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.

4
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
7
 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

10
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

11
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

12
 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

13
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

14
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

15
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

16
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
17
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
18
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.
20
 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.

21
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

22
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

24
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

25
 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
26
 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

27
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

28
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

29
 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

30
 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.

31
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

32
 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
 o u
Y
n k
h a
T