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Principles of Project Management
Module 3
Project Planning
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Project Planning
• Planning is a pre-emptive [vorweggenommene] consideration of future activities
• Based on the “five friends, who taught me all I know” [W-Fragen]
• Allows consideration of alternatives• Mistakes are inexpensive
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Questions, PjMt Tasks & Deliverables I• What needs to be done?
• structure project • Work Breakdown Structure [Projektstrukturplan]• Work Packages [Arbeitspakete]
• Who does it?• determine resources
• refined Work Packages
• What are the most important events?• define milestones
• Milestone Plan [Meilensteinplan]
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Questions, PjMt Tasks & Deliverables II• When must the work be done?
• determine sequences• determine interdependencies
• Time Line (aka Project Plan) [Terminplan]• Gantt Chart [Balkanplan]• PERT Diagram [Netzplan]
• What effort and costs are involved?• determine effort and costs
• Resource Plan [Ressourcenplan]• Cost Plan [Kostenplan] - against Budget
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Questions, PjMt Tasks & Deliverables III• How can the project goals be met?
• refine plan• balance time, resources and costs
• optimised plan [Planoptimierung]
• Where are the risks?• analyse risks
• Risk Analysis [Risikoanalyse]• including mitigation strategy
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Summary - PjMt Tasks
Question Task DeliverableWhat needs to be done? Structure project Work Breakdown Structure (WBS)Who does it? Plan resources Work Packages (AP)What are the important deliverables? Define milestones Milestone Plan (MSP)When must the work be done? Determine sequences Time Line (aka Project Plan)What effort and costs are involved?
Determine effort and costs Resouce Plan
How can goals be met? Refine plan Optimised PlanWhere are the risks? Analyse risks Risk Analysis
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18Week
GANTT Chart
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Mary Tim
Mary
Tim
John
Tim
Charlie
Demo
CeBIT
Tim
John
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
PERT Diagram
B C
HA E
F
D
G
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Work Breakdown Structure
• Important management and analysis tool
• Breaks project into manageable chunks• sub-projects• tasks, task groups
• Reduces complexity, eases planning
• Facilitates completeness checks
• Basis for (later) optimisation
• Concerned only with subject matter
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Example: WBSProject
Supporting WPs
Sub-Project B
Sub-Project C
Sub-Project A
WP A1
WP A2
WP A3
WP A4
WP B1
WP B2
WP B3
WP C1
WP C2
WP C2.1
WP C2.2
Quality Assurance
Change Management
Project Management
Direct WPs
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
WBS Methods
• Top-Down• from overview (Project Goal) to detail (WP)• commonest method• detail enhanced in the process
• Bottom-Up• from detail (WP) to overview (Project Goal)• useful when details known, pre-determined• cross-check - replacing existing systems
• Brain-Storming, Mind-Mapping etc
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Have you read …?
• Business Mind Mapping(German)Tony Buzan, Vanda North; ISBN 3-7064-0577-6
• MindManager Student Edition (Software)• Creative Thinking and Brainstorming
J Geoffery Rawlinson; ISBN 0-7045-0543-6
• Rapid Problem Solving with Post-It® NotesDavid Straker; ISBN 1-55561-142-7
• The Thinker’s ToolkitMorgan D Jones; ISBN 0-8129-2808-3
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
House
Implementation AcceptancePlanning
House
Ground Floor
RoofCeller
House
ImplementationPlanning
Design Structure Celler Roof
House
Masonry CarpentryEarthworks
WBS Principles
• Object / Artefact based
• Activity based
• Phase based
• Mixed Forms
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Work Packages (WP)
• Tasks, events, activities
• Basis for all (project) planning
• Lowest level of WBS
• Someone is responsible for each WP- ensures that the agreed deliverables are
produced within the agreed cost and time constraints
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
WP Definition• Project name and number• Project Manager’s name• Work Package number (hierarchical)• Work Package name• Person responsible for WP• Cost centre• WP goal(s) and deliverables• Pre-requisites (preceding WPs)• Space for signatures (WP ~ contract)
Particularly important for matrix management - shared responsibility between PjM and Line Management
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
WP - Sample Definition
Project Number: 225 Project: B2 Series Project Manager: John MurphyWP-Number: 4.2.5 WP-Name: Test Production Run WP Responsibility: Tom O'DwyerCost Centre: 75
Goals & Deliverables:
Pre-Requisites:
Approved / Agreed Date Signature CommentProject Manager:WP Responibility:
# Production workers are trained in the use of the production equipment# The 0 series (10 units) of the model B2 is produced# The start-up problems have been resolved# Changes (setup and processes) have been documented
# The production line is completed (WP 3.5.3)# The production material is available and prepared (WP 3.5.9)
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Milestone Plan
• Provides quick and quality overview of project
• Provides structure by determining dates for specific (sub) goals
• Reviewing milestones (is the goal achieved?) provides project status
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Milestones
• Important events or deliverables• goals, sub goals, completion of sub projects
that must be achieved within the project
• Motivation factor for team members• success factor - goal/date achieved• (positive) stress factor - getting it done
• Often result in monetary reward• external projects - payment goal• project team - bonus payments
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Milestone Definition• Project name and number• Project Manager’s name• Milestone number (hierarchical)• Milestone name• Person responsible for milestone• Milestone definition and deliverables• Pre-requisites (preceding WPs)• Space for signatures (Milestone is often
contract event ~ payment)
Particularly important for matrix management - shared responsibility between PjM and Line Management
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Project Number: 225 Project: B2 Series Project Manager: John MurphyMilestone-Number: 4.3.1 MS-Name: WP Responsibility: Tom O'Dwyer
Cost Centre: 75
Goals & Deliverables:Milestone Date:Pre-Requisites:
Approved / Agreed Date Signature CommentProject Manager:WP Responibility:
B2 Production commenced
Production commenced with 35 Units "B2" / day26th May 2002# The production line is completed (WP 3.5.3)# Production line staff are trained (WP 3.5.5)# The production material is available and prepared (WP 3.5.9)
Milestone - Sample Def.
Date !
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Sequence Planning
• Precedes the actual project plan
• Determines the sequence in which work must be done
• Can be diagrammed as• Histogram (Balken Diagramm) ~ Gantt• Network Diagram (Netzplan) ~ PERT
• “As much detail as necessary, as little as possible”
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Gantt Chart
• Easy to read
• Needs precision
• Needs detail
• Does not normally show dependencies
• Add dependencies (MS Project) to really understand what’s happening
1 2 3 4 5 6 7 8 9 10
11
12
13
14
15
16
17
18
Week
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Mary Tim
Mary
Tim
John
Tim
Charlie
Demo
CeBIT
Tim
John
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Network Diagram
• More precision
• Better suited to large projects
• Requires PjMt Software
• Needs experience, feeling for appropriate level of detail
• Project team often have difficulty understanding PERT Diagrams
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Types of Network Diagrams
• Critical Path Method (CPM)• Tasks and arrows net [Vorgangspfeilnetz]
• Program Evaluation and Review Technique (PERT)• Event node net [Ereignisknotennetz]
• Metra Potential Method (MPM)• Task node net [Vorgangknotennetz]
• Methodology Gurus !
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Finally - MS Project
Milestone with Date
Sub ProjectTasks
Dependencies
Project Duration
Time Line
WBS
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependency Rules
• The first WP has no predecessor [Vorgänger]
• The last WP has no successor [Nachfolger]
• All other WPs have at least one predecessor and one successor
• Left to right (like Top-Down)
• Right to left (like Bottom-UP), as check
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Creating the Network I
A1.1
A1.2
A1.3
A1.4
A2.1
A2.2
A2.3
A3.1
A3.2
B1.1
B1.2
B1.3
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Creating the Network II
A1.1
A1.2
A1.3
A1.4
A2.1
A2.2
A2.3
A3.1
A3.2
B1.1
B1.2
B1.3
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependencies I
A B
A
B
End to Start [Ende-Anfang][Normalfolge]
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependencies II
A B
A
B
Start to Start [Anfang-Anfang][Anfangsfolge]
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependencies III
A B
A
B
End to End [Ende-Ende][Endfolge]
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependencies IV
A B
A
B
Start to End [Anfang-Ende][Sprungfolge]
?
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependencies V
A B
A
B+
Time Lags [Zeitverschiebungen]
+/- 5d
+5d-5d
B-
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Dependencies - Summary
• Ende-Anfang (EA)
• Anfang-Anfang (AA)
• Ende-Ende (EE)
• Anfang-Ende (AE)
• +/- Zeitverschiebung
• Anfang B gekoppelt an Ende A
• Anfang B gekoppelt an Anfang A
• Ende B gekoppelt an Ende A
• Ende B gekoppelt an Anfang A
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
• As early as possible• End no earlier than• End no later than• As late as possible• Start not earlier than• Start not later than
• Must end by• Must start by
WP Time Constraints
• Flexible Constraints
• Fixed Constraints
• Beware the mouse in MSP Gantt Charts !
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Buffers and Puffers• Latest Start minus Earliest Start• Latest Finish minus Earliest Finish• Float (Slack) = one of the above
DurationEarliest Start Date
Earliest Finish Date
Duration
Latest Start Date
Latest Finish Date
Float
Float
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Critical Tasks
• Tasks where the earliest and latest dates are identical (ES=LS or EF=LF)
• Tasks with no float or slack
• Delays directly effect project completion
• Critical Path is sequence of critical tasks
• Float and (therefore) critical tasks are calculated by the Front Pass, Back Pass
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
ES: 8/11
EF: 12/11Project begins 1/11,therefore Earliest Start for Task A is 1/11 Task H still cannot be
calculated,as all preceding tasks have not been calculated.Earliest Finish of Task E is noted
Task A finishes 3/11 (start 1/11, 3 days duration),therefore Earliest Start for Task F is 4/11
Task C finishes 10/11,(Start 9/11, 2 days duration)therefore Earliest Start for Task D is 11/11
Task H cannot be calculated,as all preceding tasks have not been calculated.Earliest Finish of Task D is noted
Task B finishes 8/11,(Start 4/11, 5 days duration)therefore Earliest Start for Task E is 9/11
Task A finishes 3/11 (start 1/11, 3 days duration),therefore Earliest Start for Task B is 4/11
CPM - Front Pass I
ES: 1/11
ES: 4/11 ES: 9/11
Task B finishes 8/11,(Start 4/11, 5 days duration)therefore Earliest Start for Task C is 9/11
ES: 11/11 EF: 17/11
ES: 9/11
EF: 16/11
ES: 4/11
Task F finishes 7/11,(Start 4/11, 4 days duration)therefore Earliest Start for Task G is 8/11.
In order to calculate ES for Task H, The EF is also noted
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
CPM - Front Pass II
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11 EF: 17/11
ES: 9/11
EF: 16/11
ES: 4/11 ES: 8/11
EF: 12/11
Task H cannot commence before all preceding tasks are completed
Task D has an Early Finish date of 17/11Task E has an EF of 16/11Task G has an EF of 12/11
Therefore, the earliest start date (ES) for Task H is 18/11
The EF date for Task H is 20/11(ES 18/11 + 3 days duration)
The EF for the last task is also the earliest finish date (EF) for the project
EF: 20/11 ES: 18/11
Project Duration: 1/11- 20/11
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
CPM - Back Pass I
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11
ES: 9/11
ES: 4/11 ES: 8/11
In the Back Pass, the same methodology is applied to calculate the latest possible dates by which activities can finish, without delaying the finish date of the project.
Task H is the last task in the project.
If Task H can be completed by the EF date, then there will be no delay to the project.
Therefore the EF of Task H can be used as a latest finish date (LF) for Task H, without impairing project completion
EF: 20/11
Project Duration: 1/11- 20/11
LF: 20/11ES: 18/11
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
CPM - Back Pass II
LF: 10/11LF: 8/11
LF: 12/11
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11
ES: 9/11
ES: 4/11 ES: 8/11
LF: 20/11ES: 18/11
The latest start date (LS) for Task H is 18/11 (LF 20/11, less 3 days duration), therefore Latest Finish for Tasks D, E and G is 17/11, if project completion is not to be impaired
LF: 17/11
LF: 17/11
LF: 17/11
Latest Finish for Task B must reflect the earlier of the latest start dates of its succeeding Tasks:LS Task C is 9/11 (LF - 2 days)LS Task E is 10/11 (LF - 8 days).
Therefore LF Task B is 8/11
LS Task G is 13/11 (LF - 5 days),therefore LF Task F is 12/11
LF: 3/11
Latest Finish for Task A must reflect the earlier of the latest start dates of its succeeding Tasks:LS Task B is 4/11 (LF - 5 days)LS Task E is 9/11 (LF - 4 days).
Therefore LF Task A is 3/11
The latest start date for Task A (and therefore the project) is 1/11 if the completion date is not to be impaired
LS for Task D is 11/11,(LF 17/11, less 7 days duration)therefore Latest Finish for Task C is 10/11
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
CPM - Critical Path I
LF: 10/11LF: 8/11
LF: 12/11
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11
ES: 9/11
ES: 4/11 ES: 8/11
LF: 20/11ES: 18/11
LF: 17/11
LF: 17/11
LF: 17/11
LF: 3/11Float
0
Float = LF - (ES + duration)
Task A3/11 - (1/11 + 3 days)3/11 - (3/11)
Float = 0
Float0
Float0
Float0
Float1
Float5
Float5
Float0
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
CPM - Critical Path II
Task ERes: 1Dur: 8
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
LF: 10/11LF: 8/11
LF: 12/11
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11
ES: 9/11
ES: 4/11 ES: 8/11
LF: 20/11ES: 18/11
LF: 17/11
LF: 17/11
LF: 17/11
LF: 3/11Float
0
Float0
Float0
Float0
Float1
Float5
Float5
Float0
Task ARes: 2Dur: 3
ES: 1/11LF: 3/11
Float0
Task BRes: 2Dur: 5
LF: 8/11ES: 4/11 Float
0
Task CRes: 1Dur: 2
LF: 10/11ES: 9/11 Float
0
Task DRes: 1Dur: 7
ES: 11/11LF: 17/11
Float0
Task HRes: 3Dur: 3
LF: 20/11ES: 18/11 Float
0
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
CPM - Dynamic CP I
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
LF: 10/11LF: 8/11
LF: 12/11
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11
ES: 9/11
ES: 4/11 ES: 8/11
LF: 20/11ES: 18/11
LF: 17/11
LF: 17/11
LF: 17/11
LF: 3/11Float
0
Float0
Float0
Float0
Float1
Float5
Float5
Float0
Task ERes: 1Dur: 8
Task E1Res: 1Dur: 2
ES: 9/11LF: 17/11
Float1
Task E1Res: 1Dur: 2
ES: 17/11LF: 18/11
Float0
ES: 19/11LF: 21/11
LF: 18/11Float
1
LF: 18/11Float
6
LF: 16/11Float
0
LF: 13/11Float
6
LF: 11/11Float
1LF: 8/11Float
0
LF: 3/11Float
0
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
CPM - Dynamic CP II
Task HRes: 3Dur: 3
Task GRes: 2Dur: 5
Task FRes: 2Dur: 4
Task DRes: 1Dur: 7
Task CRes: 1Dur: 2
Task BRes: 2Dur: 5
Task ARes: 2Dur: 3
LF: 10/11LF: 8/11
LF: 12/11
ES: 1/11
ES: 4/11 ES: 9/11 ES: 11/11
ES: 9/11
ES: 4/11 ES: 8/11
LF: 20/11ES: 18/11
LF: 17/11
LF: 17/11
LF: 17/11
LF: 3/11Float
0
Float0
Float0
Float0
Float1
Float5
Float5
Task ERes: 1Dur: 8
Task E1Res: 1Dur: 2
ES: 17/11LF: 18/11
Float0
ES: 19/11LF: 21/11
LF: 18/11Float
1
LF: 18/11Float
6
LF: 16/11Float
0
LF: 13/11Float
6
LF: 11/11Float
1LF: 8/11Float
0
LF: 3/11Float
0Float
0
Task E1Res: 1Dur: 2
ES: 17/11LF: 18/11
Float0
Task HRes: 3Dur: 3
Float0
ES: 19/11LF: 21/11
ES: 9/11
Task ERes: 1Dur: 8
LF: 16/11Float
0
Task BRes: 2Dur: 5
ES: 4/11LF: 8/11
Float0
Task ARes: 2Dur: 3
ES: 1/11LF: 3/11
Float0
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Resource Planning I• Distinguish between effort [Aufwand] and duration [Dauer]• Remember this? “If it takes 5 men 10 days to dig a hole, how long will 10 men
need?”
Duration10 Men
5 MenDuration
Duration
Fixed Effort e.g. digging a hole
DurationDuration
Duration
Fixed Duration e.g. Test under load
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Resource Planning II
• Work Packages as basis
• WP Owner estimates effort, resources• Best guess (based on experience, tools)• Ask the people doing the work• Include testing, quality and documentation!• People-Effort in person-days, person-hours• Equipment in units or %age usage
• Duration = Effort/Resources• in weeks, days, hours
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Resource Planning III
• Tasks, activities within WP are listed
• Resources (duration, number) defined
Project Number: 225 Project: B2 Series Project Manager: John MurphyWP-Number: 4.2.5 WP-Name: Test Production Run WP Responsibility: Tom O'DwyerCost Centre: 75
Resource Resource Allocation Resource Usage Duration Production Manager 0,5 50% 10Production Workers 5 500% 4QM Manager 1 100% 2etc etc
Total Effort: Duration: 10 Days27 Person-Days
Effort (PD)5
202
Allocation
Duration
WP Duration
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Insurance
• Not (Yet) Allocated Resources (NYA)• Time and Money for items not yet recognised• Separate Task• Include in plan and in reporting• Reduce (as needed) by allocating resources
to other tasks and activities• Allows isolated budget overruns without
overall project overrun• Do not waste these not yet allocated
resources- if not needed, deliver the project early!
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Example: Not yet allocatedProposalTask Budget
(Days)A 20B 20C 20Test, Bug Fixing 20Project Mngt 20
100Contingency (10%) 10
110
ExecutionTask Activities Budget (Days)A A1 5
A2 3A3 4A4 3 15
B B1 2B2 8B3 5 15
C C1 10C2 5 15
T Test, Bug Fixing 15 15PM Project Management 20 20NYA Not allocated (20%) 20 20CT Contingency (10%) 10 10
110
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Cost Planning
• Detailed cost planning vs. Budget
• Work Packages as basis
• Use accounting/controlling classificationProject Number: 225 Project: B2 Series Project Manager: John Murphy
WP-Number: 4.2.5 WP-Name: Test Production Run WP Responsibility: Tom O'DwyerCost Centre: 75
Cost Classification Number Cost per Day TotalPersonnel 2 500,00 € 1.000,00 €
10 375 3.750,00 € 15 425 6.375,00 €
Equipment 7.000,00 € Tools 2.000,00 €
Material Production Material 500,00 € Travel Subsitence 4 250 1.000,00 €
Total Costs 21.625,00 €
Machinery
ResourcePurchasingO'ConnorDunphy
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Optimising the Plan
• Improve on completion date
• Optimise resource usage
• Juggle• Dates
• Concentrate on (dynamic) Critical Path
• Resources• Under utilised resources cost money, over
utilised are less productive and/or sick
• Costs• Replace expense resources with less expensive
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Risk Analysis
• Life - and projects - is full of risk!
• Identify risks
• Financial, organisational and technical
• Use WBS to ask• What can possibly go wrong? (Murphy)• What assumptions may be incorrect?• How can risk be avoided? • What would be the effect?• How can effects be minimised?
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
• Penalty clauses [Konventionalstrafen]
• Customer Insolvency• Increased salaries• Legal changes• Increased supplier
costs
• Planning too optimistic
• Loss / unavailability of staff
• Badly defined requirements
• Delays / overruns
Types of Risk
• Financial Risk
• Organisational Risk
• Technical Risk
• New methods / processes
• New products• New applications• New technologies• Equipment failures
All rights reserved. Colm Toolan, Business Architect. 2001 - 2005
Contact Information
Colm Toolan, Business Architect
Isarweg 35
24146 Kiel
Colm(full stop)toolan(funny symbol)toolan(full stop)de
T: +49 431 7859 - 737 F: -738
M: +49 171 6450 998