Basics on

Planning
Agenda
 Definition

 Planning in real life

 Planning Process

 Planning Steps
Definition
 In simple terms - think out; prepare

 how do we intend to achieve what

we wanted to achieve
 Any detailed scheme, program, or
method worked out beforehand for
the accomplishment of an object;
a proposed or tentative project or
goal or course of action.
 A drawing or diagram made to
scale showing the structure or
arrangement of something
Some adjectives

good, bad, noble, worthy, silly,

small, big, large, short-term,
long-term, successful, failure,
correct, improper, conscious,
unconscious, needed, not
needed, structured,
unstructured, formal, in-
formal, ad-hoc, aggressive,
pessimistic, optimistic,
realistic, imaginary, visionary
etc…
Planning in real life
‘failing to plan means planning
to fail’

• Games - Football, cricket, sports,

• Travel (Tour)
• Life Security ( Insurance, Savings
etc.. )
• Get-Together ( Parties, Festivals,
Functions etc..)
• Self Improvement ( Education,
Career, work etc..)
• Organization
• Manufacturing - Production,
Requirements for
Planning
 Ability to see till the end
 Common Sense

 Applying “Conscious
knowledge”
 Domain Information

 Analytical and Reasoning

capabilities
 Capability of identifying risk
situations
Advantages
 Provides informed direction
 Provides a better basis for decision-
making on
• time,

• cost,

• quality

• risks

 Helps to avoid
• conflict

• ambiguity

• defining the role clearly

• duplication of efforts
 Project Approach

Person specific
vs.

Participative
Process Groups –
PMI view

Initiate Plan

Control Execute

Close
IPECC
 What it is and is
not
Initiate Plan Execut Contro Clos
e l e

Devising and maintaining a workable

scheme to accomplish the business need
that the project was undertaken to address.

 It is the work plan, not the work.

 It is a definition of needed work and
resources
 Planning Objectives
Agreements on:
 Scope
 Objectives

 Work activities

 Estimates

 Resources required

 Roles & responsibilities

 How to change & update the plan

 Planning Process
Overview
Planning

Core Work Facilitating / Control

Plans Plans

Integrated Project Plan

 Planning Efforts

Execute
Level of Activity

Plan
Close
Initiate Control

Start Finish
Time
 Input to Planning
 Product Description
 Project Charter / Definition
 Historical Information

 Organizational Policies

 Constraints

 Assumptions
 Process Flexibility
On most projects:
planning steps are the same
the time spent and outcomes
High Formality
are flexible

Complex Simple
Project Project

Loose Formality
 Formality is based on
Complexities

TC = 3
(TC)

BC = 5
Result -
Potential
High (BC)
Complexity
 Output From Planning

 Project Plan
 Updated Project Charter
 Supporting Detail
Project Management –
PMI View
Risk

Scop Time
e

HR

m u n ica
Com
tion
Qualit Cost
y
n
tio
ra

e
Pro c u re m
(Plannin
eg

nt
Int

g steps)
 Planning diagram,
Integrated Project
Plan template.
4.
4. Determine how
Develop Project Scope changes will be
(Scope Statement) managed
(Change Mgmt Plan)

5. 7.
Define and Sequence Determine how Quality
Activities will be Managed
(WBS) (Quality Mgmt Plan)

6.
Estimate Activity 8.
Durations & Determine Determine how to meet
Resource Needs communication needs
(WBS) (Communication Plan)

11. 12.
9. 10. Determine what to
Organize and Aquire
Develop Schedule Estimate Resource Procure and when
Staff
(Schedule) Costs (Procurement Plan &
(Organization Plan)
SOWs)

13. 14.
Build budget and Identify Risk & Create
spending plan Risk Response Plan
(Cost Mgmt Plan) (Risk Mgmt Plan)

15.
Integrated the Plans
(Integrated Project
Plan)
 Work
4. Develop Project
Scope
 All the work, and only the work
required
 Scope Statement - agreement of what
is and is not
Includes:
• primary objectives
(products/deliverables)
Some may be cut
and
• major deliverable pasted from the
milestones
• assumptions product description
• constraints or charter.
• completion criteria
 4. Change Management
Management of changes to the primary
objectives and major deliverables
milestones.

The plan should

include agreements
of:
1. Change
acceptance/expectations
2. How changes will be
evaluated
3. How change will be
 5. Define and
Sequence
Activities
 Develop a Work Breakdown
Example-W BS/How?

Structure(WBS)
define work activities to Project

manage, create and Manage Rqmts Design Build Deliver

Plan Assess Engineer Construct Install
deliver the solution Execute
Control
Determine
Analyze
Specify
•
Test
Validate
Train
•
Close Propose • Integrate •
• • • • •
• • •

 DetermineDependencies
•

(Sequencing)
determine the order of Assess Current
System
work activities or Review
Scope
Determine&
ReviewGAPS
Adjust
Requirements

dependencies AnalyzeNew
Requirements
 Examples WBS’s
Example-WBS/How? 1 MANAGEMENT
Hierarchy Diagram Format

Table of Contents Format

1.1 Initiate
1.2 Plan
1.3 Execute
1.4 Control
Project 1.5 Close
2 REQUIREMENTS
2.1 Assess
Manage Rqmts Design Build Deliver 2.2 Determine
Construct 2.3 Analyze
Plan Assess Engineer Install
Test 2.4 Propose
Execute Determine Specify Train 2.5 …..
Control Analyze • Validate • 3 DESIGN
Integrate
Close Propose • • 3.1 Engineer
• • • • • 3.2 Specify
• • • 3.3 ….
• 3.4 …..
4 BUILD
1. Write First draft of policy. 4.1 Construct
4.2 Test
List Format

2. Review with team/manager.

4.3 Validate
3. Make changes as needed.
4.4 Integrate
4. File notice w/Secretary of the State 5 DELIVER
(SOS) 45 days before effective date. 5.1 Install
5. Formally review policy analysts and 5.2 Train
advocates. 5.3 …..
6. Make changes as needed. 5.4 …..
7. Update program manuals and forms
to reflect changes.
8. Submitted to the SOS by 5:00pm the
day before it is to be effective.
 Examples of
Sequencing
Assess Current
System
Review Determine& Adjust
Scope ReviewGAPS Requirements
AnalyzeNew
Requirements
 6. Estimate Duration
Determine
Resource Needs
 Obtain initial estimate of likely
duration for tasks does not take into
account the number
of people expected to
perform the task.

 For each task

- determine skills and
resources
6. Estimate Duration
Determine
Resource Needs
 7. Determine How
Quality
will be Managed
How will quality assurance and control be
conducted?
Wha
t?
•Identify Quality Standards
How
?
Chec •Quality Assurance
k
Quality •Quality Control
Plan
 8. Determine How
to Meet
Communication
Needs
The plan should determine:
•who needs what information
•when will they need it
•how will it be given to them
•by whom
And determine how to:
•store, update, and disseminate
information
•close, file and archive information
•update the communication plan
 9. Develop Schedule
determining start and finish dates for
tasks and assigning resources

Ma Jun Jul AugSepOct Nov

y
 Develop schedule -
Hints

 Task Sequencing
 Past experiences on developing the
schedule
 “Constant” factors in use
 Calendar – Organization, Resource
 Productivity Levels
 Matching the expectations
 r October November Decem ber Janua
T ask Nam e 9/10 9/17 9/24 10/1 10/8 10/15 10/22 10/29 11/5 11/12 11/19 11/26 12/3 12/10 12/17 12/24 12/31

Initiate
Product Description & Benefits
Charter
Project Proposal Approved 9/18

Plan
Scope Statement
Work Plan
Contract/Procurement Plan
QA Plan
Risk Plan
Project Plans Approved 9/27

Execute
Requirements
Analysis
Design
Coding
Testing
Maintenance
Controls
Status Reporting
Change Management
Communication Mgmt
Closing
Evaluation
Maintenance Turn-over

Terminology -
This is a schedule or Gantt chart,
not a WBS, not the project plan
 10. Estimate
Resource Costs
Develop cost estimates for:
•internal & external labor
(hrs,rates) refined during the
•materials course of the project ,
definitive just prior
•supplies
to construction
•contracts

•special costs Estimate

ROM + or -
50%
Intermediate +
or - 30%
Definitive + or
- 20%
 11. Organize and Acquire
Staff P o lic y a n d P r a c t ic e
T e a m ( S te e r in g
C o m m itte e )

K r is te n D u u s M a u r e e n C a s t e r lin e
O IS O v e r s ig h t B u s in e s s S p o n s o r

D e b ra H e r rli
P r o je c t M a n a g e r
(1 0 0 % )

B r y a n N e a ly T in a S e s h a d ri P e te H a le
S y s te m T e c h n ic a l A p p lic a tio n
A rc h ite c tu re T e a m R e s o u rc e (a s D e v e lo p m e n t T e a m
L e a d (5 0 % ) needed) L e a d (1 0 0 % )

1 C o n tra c t S y s te m s
4 B u s in e s s 3 C o n tra c t
In te g r a tio n /
A n a ly s ts D e v e lo p e rs
D a ta b a s e
D e v e lo p e r
 12. Determine What to
Procure and When
Procurement planning determines:
•whether, what, and how much,
Actual solicitation
•how and when, is part of execution
•how to manage solicitations,
selection, contract administration,
and closeout
Procurement documents:
•SOW - Statement of Work
•RFP - Request for
Proposal
•Evaluation Criteria
 13. Build Budget and
Spending Plan
Budgeting involves assigning the cost estimates
to all the tasks creating a cost baseline.
 14. Identify Risk & Create
Risk Response Plan
Risk planning involves:
•identifyingrisks w/high effect and impact
•planning for risk mitigation or
contingency
Common sources of risk:
•Changes in requirements
•Design errors and omissions

•Roles and responsibilities

misunderstood
•Poor estimates or
unsupported estimates
•Insufficiently skilled staff
 15. Integrate the Plans
Previous steps are
reiterated to create a
coherent plan.

for example:
•initial draft - reflects generic skills and duration
•final plan - reflects specific resources and dates
 Importance /
Lessons

 Straying from original goals,

 Inadequate resourcing
 Repetitive meetings - on what needs
to be done
 Frustration - poorly defined,
communicated, and coordinated work
activities
 Issues not understood or related
Queries…
…????
Thank you…
…!