from planning to base lining - mpug - microsoft project ... planning to bas… · from planning to...
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OFFICIAL INDUSTRY ASSOCIATION FOR MICROSOFT OFFICE PROJECT
1
Presented By:
© 2007 MPA. All rights reserved.
From Planningto
Baseline
Steve M. ClarkProject ManagerEdwards Industries, LLC.
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Typical Comments
Some interesting tidbits about “Schedules”:• It is a “buzz word”
♦ A word people like to use but do not fully understand what it is.
• It is used often during meetings but is forgotten once the meeting ends.
• Is considered by some project managers as not “real” project management work.
• It is viewed simply as an exercise that has little real value.• “We should be managing the project not the schedule.”
♦ Do you want me to manage the project or the schedule?♦ It is used to “micro-manage” the project team…
• Schedules are too much work to maintain.• The schedule does not reflect what is really happening…
…or what is really needed…
3© 2007 MPA. All rights reserved.
Planning
How do you begin developing a schedule?• Are you ready to develop a schedule?
♦ What is needed?Project CharterScope StatementRequirementsWork Breakdown Structure (WBS)Stakeholders!» Determine which key stakeholders are needed for this process.» Other stakeholders are consulted as needed.
Subject Matter Experts (SME)♦ How long will it take?
That depends on the level of cooperation you get from the stakeholders and the SMEs.
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Planning
The Secret to Schedule Development…
B P PM
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Planning
What does BMPP stand for?
Big
Monster
Piece
Paperof
This is true!I affectionately refer to it as the “Wallpaper” process.
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Planning
My Definition - BMPP is a “structured” brain storming process used to develop the schedule.What is needed?• A large piece of paper
♦ Preferably from a 36” x 50’ role♦ Several smaller sheets taped together (Post-it® Easel Pad 2.5’ x 2’)
• Post-it® Notes (several colors and sizes)♦ Note - This is not a 3M endorsement
• Felt Tip Markers (makes it easier to see the task descriptions)
• Scotch Tape
• Large Empty Wall Space
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Planning
Your role in the process:• Facilitator
♦ You get the ball rollingOkay – What is the first step?
♦ Keep the ball rolling by invoking discussionKeep those light bulbs shinning bright
♦ Watch out for scope creep♦ Stop when you have squeezed all of the juice out
• Devil’s advocate♦ As the tasks are defined your job is say things like
What if…?What happens when…?What else is needed…?Are you sure…?
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Planning
BMPP Advantages• It is easier to see the “whole picture” when Post-it® Notes are taped to
the wall then it is on a computer screen.♦ Change the task order.♦ Inserting and/or deleting tasks.
• If it has not already been done the group is building the WBS. If it already exists, it is improving schedule accuracy and being refined.
• Building your resource requirements and identifying resource conflicts.• The group is identifying risks and developing ways to avoid, manage, or
mitigate the risks as the “picture” evolves.• You are creating a level of detail that everyone agrees is appropriate.• Once complete you can get “buy-in”.
♦ Why? - The Stakeholders and SMEs participated in the development process.• It can be used during proposal development which can then be built
upon to create the actual schedule.♦ You get a more accurate reading as to what it is going to take.
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Planning
BMPP Disadvantages• It can take several hours, days, or weeks to complete.
♦ However, Ask Yourself – Is it better to spend the time upfront to produce a “realistic” schedule (plan) or try to repair a “swag” later under pressure (pay me now – or pay me later…).
• If you use the wrong kind of tape you may be charged to repair the wall. ☺♦ If you use push pins make sure it is okay to do so. However,
scotch tape is better.
• Can take up a lot of wall space.How do we get started?
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Mark Your Territory!
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Identify Deliverables
Deliverables
FRD
VDD
SwDD
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Identify Recurring Tasks
Deliverables
FRD
VDD
SwDD
RecurringTasks
WeeklyStatus mtg.
WeeklyT.E.M.
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Identify High Level (Summary) Tasks
Deliverables
FRD
VDD
SwDD
RecurringTasks
WeeklyStatus mtg.
WeeklyT.E.M.
ProcurementAnalysisDesignPhase
DevelopmentPhase
TestingPhase
ProductionPhase
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Identify Next Level (Summary?) Tasks
Deliverables
FRD
VDD
SwDD
RecurringTasks
WeeklyStatus mtg.
WeeklyT.E.M.
ProcurementAnalysisDesignPhase
DevelopmentPhase
TestingPhase
ProductionPhase
AnalysisTask 1
AnalysisTask 2
ProcureItem # 1
ProcureItem # 2
ServerDesign
Client Design
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Define Task Relationships
Deliverables
FRD
VDD
SwDD
RecurringTasks
WeeklyStatus mtg.
WeeklyT.E.M.
ProcurementDesignPhase
DevelopmentPhase
TestingPhase
ProductionPhase
AnalysisTask 2
ProcureItem # 1
ProcureItem # 2
ServerDesign
Client Design
Analysis
AnalysisTask 1
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Identify Milestone Tasks
Deliverables
FRD
VDD
SwDD
RecurringTasks
WeeklyStatus mtg.
WeeklyT.E.M.
ProcurementDesignPhase
DevelopmentPhase
TestingPhase
ProductionPhase
AnalysisTask 2
ProcureItem # 2
ServerDesign
Client Design
Analysis
AnalysisTask 1
ProcureItem # 1
Item # 1 Received
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Define Task Parameters
Deliverables
FRD
VDD
SwDD
RecurringTasks
WeeklyStatus mtg.
WeeklyT.E.M.
ProcurementDesignPhase
DevelopmentPhase
TestingPhase
ProductionPhase
AnalysisTask 2
ProcureItem # 1
ProcureItem # 2
ServerDesign
Client Design
Analysis
AnalysisTask 1
Server Design
Start Date – 06/20/07Duration – 10 Days
Work – 80 hoursResource 1 – 80%Resource 2 – 40%
Notes – BOE, Assumptions, Dependencies, etc.
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Congratulations!Now You Are Ready for MS Project!
Transferring from “Wallpaper” to the tool (MS Project)• First - use Scotch tape to secure the Post-it® Notes to your
wallpaper before you take the wallpaper off of the wall.♦ The adhesive on the back looses its strength rather quickly.
• Data entry is much easier after this process:♦ Your structure is predefined (if you were careful)♦ The tasks contain everything you need to enter them into MS Project
Task DescriptionStart DateDurationResource Names and AllocationsPredecessors and SuccessorsNotes
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Schedule Flow Tips
Create Three Main Sections• Meetings and Major Milestones Section
♦ For Upper Management and Customer Reporting♦ Linked to Major Activities and Phases within the detailed Project
Schedule Section
• Deliverables Section♦ Listing of All Project Deliverables♦ Both Customer (contractual) and Internal (non-contractual)
• Project Section♦ Contains meat of the schedule♦ Includes Documentation Development♦ Includes Links to Meetings, Major Milestones and
Deliverables Sections♦ Contains the Documentation Section
Individual tasks for development process of each document
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Schedule Flow Tips3 Major Sections
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Schedule Flow TipsMeetings and Major Milestone Section – Major Milestones
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Schedule Flow TipsMajor Milestone Mapping
Task Grouping for Major Milestone Reporting• Server Design
♦ Server DesignServer Design - Preliminary DesignServer Design - Peer ReviewCritical Design Review (CDR) – Server Design» Server CDR with PMO
Critical Design Review (CDR) – Server Design CompleteServer Design - Develop CodeServer Design - Unit Testing
♦ Server Design Complete
Tasks in Red is linked to the Major Milestone Section task with the same names
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Schedule Flow TipsMajor Milestone Mapping
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Schedule Flow TipsMeetings and Major Milestone Section – Meetings
Task Grouping for Meeting Reporting• Meetings Reported as a Milestone
♦ Project Kick-Off Meeting – Listed in “Meetings” SectionProject Kick-Off Meeting
♦ Project Kick-Off Meeting Complete♦ Status Review Meetings with Customer – Depends Upon Frequency
In-Process Review (IPR) Complete♦ Other Review Meetings with Customer
Task in Red is linked to the Major Milestone Section task with the same name
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Schedule Flow TipsMeetings and Major Milestone Section – Meetings
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Schedule Flow TipsDeliverables Mapping – Internal (Non-Contractual)
Internal Deliverables (Non-Contractual)• This is feedback needed before a process or phase can
begin♦ In our example we need information about the Server Room
Back-up Power?Are additional power drops needed?Is room cooling capacity Sufficient?
♦ Other ItemsSigned Documentation Authorizing Asset PurchaseResource availabilityContractor Equipment Availability
♦ Internal Deliverable Task may only be a milestone task.Successor task(s) within the body of the schedule are linked to this milestone
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Schedule Flow TipsDeliverables Mapping – Internal (Non-Contractual)
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Schedule Flow TipsDeliverables Mapping – External (Contractual)
Recommended Documentation Task Flow• Functional Requirements Document (FRD)
♦ Draft FRD♦ Internal Review of Draft FRD♦ Incorporate Changes into Draft FRD and Prep for Submittal♦ Submit Draft FRD to PMO for Approval♦ Incorporate PMO Comments into Draft FRD♦ Internal Review of Final FRD and Prep for Final Submittal♦ Submit Final FRD to PMO for Approval♦ PMO Approves FRD
Tasks in Red are linked to the Deliverables Section – External (Contractual) tasks with the same names.
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Schedule Flow TipsDeliverables Mapping – External (Contractual)
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Schedule Flow TipsDeliverables Mapping – Internal (Non-Contractual) and
External (Contractual)
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Ready for Base Lining?
MS Project Data Entry Completion• Things to Double Check
♦ Calendars - Company Holidays and Vacation time (if known)♦ For each resource make sure you have the correct labor rates, other known
Non-Working times, or “Special” working hours (weekends, night or graveyard shifts, etc.).
♦ Add Material Costs and other ODC items to resource pool.• Here is what you know after base lining -
♦ The Actual Start and Dates are known♦ The Actual Project Cost (Planned Cost, BAC) is known
You have established the “Value” of each task as well as the overall project for EV.♦ Resource Requirements are defined
Hopefully a plan to deal with resource shortfalls and conflicts has been developed.
Next Steps• Stakeholder Final Review and Approval
♦ Resist those last minute attempts at scope creep
Final Step - Base Lining
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Questions!