How to Develop a Winning Project PlanHow to Develop a Winning Project Plan

Edward B. Farkas, Managing Director, Project Management Practice

ETR Technology Center

Perform a scope analysis BEFORE any planning begins

Review the scope documents

Scope analysis facilitates identification of….

• Deliverables• Stakeholders• Assumptions• Constraints• Risks

This information is key to the first planning steps:

What do you think they are?

Work Breakdown Structure (WBS)

• A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project

• Each descending level represents an increasingly detailed definition of a project component

• Project components may be products or services-References: PMBOK, 1996.

Work Package

• A deliverable at the lowest level of the work breakdown structure

• A work package may be divided into activities

-Reference: PMBOK, 1996.

Glossary

Importance of the WBS

The WBS is the foundation so that:• The responsibility assignments for each deliverable can

be established

• Estimated costs and budgets can be established

• Planning can be performed

• The total program can be described as a summation of

subdivided deliverables

• The organizational structure can best fit the deliverables

Importance of the WBS (Cont'd)

• Coordination of objectives so that objectives can be

linked to company resources in a logical manner

• Clarify specification tree and contract line items

• Structure contractors’ proposals around WBS thus

simplifying source selection

• Facilitate progress status reporting and problem

analysis (cost/schedule control system) - the tracking of

time, cost, and performance

WBS Benefits

• Prevents omitted deliverables• Gains commitment of project personnel• Enables development of a basic project plan• Ensures deliverables visibility

• Results in risk reduction

Level of Effort (LOE)

• Support-type activity that does not readily lend itself to measurement of discrete accomplishment

• Generally characterized by a uniform rate of activity over a specific period of time.

Reference: PMBOK, 1996. Glossary

Leverage the WBS

• To identify additional risk issues• To validate or create an OBS• To understand relationships

between deliverables and activities

Create a Risk Management Plan

• Identify risks (scope analysis, leveraged WBS)• Quantify or Prioritize• Determine Impact• Manage i.e. transfer, mitigate, accept

– may yield tasks that are schedule inputs

We can define communication protocols

• Escalation Paths• Contact Points (PPOC Concept)• Reporting Requirements (may be

contractual)

What do have now?

• We have identified the stakeholders• We are aware of assumptions• We are aware of constraints• We know all required deliverables• We have a complete WBS• We have a risk management plan (RBS)• We have an OBS• We have a communications plan next?

A Project Schedule Includes:

• A List Of Tasks• A Timeline• Relationship To Scope

TasksTasks

• Defined Activity• Assigned Resource• Duration• Degree of Importance/Relationship

TASK COMPONENTSTASK COMPONENTS

• Activity: What Will Be Done• Resource: Who (what is needed) Will Do It• Duration: When Its Done• Importance: Relationship To Other Tasks

•Activity

•Resource

•Duration

•Importance

John will test the Software Code Module 7 panel on Monday to complete the project.

Task RelationshipsTask Relationshipsdetermines....

How Fast The Project Moves, or

How Slow The Project Moves

Task Relationships

• Finish To Start: ‘from’ finish before ‘to’ starts• Finish To Finish: ‘from’ finish before ‘to’ finishes• Start To Start: ‘from’ start before ‘to’ starts• Start To Finish: ‘from’ starts before ‘to’ finishes

FF

SS

SS

SS

FF

FFSS

FFGRAYGRAY = A = ABLACKBLACK = B = B

Task Relationship Terms

• Dependencies• Predecessors• Successors• Concurrencies• Sequencing

Prompt with questions….

•Can This Task Start Before Another Is Completed?

•Can I Start This Task At The Same Time As Other Tasks?

•Does This Task Have To Be Completed Before Another Task Starts?

•Should This Task Happen Earlier Than Another?

What Is A What Is A CriticalCritical Task? Task?

Does Not Completing This Task Hold Up Or Delay Another/ or Preclude Project Completion - (delays

completion) ? If So, Its Critical!

How To Sequence TasksHow To Sequence Tasks

• PDM: Precedence Diagramming Method

• AON: Activity On Node• ADM: Arrow Diagramming Method• CDM: Conditional Diagramming

Method• WBS: Work Breakdown Structure• CPM: Critical Path Methodology

Visual Task Development Tools

• Network Logic Diagrams• Gantt Charts• Flow Charts• PERT: Program Evaluation Review

Techniques

Determine Task Determine Task DurationsDurations

• Identify Time Sensitive Tasks

• Identify Scope Constraints

• Identify Lead Time Tasks

• Correlate To Labor Plan

Assign Resources To TasksAssign Resources To Tasks

•Assign A Person(s) For Each Task

•Assign Corresponding Material(s)

•Assign Matrix (sub-contract/vendor) Resource

Task Update•Defined Activity

•Specific Duration

•Assigned Resource

•Importance Level/ Task Relationships

Schedules....

Provide the raw data for the Cost To Complete estimates, labor/financial

forecasts.

Total Project Planning

• Summary of conditions defining project• Scope and objectives of a project• Organization and authority relationships• Authority and responsibility of a project

manager• Functions to be performed• Authority and responsibility of other

organizations

Planning Saves...Planning Saves...

Time

Dollars

Acronyms• CPM: Critical Path Method• FF: Finish to Finish • FS: Finish to Start• LOE: Level of Effort• OBS: Organization Breakdown Structure • RBS: Risk Breakdown Structure• SF: Start to Finish• SS: Start to Start• WBS: Work Breakdown Structure

Q&AQ&A

For additional information & copies of this presentation: Email Edward B. Farkas, Managing Director, Project Management Practice:

ETR Technology Center, Inc.180 Oser Avenue

Hauppauge, NY 11788ebfarkas@etrtechcenter.com

631.952.1300A certified WBE firm established in 1980