OPMA 5364 Project Management Part 4 Starting & Planning a ProjectTopic Outline: Starting & Planning a ProjectProject Launch MeetingProject Planning ProcessProject ScopeIdentifying Necessary ActivitiesMind MapsMind Map for Project PlanningMind Map for WBSWork Breakdown StructureWBS Tree StructureWBS Activity ListWBS for Promotion ExampleEstimating Activity DurationsSlide 15Identifying Necessary ResourcesTop-Down vs. Bottom-Up BudgetsEstimating Activity CostsBaseline PlanProject Planning ExerciseProject Action PlanAction Plan in Microsoft ProjectLearning CurvesTask Times With LearningLearning Curve FormulaLearning Curve TablesExample SituationSlide 28Slide 29Project Charter (or Project Master Plan)Project CharterSlide 32Slide 33Slide 34Slide 35Responsibility ChartSlide 37Interface MapSlide 39OPMA 5364Project ManagementPart 4Starting & Planning a ProjectPart 4 - Project Planning 2Topic Outline: Starting & Planning a Project•Project launch meeting•Identifying necessary activities•Work Breakdown Structure (WBS)•Estimating activity durations•Identifying necessary resources•Project budgeting•Top-down vs. bottom-up approaches•Project planning exercise•Learning curves•Project action plan•Responsibility chart•Interface mapPart 4 - Project Planning 3Project Launch MeetingPM should first meet with the senior manager who will be responsible for the project. Why?Next, a project launch meeting should be held.What is the purpose of this initial meeting?Who should be invited?What should be the results of this meeting?Part 4 - Project Planning 4Project Planning Process1. Clearly define project objective (scope)2. Develop a Work Breakdown Structure (WBS)3. Estimate time needed for each task4. Determine resources needed for each task5. Estimate cost needed for each task6. Develop project schedule and budget (adjust as needed)Part 4 - Project Planning 5Project ScopeA clear project scope definition provides the guidelines that are used to develop your project plan.Project Scope Checklist:•Project objectives (purpose, due date, budget)•Deliverables (at each major phase of project)•Milestones (significant events in the project)•Technical requirements•Limits and exclusions (who, what, how)•Review with customer (agreement on expectations)Example of project scope statementPart 4 - Project Planning 6Identifying Necessary Activities•Start by identifying major-level activities or tasks•Then each major task can be broken down into subtasks•Project team members can be responsible for breaking down different major activities•Then each subtask is broken down to lower-level tasks, and so on until you have basic work-unit levels (work packages) that will be assigned•Result: Work Breakdown Structure (WBS)Part 4 - Project Planning 7Mind Maps•Mind maps are a tool to help identify all the necessary activities in a project•It’s a type of brainstorming tool•The mind mapping process can bring out more ideas than simply making a list•It engages the team and generates enthusiasm•It brings out quieter team members•Mind mapping can be fast, compared to an outlining or listing approachPart 4 - Project Planning 8Mind Map for Project Planning10K run toraise $50Kfor homelessshelterTransportationPromotionPrizes/recognitionFacilitiesSafetyRefreshmentsClean-upRouteRegistrationPart 4 - Project Planning 9Mind Map for WBSPromotionInvestigatepast eventsInterviewrunningclubmembersPrintDesignTo schoolsTo sportsretailersPreparemailingAcquireaddresslistsMailpromoMonitorairingsPurchaseair timeProduceadsTV andradio adsMailingsFlyersResearchDistributePart 4 - Project Planning 10Work Breakdown Structure•Either shown graphically in a tree structure, or as index numbers listed beside activities•Entire project is Level 0; the major-level activities are Level 1; and so on•Index numbers identify level of the task in the tree structure•WBS # 4.2.5 indicates that the task is at Level 3 (3 decimal places) and is the 5th sub-subtask under the 2nd subtask under the 4th major activityPart 4 - Project Planning 11WBS Tree StructureCarnivalBethGamesTomPromotionBethVolunteersJoanRidesKyleEntertain.JillFoodBobNewspaperBethPostersBobTicketsMarkGrandstandMarkPerformersJillSoundBenStageAlanSeatingMarkLevel012335.1.2214 562.12.22.35.15.25.1.35.1.1Part 4 - Project Planning 12WBS Activity ListWBS ActivityCarnival1 Volunteers2 Promotion2.1 Posters2.2 Newspaper2.3 Tickets3 Games4 Rides5 Entertainment5.1 Grandstand5.1.1 Stage5.1.2 Sound5.1.3 Seating5.2 Performers6 FoodPart 4 - Project Planning 13WBS for Promotion ExampleLevel 1 Task Level 2 Tasks Level 3 Tasks1. Promotion 1.1 Research 1.1.1 Investigate past events1.1.2 Interview running club members1.2 TV and radio ads 1.2.1 Produce ads1.2.2 Purchase air time1.2.3 Monitor airings1.3 Mailings 1.3.1 Acquire mailing lists1.3.2 Prepare mailings1.3.3 Mail promotional materials1.4 Flyers 1.4.1 Design flyers1.4.2 Print1.4.3 Distribute to schools1.4.4 Distribute to sports retailersPart 4 - Project Planning 14Estimating Activity DurationsTwo Approaches1. Bottom-up estimate: Ask the person responsible for each low-level task how long they think it will take. This assumes a given amount of resources.2. Top-down estimate: Based on the project due date, tell the person responsible for each low-level task how much time they are allotted to do the task. They must then determine how much resources are needed to meet the deadline.Part 4 - Project Planning 15Estimating Activity DurationsFor a given amount of resources, how can you estimate a task duration?•use the expert’s best guess (person doing task)•use past data, if task has been done before•use engineering standards or work standards•dissect task into different elements and estimate time needed for each elementThe task time estimate should reflect the most likely time needed to do the task.Part 4 - Project Planning 16Identifying Necessary ResourcesTo complete a task within a given amount of time, what resources will be required?•How many and what types of employees•What facilities•What equipment•What materials and supplies•What services•What information and technologiesPart 4 - Project Planning 17Top-Down vs. Bottom-Up Budgets•Top-Down Budgeting: Senior management decides how much they think the project should cost, and that becomes the total project budget. The budget is then divided among the activities.–Advantages and