Planning performance

domain
Week 4
 Planning
Determine development approach, lifecycle & how to plan each KA
Define and prioritize requirements
Create scope statement
Assess what to purchase and create procurement documents
Determine planning team
Create WBS and WBS dictionary
Create, activity list and network diagram
Estimate resource requirements
Estimate activity duration and costs
Determine critical path
Develop schedule and budget
Determine quality standards, procedures and metrics
Determine team charter and all roles & responsibilities (for product & project work)
Plan communication and SH engagement
Perform risk identification, qualitative & quantitative risk analysis & response planning
Go back – Iterations
Finalize procurement strategy and documents
Create change & configuration MPs
Develop realistic Project MP, including baselines
Gain formal approval of the plan from sponsor
Hold kickoff meetings
Request changes
Purpose: to develop an approach to create project deliverable

Project team elaborates on initial documents such as vision statement,

business case, project charter or similar documents to determine
coordinated plan to achieve outcome.
Every project is Unique
• Time
• Cost
• Frequency of planning varies
Factors that influence project planning
• Development approach
• Project deliverables
• Organizational requirements
• Market conditions
• Legal or regulatory restrictions
• Product Scope : features and functions that characterize a product
and service
• Project scope: all the work performed to deliver product/service. At
time “project scope” is termed as including product scope
Developmental approach
• Project life cycle range along the continuum from predictive at one end to
adaptive/agile at the other.
• In predictive, deliverables are defined at the beginning of the project and changes to
the scope are progressively managed.
• In adaptive/ agile, the deliverables are developed over multiple iterations, where a
detailed scope is defined and approved for each iteration when it begins.
• Project with adaptive life cycles are intended to respond to high levels of
change --- require ongoing involvement of stakeholders.
• Overall scope of project is decomposed into set of requirements and work to be
performed (referred as product backlog).
• So at beigning of iteration, team will determine the high-priority items on the backlog
list that can be delivered within next iteration (collect requirements, define scope, and
create WBS).
• Projects with predictive lifecycle, all these processes are performed in
the beginning of the project and update if necessary using integrate
change control.
• In adaptive/agile lifecycle, sponsor and customer representative
should be engaged with the project to provide feedback on
deliverable to ensure that the backlog reflect their current needs.
Project deliverables
• The project deliverables necessitate planning in a specific way

e.g. constriction project require upfront planning to account for design,

approvals, materials purchasing, logistics, and delivery.
IT product may use continuous or adaptive planning to allow for evolution and
changes based on stakeholder feed back and technological advances.
• Organizational requirements
• Governance, policies, procedures, processes and culture may require specific
planning artifact.
• Market conditions
• Product development projects take place in highly competitive environment.
In such situations, project team undertake minimum up-front planning as an
emphasis is on market.
• Legal or regulatory restrictions
• Regulatory agencies may require specific planning documents before granting
an authorization to proceed.
• Predictive planning approach start with high level project deliverable
up-front and decompose then into more details.
• Scope statement is decomposed into work breakdown structure
(WBS).
• Projects that follow iterative or incremental approach can have high-
level themes that are decomposed into features, which then further
decompose into user stories and other backlog items.
• Project team plan work based on concept of last responsible moment.
Work Breakdown Structure (WBS)
• WBS is a hierarchical decomposition of the total scope of work to be
carried out by project team to accomplish project objectives and
create the deliverables.

• The WBS organizes and defines the total scope of the project and
represents the work specified in the current approved project scope
statement.

• Planned work is contained within the lowest level o WBS components,

called work packages.
 WBS in PMBOK
Agreement
Busi ness Case
Project Statement of Work
OPAs
EEFs

Enterprise Project Sponsor or I nitia tor Devel op Project Cha rter

Control Procurement

Identi fy Sta keholders

Response to RFP RFP Seller Conduct Procurement

Agreement
Collect Requirements

Plan Procurement
Define Scope
Customer

Crea te WBS

Define Activ ities Ma ke o r Buy Ana lysis

Sequence Acti vities

Estimate Activity Durati on Estimate Activity Resources Estimate Activity Cost

Determine Budget

Devel op Schedule
Changes in WBS
• Configuration Management Project
before baselining
Control Control
• Integrated Change Control Account1 Account 2
Board after baselining
Work Work
• Progressive elaboration is Package 1 Package 3
carried out Work Work
Package 2 Package 4

Planning
Package
Importance of WBS

Helps in creation of activities Helps in estimation of Helps in better identification of

and hence, the schedule resources, costing and risks
network diagram budgeting
 Tailoring Requirements

WBS needs to be created for all types Crucial without regards to industry or Necessary for all types of deliverables
of projects discipline of the project (Product, service or results)
Externally facing
Internally focused
What is WBS

VISUAL REPRESENTATION OF THE BUILDS ON THE PROJECT

SCOPE OF WORK OBJECTIVES AND DELIVERABLES
WBS assists in verifying consistency and completeness of
scope and avoiding duplications

WBS provides foundation for Clear responsibility and cost Why WBS?
assignment

WBS provides a framework for communication of scope

(Both inclusions and exclusions)

Provides common communication language among all

project stakeholders

WBS forms the basis for project scope, schedule, cost and
performance tracking
Work Breakdown Structure

Work • Sustained effort (physical or mental or automated) to achieve an objective

• In WBS refers to the output, results or deliverables that are result of the effort

• Division into parts or categories

Breakdown • Separation into simpler or identifiable substances

• Decomposition

Structure • Organized into a definitive pattern of organization

Work Breakdown Structure

Support the definition of Constructed to illustrate Has an objective or

all work required to and define the hierarchy tangible result (the
achieve an output, of deliverables (the WHAT) referred to as
deliverable or tangible WHAT) into parent-child the deliverable output
result relationship or result
Exclusions of WBS

DOES NOT DESCRIBE HOW AND WHEN FOCUSES ONLY ON WHAT

THE DELIVERABLES WILL BE PRODUCED
Key Concepts
• Activity
• Distinct, scheduled portion of work performed during the project
• Control Account
• Management Control Point where scope, budget, actual cost and schedule are integrated and compared with
the earned value
• Deliverable
• Any unique or verifiable product, result, or capability to perform a service that is required to be produced to
complete a process, phase or project
• Planning Package
• A control account may have one or more planning packages. It is a WBS component below the Control Account
and above the Work Package with known work content but without detailed schedule activities
• Work Breakdown Structure Component
• An entry into WBS Structure
• Work Breakdown Structure Element
• Any individual component including its WBS attributes is called WBS element
Work Package
• Lowest level of WBS components
• Contains the planned output which is of a size easily estimated with
regards to cost and schedule
Planned work component or deliverable
contained in the Work Package

Work Package
Work Packages can be scheduled, cost
estimated, monitored and controlled

Further divided into activities and milestones

required for completion of the work package
component of work or deliverable

Lowest Level of the WBS

Management Control Account

Integration point for Scope, Budget, Cost and Schedule

Control Accounts
Management Control Point

Shall include at least one Work Package

Each Work Package is related to only one Control Account

Provides structure for hierarchical summation

Each Control Account is assigned to one element of the Organizational

Breakdown Structure
WBS Components

Project

Control Control
Account1 Account 2

Work Work
Package 1 Package 3

Work Work
Package 2 Package 4

Planning
Package
WBS Basics (For predictive lifecycle
projects)

Project
Name

Phase 1 Phase 2 Phase 3

Control Control Control Work Deliverable Deliverable Control

Account 1 Account 2 Account 3 Package 4 1 2 Account 5

Work Work Work Work Work Work

Package 1 Package 2 Package 3 Package 5 Package 6 Package 7
Breakdown of
Scope
Work Breakdown
Structure
Breakdown of
Scope
 Breakdown of Scope

• Easy Management and Control

of Project
• Deliverable based Project Scope
• Project Status and Performance
reporting
• Everyone knows the
responsibility
• You can check the status
• Example of Qurbani
The 100% Rule

WBS includes 100% of the

Haugan in 2002 gave the 100
Rule
work defined by the project
Core characteristic of the scope and captures all
WBS deliverables in terms of work
to be completed, including
project management
Rule applies at all levels within the hierarchy

The 100% Rule

The sum of the work at the “child” level must equal 100% of
the work represented by the “parent”

The WBS should not include any work that falls outside the
actual scope of work, i.e., it cannot include more than 100%
of the work

100% rule applies to activity level: The work represented by

the activities in each work package must add up to 100% of
the work necessary to complete the work package
The 100% Rule
Breakdown of Scope

Eid Ul Birthday
Wedding
Azha Party

College Family
Concert Dinner
Example
Example
 Work Breakdown Structure (WBS)

Project Name

Deliverable Deliverable Deliverable

1 2 3

Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable

1.1 1.2 2.1 2.2 3.1 3.2
• WBS is created through various approaches.
• Top-down approach
• WBS can be represented in number of forms
• Using phases of the project life cycle as the second level of decomposition
with the product and project deliverables inserted at third level
• Using major deliverables as the second level of decomposition.
 Work Breakdown Structure (WBS)
40

• The level of decomposition is often guided by the degree of control needed to effectively
manage the project, e.g. 4-40, 8-80 rules.

• The planned work is contained within the lowest level of WBS components, which are
called work packages – in context of WBS, work refers to work products or deliverables
that are the result of activity and not to activity itself.

• The total of the work at the lowest levels should roll up to the higher levels so that
nothing is left out (what all is necessary) and no extra work is performed (only what is
necessary), a.k.a. 100% rule.

• Decomposition may not be possible for a deliverable or subcomponent that will be

accomplished far into the future and project team usually waits until the details of the
WBS can be developed (rolling wave planning).
 Work Breakdown Structure (WBS)
41

• A work package is the work defined at the lowest level of the WBS for which cost
and duration can be estimated and managed.

• Therefore, a work package can be used to group the activities where work is
scheduled and estimated, monitored, and controlled by the project manager.

• The lowest level of WBS is a work package with a unique identifier.

• These identifiers provide a structure for hierarchical summation of costs, schedule,

and resource information and form a code of accounts.

• Each work package is part of a control account.

• The duration of work package be neither too short nor too long.
 Work Breakdown Structure (WBS)
42
 Work Breakdown Structure (WBS)
43
 Sample WBS – Organized by Phases
44
 Sample WBS – Organized by Deliverables
45
 1. Fun Event

46

1.2 Venue 1.3 Event

1.1 Marketing 1.4 Performance
Preparation Management

Power & Utility

Site Location Stage Access/Exit
Infrastructure

Auditorium Amenities Media Facilities

Staging Rigging Sound Lighting

Power Pyrotechnics Graphics Filming

 Advantages of Creating WBS
47

• Assignment of responsibilities to the project team.

• Indicates the project milestones and control points.

• Helps to estimate the cost, time and risk.

• Shows a complete hierarchy of a project, making it easier to see how one deliverable
relates to another and thus helps SHs to have a better understanding of the project.

Allows the team to walk through a project in their minds and thus improves project
plans – as a result, the execution is typically easier and less risky.
CONSEQUENCES OF A POORLY
DEVELOPED WBS
Often project failures are traced back to poorly developed or nonexistent WBS

Incomplete Project Definition leading to ongoing project extensions

Unclear work assignments, goals, objectives or deliverables

Scope Creep or unmanageable, frequently changing scope

Budget Overrun

Missed deadlines on scheduled deliverables or timeline slippage

Unusable new product or feature

Failure to deliver on some elements of project scope