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SW Project Management Project Charter and Plan. INFO 420 Glenn Booker. Digging deeper. So far we’ve looked at projects from a fairly high level or strategic perspective The business case provided a high level justification of the project

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SW Project Management Project Charter and Plan

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Sw project management project charter and plan

SW Project ManagementProject Charter and Plan

INFO 420

Glenn Booker

Chapter 3


Digging deeper

Digging deeper

  • So far we’ve looked at projects from a fairly high level or strategic perspective

    • The business case provided a high level justification of the project

  • Now it’s time to focus on a single project in more detail, and start fleshing out the details needed to make it a reality

Chapter 3


Project charter and plan

Project charter and plan

  • The second phase of the project life cycle develops the project charter and baseline project plan

    • These are the foundation for guiding the project through its implementation

    • A major role is to define subplans that, together, will achieve the project’s goals

Chapter 3


Subplans

Subplans

  • Subplans help manage specific aspects of the overall project

    • Scope, schedule, budget, quality, risk, and people could each be the basis for a subplan

    • Combined with the project’s methodology, processes, and tools, they define the project’s infrastructure and framework

Chapter 3


Project planning overview

Project planning overview

  • Much of the course will focus on the details of these various subplans

  • For now, introduce the project planning process and how it connects to the PMBOK

    • And we’ll link the MOV to the project’s scope, budget, and schedule

Chapter 3


Project planning overview1

Project planning overview

  • Ultimately the project plan will answer the basic concerns

    • Who is involved in the project?

    • How much will it cost?

    • How long will it take?

    • What will the finished product be able to do?

Chapter 3


Project processes

Project processes

  • A process is a set of activities to achieve a particular purpose

    • Just like a kitchen recipe, or a programming algorithm

  • A project uses two types of processes

    • Project management processes

    • Product-oriented processes

Chapter 3


Project processes1

Project processes

  • Project management processes help run the project

    • Initiation, execution, closing, managing, etc.

  • Product-oriented processes are those that actually create the system or product

    • System development life cycle (SDLC) processes mostly fit in this category

  • You need both kinds of processes!

Chapter 3


Pm process groups

The five project management process groups in the PMBOK define a project by the kinds of work to be done

They often overlap different project phases

They are:

Initiating

Planning

Executing

Monitoring and Controlling

Closing

PM process groups

Chapter 3


Initiating process group

Initiating process group

  • Processes typically include

    • Developing a business case

    • Initializing a project

    • Getting approval of the business case

    • Preparation of the project charter

Chapter 3


Planning process group

Planning process group

  • Processes typically include

    • Planning of individual phases within a project, as well as planning the overall project

    • Planning project scope, activities, resources, costs, schedule, and procurement

    • Scope of processes should be consistent with the size of the project

    • Includes updating plans during the project

Chapter 3


Executing process group

Executing process group

  • Processes typically include

    • Matching people and resources to carry out the plans

    • Develop the system (software engineering processes, testing, etc.)

    • QA, risk management, and team development

Chapter 3


Monitoring and controlling process group

Monitoring and Controlling process group

  • Processes typically include

    • Balancing project scope, schedule, budget, and quality objectives

    • Monitor variances between planned & actuals

    • Take corrective action when needed

    • Scope, change, schedule, cost, & quality control processes; and communications plan

Chapter 3


Closing process group

Closing process group

  • Processes typically include

    • Getting customer approval for final deliverables

    • Contract closure

    • Administrative closure

    • Evaluate project against its MOV

    • Document lessons learned

Chapter 3


Project integration management

Project integration management

  • Project integration management (PIM) coordinates the other eight knowledge areas throughout a project life cycle

    • Includes deciding where to concentrate resources day to day

    • Proactive risk management

    • Coordinating work, and making tradeoffs among competing needs

Chapter 3


Project integration management1

Project integration management

  • In many ways, PIM is a key role of the project manager

    • How do you keep the project on track in spite of personnel issues, resource issues, technical problems, etc.?

  • Understanding PIM processes is key to producing a good project plan

Chapter 3


Pim processes

PIM processes

  • Define the project charter

    • Gives the project manager authority to allocate resources

  • Develop the preliminary scope statement

    • This is part of the business case – the broad scope of what is and isn’t part of the system

  • Develop project management plan

Chapter 3


Pim processes1

PIM processes

  • The subplans mentioned earlier need to be integrated within the overall PMP

  • Direct and manage project execution

    • The project manager integrates all the processes into one coherent project. Hopefully.

  • Monitor and control project work

    • Critical are corrective actions when project strays from the plan

  • Chapter 3


    Pim processes2

    PIM processes

    • Preventative actions can be a good part of risk management

    • Defect repair and rework are needed to maintain quality

  • Integrated change control

    • Changes to the system need to be documented, reviewed, and approved

  • Chapter 3


    Pim processes3

    PIM processes

    • Need to ensure all affected parties are aware of changes before approval is given

  • Close the project

    • This could include premature closure of the project, if needed

    • In any event, closure should be orderly

  • Chapter 3


    Project management culture

    Project management culture

    • Some organizations beg for trouble by pretending that project management isn’t really useful

    • To help instill a sense of the overall project management approach, follow these six principles

    Chapter 3


    Project management culture1

    Project management culture

    • Define the job in detail – know the scope and boundaries precisely

    • Get the right people involved

    • Estimate time and costs, including allowances for risks and scope assumptions

    Chapter 3


    Project management culture2

    Project management culture

    • Break the job down into a SOW

      • The SOW is a contract of project objectives

    • Establish and follow a change procedure

    • Agree on acceptance criteria – when are you done with each deliverable?

    Chapter 3


    Project sponsor

    Project sponsor

    • The project sponsor is a critical role for the success of any project

    • It’s someone outside the development team who is not only paying for the project, but also acts as a champion to support the project and protect it from outside threats

    Chapter 3


    Project sponsor1

    Project sponsor

    • The sponsor:

      • Empowers the project manager

      • Maintains project support (“buy-in”) from other key stakeholders

      • Clears political and organizational roadblocks

      • Ensures availability of resources

      • Monitors project status and progress

    Chapter 3


    Project sponsor2

    Project sponsor

    • Approves plans, schedules, budgets, and deliverables

    • Keeps the project focused on the goal

  • Since the sponsor is outside the development team, the project manager doesn’t control them

  • Loss of a sponsor can kill a project

  • Chapter 3


    Project charter

    Project charter

    • The project charter is a high level agreement between the project sponsor and the project team

      • Documents the MOV, which may have been refined since the business case

      • Define project infrastructure

        • What resources, technology, methods, and PM processes will support the project?

    Chapter 3


    Project charter1

    Project charter

    • Identify key personnel, facilities and tools

  • Summarize the project plan

    • Scope, schedule, budget, and quality objectives

    • Deliverables, major milestones

  • Define roles and responsibilities

    • Identify project sponsor, manager, key leads, and how they will communicate and make decisions

  • Chapter 3


    Project charter2

    Project charter

    • Express commitment to the project

      • Describe the resources committed to the project

      • Who will take ownership of the final product?

    • Define project control mechanisms

      • What processes will be followed for requesting, reviewing, and approving changes to project scope, cost, or schedule?

    Chapter 3


    Charter contents

    Charter contents

    • A charter typically can contain:

      • Project identification, such as the name or acronym or logo by which it’s known

        • Critical for your team coffee mugs

      • Project stakeholders

        • Who are they?

        • What roles do they play?

        • Who reports to whom?

    Chapter 3


    Charter contents1

    Charter contents

    • Project description

      • Give a nice overview of the project, for someone who’s never heard of it

      • Might include the project’s vision or overall goals

    • Measurable organizational value

      • Yes, it’s important enough to get its own section

    • Project scope

      • Could be a formal SOW, or less formal narrative

    Chapter 3


    Charter contents2

    Charter contents

    • The project scope is less detailed than the project plan, but outlines the major features of the project, and what is not part of the project scope

  • Project schedule – at a high level, such as major phases and overall duration

  • Project budget – at least the totals

  • Quality issues, such as the standards to be followed, or other overall quality objectives

  • Chapter 3


    Charter contents3

    Charter contents

    • Resources – who is providing people, technology, facilities, etc. to support the project

      • You don’t want an office in your daughter’s dorm room…

    • Assumptions and risks

      • Key people availability

      • Events that could change project scope, budget, or duration

    Chapter 3


    Charter contents4

    Charter contents

    • External constraints on the project, e.g. project interfaces to existing systems

    • Internal constraints, such as resource competition

    • Project impact on other parts of the organization

    • Environmental, political, economic, or other issues

  • Project administration

    • What plans will be developed to support this project? Scope mgmt, communications, quality mgmt, quality mgmt, change mgmt, HR, etc.

  • Chapter 3


    Charter contents5

    Charter contents

    • Acceptance and approval

      • Who signs off on this puppy?

    • References

    • Terminology

      • Particularly helpful if the project scope spans many technical specialties, who don’t know each others’ acronyms and phrases

    Chapter 3


    Project planning framework

    Project planning framework

    • Now that the overall picture of the project has been defined (its charter), the detailed planning process can begin

    • The project planning framework describes the planning process

    • We start with the MOV

    Chapter 3


    Project planning framework1

    Project planning framework

    • The project plan seeks to answer our pet perennial management questions

      • What needs to be done?

      • Who will do it?

      • When will they do it?

      • How long will it take?

      • How much will it cost?

    Chapter 3


    Project planning framework2

    MOV

    Scope

    }

    Phases

    Sequence

    Schedule

    Resources

    Tasks

    Budget

    Time estimates

    Project planning framework

    Adapted from Fig 3.4 of text

    Chapter 3


    Sw project management project charter and plan

    MOV

    • We start with the MOV, which hopefully was agreed upon by all key stakeholders

      • The MOV also connects to your organization’s strategic goals and mission, so making the project happy will also support your organization

    Chapter 3


    Define the project s scope

    Define the project’s scope

    • Now we need to establish what the scope of the project really is

      • What features will be implemented?

        • Might help to look at broad categories of features (manufacturing, sales, HR management, etc.) then get more detailed in each category

      • What systems are/are not being replaced?

      • What job roles will be affected?

    Chapter 3


    Define the project s scope1

    Define the project’s scope

    • The planning stage of this defines the scope in a requirements document, or SOW, or use cases, or … something

    • Then the definition stage groups the scope into work packages, each with a set of related features (both in functionality and priority)

    Chapter 3


    Define the project s scope2

    Define the project’s scope

    • Then verification must occur to make sure the MOV will be satisfied by the chosen scope

    • The change control process is critical to manage adjustments to the scope

    Chapter 3


    Divide project into phases

    Divide project into phases

    • The project development needs to be broken into phases of some kind

      • Waterfall life cycle phases?

      • RUP iterations?

      • ‘n’ spirals, then another life cycle?

    • The phases are very SDLC-dependent, and a key source for assumptions

    Chapter 3


    Divide project into phases1

    Divide project into phases

    • Each phase needs to have clearly defined deliverables

    • Phases also need decision points – milestones

      • How do you know when the phase is done?

      • Give the sponsor a chance to approve the work, and start the next phase

    Chapter 3


    Task sequence time resources

    Task sequence, time & resources

    • Once the phases have been defined, need to define the tasks within each phase, both for product development and for project management processes

      • That’s key to include both types of activities!

    • Tasks can be sequential, or parallel, or have to start or stop together

    Chapter 3


    Task sequence time resources1

    Task sequence, time & resources

    • Resources needed for a task might include development tools, facilities, test equipment, external system interfaces,

      • …and people

      • Cost for labor needs to include overhead costs, which typically totals 2.0 to 2.5 times their salary (roughly $100k to $300k/yr)

    Chapter 3


    Task sequence time resources2

    Task sequence, time & resources

    • Time for a task to be accomplished is the calendar time

      • Not everyone is devoted to a project 100% of the time

      • Some tasks might require many people at once

      • Some tasks can be done in parallel, other require sequential action

    Chapter 3


    Baseline schedule and budget

    Baseline schedule and budget

    • So all of the tasks, their costs, and other resources comprise the baseline plan for the project

    • From that plan, you can determine the overall schedule (calendar months) and cost for the project

      • This baseline plan is the basis for all ‘planned vs actual’ measurements during the project

    Chapter 3


    Baseline schedule and budget1

    Baseline schedule and budget

    • EVERYONE should review the baseline plan for consistency, completeness, and make sure it will really result in a system that will achieve its MOV

      • Remember, can only control two of cost, schedule, and scope – which one can you give up?

    Chapter 3


    Kick off meeting

    Kick-off meeting

    • Many projects start with a formal event to start them, a kick-off meeting

    • It provides a clear start to the project, helps introduce the major players (front line managers), and builds team morale

    Chapter 3


    Summary

    Summary

    • We’ve examined the key processes, both to develop a product and to manage a project

    • Reviewed the role of project integration management

    • Outlined a project charter and the process for developing the baseline project plan

    Chapter 3


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