C H A P T E R TWO
PROJECT
PLANNING
T H E K E Y TO O V E R A L L P R O J E C T S U C C E S S :
G O O D P R O J E C T I N T E G R AT I O N M A N A G E M E N T
Project managers must coordinate all of the
other knowledge areas throughout a project’s
life cycle
Project integration management is not the same
thing as software integration
2
F R A M E WO R K FOR P R O J E C T I N T E G R AT I O N M A N A G E M E N T
Focus on pulling everything to-
gether to reach project
success!
3
P R O J E C T I N T E G R AT I O N M A N A G E M E N T P R O C E S S E S
Project Plan Development: taking the results of
other planning processes and putting them into a
consistent, coherent document—the project plan
Project Plan Execution: carrying out the project
Plan.
Integrated Change Control: coordinating changes
across the entire project.
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1. P R O J E C T P L A N D E V E L O P M E N T
A project plan is a document used to coordinate
all project planning documents.
Its main purpose is to guide project execution
Project plans assist the project manager in
leading the project team and assessing project
status.
Project performance should be measured
against a baseline project plan.
5
ATTRIBUTES OF PROJECT PLANS
Just as projects are unique, so are project plans.
Plans should be dynamic
Plans should be flexible
Plans should be updated as changes occur
Plans should first and foremost guide project
execution.
6
COMMON ELEMENTS OF A PROJECT PLAN
Introduction or overview of the project
History of the Business
Description of the Business’s
current facilities
The descriptions of the problems
that triggered the project
Description of how the project is organized
Management and technical processes used
on the project
Work to be done, Schedule, and
B udget Information
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S TA K E H O L D E R A NA LY S I S
A stakeholder analysis document is important
(often sensitive) information about stakeholders
such as
⚫ Stakeholders’ names and organizations
⚫ Roles on the project
⚫ Unique facts about stakeholders
⚫ Level of influence and interest in the project
⚫ Suggestions for managing relationships
8
S A M P L E S TA K E H O L D E R A NA LY S I S
K e y Stakeholders
Selam Susan Erik Mark David
Organization Internal Project te a m Project te a m Hardware Project
senior vendor manager for
management other
internal
project
Role on Sponsor DNA Lead Supplies Competing
project of project sequencing programmer some for c o m p a n y
and expert instrument resources
one of hardware
the
company's
founders
U n i q u e facts Demanding, Ve r y s m a r t , Best Start-up N i c e g u y,
likes details, Ph.D. in programmer I c o m p a n y, he on e of oldest
business b i o l o g y, k n o w, knows we people at
focus, easy to work weird can make c o m p a n y,
Stanford with, has a sense of h i m r i c h if has 3 kids
M B A toddler humor this w o r k s in college
Level of Ve r y h i g h Ve r y h i g h High Ve r y h i g h L o w to
interest medium
Level Ve r y Subject High; hard L o w ; other L o w to
of high; can matter to replace vendors medium
influence call the expert; available
shots critical to
success
Suggestions Keep M a k e sure Keep him Give him He knows
on managing i n f o r m e d , let she reviews happy so he enough lead his project
relationship him lead specification s stays; time to takes a back
conversation and leads emphasize deliver seat to this
s ,do as he testing; c a n stock hardware one, but I
says and do some options; can learn 9
quickly work from likes from him
home Mexican
food
P R O J E C T P L A N N I N G S U M M A RY
Create WBS to identify activities
Estimate time duration
Identify resource needs
Schedule activities using Gantt chart
Review plan until you reach agreement
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2. P R O J E C T P L A N E X E C U T I O N
Project plan execution involves managing and
performing the work described in the project
plan
The majority of time and money is usually
spent on execution,because the products of the
project are produced during execution
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I MP O RTAN T S K I L L S F O R P R O J E C T E X E C U T I O N
General management skills like
leadership, communication, and political skills
Product skills and knowledge.
Use of specialized tools and techniques
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TOOLS AND TECHNIQUES FOR PROJECT
EXECUTION
Work Authorization System: a method for
ensuring that qualified people do work at the
right time and in the proper sequence.
Status Review Meetings: regularly
scheduled meetings used to exchange Project
Information
Project Management Software: Special
software to assist in managing projects
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3. I N T E G R AT E D C H A N G E C O N T R O L
Integrated change control involves identifying,
evaluating, and managing changes throughout
the project life cycle.
Three main objectives of change control:
⚫ Influence the factors that create changes to
ensure they are beneficial
⚫ Determine that a change has occurred
⚫ Manage actual changes when and as they
occur
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C H A N G E CONTROL SYSTEM
A formal, documented process that
describes when and how official project
documents and work may be changed
Describes who is authorized to make
changes and how to make them
Often includes a change control board
(CCB), configuration management, and a
process for communicating changes
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C H A N G E C O N T R O L B OA R D S (CCB S )
A formal group of people responsible for
approving or rejecting changes on a
project
Provides guidelines for preparing change
requests, evaluates them, and manages
the implementation of approved changes
Includes stakeholders from the entire
organization
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M A K I N G T I M E LY C H A N G E S
Some C C B s only meet occasionally, so
it may take too long for changes to
occur
Some organizations have policies in place
for time-sensitive changes
⚫ “48 hour policy” allowed project team
members to make decisions, then they
had 48 hours reverse the decision.
⚫ keep everyone informed of changes
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SUGGESTIONS FOR M A N A G I N G I N T E G R AT E D C H A N G E
CONTROL
View project management as a process of constant
communications and negotiations
Plan for change
Establish a formal change control system, including a
Change Control Board (CCB)
Use good configuration management
Define procedures for making timely decisions on
smaller changes
Use written and oral performance reports to help
identify and manage change
Use project management and other software to help
manage and communicate changes
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STEP WISE P RO J E C T PLANNING
Step 1. establish project scope and
objective
Step 2. establish project
infrastructure
Step 3. analysis of project
characteristics
Step 4. identify project products and
activities
Step 5. estimate effort for each
activity 19
Step 6. identify activity risks
Step 7. allocate resources etc
PRO J EC T S CO P E MANAGEMENT
Scope refers to all the work involved in creating the
products of the project and the processes used to
create them.
Project scope management the processes of defining and
controlling what is or is not included in the project.
The project team and stakeholders must have the same
understanding of what products will be produced as a
result of a project and what processes will be used in
producing them.
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P ROJECT SCOPE MANAGEMENT PROCESSES
Initiation: identifying and beginning a project.
Scope planning: developing documents to provide
the basis for future project decisions.
Scope Definition: Subdividing the major project
deliverables into smaller, more manageable
components
Scope Verification: Formalizing acceptance of the
project scope.
Scope Change Control: controlling changes to
project scope.
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I D E N T I F Y I N G P OT E N T I A L P R O J E C T S
Many organizations follow a planningprocess for
selecting IT projects
First develop an IT strategic plan based on
the organization’s overall strategic plan.
Then perform a business area analysis
Then define potential projects
Then select I T projects and assign resources
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I N F O R M AT I O N T E C H N O L O G Y P L A N N I N G P R O C E S S
27
METHODS FOR SELECTING PROJECTS
There are usually more projects than available
time and resources to implement them.
It is important to follow a logical process
(Methods)
for selecting IT projects to work on.
Methods include:
Focusing on Broad Needs;
Categorizing Projects;
Financial Methods, and
Weighted Scoring Models
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F O C U S I N G O N B ROA D O RGA N I Z AT I O NA L N E E D S
It is often difficult to provide strong justification for
many IT projects, but everyone agrees that they have a
high value
Three important criteria for projects:
⚫ There is a need for the project
⚫ There are funds available
⚫ There’s a strong will to make the project succeed
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C AT E G O R I Z I N G IT P R O J E C T S
One categorization is whether the project
addresses
⚫ A problem
⚫ An opportunity, or
⚫ A directive
Another categorization is how long it will take to
do and when it is needed
Short-term and
Long-term
Another is the overall priority of the project
High Priority
Less Priority
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F I NA N C I A L A NA LY S I S O F P R O J E C T S
Financial considerations are often an
important consideration in selecting projects
Three primary methods for determining the
projected financial value of projects:
⚫ Net Present Value (NPV) analysis
⚫ Return on Investment (ROI)
⚫ Payback Analysis
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WEIGHTED SCORING MODEL
A weighted scoring model is a tool that provides
a systematic process for selecting projects based
on many criteria
⚫ First identify criteria important to the project selection
process.
⚫ Then assign weights (percentages) to each criterion so they
add up to 100%
⚫ Then assign scores to each criterion for each project
⚫ Multiply the scores by the weights and get the total
weighted scores
The higher the weighted score, the better
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P R O J E C T C H A RT E R S
After deciding what project to work on, it is
important to formalize projects
A project charter is a document that formally
recognizes the existence of a project and
provides direction on the project’s objectives
and management
Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project
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THE S C O P E S TAT E M E N T OR SCOPE PLANNING
A scope statement is a document used to develop
and confirm a common understanding of the
project scope.
It should include
⚫ a project justification
⚫ a brief description of the project’s products
⚫ a summary of all project deliverables
⚫ a statement of what determines project
success
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SCOPE PLANNING AND THE WORK
BREAKDOWN STRUCTURE
After completing scope planning, the next step is to
further define the work by breaking it into manageable
pieces
A work breakdown structure (WBS) is an outcome-
oriented analysis of the work involved in a project that
defines the total scope of the project
It is a foundation document in project management
because it provides the basis for planning and
managing project schedules, costs, and changes.
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S A M P L E I N T R A N E T WBS O R G A N I Z E D BY PRODUCT
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A P P ROA C H E S TO D E V E L O P I N G W BS S
Using guidelines: Some organizations, like the
DOD(Department Of Defense), provide guidelines for
preparing WBSs.
The analogy approach: It often helps to review
WBSs of similar projects
The top-down approach: Start with the largest
items of the project and keep breaking them down
The bottom-up approach: Start with the
detailed 38
tasks and roll them up.
S C O P E V E R I F I C AT I O N AND S COP E C H A N G E CONTROL
Scope verification : formalizing acceptance of the project
scope.
Scope change control: controlling changes to project
scope.
It is difficult to verify project scope and minimize
scope
changes.
Many IT projects suffer from scope creep and poor scope
verification
C H A P T E R S U M M A RY
Project integration management
includes:-
Developing a project charter
Developing preliminary project scope
statement
Developing a project management
plan
Directing and managing a project
execution
Monitoring and controlling
project work
Performing integrated change
control
Closing the project
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