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How 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
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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
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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?
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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
Tasks
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Defined Activity
Assigned Resource
Duration
Degree of Importance/Relationship
TASK COMPONENTS
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Activity: What Will Be Done
Resource: Who (what is needed) Will Do It
Duration: When Its Done
Importance: Relationship To Other Tasks
John will test the Software Code Module 7 panel on Monday to
complete the project.
•Activity
•Resource
•Duration
•Importance
Task Relationships
determines....
How Fast The Project Moves, or
How Slow The Project Moves
Task Relationships
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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
S
F
S
S
F
S
F
GRAY = A
BLACK = B
F
Task Relationship Terms
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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 Critical Task?
Does Not Completing This Task Hold Up Or Delay Another/ or
Preclude Project Completion - (delays completion) ? If So,
Its Critical!
How To Sequence Tasks
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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
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Network Logic Diagrams
Gantt Charts
Flow Charts
PERT: Program Evaluation Review Techniques
Determine Task Durations
• Identify Time
Sensitive Tasks
• Identify Scope
Constraints
• Identify Lead Time
Tasks
• Correlate To Labor
Plan
Assign 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
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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...
Time
Dollars
Acronyms
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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&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 11788
[email protected]
631.952.1300
A certified WBE firm established in 1980