACTOR
ADJUSTED ADJUSTED HOURSHOURS
ESTIMATED ESTIMATED TASK COSTTASK COST
Planned hours on taskPlanned hours on task Resultant costResultant cost
Planning the Work37
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Assess Cost Estimating Realities
If the cost estimate after resources are assigned and actual material costs are determinedProject is viable from a cost
perspective
Planning the Work38
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Plot the Result
Apply this
to this
If End date holds, project is viable from a
scheduling perspective
TaskTask11
TaskTask22
TaskTask33
TaskTask55
TaskTask44
TaskTask66
TaskTask77
TaskTask88
02-10-200602-10-2006 05-12-200605-12-2006
05-10-200605-10-2006 12-10-200612-10-2006
01-11-200601-11-2006
01-11-200601-11-2006
10-11-200610-11-2006
09-11-200609-11-2006
27-11-200627-11-2006
TASK # (WBS #)
TASK DESCRIPTION
ASSIGNEE HOURLY RATE
HOULY COST
TASM HOURS
ASSIGNED
PERFOR FACTOR
ADJUSTED HOURS
ESTIMATED TASK COST
Planning the Work39
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If the Project is Cost and Schedule Viable
Start working!
Planning the Work40
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This is not the Case – Can’t Get There from Here
Problem Action Consequence
Initial estimate exceeds project budget
Use lesser skilled labor
Consider contractors
More hours required; project will take longer
Commitment
Initial timeline does not meet project delivery boundary
Use more skilled labor
Increase headcount on project
Increases overall cost
““Between a rock and a hard place!’Between a rock and a hard place!’
Planning the Work41
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What are the Options?
Discuss how to approach the situation describedDiscuss how to approach the situation describedon the previous chart.on the previous chart.
Planning the Work42
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Tools of the Trade
Spreadsheets Basis of Estimate Templates Gantt Charts CPM Charts Risk Templates
Planning the Work43
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Spreadsheets
Provide a useful computational toolsGood for costs and budgetsGood for measuring accumulated
time versus planned Do not show dependencies
Inappropriate for schedule development
Planning the Work44
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Basis of Estimate Templates
Explanation of costs Show and describe
The work to be doneThe skill level to be appliedThe associated labor costBasis on which the estimate was
established
Planning the Work45
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Basis of Estimate Template
Form Example
Planning the Work46
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Gantt Charts
Provide a bar chart depiction of a project Task by task Show
• WBS # (Task #)
• Task Name
• Assignee
• Hours Assigned or Estimated
• Planned start and stop date
• Bar depiction across a calendar May or may not show
• Progress of work
• Predecessor and successor tasks (dependencies)
Planning the Work47
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Gantt Chart Example
From From http://www.ganttchart.com/Create%20Gantts.html
Planning the Work48
04/18/23
For Additional Information on Gantt Charts
Google “Gantt Charts”
Planning the Work49
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CPM Charts
CPM – Critical Path Method Network presentation of tasks
Emphasizes task dependencies Identifies critical work
“Critical Work” – tasks that must be completed in the time frame indicated if the project is to complete on time
Shortcoming Does not inherently provide the detail found in a
Gantt Presentation Requires project manager ingenuity
Planning the Work50
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Defining a Usable CPM Node
TASK NAMETASK NAME
PLANNED STARTPLANNED START ACTUAL STARTACTUAL START
PLANNED ASSIGNEEPLANNED ASSIGNEE ACTUAL ASSIGNEEACTUAL ASSIGNEE
PLANNED FINISHPLANNED FINISH ACTUAL FINISHACTUAL FINISH
BUDGETBUDGET COSTS TO DATECOSTS TO DATE
HOURS TO DATEHOURS TO DATECONTROL CONTROL PARAMTETERSPARAMTETERS
Planning the Work51
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For Additional Information on CPM Charts
Google “CPM Charts”
Planning the Work52
04/18/23
Risk Template
Form Example
Planning the Work53