1 TenStep Project Management Process ™ PM00.2 PM00.2 Project Management Preparation for Success * Build the Workplan *

1TenStep Project Management Process™

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PM00.2PM00.2 Project Management Preparation for Success Project Management Preparation for Success

* Build the Workplan ** Build the Workplan *


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Build the WorkplanBuild the Workplan

Also referred to as the project schedule


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Build the WorkplanBuild the Workplan

Options

• Work through activities in your head (small project)

• Use workplan from prior successful project

• Use templates based on project characteristics

• Build from scratch


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Build the Workplan From ScratchBuild the Workplan From Scratch

1. Review all baseline deliverables

2. Create a Work Breakdown Structure (WBS)

3. Estimate the effort

4. Create a network diagram

5. Assign resources

6. Estimate duration and cost

7. Adjust plan and add milestones


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Step 1 - Review All Baseline DeliverablesStep 1 - Review All Baseline Deliverables

• Project Definition

– Deliverables

– Approach

• Estimating tools

• Resource availability

• Previous WBS from prior projects

• Company architecture


2. Create a WBS



5. Assign resources




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Step 2 – Create a Work Breakdown StructureStep 2 – Create a Work Breakdown Structure

1. Break down work at project level (level 0)

2. Are any activities greater than the estimating threshold?

3. If yes, break those down into lower-level activities

4. Repeat steps three and four until all activities are less than estimating threshold

5. Estimate the effort hours for all of the detailed activities


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Work Breakdown Structure (WBS)Work Breakdown Structure (WBS)

• Any breakdown should end up covering all the work

• Sequencing not important right now

• Estimating threshold - how small to break the work down

• Summary activities

• Detailed activities


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Work Breakdown StructureWork Breakdown Structure

Example: by phase


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Example: by deliverable


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Example: time based


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Example: classic Deliverable

Work Package 1 Work Package 2 Work Package 3

Activity 1 Activity 2 Activity 3

Task 1 Task 2 Task 3

(Optional)

(Optional)


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Does:

• Break down the work into smaller and smaller pieces

• Divide the work into manageable chunks

• Make it easier to estimate the work at the detailed level

Does not:• Allow you to control

the project• Allow you to

sequence the activities• Tell you who does

what work


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Exercise - Case Study #3Exercise - Case Study #3

Read additional case study information

• Break into teams

• Build work breakdown structure using one sticky pad sheet for each summary and detailed activity

• Number each activity based on the levels(0.0, 1.0, 2.0, 2.1, 2.2, 2.2.1, …)

• Report out


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Are you more familiar with an Indented Task List?


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Step 3 - Estimate the WorkStep 3 - Estimate the Work

• Estimate effort hours

• Duration estimates will come out after resources are assigned

• Cost estimates are created after the rest of the workplan is completed

• Are full life-cycle costs required?

• Include customer cost and effort?


2. Create a WBS



5. Assign resources




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Step Right UpStep Right Up

• Take a script

• Estimate the number of candies based on your script

• Report your estimate

• How did you come up with your estimate?


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Estimate the EffortEstimate the Effort

Estimating techniques

• Previous history (actual hours tracked)

• Analogy (similar, not exact)

• Ratio (the same, but different scale)

• Expert opinion

• Delphi

• Parametric modeling

• Work breakdown structure


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Previous history /analogy

• Look for similar projects from the past

• May or may not have detailed estimates and actuals

• Industry databases

• Benchmarking

Example - Chicago project is 500 hours. Atlanta is similar size


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Ratio

• Projects are similar but different scale

• The main factors that drive the effort are similar

• Could be scaled higher or lower

Example - Chicago project 500 hours. Orlando half as big. New York twice as big.


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Expert opinion / Delphi

• Someone who has done it before

• Experts within company

• Industry experts

• Research analysts


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Parametric modeling

• Use modeling and mathematical formulas

• Apply isolated / standard actuals to the entire project

Example - Highway is $1 million per lane per mile. How much for 10 miles of four lane highway?


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Work Breakdown Structure

• Break down the work

• Estimate all work at the detailed level

• Add up the estimates for all detailed activities

• Apply estimating techniques at the activity level

WBS is usually the most time-consuming, but can be the most accurate


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ESTIMATE ACCURACY PURPOSE

ORDER OFMAGNITUDE

(CONCEPTUAL)

-25% - +75% Evaluation of projects or alternatives

PRELIMINARY(BUDGET)

- 15% - +25% Establish initial budget,reserve funds for project

DEFINITIVE - 5% - +10% Establish actual project budget, after Project

Definition


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Estimating contingency

• Represents estimating confidence level

• Identified as a separate budget amount (best)

• Buried into each individual estimate (worst)

• Tapped for overruns from inaccurate estimates

• Cannot be tapped for scope change requests


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Exercise – Case Study #4Exercise – Case Study #4

• Look at estimating scenarios

• Identify a primary estimating technique for each scenario

• Look for a second technique to see if the estimate is confirmed. If not, more work may be needed.

• Determine work estimates

• Report out


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Step 4 - Create the Network DiagramStep 4 - Create the Network Diagram

• Sequence the activities - what comes first, second, third, etc.

• Look for relationships between activities

• What can be done in parallel?

• What activities must wait for others to complete?


2. Create a WBS



5. Assign resources




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Network DiagramNetwork Diagram

• One start and one end• Collection of any set of related tasks is a path• All tasks have at least one predecessor (except the

beginning)• All tasks have at least one successor (except the end)


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Activity Relationships

• Finish to Start (F -> S) Activity A must finish before activity B can start

• Start to Finish (S -> F)Activity A must start before activity B can finish

• Start to Start (S -> S)Activity A must start before activity B can start

• Finish to Finish (F -> F)Activity A must finish before activity B can finish


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Finish to Start (F -> S) Activity A must finish before activity B can startMost common

A B

Hookup new computer Before

New software is installed


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Start to Finish (S -> F) Activity A must start before activity B can finish Rare

A B

You must start fertilizing the garden

(You can end any time) BeforeI can finish watering the

garden (I can start any time)Garden

fertilizer must be applied while the plants are still wet.


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Start to Start (S -> S)Activity A must start before activity B can start

A B

Begin painting walls in room A Before

Beginning to wallpaper in room BWe want the

wallpaper hung while the walls are painted to minimize the total disruption. The wallpaper team is ready, but …


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Finish to Finish (F -> F)Activity A must finish before activity B can finish

A B

The turkey must finish

cookingBefore

The potatoes finish

cooking

Guests are coming and there is a lot of food to prepare. The start times are flexible, but the turkey and potatoes must finish around the same time.


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Network Diagram example (convert WBS to Network Diagram)

T a sk 1 .1 T a sk 1 .2

A c tiv ity 1

T a sk 2 .1 T a sk 2 .2

A c tiv ity 2

T a sk 3 .1 T a sk 3 .2

A c tiv ity 3

W B S

Start 1.1 1.2 2.2

2.1 3.1 3.2

Finish


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Exercise – Case Study #5Exercise – Case Study #5

• Use the WBS you created earlier

• Rearrange the activities to create a network diagram

• Report out


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Critical PathCritical Path

• Shortest length of time from start to finish

• Longest length of time from start to finish

• Drives the end date

• Can change during the project

• Any delay will cause the entire project to be delayed

• Can’t manage duration withoutknowing critical path


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• Calculated automatically by project management tool

• Can calculate manually by understanding early start, early finish, late start and late finish

• Forward and backward pass

• Path with zero slack


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Example:


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End

Path A

Path B

Time

A F I PO

B MLC D K

E H N QG

J

Path C

Path D



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Critical Path - Determining Float • Early start

– the earliest an activity can start

• Early finish– the earliest an activity can finish

• Late start– the latest an activity can start and not delay the project

• Late finish– the latest an activity can finish and not delay the project

1 day

ES EF

1 day

LS LF


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Critical Path - Determining Float • Forward Pass

– Calculate early start and early finish for each activity

– Driven by prior dependencies

– Early Finish = Early Start + Duration

• Backward Pass

– Calculate late start and late finish for each activity

– Driven by not delaying predecessor activities

– Late start = Late finish - Duration

• Float = Late Finish - Early Finish

• Critical path – all activities on the path have ZERO float


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Critical Path - Determining Float

1 day

4 days 3 days

5 days 6 days

2 days

1 day

0

1 ___ ___

___

___

1

1

5

6

___ ___

___

___

Forward Pass


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1 day

4 days 3 days

5 days 6 days

2 days

1 day

12

11______

___

___

6

14

12

12

______

___

___

Backward Pass


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1 day

4 days 3 days

5 days 6 days

2 days

1 day

12

1184

0

6

14

12

12

118

1

Float = Late Finish (LF) - Early Finish (EF)

12 14

8 95 81 5

0 1

6 121 6

1 6

Float = ___

Float = ___

Float = ___Float = ___Float = 3

Float = 0

Float = 0


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Exercise - Critical Path

How long will the project take?

1 day 3 days 6 days 1 day

5 days 4 days 3 days

2 days

9 days 2 days


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Step 5 - Assign Resources to Roles & Tasks

• Assign specific resources if known

• Assign generic resource roles

– ‘programmer1’, ‘technical writer 1’

• Check for resource over-allocation or under-allocation

• Perform resource smoothing / leveling

• Resource dependencies may be introduced


2. Create a WBS



5. Assign resources




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Step 5 - Assign Resources to Roles & TasksResource Leveling

Before After

2

4

6

8

10

Hours

Days

Joe Smith

7 8 9 10

Joe Smith

2

4

6

8

10

Hours

Days

7 8 9 10 11


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Step 6 - Estimate Duration and Cost

Convert effort hours to duration

1. Factor in productive hours per day

2. Factor in available workdays

3. Determine how many resources on each activity

4. Take into account any part-time resources

5. Calculate delays and lagtimes

6. Document all assumptions.


2. Create a WBS



5. Assign resources




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Estimate Cost

Now you can estimate the costs1. Determine the cost of labor, internal and external

2. Include all nonlabor costs, including: – Hardware and software

– Travel expenses

– Training

– Team building

– Facilities

– Maintenance / support costs

3. Document all assumptions


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Step 7 - Adjust Plan and Add MilestonesStep 7 - Adjust Plan and Add Milestones

• Make sure schedule seems reasonable. If not check estimatingassumptions.

• Add time for project management, if not already accounted for (15%)

• Validate you have met any fixed deadlines? (If not, reschedule.)

• Add milestones after completion of major deliverables

• Save a copy of workplan as the baseline


2. Create a WBS



5. Assign resources




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Move into Workplan Tool (if not already there)Move into Workplan Tool (if not already there)


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Action Items• Follow-up activities• Typically come out of meetings• Add to workplan to ensure follow-up

– Exception – if action item has trivial effort

– Exception – if action item will be closed within one meeting cycle


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Learning ObjectivesLearning Objectives

By the end of class, each participant should be able to:Understand the value of project management processesReview the various aspects of defining a projectBuild and maintain an appropriate project workplan • Identify and manage issues, scope and communication• Identify and manage project risks• Determine methods to manage project documentation• Identify and manage to the appropriate level of quality• Identify metrics to improve processes and declare success


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Questions??

Documents

1 TenStep Project Management Process ™ PM00.2 PM00.2 Project Management Preparation for Success * Build the Workplan *