How To Plan A Project?: CODL-BIT (External) University of Moratuwa

How to Plan a Project?
Reference: Wysocky, 2014, R.K. Effective Project Management :

Traditional, Agile, Extreme. 7th Edition, Wiley.
Lesson 4:
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CODL- BIT( External)
University of Moratuwa 1
Learning Outcomes
After learning this chapter, you will be able to:
• Understand the importance of planning a project

• Understand the purpose of the Joint Project Planning Session (JPPS)
• Know how to plan a JPPS
• Know the contents of the project proposal
• Recognize the difference between activities and tasks
• Understand the importance of the completeness criteria to your ability to
manage the work of the project
• Explain the approaches to building the Work Breakdown Structure (WBS)
• Generate a complete WBS
• Use the WBS as a planning tool and reporting tool
• Understand top-down versus bottom-up processes for building the WBS
• Define a work package and its purposes
• Understand the difference between effort and duration
2
• plain the relationship between resource loading and task duration
Lesson Outline
• The Importance of Planning
• Using application software packages to plan projects
• Planning & conducting the Joint Project Planning Session (JPPS)
• Writing a Project Description Statement
• Building the Work Breakdown Structure (WBS)
• Estimating task duration
3
How to Plan a Project
The Pain Curve
Pain
Poor
Planning
Good
Planning
Time
18-36%
The Importance of Planning
 Planning Reduces Uncertainty

 Planning Increases Understanding
 Planning Improves Efficiency
Using Software Packages to Plan a Project
Yes
 Very large projects
 Distributed teams
 Extensive use of vendors and contractors
No
 Small projects
 Short duration project increments
 Adds too much non-value-added work
 Frequent scope and requirements changes
Project Planning Tools
 Sticky notes (assorted colors)
 Marking pens (assorted colors)
 Plenty of whiteboard space
Uses for Sticky Notes
 Task ID
 Unique task name
 Task duration
 Task labor
 Resource requirements
 Task manager
 ES, EF, LS, and LF (calculated values)
 Critical Path (calculated)
Uses for Marking Pens
 Define dependency relationships

 Identify the critical path
Uses for the Whiteboard
 Project Overview Statement

 Work Breakdown Structure
 Dependency Diagram
 Initial Project Schedule
 Final Project Schedule
 Resource Schedule
 Issues Log
 Updated Project Schedule
How Much Time Should Planning Take?
 Very small projects < ½ day

 Small projects < 1 day
 Medium projects 2 days
 Large projects 3-4 days
 Very large projects ???
How to Run a Project Planning Session
 Planning team reviews POS for clarity

 Planning team creates the complete WBS
 Estimate task duration and resource needs
 Construct project network diagram
 Determine critical path
 Revise and approve project completion date
 Finalize resource schedule
 Gain consensus on the project plan
JPPS Deliverables
 Session #1: COS

Gather requirements
 Session #2: Write the POS
 Session #3: Work Breakdown Structure Project

Dependency Diagram Task Durations
Resource Requirements Initial
Project Schedule
Resource Availability Final
Project Schedule
Project plan
Who’s Involved in the Planning Process?
 Session #1 Project Manager

Client

Client
Project Team (known members)

Entire Project Team
The Planning Meeting Components
Attendees
Facilities
Equipment
Agenda
Deliverables
Project Proposal
The Planning Meeting Attendees
Facilitator
Project manager
Another project manager
JPP consultant
Technographer
Core project team
Client representative
Resource managers
Project champion
Functional managers
Process owner
The Planning Session Facilities & Equipment
Facilities
 Comfortable
 Away from interruptions (off-site or on-site)
 Break-out rooms?
Equipment
 Break-out group work areas (table, chairs, flip charts)
 Whiteboards
 Projection equipment
The Complete Planning Agenda
Session #1
 Negotiate the COS or generate the RBS
Session #2
 Write the POS
Session #3
 Part 1: Planning Kick-off
 Part 2: Working session
The Planning Meeting Agenda – Kick-off – Part 1
Introduction of Sponsor
Sponsor overview of the project and its importance to the
company/division/department
Introduction of the client co-project manager
Introduction of the IT co-project manager
Introduction of the core project team
Introduction of the planning facilitation team (facilitator and
technographer)
Planning Meeting Agenda – Working session – Part 2
Validation & prioritization of requirements

Overview of the project planning approach to be taken
Generation and validation of the WBS
Estimate duration, labor and resource requirements
Creation of the dependency diagram
Discuss critical path and project completion date
Analysis and schedule compression as needed
Identification of project risks and mitigation plans
Planning team consensus on project plan contents
Adjournment
Planning Session Deliverables
 Project Definition Statement
 Work Breakdown Structure
 Task duration estimates
 Resource requirements
 Project network schedule
 Task Schedule
 Resource assignments
 Project Notebook
 Project proposal
 Background
 Objective
 Overview of approach to be taken
 Detailed statement of work
 Time and cost summary
 Appendices
Writing a Project Definition Statement
 Same five parts as the POS
 A more detailed project definition from the team’s perspective
 Several pages long
 To make sure the team has a common understanding of what the project is all
about
Walk in the Shoes of Your Client - Plan
Client isn’t sure why you want them involved in building the
project plan
The Role of the Client in the Planning Meeting
The client or their representative must be present.
Validation of requirements and POS
Prioritizing requirements (MoSCoW)
Generating and validating the WBS
Commitment of resources from the client
Agreement on the project plan
Client must own the project plan
Meaningful involvement by the client
Definition of the WBS
The Work Breakdown Structure (WBS) is a

hierarchical description of all of the work
that must be done to meet the needs of the
client.
Hierarchical visualization of the WBS
GOAL
Function Function Function Macro-Level
Subfunction Subfunction Subfunction Mid- Level
Activity Micro-Level
Task #1 Task #2 Task #3 . . . . Task #n
Work Package
Why is the WBS Important?
Thought process tool

Architectural design tool
Planning tool
Project status reporting tool
How to Build a WBS
Top-Down Approach
 Team Approach
 Subteam Approach
Bottom-Up Approach
Which is best?
When?
Why?
WBS Completion Criteria
Can I determine activity status at any point in time?

Is there a defined start and end event?
Does the activity have a deliverable?
Can I easily estimate time and cost?
Is the activity duration within acceptable limits?
Can the activity work be done without interruption?
WBS Completion Criteria – The 7th criterion
The client didn’t participate in building the WBS like you

expected.
You have an uncomfortable feeling
Scope change is likely to be a big part of the project
Choose a PMLC model that accommodates frequent change
WBS Completion Criteria – Exceptions
Stopping Before Completion Criteria Are Met

Decomposing Beyond Completion of the Criteria
 Short duration projects
 High risk activities
 Large duration variance
RBS is a subset of the WBS
Project goal
and solution RBS WBS
Requirement Requirement n
1
Function Function Function Function Function Function
1.1 1.2 1.3 n.1 n.2 n.3
Sub-function Sub-function Sub-function

1.2.1 1.2.2 1.2.3
Feature Feature Feature Feature Feature Feature Feature Feature

1.2.1.1 1.2.1.2 1.2.1.3 1.2.1.4 n.3.1 n.3.2 n.3.3 n.3.4
Activity Activity Activity Activity Activity Activity

1.2.1.1.1 1.2.1.1.2 1.2.1.1.3 n.3.4.1 n.3.4.2 n.3.4.3
Task Task Task Task Task Task

1.2.1.1.3.1 1.2.1.1.3.2 1.2.1.1.3.3 n.3.4.3.1 n.3.4.3.2 n.3.4.3.3
Approaches to Building the WBS
 Noun-type Approaches
 Physical components
 Functional components
 Verb-type Approaches
 Design-build-test-implement
 Objectives
 Organizational approaches
 Geographic
 Departmental
 Business process
Which is best?
When?
Why?
Basic Structures of the WBS
Deliverables-based structures
 Physical decomposition
 Functional decomposition
Task-based structures
 Design-Build-Test-Implement
 Objectives
Organizational structures
 Geographic
 Departmental
 Business Function
Graphical WBS for a House
HOUSE
FOUNDATION FINISH
SITE FRAMING WALLS ROOFING UTILITIES LANDSCAPING
WORK
Install Lay
Layout Grade Excavate
Sheathing Shingles
Erect Pour Remove Hang Tape

ELECT. GAS WATER
Forms Concrete forms Sheetrock & Bed
Do Do Do
Rough-in Rough-in Rough-in
Work Work Work
FLOOR SUB- STUD FRAME Get Get Get

JOISTS FLOOR WALLS ROOF Building Building Building
Inspect. Inspect. Inspect.
Install Install Install
1st 1st 1st Do Do Do
Floor Floor Floor Finish Finish Finish
Work Work Work
Install Install Install
2nd 2nd 2nd
Floor Floor Floor
Install Lay Paint Hang

Install Install Lay
Furnace Walls & Wallpaper
Cabinets Appliances Carpet Tile
Molding
Indented Outline WBS for a House
1. SITE PREPARATION
1.1. Layout
1.2. Grading
1.3. Excavation
2. FOUNDATION
2.1. Erect Forms
2.2. Pour Concrete
2.3. Remove Forms
3. FRAMING
3.1. Floor Joists
3.1.1. Install first floor joists
3.1.2. Install second floor joists
3.2. Sub-flooring
3.2.1. Install first floor sub-flooring
3.2.2. Install second floor sub-flooring
3.3. Stud Walls
3.3.1. Erect first floor stud walls
3.3.2. Erect second floor stud walls
3.4. Frame the roof
WBS for a Waterfall SDM
SYSTEMS DEVELOPMENT PROJECT
Definition Design Implementation
State objectives Functional Programming
Construct code
Clarify request Identify interfaces Source code
Conduct unit test
Construct JCL
Establish objectives Design I/O JCL
Conduct system test
Identify key issues Spec Documentation

audits/controls
Define requirements Confirm specs Get approval
Obtain current doc. Technical Installation

Finalize test plan
Define new reqmts Define pgm specs Testing Create test data
Conduct test
Conduct operations training
Choose SDM Prepare system flow Training
Conduct user training
Finalize plan
Get approval Convert data Cut-over
Convert data
Cut-over to production
Build integration test plan Get approval
Get approval Operation
Operate system
Establish plan
Review
Review performance
Audit
Complete financial analysis

Get approval
Analyze risks
Using WBS Templates
Saves planning time

Builds on prior experience
Standardizes the planning and management of projects
using the templates
Provides a structure for collecting and using
estimated/actual duration and cost data
Focuses process quality improvement efforts
Typical Recurring Projects
Update an application with new functionality

Distribute a new release of a software package
Install a network in a field office
Update training materials
Develop new training materials
Elapsed time (duration) versus work time (labor)
Labor 10 L=D L = .75D
6
33% unplanned
4 interruptions
2 Duration
2 4 6 8 10 12 14 16 18 20
MODEL ASSUMPTIONS
* Individuals work at 75 percent efficiency rate.
* Unplanned interruptions account for 33 percent of clock time.
Should I Estimate Task Duration or Task Labor?
Estimate duration to build the schedule and determine

when the project will be completed
Estimate labor when you have to contain expenses within a

budget
Resource Loading vs. Task Duration
1. Pick up the chair

2. Carry it to the door Time
3. Set the chair down

4. Open the door
5. Hold the door open
with your foot as you
pick up the chair
6. Carry the chair out the
door
7. Set the chair in the
hallway 1 2 3 4
# of people on the team
Causes of Variation in Duration
Varying skill levels

Unexpected events
Efficiency of work time
Mistakes and misunderstandings
Variation within the capability of the system
Common cause variation
Six Simple Ways to Estimate Task Duration
Similarity to other activities

Historical data
Expert advice
Delphi technique
Three-point technique
Wide-band Delphi technique
The Delphi Technique
Third Pass
Second Pass
First Pass
The Three-Point Method
O M E P
O: Optimistic O + 4M + P
P: Pessimistic E=
6
M: Most Likely
Estimates Have a Life Cycle Too
range
time
You will be smarter tomorrow

than you are today.
Estimating Resource Requirements
People
Facilities
Equipment
Money
Materials
Assigning Staff to Activities
Resource Breakdown Structure
Estimating Cost
Order of magnitude estimate
Budget estimate
Definitive estimate
Cost Budgeting
Cost Control
 Weekly reports
 Baseline versus actual
Network-based Scheduling – Gantt Charts
Design
Build
Test
Install
time
Network-based Scheduling – Task on the Arrow
Network-based Scheduling – Task on the Node
Task Node
ES EF
ID SLACK E
LS LF
Diagramming Conventions
Dependency Relationships
A B FS: When A finishes, B may start
A
FF: When A finishes, B may finish
B
A
SS: When A starts, B may start
B
A B SF: When A starts, B may finish

Dependency Constraints
 Technical constraints
 Discretionary constraints
 Best practice constraints
 Logical constraints
 Unique requirements constraints
 Management constraints
 Inter-project constraints
 Date constraints
 No earlier than
 No later than
 On this date
 Lag variables
Paths Through the Network
• The Forward Pass – Early Schedule

• Left to right (start to finish)
• Determines Early Start and Early Finish
• ES + duration – 1 = EF
• Backward Pass – Late Schedule

• Right to left (finish to start)
• Determines Late Start and Late Finish
• LF - duration + 1 = LS
Forward Pass Calculations – Early Schedule
Backward Pass Calculations – Late Schedule
Critical Path
Early Start to Late Finish Window
Task
Slack
ES Duration LF
Slack Time
• Total Slack
• Time that a task can be delayed without
impacting the early schedule of the project.
• Free Slack
• Time a task can be delayed without impacting
the early schedule of its successor tasks.
Do Not Plan to Use Slack

to Bail Out the Project!
Building the Initial Dependency Diagram
1. Enter task name and duration into software tool
2. Print PERT Diagram
3. Cut out each task node and affix to a Sticky Note
4. Write task ID # on Post-It Note
5. Place Sticky Notes on right side of whiteboard
6. Position start node on left side of whiteboard
7. Move all tasks with no predecessor to left side and connect to start
node
8. Move all tasks on the right side with predecessors on the left side
to the left side and connect with single line
9. Continue until all task nodes have been moved to left side
Schedule Compression Techniques
 Replace FS with SS dependencies
 Replace a team member with a more skilled person
 Add resources
 From non-critical path tasks to critical path tasks
 From other projects
 To where
 critical path tasks
 high-risk tasks
 tasks with large duration variances
Schedule Compression Iterations
Schedule Compression
Schedule compression doesn’t come free.
What is the impact on the project

due to schedule compression?
Management Reserve
DO NOT PAD ACTIVITY DURATION

A percentage of total project work hours
The last activity in the project
A schedule contingency for the unexpected
Make it visible and manage it
Risk Management Life Cycle
risk
identification
risk
assessment Risk
Management
risk mitigation
risk monitoring
& control
Questions to be Answered by Your Risk Plan
 What are the risks?

 What is the probability that the risk will occur?
 What might the losses be if the worst happens?
 How can the losses be reduced?
Risk Categories
There are 4 basic industry accepted risk categories

defined by PMI:
 Technical
 Project Management
 Organizational
 External
Risk Category: Technical Risks
Includes quality and performance goals generally relating

to the technology of the project
Technology: suitability, reliability, and the
quality/performance standards surrounding the
technology.
Technology availability and complexity issues
Can you provide a few examples?

Risk Category: Project Management Risks
Including poor allocation of the project’s resources

Inadequate project management structure – proper planning
processes to define critical deliverables for each project phase
Inadequate planning, resource inexperience, poor use of
management disciplines
Cost and schedule risks due to the aforementioned project
management risks

Risk Category: Organizational Risks
Includes supportability risks, lack of prioritization of projects

Inadequacy or interrupted funding, inadequacy or interrupted
resource assignment
Conflicts with other competing projects
Policies that do not support efficient management and could also
include supportability risks
Politics and agendas that impede the development of the
project's executing objectives

Risk Category: External Risks
Includes shifting legal or regulatory requirements

Supplier and contractor risks and contract issues with same
Force maejure risks, economic collapse, work stoppages (strikes)
Programmatic or supportability risks caused by external parties
Can also include deliverables from your teams that are external to
your own (IT or client)
Many of these risks will be “true risk” in nature

Simplified Risk Matrix Tool
Risk Identification - Candidate Risk Drivers
Prioritize (from A to J) the top ten risk drivers for your project.
____ Schedule is too aggressive ____ Inadequately skilled personnel
____ Overambitious performance ____ Continuous requirements changes
____ Too conservative a budget ____ Inadequate development plan
____ Unrealistic expectations ____ Unsuitable organizational structure
____ Misunderstood contract terms ____ Testing facilities not available
____ New/unfamiliar technology ____ Poor software engineering methods
____ Inadequate software sizing ____ Poor technology support
____ Unsuitable development model ____ Lack of political support for project
____ Unfamiliar new hardware ____ Inconsistent client involvement
____ Poorly defined requirements ____ Loss of critical team member
____ Frequent change requests ____ Vendor/contractor relations
____ Poorly defined processes ____ Market/competitor pressures
____ Volatile business environment
Definition of Risk Assessment
Evaluating risks to assess the range of possible outcomes.

To determine which events warrant response and more
importantly what type of response
Two factors are common
 probability
 severity (impact and/or loss)
Traditionally, this is the more difficult piece of

formal risk management…yet a defined and metric
based approach lessens the difficulty and
subjectivity
Qualitative Risk Assessment - Risk Matrix
Probability
L M H
Ignore
L
Consider
Loss M
Take Action
H
Quantitative Risk Assessment Worksheet

Risk Mitigation – Response Options
 Accept - Do nothing because cure is more expensive than risk

consequences
 Avoid - Elect to not do part of the project associated with the risk
(do risk/return analysis; revisit scope)
 Contingency planning - Frame plans to deal with risk consequence

and monitor risk regularly (identify contingency decision point)
 Mitigate - Bring down risk probability by proactive approaches

(training, buy vs. build, etc.)
 Transfer – e.g., outsource

Risk Log Entry
ID # Risk Description P I Risk Action to Outcome

Owner be Taken

Contents of the Project Proposal
Executive Summary
Background
Objective
Overview of the approach to be taken
Detailed statement of work
Time and cost summary
Appendices
Gaining Approval to Launch the Project
The cost/benefit is not in your favor

The risks of failure are too high
The total project cost exceeds available funding
There are other projects competing for the same resources

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How to Plan a Project?

Reference: Wysocky, 2014, R.K. Effective Project Management :

• Understand the importance of planning a project

• Using application software packages to plan projects

• Planning & conducting the Joint Project Planning Session (JPPS)

• Writing a Project Description Statement

• Building the Work Breakdown Structure (WBS)

• Estimating task duration

The Importance of Planning

 Planning Reduces Uncertainty

 Define dependency relationships

 Project Overview Statement

 Very small projects < ½ day

 Planning team reviews POS for clarity

 Session #1: COS

 Session #2: Write the POS

 Session #3: Work Breakdown Structure Project

 Session #1 Project Manager

 Session #2 Project Manager

 Session #3 Project Manager

Planning Meeting Agenda – Working session – Part 2

Validation & prioritization of requirements

The Work Breakdown Structure (WBS) is a

Function Function Function Macro-Level

Subfunction Subfunction Subfunction Mid- Level

Thought process tool

Can I determine activity status at any point in time?

The client didn’t participate in building the WBS like you

Stopping Before Completion Criteria Are Met

Sub-function Sub-function Sub-function

Feature Feature Feature Feature Feature Feature Feature Feature

Activity Activity Activity Activity Activity Activity

Task Task Task Task Task Task

Erect Pour Remove Hang Tape

FLOOR SUB- STUD FRAME Get Get Get

Install Lay Paint Hang

Definition Design Implementation

State objectives Functional Programming

Identify key issues Spec Documentation

Obtain current doc. Technical Installation

Get approval Operation

Complete financial analysis

Saves planning time

Update an application with new functionality

Labor 10 L=D L = .75D

Estimate duration to build the schedule and determine

Estimate labor when you have to contain expenses within a

1. Pick up the chair

3. Set the chair down

Varying skill levels

Similarity to other activities

You will be smarter tomorrow

A B FS: When A finishes, B may start

A B SF: When A starts, B may finish

• The Forward Pass – Early Schedule

• Backward Pass – Late Schedule

Do Not Plan to Use Slack

 Replace FS with SS dependencies

 Replace a team member with a more skilled person

Schedule compression doesn’t come free.

What is the impact on the project

DO NOT PAD ACTIVITY DURATION