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Ch. 5: Project Planning. Good Quote: Plans are only good intentions unless they immediately degenerate into hard work Lame excuses for not planning: Takes too much time Customers don’t know what they want If we commit, we will be held accountable. Ch. 5.0: Reasons for Project Planning .

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ch 5 project planning
Ch. 5: Project Planning
  • Good Quote:
    • Plans are only good intentions unless they immediately degenerate into hard work
  • Lame excuses for not planning:
    • Takes too much time
    • Customers don’t know what they want
    • If we commit, we will be held accountable
ch 5 0 reasons for project planning
Ch. 5.0: Reasons for Project Planning
  • Establish directions for project team
  • Support objectives of parent organization
  • Make allowance for risk
  • Put controls on the planned work
ch 5 0 project planning in information systems
Ch. 5.0: Project Planning in Information Systems

View of several authors in the field of IS:

ch 5 0 contents of project planning chapter
Ch. 5.0: Contents of Project Planning Chapter
  • Initial project coordination
  • Systems integration
  • Sorting out the project
  • Work breakdown structure (WBS) and linearresponsibility charts
  • Interface coordination through integrationmanagement
ch 5 1 initial project coordination senior management s role
Ch. 5.1: Initial Project Coordination: Senior Management’s Role
  • Delineate the firm’s intent
  • Outline scope of project
  • Describe how project’s results reinforce firm’s goals
ch 5 1 the project launch meeting
Ch. 5.1 The Project Launch Meeting

Project Launch Meeting=Visible symbol of top management’s commitment to the project

ch 5 1 major issues at project launch meeting
Ch. 5.1 Major Issues at Project Launch Meeting
  • Existence of well-defined set of project objectives
  • Precise nature of scope statement
  • Uniqueness of project
ch 5 1 detail length of project launch meeting
Ch. 5.1: Detail/Length of Project Launch Meeting
  • For routine projects:
    • “Touch base”, short meeting
  • Unique projects:
    • Extensive discussion
ch 5 1 expected outcome of project launch meeting
Ch. 5.1: Expected Outcome of Project Launch Meeting
  • Establish technical scope
  • Participants accept performance responsibility
  • Tentative overall schedules and budgets
  • Creation of a Risk Management Group
ch 5 1 major risks considered at project planning initiation
Ch. 5.1: Major Risks Considered at Project Planning Initiation
  • Market reaction to new process/product
  • Project being stopped due to patent awarded to a competing innovation
ch 5 1 risk management plan includes
Ch. 5.1: Risk Management Plan Includes:
  • Project technology
  • Project schedule
  • Project resource base
  • Myriad of other risk factors
  • Makeup of project risk management group
ch 5 1 composite plan
Ch. 5.1: Composite Plan
  • Combination of Risk Management Plan and Project Launch Meeting action items
  • Approved by all participating functional groups
  • Endorsed by PM and sent up the management ladder for approval
ch 5 1 from composite plan to project master plan
Ch. 5.1: From Composite Plan to Project (Master) Plan
  • Modify composite plan with written “change orders”
  • Approve updated plan with functional unit involved and senior management
  • Iterate this process until no more changes are proposed
  • Hold post-planning review meeting
ch 5 1 carefully determine set of deliverables
Ch. 5.1: Carefully Determine Set of Deliverables!

Typical Scenario:

  • Marketing over-promises deliverables
  • Engineering may not be able to produce deliverable on time
  • Marketing is unable to deliver on time
ch 5 1 why involve the customer in planning
Ch. 5.1: Why Involve the Customer in Planning?
  • Easier
  • Faster
  • Give customer a voice
  • Cheaper (to do things right the first time)
ch 5 1 multifunctional teams concurrent engineering
Ch. 5.1: Multifunctional Teams (Concurrent Engineering)
  • Used when a system must be installed in a larger, more complex system
  • Integrates through cross functional groups
ch 5 1 project plan elements
Ch. 5.1: Project Plan Elements
  • Overview
  • Objectives
  • General approach
  • Contractual aspects
  • Schedules
  • Resources
  • Personnel
  • Evaluation methods
  • Potential problems
ch 5 1 project charter
Ch. 5.1: Project Charter

Generated through negotiations involving the many parties at interest in the project

ch 5 3 even planning process
Ch. 5.3: Even Planning Process
  • Make list of activities of similar importance in sequential order  Level 1
  • Break each level 1 process into sub- processes as under a)  Level 2
  • Continue to lower process levels until no further breaking is possible
ch 5 3 strategic factors in project planning
Ch. 5.3: Strategic Factors in Project Planning
  • Project mission
  • Top management support
  • Project’s action plan
ch 5 4 steps in designing a wbs
Ch. 5.4: Steps in Designing a WBS
  • List task breakdown in succeedingly finer levels
  • Construct a responsibility matrix
  • Establish pricing control
  • Schedule milestones
  • Identify problems
  • Generate Project Master Schedule
ch 5 5 planning and design using multidisciplinary teams
Ch. 5.5: Planning and Design using Multidisciplinary Teams
  • Generate integrated base for project design
  • Add software for conflict detection
  • Add software to generate production plan
  • Generate knowledge base
ch 5 5 project phases and phase gates in the sdlc
Ch. 5.5: Project Phases and Phase Gates in the SDLC
  • Feasibility
    • Project Proposal
  • System
    • Requirement Specifications
  • Design
    • Design Specs
  • Build
    • Programmer’s and User’s Manuals