From Planning to Baseline

Transcription

1 OFFICIAL INDUSTRY ASSOCIATION FOR MICROSOFT OFFICE PROJECT From Planning to Baseline Presented By: Steve M. Clark Project Manager Edwards Industries, LLC. 1

2 Typical Comments Some interesting tidbits about Schedules : It is a buzz word A word people like to use but do not fully understand what it is. It is used often during meetings but is forgotten once the meeting ends. Is considered by some project managers as not real project management work. It is viewed simply as an exercise that has little real value. We should be managing the project not the schedule. Do you want me to manage the project or the schedule? It is used to micro-manage the project team Schedules are too much work to maintain. The schedule does not reflect what is really happening or what is really needed 2

3 Planning How do you begin developing a schedule? Are you ready to develop a schedule? What is needed? Project Charter Scope Statement Requirements Work Breakdown Structure (WBS) Stakeholders!» Determine which key stakeholders are needed for this process.» Other stakeholders are consulted as needed. Subject Matter Experts (SME) How long will it take? That depends on the level of cooperation you get from the stakeholders and the SMEs. 3

4 Planning The Secret to Schedule Development B M P P 4

5 Planning What does BMPP stand for? Big Monster Piece This is true! Paper I affectionately refer to it as the Wallpaper process. of 5

6 Planning My Definition - BMPP is a structured brain storming process used to develop the schedule. What is needed? A large piece of paper Preferably from a 36 x 50 role Several smaller sheets taped together (Post-it Easel Pad 2.5 x 2 ) Post-it Notes (several colors and sizes) Note - This is not a 3M endorsement Felt Tip Markers (makes it easier to see the task descriptions) Scotch Tape Large Empty Wall Space 6

7 Planning Your role in the process: Facilitator You get the ball rolling Okay What is the first step? Keep the ball rolling by invoking discussion Keep those light bulbs shinning bright Watch out for scope creep Stop when you have squeezed all of the juice out Devil s advocate As the tasks are defined your job is say things like What if? What happens when? What else is needed? Are you sure? 7

8 Planning BMPP Advantages It is easier to see the whole picture when Post-it Notes are taped to the wall then it is on a computer screen. Change the task order. Inserting and/or deleting tasks. If it has not already been done the group is building the WBS. If it already exists, it is improving schedule accuracy and being refined. Building your resource requirements and 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. Once complete you can get buy-in. Why? - The Stakeholders and SMEs participated in the development process. It can be used during proposal development which can then be built upon to create the actual schedule. You get a more accurate reading as to what it is going to take. 8

9 Planning BMPP Disadvantages It can take several hours, days, or weeks to complete. However, Ask Yourself Is it better to spend the time upfront to produce a realistic schedule (plan) or try to repair a swag later under pressure (pay me now or pay me later ). If you use the wrong kind of tape you may be charged to repair the wall. If you use push pins make sure it is okay to do so. However, scotch tape is better. Can take up a lot of wall space. How do we get started? 9

10 Mark Your Territory! 10

11 Identify Deliverables Deliverables FRD VDD SwDD 11

12 Identify Recurring Tasks Recurring Tasks Weekly Status mtg. Weekly T.E.M. Deliverables FRD VDD SwDD 12

13 Identify High Level (Summary) Tasks Analysis Procurement Design Development Testing Production Recurring Tasks Weekly Status mtg. Deliverables FRD Weekly T.E.M. VDD SwDD 13

14 Identify Next Level (Summary?) Tasks Analysis Procurement Design Development Testing Production 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 14

15 Define Task Relationships Analysis Procurement Design Development Testing Production 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 15

16 Identify Milestone Tasks Analysis Procurement Design Development Testing Production 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 16

17 Define Task Parameters Analysis Procurement Design Development Testing Production 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. 17

18 Congratulations! Now You Are Ready for MS Project! Transferring from Wallpaper to the tool (MS Project) First - use Scotch tape to secure the Post-it Notes to your wallpaper before you take the wallpaper off of the wall. The adhesive on the back looses 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 18

19 Schedule Flow Tips Create Three Main Sections Meetings and Major Milestones Section For Upper Management and Customer Reporting Linked to Major Activities and s within the detailed Project Schedule Section Deliverables Section Listing of All Project Deliverables Both Customer (contractual) and Internal (non-contractual) Project 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 19

20 Schedule Flow Tips 3 Major Sections 20

21 Schedule Flow Tips Meetings and Major Milestone Section Major Milestones 21

22 Schedule Flow Tips 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 is linked to the Major Milestone Section task with the same names 22

23 Schedule Flow Tips Major Milestone Mapping 23

24 Schedule Flow Tips 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 Task in Red is linked to the Major Milestone Section task with the same name 24

25 Schedule Flow Tips Meetings and Major Milestone Section Meetings 25

26 Schedule Flow Tips 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 26

27 Schedule Flow Tips Deliverables Mapping Internal (Non-Contractual) 27

28 Schedule Flow Tips 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. 28

29 Schedule Flow Tips Deliverables Mapping External (Contractual) 29

30 Schedule Flow Tips Deliverables Mapping Internal (Non-Contractual) and External (Contractual) 30

31 Ready for Base Lining? 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 base lining - 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 - Base Lining 31

32 Questions! 32