Planning Page 11 - 1

1. 6/12/2012 2:57 AM Planning Page 11 - 1 We reversed the order of Sessions 11 and 12 to allow for people pressed for time and leaving early (want to make sure they hear Session 12 - Design Workshop). We have typically shortened the Session 11 presentation to 15 minutes or less; presenting only a few key slides. I highlighted with a star on the �notes� view. The key slides are (J.J.Peter opinion): Linear vs Spiral Model (slides 5-6) Rolling Wave (slide 7) What is a phase plan (slide 10) Sample phase chart (slide 25) Sample version chart (slide 26) Scheduling (slides 29-31) Deliverables (slide 34) MD staff reviewing (slide 35)We reversed the order of Sessions 11 and 12 to allow for people pressed for time and leaving early (want to make sure they hear Session 12 - Design Workshop). We have typically shortened the Session 11 presentation to 15 minutes or less; presenting only a few key slides. I highlighted with a star on the �notes� view. The key slides are (J.J.Peter opinion): Linear vs Spiral Model (slides 5-6) Rolling Wave (slide 7) What is a phase plan (slide 10) Sample phase chart (slide 25) Sample version chart (slide 26) Scheduling (slides 29-31) Deliverables (slide 34) MD staff reviewing (slide 35)

2. 6/12/2012 2:57 AM Planning Page 11 - 2 What is phase planning? (15 min) The �rolling wave� approach to planning The steps Who should do it, and how Planning & tracking �tools� (15 min) Combined phase chart Version schedules Milestones Status icons Gantt chart Budget spreadsheet Detailed resource assignments Product list Session Plan Reminder: consult CVISN Guide to Program & Project Planning. Reminder: consult CVISN Guide to Phase Planning & Tracking. Reminder: there are tabs at the back of the binder, with samples. Reminder: consult CVISN Guide to Program & Project Planning. Reminder: consult CVISN Guide to Phase Planning & Tracking. Reminder: there are tabs at the back of the binder, with samples.

3. 6/12/2012 2:57 AM Planning Page 11 - 3 Understand how planning and tracking are linked Session Objectives

4. 6/12/2012 2:57 AM Planning Page 11 - 4 Recall the major phases in the recommended process for implementing CVISN Level 1 . . . In this session, we�re focused on phases 2-n Recall that a phase is a period of time defined for planning purposes to allow incremental delivery of a complex system. �Phase n� refers to multiple phases, each 3-6 months long. The first phase is devoted to system design and project planning. Each subsequent phases focuses on delivering a coordinated set of product versions (a.k.a. releases) that incrementally build to the overall CVISN Level 1 capability. For each phase, you need to update the plan.In this session, we�re focused on phases 2-n Recall that a phase is a period of time defined for planning purposes to allow incremental delivery of a complex system. �Phase n� refers to multiple phases, each 3-6 months long. The first phase is devoted to system design and project planning. Each subsequent phases focuses on delivering a coordinated set of product versions (a.k.a. releases) that incrementally build to the overall CVISN Level 1 capability. For each phase, you need to update the plan.

5. 6/12/2012 2:57 AM Planning Page 11 - 5 Don�t Use Linear Development Model

6. 6/12/2012 2:57 AM Planning Page 11 - 6 Key Concept: The Spiral Development Model Note that you always have your eye on the target -- a vision of what the final result will look like. 2001-01-28: JJP: I could reduce the clutter on this a little, by hiding the �start� and �vision� portions of spirals #2-3-4. See my Tech Mgt slide for how this would look.Note that you always have your eye on the target -- a vision of what the final result will look like. 2001-01-28: JJP: I could reduce the clutter on this a little, by hiding the �start� and �vision� portions of spirals #2-3-4. See my Tech Mgt slide for how this would look.

7. 6/12/2012 2:57 AM Planning Page 11 - 7 Key Concept: �Rolling Wave� Planning ANIMATED Employ the �rolling wave� planning technique, looking into more detail for the near-term tasks and progressively less detail for the far-term tasks. Example: elements at level 3 of the WBS that are currently being developed should be decomposed into level 4 or even level 5, whereas other elements that are being deferred until later can remain at level 3. In the activity network schedule, activities occurring in the next month or two should be broken down to an average of one person-month each, whereas activities occurring beyond horizon can represent more work, say an average of six person-months each. This can be portrayed graphically as shown above. You will hear the project management profession call near-term activities �work packages� and far-term activities �planning packages�. Plan to a practical, not arbitrary, level of detail. Due to project uncertaintaies, it makes sense to plan near-term activities in more detail than far-term activities. Source: Cost/Schedule Control Systems Criteria, The Management Guide to C/SCSC, by Quentin W. Fleming. Probus Publishing Company, 1988. ISBN 1-55738-011-1. Page 519: Concept defined: The progressive refinement of the details of work definition, by continuous subdivision of downstream activities into near-term tasks. Page 5: A rolling-wave budget approach provides a full-period projection, using a combination of top-down (unsupported, parametric) budgets and bottom-up (detailed, supported) budgets. The nearest (often six-month) budget segment done fully-supported with detailed bottom-up plans, whereas the later periods done with merely top-down projections. As time passes, the far term top-down budgets would be progressively superceded with detailed bottom-up budgets. The detailed plans always would extend perhaps six months into the immediate future. Source: Project Management � A Systems Approach to Planning, Scheduling, and Controlling, sixth edition, by Harold Kerzner, Ph.D. John Wiley & Sons, Inc., 1998. ISBN 0-471-28835-7. Page 745: Also called �moving window� approach. WBS is taken to level 5 for the next 6 months; to level 2 thereafter. In month 2, break month 7 to WBS level 5, etc. Works best when upper management understands the technique. ANIMATED Employ the �rolling wave� planning technique, looking into more detail for the near-term tasks and progressively less detail for the far-term tasks. Example: elements at level 3 of the WBS that are currently being developed should be decomposed into level 4 or even level 5, whereas other elements that are being deferred until later can remain at level 3. In the activity network schedule, activities occurring in the next month or two should be broken down to an average of one person-month each, whereas activities occurring beyond horizon can represent more work, say an average of six person-months each. This can be portrayed graphically as shown above. You will hear the project management profession call near-term activities �work packages� and far-term activities �planning packages�. Plan to a practical, not arbitrary, level of detail. Due to project uncertaintaies, it makes sense to plan near-term activities in more detail than far-term activities. Source: Cost/Schedule Control Systems Criteria, The Management Guide to C/SCSC, by Quentin W. Fleming. Probus Publishing Company, 1988. ISBN 1-55738-011-1. Page 519: Concept defined: The progressive refinement of the details of work definition, by continuous subdivision of downstream activities into near-term tasks. Page 5: A rolling-wave budget approach provides a full-period projection, using a combination of top-down (unsupported, parametric) budgets and bottom-up (detailed, supported) budgets. The nearest (often six-month) budget segment done fully-supported with detailed bottom-up plans, whereas the later periods done with merely top-down projections. As time passes, the far term top-down budgets would be progressively superceded with detailed bottom-up budgets. The detailed plans always would extend perhaps six months into the immediate future. Source: Project Management � A Systems Approach to Planning, Scheduling, and Controlling, sixth edition, by Harold Kerzner, Ph.D. John Wiley & Sons, Inc., 1998. ISBN 0-471-28835-7. Page 745: Also called �moving window� approach. WBS is taken to level 5 for the next 6 months; to level 2 thereafter. In month 2, break month 7 to WBS level 5, etc. Works best when upper management understands the technique.

8. 6/12/2012 2:57 AM Planning Page 11 - 8 This shows the process for phases 2 through N - the incremental development cycle. This presentation focuses on Step 1 above.This presentation focuses on Step 1 above.

9. 6/12/2012 2:57 AM Planning Page 11 - 9 These are the steps in Phase Planning Walk through the process, using the material on pages 13-22 as notes � project them only if time permits. The next slide helps visualize the �phase plan� as a living set of documents.Walk through the process, using the material on pages 13-22 as notes � project them only if time permits. The next slide helps visualize the �phase plan� as a living set of documents.

10. 6/12/2012 2:57 AM Planning Page 11 - 10 What is a Phase Plan? It�s an update to your Program or Project Plan, going into more detail for the upcoming phase. There are many ways to organize a program or project. The slide illustrates one approach. Following this approach, the baseline plan and design appear as the first two tabs. Subsequent tabs contain updates to the baseline, with one tab for each phase. Alternatively, you might also arrange things by topic, and put the latest version on top in a notebook. What�s important is for you to keep planning, status, and design information fairly up-to-date, and to make the information accessible to the team. BE PREPARED TO MAKE PRESENTATIONS! Being well-organized enables you to take advantage of opportunities to talk to management, the legislature, industry, and your own staff about the program/project. Talking about CVISN helps make it happen!There are many ways to organize a program or project. The slide illustrates one approach. Following this approach, the baseline plan and design appear as the first two tabs. Subsequent tabs contain updates to the baseline, with one tab for each phase. Alternatively, you might also arrange things by topic, and put the latest version on top in a notebook. What�s important is for you to keep planning, status, and design information fairly up-to-date, and to make the information accessible to the team. BE PREPARED TO MAKE PRESENTATIONS! Being well-organized enables you to take advantage of opportunities to talk to management, the legislature, industry, and your own staff about the program/project. Talking about CVISN helps make it happen!

11. 6/12/2012 2:57 AM Planning Page 11 - 11 Who develops a program phase plan? The Program Manager leads the development of each program phase plan. The Administrator/Facilitator and Project Leaders assist. During the development of the plan, the Program Manager consults with line supervisors, as needed. Program phase plan draws from the project phase plans.Program phase plan draws from the project phase plans.

12. 6/12/2012 2:57 AM Planning Page 11 - 12 Who develops a project phase plan? The Project Leader leads the development of each project phase plan. The technical leaders of the products assist. During the development of the plan, the Project Leader consults with the Program Manager, the Administrator/Facilitator, the other Project Leaders, and line supervisors. Project phase plans feed the program phase plan.Project phase plans feed the program phase plan.

13. 6/12/2012 2:57 AM Planning Page 11 - 13 Steps in the Phase Planning Process 1. Review the past. This includes looking at various aspects of where you are, how you got there, and your original intentions for the future. Review COACH Checklists. A subset of the team should quickly review all parts of the COACH, focusing on the sections closely related to the work you are planning. The review is intended as a refresher for where you are headed, and as an opportunity to update what you�ve said previously. As necessary, update the COACH.

14. 6/12/2012 2:57 AM Planning Page 11 - 14 Steps in the Phase Planning Process (continued) Review Lessons Learned. Think and talk about what you did in the previous phase that worked, and what you�d like to improve. Give everyone on the team a chance to participate, using a round-robin approach. If a process isn�t working, figure out how to fix it. Review Current Status. Summarize the status of key milestones on this and related projects. Review the status of external dependencies. Were there any unmet objectives in the previous phase?

15. 6/12/2012 2:57 AM Planning Page 11 - 15 Steps in the Phase Planning Process (continued) Review Action Items, Decisions, and Issues. This is a good time to go over the lists of program-wide and project-specific open action items and unresolved issues. Also revisit previously-made decisions; are they still valid?

16. 6/12/2012 2:57 AM Planning Page 11 - 16 Steps in the Phase Planning Process (continued) 2. Refine the Objectives for the Next Phase. When you defined your project plan, you established high-level objectives for each project phase. Revisit those original ideas, update and refine them. Do any unmet objectives from the previous phase carry into this one? Indicate which elements of the top-level design baseline are to be deployed. Then, as a team, derive the phase requirements which are likely to propagate through a number of systems and subsystems.

17. 6/12/2012 2:57 AM Planning Page 11 - 17 Steps in the Phase Planning Process (continued) 3. Update the Top-Level Design. Simultaneously with the previous step, review and revise the top-level design as needed. You might want to highlight the system elements that you are going to be working on in this phase. Revisit the operational scenarios and functional thread diagrams, the interface specifications, the allocation of functions to systems, and the physical design.

18. 6/12/2012 2:57 AM Planning Page 11 - 18 Steps in the Phase Planning Process (continued) 4. Extend the WBS. Extend and flesh out the applicable lowest-level details of the work breakdown structure. Every major task for the phase should be shown. Minor tasks should be listed as to-do items. Be sure to review the procurement tasks as well as the development, integration, and testing tasks. At the lowest decomposition of the WBS there are activities that appear in the critical path activity network diagram.At the lowest decomposition of the WBS there are activities that appear in the critical path activity network diagram.

19. 6/12/2012 2:57 AM Planning Page 11 - 19 Steps in the Phase Planning Process (continued) 5. Prepare a Detailed Schedule. Develop a detailed schedule for the work to be accomplished during the phase. Be sure that review, development, test, and/or procurement cycles for deliverables are included in the schedule. The scheduling process is most effectively done by identifying and linking activities per the critical path method, utilizing a desktop scheduling tool. The output can be printed as both a Gantt (bar) chart and a PERT (network) chart. Update project external dependencies, with their need-by dates. Plan to conduct operational acceptance tests at the end of each phase. This can be sketched up in pencil or with self-stick removable notes, and then soon after put into desktop project management software such as Microsoft Project or Open Plan.

20. 6/12/2012 2:57 AM Planning Page 11 - 20 Steps in the Phase Planning Process (continued) 6. Update the Program & Project Phase Charts. Recall that the program phase charts show what new capabilities will be provided by each project in a program phase. Each project�s phase charts show what new capabilities will be provided by each product in a project phase. Update both sets of charts once the detailed scheduling has been completed. If you had originally planned to complete an activity in this phase that you are now delaying, check to see if other projects were depending on it, and negotiate with them. Pose the question: �What if the phase is ending and all the work is not done?� Answer: recall that we are using the phase as a calendaring convenience -- a somewhat arbitrary grouping of objectives. So mark up the phase chart to indicate what was actually accomplished in the phase that is ending and re-plan the remaining phases.Pose the question: �What if the phase is ending and all the work is not done?� Answer: recall that we are using the phase as a calendaring convenience -- a somewhat arbitrary grouping of objectives. So mark up the phase chart to indicate what was actually accomplished in the phase that is ending and re-plan the remaining phases.

21. 6/12/2012 2:57 AM Planning Page 11 - 21 Steps in the Phase Planning Process (continued) 7. Assign Tasks. Review the assignment of tasks as shown in the WBS. Make sure that every task that is to be accomplished during this phase is assigned to an organization and an individual. Meet with those individuals to review the requirements (technical, schedule, cost constraints) and get their buy-in. Be sure their line supervisors are aware of and agree to the assignments.

22. 6/12/2012 2:57 AM Planning Page 11 - 22 Steps in the Phase Planning Process (continued) 8. Update Estimated Costs & Resources. Re-figure the estimate-to-completion for cost and resources. Ensure that you have the funding you need. Revisit the staffing plan to make sure it lines up with the task assignments. Report any problems to the Program Manager, and be ready to re-work your plan. 9. Share the Phase Plan with the Team.

23. 6/12/2012 2:57 AM Planning Page 11 - 23 Throughout the phase planning process, involve the team and management The plan will be better if you involve all interested parties as it is developed. Be sure to include: The people who are going to be doing the work Their supervisors The Program Manager Your supervisor Be sure everyone agrees with the plan

24. 6/12/2012 2:57 AM Planning Page 11 - 24 Design the planning material to suit many purposes The planning material should be useful to the end-users and to the program/project team. You will have to present status in a variety of meetings. Build your plan using materials that are easy to update and use in a presentation. Make it easy to derive reports from the materials, too. Keep the planning and status material on-line in a directory accessible to the teams. Phase plans are not an end in themselves. The ultimate test is that they are USEFUL!Phase plans are not an end in themselves. The ultimate test is that they are USEFUL!

25. 6/12/2012 2:57 AM Planning Page 11 - 25 Use a Combined Phase Chart in the planning process.Sample Combined Program Phase Chart The next several slides illustrate �tools� used in phase planning & tracking. The program phase chart above shows key objectives in each of the project areas. Showing three phases (past, current, next) on one page encourages incremental integration and interoperability across projects. Tab 17 shows summary phase charts for a sample program in this style. We (somewhat arbitrarily) excluded Phase 1, the planning phase, from the summary charts, since the phase does not result in any new capability. For a presentation you could put the current phase in the center, the one that just ended on the left, and the next one on the right. This gives a �sliding window� view. The phase chart can be done in Excel or Word and pasted in, or drawn in PowerPoint itself (as the one above is).The next several slides illustrate �tools� used in phase planning & tracking. The program phase chart above shows key objectives in each of the project areas. Showing three phases (past, current, next) on one page encourages incremental integration and interoperability across projects. Tab 17 shows summary phase charts for a sample program in this style. We (somewhat arbitrarily) excluded Phase 1, the planning phase, from the summary charts, since the phase does not result in any new capability. For a presentation you could put the current phase in the center, the one that just ended on the left, and the next one on the right. This gives a �sliding window� view. The phase chart can be done in Excel or Word and pasted in, or drawn in PowerPoint itself (as the one above is).

26. 6/12/2012 2:57 AM Planning Page 11 - 26 Develop version schedules for each product being developed in each project. This style of version chart is very similar to the one used for phase summaries. The idea is to show all planned versions of a product on one chart. Associated with the versions are design documents, and release notes.This style of version chart is very similar to the one used for phase summaries. The idea is to show all planned versions of a product on one chart. Associated with the versions are design documents, and release notes.

27. 6/12/2012 2:57 AM Planning Page 11 - 27 Define milestones for your State CVISN Program.Sample Program Major Milestones for Phase 2 You don�t want to wait until the end of a program phase to realize that it�s in trouble. Defining major milestones for each program phase helps you keep a handle on progress during the phase. A milestone consists of three components: a measurable event, a planned date, and an actual date. Milestones can be used to mark when the program needs something that is not under its control to happen. External dependencies need to be identified, assumptions about them made clear, and impacts made visible. A handy way to remember the external dependencies is to turn them into major milestones. In this example, receipt of ASPEN-32 might be a milestone at the program level. Other key events are also good candidates for program-level milestones. Some examples of critical milestones are: the delivery of a product requirements or design document, demonstration of initial interface capability via testing, or the completion of the first of a series of training classes. Taking credit for having reached a milestone should be completely objective. A milestone that is poorly defined will have less significance than one that is clear and unambiguous to everyone.You don�t want to wait until the end of a program phase to realize that it�s in trouble. Defining major milestones for each program phase helps you keep a handle on progress during the phase. A milestone consists of three components: a measurable event, a planned date, and an actual date. Milestones can be used to mark when the program needs something that is not under its control to happen. External dependencies need to be identified, assumptions about them made clear, and impacts made visible. A handy way to remember the external dependencies is to turn them into major milestones. In this example, receipt of ASPEN-32 might be a milestone at the program level. Other key events are also good candidates for program-level milestones. Some examples of critical milestones are: the delivery of a product requirements or design document, demonstration of initial interface capability via testing, or the completion of the first of a series of training classes. Taking credit for having reached a milestone should be completely objective. A milestone that is poorly defined will have less significance than one that is clear and unambiguous to everyone.

28. 6/12/2012 2:57 AM Planning Page 11 - 28 Done On-Schedule: Confidence is > 90% that date will be met. Minor Schedule Risk: Confidence is > 50% < 90% date will be met. Major Schedule Risk: Confidence is < 50% date will be met. Use icons to indicate status on each milestone. Sample Schedule Status Key In keeping with the spirit of using planning tools for tracking, it�s easy to add status icons to the milestone chart to show which milestones have been met, which are on track, and which are on trouble.In keeping with the spirit of using planning tools for tracking, it�s easy to add status icons to the milestone chart to show which milestones have been met, which are on track, and which are on trouble.

29. 6/12/2012 2:57 AM Planning Page 11 - 29 Scheduling View: Gantt Chart If you use a project management tool, you should be able to get a Gantt chart output. The Gantt chart shows the schedule as activity (AKA task) bars spanning time. It is also possible to link activities (start to finish, start to start, etc.) and show those linkages as vertical lines between task bars. If you use a project management tool, you should be able to get a Gantt chart output. The Gantt chart shows the schedule as activity (AKA task) bars spanning time. It is also possible to link activities (start to finish, start to start, etc.) and show those linkages as vertical lines between task bars.

30. 6/12/2012 2:57 AM Planning Page 11 - 30 Scheduling View: Activity Network Another common view of the schedule is the Activity Network. This diagram is also called a PERT (Program Evaluation Review Technique), CPM (Critical Path Method) Diagram, or bubble chart. In this view, dependencies among activities (AKA tasks) are easy to see, but the schedule must be read inside each box. This style of illustrating the schedule is excellent for seeing slack (the time that an activity may slip without delaying the end of the project) and the critical path.Another common view of the schedule is the Activity Network. This diagram is also called a PERT (Program Evaluation Review Technique), CPM (Critical Path Method) Diagram, or bubble chart. In this view, dependencies among activities (AKA tasks) are easy to see, but the schedule must be read inside each box. This style of illustrating the schedule is excellent for seeing slack (the time that an activity may slip without delaying the end of the project) and the critical path.

31. 6/12/2012 2:57 AM Planning Page 11 - 31 Three Tiers of Activity Networks Work Well ANIMATED If you develop activity networks for each product, you can link them together within a project to show the project integration activities. If you link the project activity networks together, you can see how the program will be integrated.ANIMATED If you develop activity networks for each product, you can link them together within a project to show the project integration activities. If you link the project activity networks together, you can see how the program will be integrated.

32. 6/12/2012 2:57 AM Planning Page 11 - 32 As you define detailed tasks, assign them to an organization and individual Real work gets done when it can be assigned to an individual.Real work gets done when it can be assigned to an individual.

33. 6/12/2012 2:57 AM Planning Page 11 - 33 Revisit cost estimates once detailed tasks in the phase have been identified

34. 6/12/2012 2:57 AM Planning Page 11 - 34 Be sure everyone agrees about what �deliverables� are due in the phase Here are some categories of deliverables: Versions of Products Requirements Specifications Interface Specifications Design Documents Test Documents Procurement Documents Training Demonstrations, Showcases, Conferences Identify the dependencies across projects so that schedule linkages are clear Note that one project�s deliverable may be another project�s external dependency, so watch out for inter-project schedule slips.Note that one project�s deliverable may be another project�s external dependency, so watch out for inter-project schedule slips.

35. 6/12/2012 2:57 AM Planning Page 11 - 35 MD Staff Reviewing Phase Planning Documents Does anyone really do this? Here is an example. MD System Architect DJ Waddell and MD Director of Computer Services Guy Reihl review and update the activity network diagram (schedule), surrounded by top-level system design drawings.Does anyone really do this? Here is an example. MD System Architect DJ Waddell and MD Director of Computer Services Guy Reihl review and update the activity network diagram (schedule), surrounded by top-level system design drawings.

36. 6/12/2012 2:57 AM Planning Page 11 - 36 Summary Once you have a plan, just do it! Keep track of progress and problems with team leaders on a regular, frequent basis. Report status to higher levels on a regular, less frequent basis. Please read the: CVISN Guide to Phase Planning and Tracking It provides helpful information and clarification of the concepts we briefly touched on in this session. Working-level teams typically meet weekly. Program status reviews are typically monthly. Status reports to high-level managers are typically quarterly.Working-level teams typically meet weekly. Program status reviews are typically monthly. Status reports to high-level managers are typically quarterly.