The Basics of Schedule Planning It s About Communication

Transcription

1 The Basics of Schedule Planning It s About Communication Marshalee Drive, Suite 140 Elkridge, MD

2 The Basics of Schedule Planning It s About Communication Copyright 2014, Edwards Industries, LLC. Edwards Project Solutions is a registered trade name of Edwards Industries, LLC. All No part of this training document may be reproduced, stored in a retrieval system, or transmitted by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from Edwards Industries, LLC. No patent liability is assumed with respect to the use of the information contained herein. Although every precaution has been taken in the preparation of this training document, the author, Edwards Industries, LLC assume no responsibility for errors or omissions. Nor is any liability assumed for damages resulting from the use of the information contained herein. Trademarks All terms mentioned in this training document that are known to be trademarks or service marks have been appropriately capitalized. Use of a term in this training manual should not be regarded as affecting the validity of any trademark or service mark. Warning and Disclaimer Every effort has been made to make this document as complete and accurate as possible, but no warranty is implied. The information provided is on an as is basis. The author, Edwards Industries, LLC, shall have neither liability nor responsibility to any person or entity with respect to any loss or damages arising from the information contained in this training document or from use of the media or programs accompanying it. 2

3 Objectives Learn the importance of Communication Review the Project Time Management knowledge area Facilitate communication using Edwards Project Solutions planning method Enhance communication using Edwards Project Solutions project schedule template 3 3

4 You Cannot Plan Your Project Using Microsoft Project! 4

5 The Scenario The Project Manager is assigned a new project He/She knows this project (technical aspects) Was part of the performance team on a past execution Managed a similar effort in the past Has watched other executions of this project by the company He/She feels they know how this project should be executed This PM doesn t need help in planning the project they know it! 5

6 The Scenario The PM is now ready to plan the project/develop the project schedule So What Does this PM Do Now He/She: Goes to their office (their quiet place ) Closes the door (barricades themselves in) so they are not disturbed during this very important phase of the project. Fires up their computer Launches Microsoft Project Rolls up their sleeves and begins TYPING IN TASKS / BUILDING THE PROJECT SCHEDULE tasks are entered dependencies established resources assigned levels of work assigned etc., etc., etc You Know this PM (You may be this PM) 6

7 The Results A Project Schedule is developed The schedule may be a small ( tasks), medium ( tasks), or large ( tasks) but a project schedule is generated Assignments are made And the project begins 7

8 Then The Problems Begin Assignments (tasks) are misunderstood New tasks are discovered (that are not out of scope) Many tasks take longer to complete than planned Different skill sets are required to complete the tasks New (additional) resources are added to the project and I am sure you can add more problems to this list based on your own experiences 8 8

9 The Result of These Problems The schedule begins to slip Project costs begin to exceed targets The customer is not happy The company management is not happy The project manager is overworked and not happy The project team is overworked not happy Whack-A-Mole Management is used and NO ONE IS HAPPY!! 9 9

10 The Root Cause of These Problems COMMUNICATION!!! (or the lack thereof) 10

11 The PM used Microsoft Project (and their own technical knowledge of the project) as the planning tools for the project. The project team (and their collective technical knowledge) was ignored. 11

12 The Root Cause of These Problems The lack of communication between the PM and the project team while building the schedule The PM didn t solicit input from the project team The PM didn t gain buy in from the project team Hence, the beginning (root) of the problems For effective project management communication must exist at many levels Communication Between the PM and the customer/client (stakeholders) Communication Between the PM and company management Communication Between the PM and the project team 12 12

13 What Should the PM have done? To Better communicate with the team and build a better project schedule Involve the Project Team in Planning the Project In a Facilitative Manner 13

14 Schedule Planning The Project Management Institute (PMI) breaks project management into ten (10) knowledge areas Project Management Body of Knowledge (PMBOK ) (1) Project Integration Management (2) Project Scope Management (3) Project Time Management (4) Project Cost Management (5) Project Quality Management (6) Project Human Resources Management (7) Project Communications Management (8) Project Risk Management (9) Project Procurement Management (10) Project Stakeholder Management Project Time Management describes the processes required to ensure timely completion of the project. Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Team Process (best performed without the use of scheduling tools like MS Project) 14 14

15 Schedule Planning Project Time Management 3 steps Activity Definition Activity Sequencing Activity Estimating Define what is to be done Define the order of performance Estimate what it will take How can these steps be accomplished while involving the project team and facilitating good communication? The Secret to Developing a Comprehensive Project Schedule 15 15

16 B M P P Big Monster Piece of Paper 16

17 Schedule Planning with BMPP The BMPP method is a structured top down brain storming approach to develop a detailed project work plan. Inputs: All project scoping documentation that is available Contractual data (statement of work [SOW], notes, requirements, etc.) Proposal (all volumes technical, management, cost, etc.) Proposal schedule Negotiation notes and reports Requirements/Design Documentation The technical knowledge of the project team The PMs technical knowledge Other SMEs (as required) 17 17

18 Schedule Planning with BMPP Tools / Ingredients / Environment: A large work area (paper) Preferably from a 36 roll or smaller sheets taped together (Post it Easel Pads, etc) Large White Board if available Post it Notes (several colors and sizes) This is not a 3M endorsement Felt Tip Markers (makes it easier to see the task descriptions) Tape Large empty wall space ideally in a location where project team can meet and work without distractions (war room) Outputs / Results: Work Breakdown Structure (WBS) Diagram (hierarchical diagram of tasks) WBS Dictionary (Document that clearly defines each activity) Logic/Network Diagram 18 18

19 Schedule Planning with BMPP The PMs role in the process Facilitator / Coach Get the ball rolling Keep the ball rolling by invoking discussion» Keep those light bulbs shining bright Always watch out for scope creep (gold plating) Stop when you have squeezed all of the juices out Challenge People As the tasks are defined your job is say things like What if? What happens when? What else is needed? Are you sure? Listen Actively Don t make judgments 19 19

20 Schedule Planning with BMPP BMPP Advantages It is easier to see the whole picture when Post it Notes are taped on the wall versus viewing on a computer screen Change the task order Inserting and/or deleting activities The group is building the WBS. If a draft already exists, it is being refined Building your resource requirements identifying resource conflicts The group is identifying risks and developing ways to avoid, manage, or mitigate the risks as the picture evolves You are creating a level of detail that everyone agrees is appropriate You are building the team, their interaction, and their communications Once complete you can get buy in Why? Stakeholders, team members and SMEs are participating in the development 20 20

21 How do we do it? Mark your Territory 21 21

22 How do we do it? Identify Deliverables Deliverables FRD VDD SwDD 22 22

23 How do we do it? Identify Recurring Tasks Recurring Tasks Weekly Status mtg. Weekly T.E.M. Deliverables FRD VDD SwDD 23 23

24 How do we do it? Identify High Level (Summary) Tasks Analysis Procurement Design Phase Development Phase Testing Phase Production Phase Recurring Tasks Weekly Status mtg. Deliverables FRD Weekly T.E.M. VDD SwDD 24 24

25 How do we do it? Identify deliverables, recurring tasks, high level summary tasks Analysis Procurement Design Phase Development Phase Testing Phase Production Phase Recurring Tasks Weekly Status mtg. Weekly T.E.M. Deliverables FRD VDD SwDD 25 25

26 How do we do it? Keep building down until Lowest Level is achieved Then Define Task Relationships Recurring Tasks Deliverables Analysis Procurement Design Phase Development Phase Testing Phase Production Phase Weekly Status mtg. FRD Analysis Task 1 Procure Item # 1 Server Design Weekly T.E.M. VDD SwDD Analysis Task 2 Procure Item # 2 Client Design 26 26

27 How do we do it? Identify Milestone Tasks Analysis Procurement Design Phase Development Phase Testing Phase Production Phase Recurring Tasks Weekly Status mtg. Deliverables FRD Analysis Task 1 Procure Item # 1 Server Design Weekly T.E.M. VDD SwDD Analysis Task 2 Procure Item # 2 Client Design Item # 1 Received 27 27

28 How do we do it? Enter in Task Parameter Details Analysis Procurement Design Phase Development Phase Testing Phase Production Phase Recurring Tasks Weekly Status mtg. Deliverables FRD Analysis Task 1 Procure Item # 1 Server Design Server Design Weekly T.E.M. VDD SwDD Analysis Task 2 Procure Item # 2 Client Design Start Date 06/20/07 Duration 10 Days Work 80 hours Resource 1 80% Resource 2 40% Notes BOE, Assumptions, Dependencies, etc

29 Review and update your Wallpaper with the Project Team first then Review with Management & Stakeholders 29

30 Congratulations! Once you finish the BMPP process You are ready to use a Scheduling Tool (e.g., Microsoft Project) 30

31 If you are using Microsoft Project The tool needs a process for its use Setting up a new project

32 Transferring from Wallpaper to the tool First use tape to secure the Post it Notes to your wallpaper before you take the wallpaper off of the wall. The adhesive on the back loses its strength rather quickly. Data entry is much easier after this process: Your structure is predefined (if you were careful) The tasks contain everything you need to enter them into MS Project Task Description Start Date Duration Resource Names and Allocations Predecessors and Successors Notes 32 32

33 Schedule Flow Tips Create Three Main Sections in your schedule Meetings and Major Milestones Section For Upper Management and Customer Reporting Linked to Major Activities and Phases within the detailed Project Schedule Section Deliverables Section Listing of All Project Deliverables Both Customer (contractual) and Internal (non contractual) Project Detail Section Contains meat of the schedule Includes Documentation Development Includes Links to Meetings, Major Milestones and Deliverables Sections Contains the Documentation Section Individual tasks for development process of each document 33 33

34 Schedule Flow Tips - 3 Major Sections 34

35 Meetings and Major Milestone Section - Major Milestones 35

36 Major Milestone Mapping Task Grouping for Major Milestone Reporting Server Design Server Design Server Design Preliminary Design Server Design Peer Review Critical Design Review (CDR) Server Design» Server CDR with PMO Critical Design Review (CDR) Server Design Complete Server Design Develop Code Server Design Unit Testing Server Design Complete Tasks in Red are linked to the Major Milestone Section task with the same names 36 36

37 Major Milestone Mapping 37

38 Meetings and Major Milestone Section Meetings Task Grouping for Meeting Reporting Meetings Reported as a Milestone Project Kick Off Meeting Listed in Meetings Section Project Kick Off Meeting Project Kick Off Meeting Complete Status Review Meetings with Customer Depends Upon Frequency In Process Review (IPR) Complete Other Review Meetings with Customer Tasks in Red are linked to the Major Milestone Section task with the same names 38 38

39 Meetings and Major Milestone Section Meetings 39

40 Deliverables Mapping Internal (Non-Contractual) Internal Deliverables (Non Contractual) This is feedback needed before a process or phase can begin In our example we need information about the Server Room Back up Power? Are additional power drops needed? Is room cooling capacity Sufficient? Other Items Signed Documentation Authorizing Asset Purchase Resource availability Contractor Equipment Availability Internal Deliverable Task may only be a milestone task. Successor task(s) within the body of the schedule are linked to this milestone 40 40

41 Deliverables Section Internal & External 41

42 Deliverables Mapping External (Contractual) Recommended Documentation Task Flow Functional Requirements Document (FRD) Draft FRD Internal Review of Draft FRD Incorporate Changes into Draft FRD and Prep for Submittal Submit Draft FRD to PMO for Approval Incorporate PMO Comments into Draft FRD Internal Review of Final FRD and Prep for Final Submittal Submit Final FRD to PMO for Approval PMO Approves FRD Tasks in Red are linked to the Deliverables Section External (Contractual) tasks with the same names

43 Deliverables Mapping External (Contractual) 43

44 Deliverables Mapping Internal and External 44

45 Ready for the Baseline? MS Project Data Entry Completion Things to Double Check Calendars Company Holidays and Vacation time (if known) For each resource make sure you have the correct labor rates, other known Non Working times, or Special working hours (weekends, night or graveyard shifts, etc.). Add Material Costs and other ODC items to resource pool. Here is what you know after baseline is set The Actual Start and Dates are known The Actual Project Cost (Planned Cost, BAC) is known You have established the Value of each task as well as the overall project for EV. Resource Requirements are defined Hopefully a plan to deal with resource shortfalls and conflicts has been developed. Next Steps Stakeholder Final Review and Approval Resist those last minute attempts at scope creep Final Step Set the Baseline 45 45

46 If you are using Microsoft Project The tool needs a process for its use Schedule control (tracking)

47 Summary Schedule Planning often fails when the team is not involved Don t get wrapped into too much technology sometimes Manual is Good! Teamwork is Good when planning your project schedule Communication is paramount to effective Project Management Between the PM and the customer/client (stakeholders) Between the PM and company management Between the PM and the project team And Finally Always Remember 47 47

48 The Project Plan is NOT just the Schedule Policy and Procedures Project Charter Gantt Chart (schedule) Organizational Elements There are 10 plans included in a typical Project Management Plan (PMP) Milestone Chart (schedule) 48

49 For more information on how we can provide your organization with comprehensive full life cycle project management support services, training and enterprise level solutions, please contact: EDWARDS PROJECT SOLUTIONS 6085 Marshalee Drive Suite 140 Elkridge, MD Office: (800) (443) Fax: (443) Also Visit our website at: Website: 49