Project Life CycleProject Planning

© Ed Green Penn State University All Rights Reserved

04/18/23

Topics

What is project planning? Elements of the project plan

Planning the Work2

04/18/23

Understanding and Planning Project Work

Planning the Work3

04/18/23

Plan for Success

Understand the work to be done Appreciate the skill base Be realistic

Planning the Work4

04/18/23

Understand the Work

Work – a set of tasks performed to accomplish a goal or objective Provide a service Produce a product

Task – a set of steps performed to produce a particular outcome

Difference Work produces the end result Tasks produce intermediary results

Planning the Work5

04/18/23

A Project as Work

Project – describes an organized activity that will manage efforts to produce a specified product or service Describes the need Identifies the outcome

Work = managed efforts performed by either people or machines to understand and solve the need

Planning the Work6

04/18/23

A Project as Work

VisionVisionVisionVision

Problem or NeedProblem or Need ProjectProject

Realizing the Vision – Solving the ProblemRealizing the Vision – Solving the Problem

Planning the Work7

04/18/23

A Project as Work

Project includesScheduleBudgetOutcomes

Project needs a mapWhat efforts are required?What resources are available?When are the outcomes expected?

Planning the Work8

04/18/23

Getting Started – Identifying Tasks

ProjectProject

1.1. 2.2. 3.3. 4.4. 5.5.

TaskTaskListList

ProblemProblem

ResultResult

• Identify the task areas basedIdentify the task areas based on the nature of the problem on the nature of the problem and the expected result and the expected result• Start with the lifecycle phasesStart with the lifecycle phases• Modify as appropriateModify as appropriate• VeryVery broad statement of work broad statement of work

Planning the Work9

04/18/23

Understanding Tasks

Task – specific element of work Clearly defined beginning Clearly defined ending Clearly defined starting requirements Clearly defined completion metrics

Task – elementary (or atomic) unit of work Single assignee Bounded period of performance

• Conventional wisdom – x <= 80 hours

Planning the Work10

04/18/23

Understanding Tasks – the Task Analysis Process

DecomposeDecomposeBegin Begin AnalysisAnalysis

DetailDetail

AnalyzeAnalyzeReviewReview AtomicAtomic

End End AnalysisAnalysis

Planning the Work11

04/18/23

Task Analysis

InputsInputs OutputsOutputs

Sta

rtin

g R

eq

uir

em

en

tsS

tart

ing

Req

uir

em

en

ts

Com

ple

tion

Measu

res

Com

ple

tion

Measu

res

Task StatementTask Statement

1.1. 2.2. 3.3. 4.4. 5.5. 6.6. 7.7.

Planning the Work12

04/18/23

List of Atomic Tasks

Original set decomposed Elementary units of work Inputs and outputs identified

1. Top Level1. Next level

1. Next lower level1. Atomic 1

2. Atomic 2

2. Next lower level1. Atomic 1

2. Atomic 2

Planning the Work13

04/18/23

Structuring the Task List

Formalizes and organizes the results from Task Analysis

Work Breakdown Structure Based on the results from Task Analysis Atomic Clearly defined

• “Do something specific” Deliverable Oriented

• Initial• Intermediary• Final

Planning the Work14

04/18/23

Work Breakdown Structure

Upward and downward compatible Outline oriented Format

Planning the Work15

04/18/23

At This Point Listed all known tasks

Decomposed to an atomic level• Allows the work to be performed by a single

individual in a limited amount of time Identified task

• Inputs• Outputs• Controls

Reorganized task list into a bounded structure Established a task set baseline Beginning of an understanding

Effort to be expended Skills that are needed Relationships among tasks

Planning the Work16

04/18/23

Assessing Tasks – Determining Needs

Work Breakdown Structure #

Task Name Resource Type (Role)

Resource Skill Level

Anticipated Effort

5.6.7.9.1 Design login authentication algorithm

Security Analyst

Experienced 80 hours

5.6.7.9.2 Develop login authentication algorithm

Database Programming

Experienced 60 hours

5.6.7.9.3 Test and validate login authentication algorithm

Database Analyst

Experienced 50 hours

From WBS StructureFrom WBS Structure DocumentDocument

Describes the Describes the type of worktype of work

Describes the Describes the experienceexperience

levellevel

Estimates theEstimates theamount ofamount of

time requiredtime required

Planning the Work17

04/18/23

At This Point

Detail task identification Preliminary resource assignment

by type Preliminary estimate of effort

Planning the Work18

04/18/23

Assessing the Cost of Doing Work Cost Factors

Labor cost – the amount of money that represents wages

Benefit costs – the percentage of wage that is expended for employee benefits

G & A cost – the percentage of wage that is expended to cover various and miscellaneous overhead expenses

Considerations Payroll employees require consideration of all

three cost factors Contract ed employees are (generally) not

considered for benefit costs G & A costs apply to everyone working on the

project

Planning the Work19

04/18/23

Getting Costing Parameters Wages

Based on established pay ranges Available from Human Resources Use the mid-point of the range

Benefits Fixed percentage established by Human

Resources G & A

Fixed percentage established by Human Resources

Planning the Work20

04/18/23

Calculating Costs

Work Breakdown Structure #

Task Name

Resource Type (Role) Resource

Skill LevelAnticipated

EffortPay Rate Cost

Pay rate tables from

HR

# hours * Σ(pay,

benefit, G&A)

5.6.7.9.1 Design login authentication algorithm

Security Analyst Experienced 80 hours $30.00 $3168.00

5.6.7.9.2 Develop login authentication algorithm

Database Programming

Experienced 60 hours $35.00 $2772.00

5.6.7.9.3 Test and validate login authentication algorithm

Database Analyst

Experienced 50 hours $40.00 $2640.00

Benefits @ 20%, G&A @ 10%Benefits @ 20%, G&A @ 10%

$8580.00$8580.00

From WBS Structure Document

Describes the

type of work

Describes experience

level

Estimates time

requiredFrom WBS Structure

Document

Describes the

type of work

Describes experience

level

Estimates time

required

Planning the Work21

04/18/23

At This Point

You have a preliminary estimate of costs

You know the budget amount that has been approved

Planning the Work22

04/18/23

Determining Affordability

Is thepreliminary estimate <=

approved budget ? If yes, proceed

but, If not,

Question and challenge the preliminary estimates

• Do the estimates reflect realism? Make appropriate changes Re-calculate

Planning the Work23

04/18/23

Remember,

There is no point proceeding if the work cannot be done within the established cost constraints

And, you mustDiscuss the situation with the

project sponsorAgree on how to proceed

Planning the Work24

04/18/23

Once Cost Issues are Resolved Begin to develop the task network

Use the results from task analysis• Inputs• Outputs• Controls

Network at the lowest possible level Determine dependencies

• Identify the “critical path”

Determine date parameters Identify risks

Planning the Work25

04/18/23

The Task Network

Graphic Topological

Shows each taskShows the preceding tasksShows the following tasks

Shows only two datesOverall startUltimate completion

Planning the Work26

04/18/23

The Task Network

Sequencing based on start and stop control parameters discovered during task analysis

Question to be answered (from the perspective of doing the work) Is this a logical progression? Does this make sense?

If the answer is “yes”, then proceed; otherwise, evaluate the practicality of the approach before proceeding

TaskTaskNameName

TaskTaskNameName

TaskTaskNameName

TaskTaskNameName

TaskTaskNameName

TaskTaskNameName

TaskTaskNameName

TaskTaskNameName

dd-mm-yyyydd-mm-yyyy dd-mm-yyyydd-mm-yyyy

Planning the Work27

04/18/23

At This Point

Initial estimates indicate that the project is affordable

Task sequencing is practical Now, determine whether or not the

project can be done in the allotted time window

Planning the Work28

04/18/23

Assessing the Time Allocation What you know

The sequence in which tasks are to be performed Which tasks must be completed before a

particular task can be started The amount of time estimated for each task

What you do Make an assumption – each task will be worked

on a dedicated basis Put dates on the tasking sequence Answer the question

• Is the plotted end date <= the stipulated project end date?

• If the answer = ‘yes’, proceed• If the answer = ‘no’, adjustments are required

Planning the Work29

04/18/23

Assessing Time Allocation

Project can complete no earlier than December 5th, 2006

What are the project completion expectations?

Task Name

Estimated Hours

Task 1 30

Task 2 40

Task 3 70

Task 4 60

Task 5 50

Task 6 40

Task 7 80

Task 8 60

TaskTask11

TaskTask22

TaskTask33

TaskTask55

TaskTask44

TaskTask66

TaskTask77

TaskTask88

02-10-200602-10-2006 05-12-200605-12-2006

05-10-200605-10-2006 12-10-200612-10-2006

01-11-200601-11-2006

01-11-200601-11-2006

10-11-200610-11-2006

09-11-200609-11-2006

27-11-200627-11-2006

Planning the Work30

04/18/23

The Critical Path

Critical path – the set of tasks and their order of performance for which there is no margin for error if the task is to be completed on time

TaskTask11

TaskTask22

TaskTask33

TaskTask55

TaskTask44

TaskTask66

TaskTask77

TaskTask88

02-10-200602-10-2006 05-12-200605-12-2006

05-10-200605-10-2006 12-10-200612-10-2006

01-11-200601-11-2006

01-11-200601-11-2006

10-11-200610-11-2006

09-11-200609-11-2006

27-11-200627-11-2006

Planning the Work31

04/18/23

At This Point

Your initial estimate of cost supports affordability

Your initial timelines support timely completion and delivery

Planning the Work32

04/18/23

But, Suppose this is not The Case

The questions – The preliminary estimates exceed

the budgetThe time estimates exceed the date

constraints What are the options? Are there any viable options

Planning the Work33

04/18/23

At this Point

Project appears to be affordable Project appears to be executable

within allotted time frame Specific resources must be

assignedPersonnelCost

Materials must be priced

Planning the Work34

04/18/23

When the Initial Estimate Was Prepared

Used generic personnelTied to job descriptionSalary range midpoints

Applied labor estimates based on experience levels

Material costs based on market pricing and standard delivery times

Planning the Work35

04/18/23

Project Plan Development

Labor costing Based on assignment of specific individuals to

project team• Actual salaries• Actual performance metrics from prior projects

Use standard metrics• Level of complexity• SLOC/hour• Number of of inputs• Number of of outputs• Number of of database entities• Number of of data elements

Material costing Work with procurement Enterprise agreements

Planning the Work36

04/18/23

Develop the Initial PlanTASK # TASK # (WBS #)(WBS #)

TASK TASK DESCRIPTIONDESCRIPTION

ASSIGNEEASSIGNEE HOURLY HOURLY RATERATE

HOULY HOULY COSTCOST

TASM TASM HOURS HOURS

ASSIGNEDASSIGNED

PERFOR PERFOR FACTORFACTOR

ADJUSTED ADJUSTED HOURSHOURS

ESTIMATED ESTIMATED TASK COSTTASK COST

Planned hours on taskPlanned hours on task Resultant costResultant cost

Planning the Work37

04/18/23

Assess Cost Estimating Realities

If the cost estimate after resources are assigned and actual material costs are determinedProject is viable from a cost

perspective

Planning the Work38

04/18/23

Plot the Result

Apply this

to this

If End date holds, project is viable from a

scheduling perspective

TaskTask11

TaskTask22

TaskTask33

TaskTask55

TaskTask44

TaskTask66

TaskTask77

TaskTask88

02-10-200602-10-2006 05-12-200605-12-2006

05-10-200605-10-2006 12-10-200612-10-2006

01-11-200601-11-2006

01-11-200601-11-2006

10-11-200610-11-2006

09-11-200609-11-2006

27-11-200627-11-2006

TASK # (WBS #)

TASK DESCRIPTION

ASSIGNEE HOURLY RATE

HOULY COST

TASM HOURS

ASSIGNED

PERFOR FACTOR

ADJUSTED HOURS

ESTIMATED TASK COST

Planning the Work39

04/18/23

If the Project is Cost and Schedule Viable

Start working!

Planning the Work40

04/18/23

This is not the Case – Can’t Get There from Here

Problem Action Consequence

Initial estimate exceeds project budget

Use lesser skilled labor

Consider contractors

More hours required; project will take longer

Commitment

Initial timeline does not meet project delivery boundary

Use more skilled labor

Increase headcount on project

Increases overall cost

““Between a rock and a hard place!’Between a rock and a hard place!’

Planning the Work41

04/18/23

What are the Options?

Discuss how to approach the situation describedDiscuss how to approach the situation describedon the previous chart.on the previous chart.

Planning the Work42

04/18/23

Tools of the Trade

Spreadsheets Basis of Estimate Templates Gantt Charts CPM Charts Risk Templates

Planning the Work43

04/18/23

Spreadsheets

Provide a useful computational toolsGood for costs and budgetsGood for measuring accumulated

time versus planned Do not show dependencies

Inappropriate for schedule development

Planning the Work44

04/18/23

Basis of Estimate Templates

Explanation of costs Show and describe

The work to be doneThe skill level to be appliedThe associated labor costBasis on which the estimate was

established

Planning the Work45

04/18/23

Basis of Estimate Template

Form Example

Planning the Work46

04/18/23

Gantt Charts

Provide a bar chart depiction of a project Task by task Show

• WBS # (Task #)

• Task Name

• Assignee

• Hours Assigned or Estimated

• Planned start and stop date

• Bar depiction across a calendar May or may not show

• Progress of work

• Predecessor and successor tasks (dependencies)

Planning the Work47

04/18/23

Gantt Chart Example

From From http://www.ganttchart.com/Create%20Gantts.html

Planning the Work48

04/18/23

For Additional Information on Gantt Charts

Google “Gantt Charts”

Planning the Work49

04/18/23

CPM Charts

CPM – Critical Path Method Network presentation of tasks

Emphasizes task dependencies Identifies critical work

“Critical Work” – tasks that must be completed in the time frame indicated if the project is to complete on time

Shortcoming Does not inherently provide the detail found in a

Gantt Presentation Requires project manager ingenuity

Planning the Work50

04/18/23

Defining a Usable CPM Node

TASK NAMETASK NAME

PLANNED STARTPLANNED START ACTUAL STARTACTUAL START

PLANNED ASSIGNEEPLANNED ASSIGNEE ACTUAL ASSIGNEEACTUAL ASSIGNEE

PLANNED FINISHPLANNED FINISH ACTUAL FINISHACTUAL FINISH

BUDGETBUDGET COSTS TO DATECOSTS TO DATE

HOURS TO DATEHOURS TO DATECONTROL CONTROL PARAMTETERSPARAMTETERS

Planning the Work51

04/18/23

For Additional Information on CPM Charts

Google “CPM Charts”

Planning the Work52

04/18/23

Risk Template

Form Example

Planning the Work53