Develop Project Management Plan

Transcription

1 H PBK GUD - 47 P, PU, n & UPU Process Group Knowledge rea G Develop Project harter (24) Develop Project anagement Plan XU (8) Direct & anage Project Work & (11) onitor & ontrol Project Work Perform ntegrated hange ontrol L lose Project or Phase P Plan cope anagement ollect equirements Define cope reate WB Validate cope ontrol cope (7) Plan chedule anagement Define ctivities equence ctivities stimate ctivity esources stimate ctivity Durations Develop chedule ontrol chedule Plan ost anagement stimate osts Determine Budget ontrol osts QULY HU U U Plan Quality anagement Plan Human esource anagement Perform Quality ssurance ontrol Quality cquire Project eam Develop Project eam anage Project eam Plan ommunications anagement anage ommunications ontrol ommunications K Plan isk anagement dentify isks Perform Qualitative isk nalysis Perform Quantitative isk nalysis Plan isk esponses ontrol isks PU Plan Procurement anagement onduct Procurements ontrol Procurements lose Procurements KHLD dentify takeholders Plan takeholder anagement anage takeholder ngagement ontrol takeholder ngagement K P PU L & HQU UPU Project W DVLP Business case PJ H greements Facilitation techniques G DVLP PJ D D G PJ WK D L PJ WK PF GD HG L L PJ PH Project harter utputs from other processes pproved change requests chedule forecasts ost forecasts Validated changes ccepted deliverables Facilitation techniques P P hange control tools Deliverables pproved change requests hange log Final product, service, or result transition Updates to: Formal authorization of the project or phase. he quickest way to say Yes let s do this. ntegrating results from other planning outputs to create a consistent document to guide both execution and control of the project. he BL for control. xecute the work defined in the project plan and implementing approved changes to achieve the project s objectives. onitor and control the processes to meet the performance objectives defined in the project management plan. eview and communicate change requests from various executing and monitor & control processes. Finalize all activities to formally close the project or phase. Pg 1 of 6

2 K P PU L & HQU UPU P P LL QU DF P WB VLD P L P equirements management plan takeholder management plan equirements traceability matrix Verified deliverables equirements traceability matrix nterviews; Focus groups Facilitated workshops Group creativity techniques Questionnaires and surveys bservations; Prototypes Benchmarking ontext diagrams Document analysis Product analysis lternatives generation Facilitated workshops Decomposition nspection Variance analysis equirements management plan equirements traceability matrix ccepted deliverables Work performance information Work performance information ; Defines the approach for further definition of the project scope. How to validate, control and change scope. ssess project requirements, constraints, and assumptions with stakeholders to meet project objectives as specified in the charter. Project scope: the work performed to deliver the product/service. Product scope: the features and functions of the product/service. Developing detailed description of the project and product as a basis for future decisions. What is and what is not required. ubdividing major deliverables into smaller components. Formal acceptance of the verified project deliverables. onitoring the status of the project and product scope and managing changes to scope baseline. K P PU L & HQU UPU HDUL DF V QU V VY U VY DU DVLP HDUL L HDUL ctivity list ctivity attributes ilestone list ctivity list ctivity attributes ctivity list & attributes ctivity resource requirements esource breakdown structure ctivity list & attributes chedule network diagrams ctivity resource requirements esource breakdown structure Project schedule Project calendars chedule data Decomposition olling wave planning Precedence diagramming method (PD) Dependency determination Leads and lags lternatives analysis Published estimating data Bottom-up estimating Project management software nalogous estimating Parametric estimating hree-point estimating eserve analysis chedule network analysis ritical path method ritical chain method esource optimization techniques odeling techniques Leads and lags chedule compression cheduling tool Performance reviews Project management software esource optimization techniques odeling techniques Leads and lags chedule compression cheduling tool ctivity list ctivity attributes ilestone list Project schedule network diagrams ctivity resource requirements esource breakdown structure (B) Project schedule chedule baseline chedule data Project calendars chedule forecasts ; he plan on how the schedule will be developed, managed and controlled. aking the work packages in the WB and identifying the specific actions required to complete each work package. dentifies and documents interactivity dependencies. upports realistic and achievable schedule. Usually performed by s/w tools. stimating the type and quantities of material, people, equipment, or supplies that will be required to complete each of the activities. stimating the number of work periods required to complete each activity. nalyze activity sequences, durations, resources and constraints to develop project schedule. Lead accelerates the next task. Lag delays the next task. otal Float: (L-) or (LF-F) Free Float: s Fp +lag/-lead Forward pass: and F dates Backward pass: L and LF dates onitor the status of activities to update project progress. anage changes to the schedule baseline to achieve the plan. Pg 2 of 6

3 K P PU L & HQU UPU D BUDG L H management plan Project chedule Basis of estimates Project schedule greements Project funding requirements nalogous, Parametric, Bottom-up & 3-point estimating eserve analysis ost of quality Project management software Vendor bid analysis ost aggregation eserve analysis Historical relationships Funding limit reconciliation arned value management Forecasting o-complete performance index (P) Performance reviews P software eserve analysis Basis of estimates ost baseline Project funding requirements ost forecasts ; he plan on how the budget will be developed, managed, spent and controlled. Develop an approximation of the costs of the resources to complete project activities. dentify and consider various costing alternatives. ggregating estimated costs to establish an authorized cost baseline. How to ensure the budget fits the final costs. onitoring status to update the budget and managing changes to the cost baseline. arned value analysis. Budget forecasts for future work. PV Planned Value he estimated value of the work planned to be done. B x Planned % omplete V V chedule variance ost variance re we ahead or behind schedule? re we under or over our budget? V = V PV V = V - Positive = HD/UD Zero = egative = BHD/V V arned Value ctual ost What did we accomplish for the money we spent? B x ctual % omplete he actual money spent to complete this work. P P chedule performance index ost performance index How efficiently are we using our time? How efficiently must we use our remaining budget? P = V/PV P = V/ > 1.0 = HD/UD 1.0 = < 1.0 = BHD/V B Budget at ompletion he sum (aggregation) of all the estimates for all the work in the total project. stimate at ompletion What is the total project likely to cost, based on performance to date and remaining work to complete. = B/P performance will continue = + Bottom-up new estimates = + B V atypical performance = + [(B-V)/(P x P)] stimate to complete How much will the remaining work cost us now? = = e-estimate remaining work V Variance at completion How much over budget or under budget do we expect to be when we complete the project? V = B - Positive = UD planned cost Zero = planned cost egative = V planned cost P o complete performance index How efficiently must we use our remaining resources to stay within the current budget? P = (B-V)/(B-) P = (B-V)/(-) > 1.0 = HD to complete 1.0 = to complete < 1.0 = to complete K P PU L & HQU UPU ost-benefit analysis ost of quality (Q) 7 Basic quality tools Process improvement plan Benchmarking QULY Quality metrics Design of experiments Quality checklists tatistical sampling dditional quality planning tools Q U L Y PF QULY U L QULY Process improvement plan Quality metrics Quality control measurements Quality metrics Quality checklists pproved change requests Deliverables Quality management & control tools Quality audits Process analysis 7 Basic quality tools: 1. hecksheets; 2. ontrol harts, 3. ause & ffect; 4. Flowchart, 5. Histogram, 6. Pareto, 7. catter tatistical sampling nspection pproved change requests review ; Quality control measurements Validated changes Verified deliverables ; What is quality for our project and how will we accomplish it? eferencing the organizations philosophy to quality, to determine and design the quality standards, policies and procedures. reate quality management plan, quality metrics and checklists. re the processes correct? he management aspect to quality. You know the target as defined in the quality plan, now we simply evaluate if the project is complying with the policies and processes. s everything alright with the deliverables? his is the technical aspect of quality. easuring results against the standards. aking corrective action such as calibrating the tools. Pg 3 of 6

4 K P PU L & HQU UPU ctivity resource requirements rg charts & position descriptions H H QU PJ DVLP PJ G PJ H management plan H management plan H management plan eam performance assessments ssue log etworking, rganizational theory, Pre-assignment egotiation cquisition Virtual teams ulti-criteria decision analysis nterpersonal skills raining eam building activities Ground rules o-location ecognition and rewards Personnel assessment tools bservation and conversation Project performance appraisals onflict management nterpersonal skills Human esource management plan Updates to: plan eam performance assessments Updates to: F ; ; F dentify and document, &, skills required, reporting relationships and create staff mgmt. plan. btaining required project resources. Develop individual and team skills to enhance project performance. rack team performance, providing feedback, resolving issues, managing changes to optimize project performance. K P PU L & HQU UPU U K U G U L U ommunications management plan Project communications ssue log ommunication requirements analysis ommunication technology ommunication models ommunication methods ommunication technology ommunication models ommunication methods nformation management systems Performance reporting nformation management systems ommunications management plan Project communications ; ; Determine what, when, who and how to update stakeholders. ommunications links: * ( 1)/2 = # of stakeholders. reating, collecting, distributing, storing, retrieving and disposition of project information in a timely manner. onitor and control communications to ensure the information needs of the stakeholders are met. K P PU L & HQU UPU K isk management plan DFY K PF QULV K LY PF QUV K LY K P L K isk management plan H management plan isk management plan isk management plan isk management plan Documentation reviews nfo-gathering techniques hecklist analysis ssumptions analysis Diagramming techniques W analysis isk P/ assessment Probability & impact matrix isk data quality assessment isk categorization isk urgency assessment Data gathering & representation techniques Quantitative risk analysis & modeling techniques trategies for: egative risks or threats Positive risks or opportunities ontingent response strategies isk reassessment isk audits Variance & trend analysis echnical performance measurement eserve analysis ; ssessing stakeholder risk tolerances to create the risk mgmt. plan on how we will manage risk on the project. Determine what internal and external risks will likely occur and document the characteristics of each. Performed throughout the project life cycle repeatedly. ssessing the probability and consequences of risks to determine their priority for further quantitative analysis and/or risk response planning. valuating risks and risk interactions to analyze numerically the probability of each risk and its impact on project objectives. Develop options, actions and contingency plans to enhance opportunities and reduce threats to the project's objectives. onitor residual risks, identifying new risks, executing risk response plans and evaluating their effectiveness. Pg 4 of 6

5 K P PU L & HQU UPU Procurement management plan Determine what, how and Procurement W ake-or-buy analysis when to procure. ctivity resource requirements Develop W, evaluation PU ource selection criteria Project chedule arket research criteria, and prepare ake-or-buy decisions procurement documents to support seller selection. P U DU PU L PU L PU Procurement management plan ource selection criteria eller proposals ake-or-buy decisions Procurement W greements pproved change requests Bidder conferences Proposal evaluation techniques ndependent estimates ; dvertising Procurement negotiations ontract system Procurement performance reviews nspections and audits Performance reporting Payment systems laims administration ecords management system Procurement audits Procurement negotiations ecords management system elected sellers greements Work performance info ; losed procurements Updates to: dentification of prospective sellers, communicate the W required, obtain responses from the sellers. valuate, negotiate and select the best seller for the job. ign an agreement or contract. anage seller relationship, review seller performance and manage contract related changes. nsures procurement process and contracts comply with procurement management plan and with the & contained within the negotiated contracts and agreements. ettlement of contract(s) including open items. rchive all records. V: sum of the probabilities x payoff D: middle value : average value D: most frequent value P Weighted: ( +(4xL) + P) /6 - B P verage: ( + L +P)/3 - GUL D: (P-) /6 (smaller # is good; less variance) 1 D = 68%; 2 D = 95% 3 D = 99% nalogous: actual costs similar project () Parametric: mathematical $/square foot Bottom-up: estimating each work package -25% - +75% -10% - +25% - 5% - +10% K P PU L & HQU UPU K H L D DFY KHLD KHLD G KHLD GG L KHLD GG takeholder management plan ommunications management plan hange log ssue log takeholder analysis ommunications methods nterpersonal skills anagement skills nformation management systems takeholder management plan ssue log ; ; dentifying stakeholders impacted by the project. Documenting their interests, influence and impact on project success. reate a plan to interact with stakeholders to support their needs based on an analysis of their influence, interests, and potential impact to project success. ssue management and fostering support and engagement with stakeholders throughout the project. onitoring overall stakeholder relationships and adjusting strategies to ensure engagement. cindybell@pmstar.org opyright Last update: Pg 5 of 6 dapted from Project anagement nstitute, Guide to the Project anagement Body of Knowledge, (PBK Guide) Fifth dition, Project anagement nstitute, nc., 2008, dapted from Figures 4-1 pg 73; 5-1 pg 104; 6-1 pg 131; 7-1 pg 167; 8-1 pg 191; 9-1 pg 216; 10-1 pg 216; 11-1 pg 272; 12-1 pg 314. PBK is a registered trademark of the Project anagement nstitute, nc.

6 10 Knowledge reas & Key utputs Process Plans, Documents & Baselines Process Group Knowledge rea G P (7) QULY HU U U K PU KHLD P assigned harter approved takeholder register (24) cope plan equirements plan eq mts traceability matrix cope statement (tatement, WB & WB dictionary) chedule plan ctivity list & ttributes chedule network diagrams esource requirements Duration estimates chedule baseline ost plan ost estimates and support Project funding requirements. ost baseline Quality plan etrics hecklists Process improvement plan Human esource plan ommunications plan isk plan with P & ratings, esponses & eserve budget isk related contract decisions Updates to documents Procurement plan Procurement W ake-or-buy decisions ource selection criteria takeholder plan XU (8) Deliverables Work performance data udits taff assignments eam performance assessments Project communications elected sellers greements ssue log & (11) hange log Work performance reports pproved change requests ccepted deliverables chedule forecasts ost forecasts Validated changes Verified deliverables Q measurements updates ew risks identified L Final product Lessons learned updated in ettlement of contracts losed procurements WP is Work performance information Personalized PP, P, P-P, P-P, P-PB and P-P exam prep coaching, until successful closure of your P certification project! DP GG P K harter; tatement of Work Develop harter hange management plan onfiguration management plan hange log equirements management plan equirements traceability matrix (scope statement, WB, and WB dictionary) cheduled management plan ctivity attributes and lists; ilestone list chedule network diagrams ctivity resource requirements and B chedule Baseline chedule forecasts Basis of estimates Project funding requirements ost baseline ost forecasts Process improvement plan Quality checklists; Quality metrics Quality control measurements Human resources plan esponsibility assignment matrix; & eam performance assessments ommunications management plan Project communications isk management plan Procurement management plan ource selection criteria; W greements takeholder management plan ssue log Develop project management plan onitor & control project work Perform integrated change control Plan scope management ollect requirements Define cope reate WB Plan schedule management Define activities equence activities stimate activity resources stimate activity durations Develop schedule ontrol schedule Plan cost management stimate costs Determine budget ontrol costs Plan quality management ontrol quality Plan human resource management cquire project team Develop project team Plan communications anage communications Plan risk management dentify risk Plan procurement management onduct procurement dentify stakeholders Plan stakeholder management anage stakeholder engagement G P QULY HU U U K PU KHLD Plans (green); Documents (black); Baselines (red) Pg 6 of 6