Upload
zeeshan-bhatti
View
229
Download
0
Embed Size (px)
Citation preview
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
1/72
IT PROJECT MANAGEMENT Dr. Zeeshan Bhatti
MPhil (IT)
Lecture 3
Institute of Information and Communication TechnologyUniversity of Sindh, Jamshoro
Developing the Project Plan
BY: DR. ZEE SHAN BHATT I 1
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
2/72
• Introduction to PM
• Project planning
– Gantt chart and WBS
• Project planning
– Network analysis I
• Project planning
–Network analysis II
PLAN
Project planning Resource analysis
Risk management
Quality
Budgets and cost control
Project teams
BY: DR. ZEE SHAN BHATT I 2
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
3/72
WHAT IS A PROJECT?
“Unique process consisting of a set of coordinated andcontrolled activities with start and finish dates,
undertaken to achieve an objective conforming tospecific requirements, including constraints of time, cost,quality and resources”
A Project is a planned set of activities
A Project has a scope
A Project has time, cost, quality and resource constraints
3
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
4/72
WHAT IS PROJECT MANAGEMENT?
The art of organising, leading, reporting and completinga project through people
4
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
5/72
WHAT IS PROJECT MANAGEMENT?
A project is a planned undertaking
A project manager is a person who causes things tohappen
Therefore, project management is causing a plannedundertaking to happen.
5
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
6/72
CHARACTERISTICS OF A GOOD IT
PROJECT MANAGER
BY: DR. ZEE SHAN BHATT I 6
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
7/72
EXERCISE 1
Write down three attributes of a good Project Manager
BY: DR. ZEE SHAN BHATT I 7
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
8/72
PROJECT MANAGER ROLE
A Good Project Manager Takes ownership of the whole project
Is proactive not reactive
Adequately plans the project
Is Authoritative (NOT Authoritarian) Is Decisive
Is a Good Communicator
Manages by data and facts not uniformed optimism
Leads by example Has sound Judgement
Is a Motivator
Is Diplomatic
Can Delegate 8
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
9/72
PERSONAL CHARACTERISTICS
· Is technically qualified
· Is a decision maker
· Is honest and creates a relaxed atmosphere
· Possesses the art of saying no without offending others
· Believes in managing time and people
BY: DR. ZEE SHAN BHATT I 9
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
10/72
PROJECT−RELATED CHARACTERISTICS
Achieves the objectives and goals of the project within the established schedule, budget,and procedures
Develops IT projects on budget and on time to the complete satisfaction of the users
Has experience in related or similar projects
Can control project outcomes by measuring and evaluating performance against establishedobjectives and standards
Develops and executes contingency plans to meet unforeseen circumstances and problems
Develops and implements decisions relating to planning
Is willing to redefine goals, responsibilities, and schedules as necessary to get the projectback on track in case the schedule slips or the project is over budget
Establishes and meets real priorities and deadlines
Believes in good planning to reduce pressure and stress and increase productivity
Establishes long−term and short−term planning
BY: DR. ZEE SHAN BHATT I 10
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
11/72
TEAM−RELATED CHARACTERISTICS
Has good communication and managerial skills
Is able to plan, organize, lead, motivate, and delegate proper responsibilitiesto team members
Respects team members and has their confidence and respect
Shares success with the team members
Selects the right person for the right job
Shows appreciation to good workers
Gets others in the organization to accept his or her ideas and carry out his orher plans
Delegates duties and maintains control
Believes in professionally training people for their delegated jobs
BY: DR. ZEE SHAN BHATT I 11
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
12/72
Considers himself or herself as a part of the team
Creates structured discipline
Recognizes individual differences and takes advantage of individualstrengths
Provides work that stimulates a feeling of personal respect andprofessional growth
Allows sufficient time for ideas to develop and mature
Allows free time and encourages openness
Understands the team members and creates effective communication
Monitors his or her team members on a regular basis for and takesnecessary actions
BY: DR. ZEE SHAN BHATT I 12
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
13/72
PROJECT MANAGEMENT CHECKLIST
A good IT project manager must do the following:
· Identify users, stakeholders, and customers
· Communicate with users, stakeholders, and customers throughout the project
· Educate and train users, stakeholders, and customers about the project
· Understand the requirements of users, stakeholders, and customers
· Set up the project book
· Plan the project
· Staff the project
· Establish project phases
· Allocate the budget for various phases and activities
· Estimate resources
· Estimate the level of efforts
· Model and simulate the project
· Establish standards and controls
BY: DR. ZEE SHAN BHATT I 13
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
14/72
· Form project tasks teams
· Staff task teams
· Provide necessary training
· Staff support groups· Provide a team concept
· Establish a schedule and milestones
· Provide a guideline to implement success
· Provide state−of−the−art tools
· Encourage the reuse of assets, the Internet, and telecommunications
· Track the deliverables
· Measure the success
· Create effective communication among the members of the projectteam
· Gain the users' confidence
· Show results
· Document the products
· Provide a smooth transition of the product to the usersBY: DR. ZEE SHAN BHATT I 14
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
15/72
STAKEHOLDER ENGAGEMENT
BY: DR. ZEE SHAN BHATT I 15
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
16/72
STAKEHOLDER
“A person or group of people who have a vested
interest in the success of an organization and the
environment in which the organization operates”
BY: DR. ZEE SHAN BHATT I 16
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
17/72
EXERCISE 2
Write down three typical project stakeholders
BY: DR. ZEE SHAN BHATT I 17
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
18/72
EXERCISE 2 - TYPICAL STAKEHOLDERS
Sponsor
Funding Body
Customer
Suppliers
End User
HSE/Environmental Agency
Maintenance Team
Neighbours/Community/Shareholders
Fusion Community
Interfaces
BY: DR. ZEE SHAN BHATT I 18
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
19/72
STAKEHOLDER ENGAGEMENT PROCESS
Identify Stakeholders
Assess needs
Define actions
Establish communication channels
Gather feedback
Monitor and review
BY: DR. ZEE SHAN BHATT I 19
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
20/72
THE PROJECT PROCESS
Projectset-up
MajorProject
Proposals
ProjectDefinition Conceptual
Design SchemeDesign Detailed
DesignTender
Invitation &Assessment
ManufactureEquipment Install
EquipmentConfirm
Completion
Test &Commission
ProjectReview
Appoint Project SponsorAssess Project PriorityAssess Budget ImplicationsEst. Proj. Deliverables and ObjectivesAppoint Project LeaderApprove Project Set-up
Draft Statement of Requirements (SoR)Review & Approve SoR IdentifyResources Appoint ProjectTeam Produce & MaintainProcurement PlansUndertake Project Risk AssessmentPrepare Project Boundary DocumentDevelop Project Management Plan (PMP)*Raise initial TCD-R/PERF**Prepare Preliminary Conceptual Design**
Raise/Extend/Update initial TCD-R/PERFPrepare Outline Conceptual DesignDefine Design Constraints PrepareInterface Requirements Spec. (IRP)Finalise Conceptual DesignHold Conceptual Design Review (CDR)Clear CDR IssuesInitiate Modification Safety CaseUpdate PMPApprove Proceed to Detailed Design
Raise/Extend Sub-system TCD-Rs/PERFsAgree Classifications & InterfacesPrepare Sub-system Scheme DesignHold Sub-system Scheme Design Review (SDR)Clear Sub-system SDR IssuesUpdate PMPUse TCD-I/MMAC for Sub-system SD Approval
Extend TCD-Rs/PERFsPrepare Sub-system Detailed Design HoldDetailed Design Review (DDR)Clear Sub-system DDR IssuesUse TCD-I/MMAC for Sub-system DD ApprovalPrepare Final D ocuments including:- Design Documents., Machine CompatibilityDocuments., Safety Case Modification
Compile Tender Docs.***Send out Invitations (ITTS)Hold Clarification MeetingsReceive TendersEvaluate TendersArrange site visitsApprove changes to Specs.Choose preferred Company
Raise Contract DocumentationPlace ContractHold Kick off Meeting (KOM)Clarify Issues (Quality Plan)Monitor ProgressWitness key ProceduresComplete Release NoteApprove Complete Package****Approve Release NotePack & Dispatch Equipment
Receive EquipmentPre-test Equipment
Install equipment
Test Equipment against Test ScheduleCommission Complete System
Confirm Technical CompletionReview Project Records Complete
Handover Documents ResolveReservations ObtainAcceptance of Completed Project
Initiate Project
Undertake Design
Implement Project
Complete Project
EFDA/CSU/JOC Management
Project Leader/Project Team/EFDA/CSU
Project Team/IRP/EFDA/CSU/JDC
Project Team/Interfaces
Project Team/Interfaces/EFDA/CSU/JDC
Project Team/ICM
Project Team/ICM/EFDA/CSU
Project Team/EFDA/CSU
Project Team/CSU
Undertake PostProject Review
Project Team/Contracts/EFDA
Project Team/Contractor/ICM
Prepare Technical DesignEnsure Machine Compatibility Prepare
Safety Case Modification
*** These will comprise:
- Technical Specification- Drawings- Contractual Requirements
Note: Overall Project
Management and Reporting willbe as defined in the ProjectManagement Plan (PMP)
**** This includessupporting documentation
Gate 4
Gate 1 Gate 2 Gate 3
Gates (Formal Decision Points)See accompanying notes
Gate 0Project Justification- Approve Project Definition
Design Approval- Approval ofFinal Documents
Readiness forManufacture- Approval toplace Contract
Readiness for Operation- Acceptance of System
Strategic and BudgetaryApproval
Undertake Tender
* This will include:
- Initial WBS, OBS and CBS- Project Plan- Risk and Procurement Strategies
** These will only take place herefor large projects demanding DOeffort for preliminary Conceptualwork
UNCONTROLLED
WHEN PRINTEDBY: DR. ZEE SHAN BHATT I 20
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
21/72
VARIOUS PHASESOF THE IT
PROJECT
BY: DR. ZEE SHAN BHATT I 21
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
22/72
KEY POINTS IN PROJECT SET-UP AND DEFINITION
Create Project Management Plan (PMP)
Be clear of scope and objectives Establish clear statement of what is to be
done (WBS)
Establish Risks to be Managed
Establish Costs and Durations
Establish Resources Required
BY: DR. ZEE SHAN BHATT I 22
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
23/72
PROJECT MANAGEMENT PLAN - PMP
Master Document for Project
Defines the following:-
Project Objectives, Scope, Deliverables
Stakeholders (Internal & External)
Work to be done (WBS)
Project Organisation and Resources (OBS)
Project Costings (CBS)
Project Schedule
Procurement/Contract Strategy
Risk Management
Quality management
Change Management BY: DR. ZEE SHAN BHATT I 23
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
24/72
PROJECT PLANNING
BY: DR. ZEE SHAN BHATT I 24
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
25/72
PROJECT PLANNING
Adequate planning leads to the correct completion of
work
25
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
26/72
PROJECT PLANNING
“The larger, more complex or uncertain an endeavour is,
the more important planning becomes”
Lockyer & Gordon
What measures would you use to determine thecomplexity of a project?
BY: DR. ZEE SHAN BHATT I 26
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
27/72
PLANNING
Inadequate planning leads to frustration towards the end of the project & poorproject performance
Project Start Project End
27
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
28/72
WHY PLAN?
IS development is complex and time consuming
There are usually a number of people involved with a
project
Communication Informs Project Manager/Team of the state of the project
Customer confidence
BY: DR. ZEE SHAN BHATT I 28
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
29/72
WHY PLAN?
Projects are unique and therefore there will always beuncertainties
Need to plan for these (Plan B)
So… For anything more than the smallest project, planning must be a formal
process
BY: DR. ZEE SHAN BHATT I 29
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
30/72
PROJECT PLANNING FOR IS
Requires knowledge drawn from: Development techniques
Application domain
Project planning techniques
Skills abilities and motivation of developers
Business and organisational environment
BY: DR. ZEE SHAN BHATT I 30
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
31/72
PROJECT PROPOSALS
Project planning starts with the project proposal -Result of Conception Phase
Maybe a response to a project brief prepared by an external or internal customer
BY: DR. ZEE SHAN BHATT I 31
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
32/72
PROJECT INITIATION
Project initiation document Internal or external
Project manager needs a good appreciation ofrequirements This may require extra work
Customer needs report on unknowns
protects both the project team and the customer
BY: DR. ZEE SHAN BHATT I 32
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
33/72
THE PROJECT PLAN – SIMPLE FORM
The project plan is an attempt to timetableall the activities that make up a project
How will the project be divided
Who does what
When are tasks carried out
BY: DR. ZEE SHAN BHATT I 33
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
34/72
THE PROJECT PLAN
More detail can be added to the plan to indicate: Level of performance and quality
Costs
Further detail indicates: availability of the resources required to carry out each task
BY: DR. ZEE SHAN BHATT I 34
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
35/72
THE PROJECT PLAN
Summary plan Shows key tasks, events and milestones in the systems project
Primarily used for reporting progress
Detailed plan Task plan
Time control plans
Resource plan Cost plans
Primarily used as a working tool
BY: DR. ZEE SHAN BHATT I 35
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
36/72
Project Planning
A word about Scheduling
–Schedules (task durations) can have a wide
variation
–There is no unique answer. Rather, there is a
statistical variation depending on assumptions
–Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!) –Most people are very optimistic/naive
BY: DR. ZEE SHAN BHATT I 36
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
37/72
Monitor &
Review
PLANNING AND CONTROL CYCLE
Plan
BY: DR. ZEE SHAN BHATT I 37
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
38/72
ITERATIVE PROCESS
The plan will evolve as the project evolves
The plan is reviewed and updated as more informationbecomes available and uncertainties become less uncertain
Monitor &
Review
Plan
Monitor &
Review
Plan
Monitor &
Review
Plan
BY: DR. ZEESHAN BHATTI 38
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
39/72
THE PROJECT PLAN – SIMPLE FORM
How will the project be divided?Work breakdown structure
Product breakdown structure
When will the work be carried out? Gantt Chart
Who does what?
BY: DR. ZEE SHAN BHATT I 39
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
40/72
WORK BREAKDOWN STRUCTURE
Work broken down in a hierarchical manner until: Each task is “atomic”
Duration can be estimated with reasonable accuracy
Can be carried out by one person
Each task : Has a well defined beginning and end Will consume resources
May be dependant on other tasks
BY: DR. ZEE SHAN BHATT I 40
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
41/72
WORK BREAKDOWN STRUCTURE (WBS)
The Work Breakdown Structure is the foundation foreffective project planning, costing and management.
It is the most important aspect in setting-up a Project
It is the foundation on which
everything else builds
41
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
42/72
WORK BREAKDOWN STRUCTURE - DEFINITION
“A Work Breakdown Structure (WBS) is ahierarchical (from general to specific) tree
structure of deliverables and tasks that need tobe performed to complete a project.”
BY: DR. ZEE SHAN BHATT I 42
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
43/72
WBS EXAMPLE Project
ConductInvestigation
ProduceReport
InvestigateOther Systems
AnalyseRequirements
InvestigatePackages
InvestigateHardware
ConductInterviews
FinanceDirector
StoresManager
Sales Manager Etc.ManagingDirector
Write Notes Review Notes Create DFD’s Review DFD’s ConductInterview
BY: DR. ZEE SHAN BHATT I 43
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
44/72
EXAMPLE WBS - TOP LEVEL PROJECT A
Be
Recycling1.1.1.0.0
Bulk WDivertor 1.1.2.0.0
W Coatings
1.1.3.0.0
Markers
1.1.4.0.0
R&D
Management1.1.5.0.0
Research &
Development1.1.0.0.0
Sliced Be
Tiles1.2.1.0.0
Bulk MetalTiles1.2.2.0.0
W Coated
CFC Tiles1.2.3.0.0
Embedded
Diagnostics1.2.4.0.0
Engineering D&M
Management1.2.5.0.0
Bulk W
Tiles1.2.6.0.0
Component Inspect
& Re-pack1.2.7.0.0
Engineering
Design & Manufacture1.2.0.0.0
Remote
Handling1.3.1.0.0
Torus InstallationGroup1.3.2.0.0
Waste Man.
Group1.3.3.0.0
Vacuum
Group1.3.4.0.0
ILW Tile Removal
& Replacement1.3.5.0.0
EP2 Shutdown
Management1.3.6.0.0
EP2
Shutdown1.3.0.0.0
Overall Project
Management1.4.1.0.0
ContractualManagement1.4.2.0.0
Safety & HP
Management1.4.3.0.0
Quality
Management1.4.4.0.0
FZJ Contract
Management1.4.5.0.0
Project
Management1.4.0.0.0
Assess JET
Be Stocks1.5.1.0.0
Prepare & ShipJET Be1.5.2.0.0
Be
Recycling1.5.0.0.0
Sliced Be Tiles
Install Prep.1.6.1.0.0
Bulk Metal TilesInstall Prep.1.6.2.0.0
W Coated CFC
Install Prep.1.6.3.0.0
Embed. Diag.
Install Prep.1.6.4.0.0
Install Prep.
Management1.6.5.0.0
Install Prep.
Bulk W1.6.6.0.0
Install Prep.
Other Activities1.6.7.0.0
Installation
Preparation1.6.0.0.0
Engineering
Design & Manuf.1.7.1.0.0
Erosion/Deposition Assemby & Calib.1.7.2.0.0
Erosion/Deposition
Installation1.7.3.0.0
Erosion/Deposition
Management1.7.4.0.0
Erosion/Deposition
for ILW1.7.0.0.0
ITER-Like
Wall Project
1.0.0.0.0
BY: DR. ZEE SHAN BHATT I 44
EXAMPLE WBS TOP LEVEL PROJECT B
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
45/72
EXAMPLE WBS - TOP LEVEL PROJECT B
Key ProjectMilestones1.1.1.0.0
Key Project
Deliverables1.1.2.0.0
Key ITERMilestones & IPL
1.1.3.0.0
OverallManagement
1.1.4.0.0
Safety & HP
Management1.1.5.0.0
RiskManagement
1.1.6.0.0
Quality
Management1.1.7.0.0
LIDAR ProjectManagement
1.1.0.0.0
Overall Cluster Co-ordination
1.2.1.0.0
Performance
Analysis1.2.2.0.0
LIDARNeutronics1.2.3.0.0
ScatteringTheory
1.2.4.0.0
R&D
Tasks1.2.5.0.0
RadiationEffects Data
1.2.6.0.0
Remote
Handling1.2.7.0.0
ItemTest Unit1.2.8.0.0
Engineering Analysis1.2.9.0.0
LIDAR SystemConcepts1.2.0.0.0
Lasers1.3.1.0.0
Laser
Layout1.3.2.0.0
Laser BeamCombiner 1.3.3.0.0
Laser Systems1.3.0.0.0
Collection Optical Design
1.4.1.0.0
Collection
Windows1.4.2.0.0
In-VacuumCollection Mirrors
1.4.3.0.0
Ex-VacuumCollection Optics
1.4.4.0.0
Collection Optics
Mechanical Design1.4.5.0.0
Spectrometer System
1.4.6.0.0
Detectors
1.4.7.0.0
AlignmentSystem
1.4.8.0.0
CalibrationSystem
1.4.9.0.0
CollectionOptics
1.4.0.0.0
Laser PathOptical Design
1.5.1.0.0
Laser
Windows1.5.2.0.0
Plasma FacingLaser Mirrors
1.5.3.0.0
Other Laser Mirrors
1.5.4.0.0
Laser Path
Mechanical Design1.5.5.0.0
BeamDump
1.5.6.0.0
Alignment
System1.5.7.0.0
CalibrationSystem
1.5.8.0.0
Laser PathOptics
1.5.0.0.0
Control SystemInterface Definition
1.6.1.0.0
Control
System1.6.2.0.0
AcquisitionSystem
1.6.3.0.0
LIDARInstrumentation
1.6.4.0.0
Safety
Interlocks1.6.5.0.0
SafetySystem
1.6.6.0.0
Control & Acquisition
1.6.0.0.0
Shutters1.7.1.0.0
Labyrinth
1.7.2.0.0
Extension Tubes &Mirror Mounting
1.7.3.0.0
External Port OpticsMounting
1.7.4.0.0
Bioshield
1.7.5.0.0
BSMPenetrations
1.7.6.0.0
EM Analysis for
In-Port Comp.1.7.7.0.0
LIDARPort Engineering
1.7.0.0.0
Water Services1.8.1.0.0
Interspace
Vacuum1.8.2.0.0
LIDARPower
1.8.3.0.0
Spectrometer Area
1.8.4.0.0
Laser
Room1.8.5.0.0
Port Cell/Interspace
1.8.6.0.0
LIDARServices1.8.0.0.0
LIDARInterfaces1.9.1.0.0
Mock-up
Facility1.9.2.0.0
Basic Mock-upTests
1.9.3.0.0
TokamakTests
1.9.4.0.0
Final System
Testing1.9.5.0.0
System Assembly& Dis-assembly
1.9.6.0.0
Interfaces &Integrated Testing
1.9.0.0.0
Thomson ScatteringCore (LIDAR)5.5.C.1.0.0.0.0
OpticalSystems
5.5.C.0.0.0.0.0
BY: DR. ZEE SHAN BHATT I 45
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
46/72
Project Planning – WBS (1)
Lowest Level of WBS is the Work Package (WP)
WP can be clearly defined allowing package to be
costed, scheduled and resourced
WP contains a list of Tasks to be Performed that
form the basis for the Schedule
WP allows assignment of responsibilities (Work
Package Manger, WPM)
BY: DR. ZEE SHAN BHATT I 46
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
47/72
Project Planning – WBS (2)
WBS allows hierarchical build-up of costs and
schedule
Cost and Schedule can be reported at any level of
the WBS
WBS facilitates strong management during project
execution (Cost and Schedule control)
WBS can be used for many other things -
Document Management, Risk Management etc.BY: DR. ZEE SHAN BHATT I 47
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
48/72
PRODUCT BREAKDOWN STRUCTURE
Concentrates on what is to be done, rather than how it isto be done
More difficult to forget a product/element
Easier to assign quality measures/procedures
Process is more likely to fit if developed after product
Example {http://www.gifpa.co.uk/news/6/plans.html}
BY: DR. ZEE SHAN BHATT I 48
http://www.gifpa.co.uk/news/6/plans.htmlhttp://www.gifpa.co.uk/news/6/plans.html
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
49/72
PBS EXAMPLE
Project
DesignDeliverables
DatabaseDeliverables
GUIDeliverables
FunctionalDeliverables
ProjectManagementDeliverables
BY: DR. ZEE SHAN BHATT I 49
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
50/72
PBS EXAMPLE
Project
Design
Deliverables
Database
Deliverables
GUI
Deliverables
Functional
Deliverables
Project
ManagementDeliverables
Produce ClassDiagrams
Produce UseCases
Produce ActivityDiagrams
BY: DR. ZEE SHAN BHATT I 50
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
51/72
THE PROJECT PLAN – SIMPLE FORM
• How will the project be divided?
– Work breakdown structure
• When will the work be carried out?
– Gantt Chart
• Who does what?
BY: DR. ZEE SHAN BHATT I 51
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
52/72
GANTT CHART (SOURCE : WW.GANTT.COM)A Gantt chart, commonly used in project management, is one of the mostpopular and useful ways of showing activities (tasks or events) displayedagainst time. On the left of the chart is a list of the activities and along thetop is a suitable time scale. Each activity is represented by a bar; theposition and length of the bar reflects the start date, duration and end date
of the activity. This allows you to see at a glance:
What the various activities are
When each activity begins and ends
How long each activity is scheduled to last
Where activities overlap with other activities, and by how much
The start and end date of the whole project
To summarize, a Gantt chart shows you what has to be done (the activities)and when (the schedule).
BY: DR. ZEE SHAN BHATT I 52
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
53/72
EXAMPLE GANTT CHART
BY: DR. ZEE SHAN BHATT I 53
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
54/72
EXAMPLE GANTT CHART
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14
AB
C
D
E
F
G
Week Number
BY: DR. ZEE SHAN BHATT I 54
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
55/72
EXAMPLE GANTT CHART
BY: DR. ZEE SHAN BHATT I 55
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
56/72
EXAMPLE GANTT CHART
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14
AB
C
D
E
F
G
Week Number
BY: DR. ZEE SHAN BHATT I 56
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
57/72
GANTT CHART COMPONENTS
An Activity/Task is represented as follows:
The length of the bar is proportional to theduration time of the activity
Start Finish
BY: DR. ZEE SHAN BHATT I 57
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
58/72
GANTT CHART COMPONENTS
Progress on an Activity/Task can be shown as follows:
The length of the bar is proportional to theamount of work completed.This example is approx 50% complete
Start Finish
BY: DR. ZEE SHAN BHATT I 58
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
59/72
EXAMPLE GANTT CHART
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14
AB
C
D
E
F
G
Week Number
BY: DR. ZEE SHAN BHATT I 59
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
60/72
EXAMPLE GANTT CHART
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14
AB
C
D
E
F
G
Week Number
BY: DR. ZEE SHAN BHATT I 60
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
61/72
EXERCISE
Activity Start (Week No) Duration (Weeks) % Complete
A 1 5 100
B 2 3 100
C 1 8 75
D 3 4 100
E 5 5 60
F 2 4 25
G 10 6 0H 6 6 100
I 7 2 50
J 8 6 50
BY: DR. ZEE SHAN BHATT I 61
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
62/72
EXERCISE
Activity Start (Week No) Duration (Weeks) % Complete
A 1 5 100
B 2 3 100
C 1 8 75
D 3 4 100
E 5 5 60
F 2 4 25
G 10 6 0H 6 6 100
I 7 2 50
J 8 6 50
BY: DR. ZEE SHAN BHATT I 62
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
63/72
GANTT CHART ADVANTAGES
It is good at showing timing
It shows project progress clearly
It is therefore an ideal tool for the summary plan
BY: DR. ZEE SHAN BHATT I 63
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
64/72
GANTT CHART DISADVANTAGES
Not ideal for showing inter-relationships MS Project does do this
Locating an activity requires three simultaneousdecisions: Method
Time
Resources
BY: DR. ZEE SHAN BHATT I 64
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
65/72
• How will the project be divided?
– Work breakdown structure
• When will the work be carried out?
– Gantt Chart
• Who does what?
THE PROJECT PLAN – SIMPLE FORM
BY: DR. ZEE SHAN BHATT I 65
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
66/72
BENEFITS OF PLANNING
Avoids the cost of the chaos that would ensue ifthe project was unplanned
Filters out projects that would provide a negativereturn
Being able to resolve problems in advance
Being able to allocate resources in advance
BY: DR. ZEE SHAN BHATT I 67
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
67/72
TWO VIEWS TO A PLAN
The Plan is a straight-jacket Very Precise
Focus on data
The Plan is a working tool Very Accurate
Focus on information
BY: DR. ZEE SHAN BHATT I 68
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
68/72
WHO DOES PLANNING
Developing the project plan is an iterativeprocess that involves: Project manager Project team
Project sponsor
Customer
Other stakeholders
BY: DR. ZEE SHAN BHATT I 69
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
69/72
LECTURE SLIDE REFERENCES
Slides Material By:
Dr Martin [email protected]
Slide Reference Book:
IT Project Management Handbook
By: Jag Sodhi, Prince Sodhi
BY: DR. ZEE SHAN BHATT I 70
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
70/72
REFERENCES BOOKS USED
IT Project Management Handbook
By: Jag Sodhi, Prince Sodhi
Project Management Nation: Tools,Techniques, and Goals for the Newand Practicing IT Project Manager
By: Jason CharvatISBN: 0471139262
BY: DR. ZEE SHAN BHATT I 71
THANKYOU
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
71/72
THANKYOU
Q & A
BY: DR. ZEESHAN BHATTI
For Course Slides and Handouts
Blog:http://zeeshanacademy.blogspot.com/
Facebook:
https://www.facebook.com/drzeeshanacademy
72
http://zeeshanacademy.blogspot.com/http://zeeshanacademy.blogspot.com/
8/19/2019 Chapter 2 _ IPM _ Developing Project Plan
72/72