the project plan plan your work then work your plan ppt1615

8/12/2019 The Project Plan Plan Your Work Then Work Your Plan Ppt1615

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The Project PlanPlan Your Work , then Work Your Plan

Will Brimberry, Program ManagerProject Management Office

Office of the Chief Information Officer

Project Plan

Project Plan

Integrated Management Control Plan

Project Performance Baseline

Project Scope

Project Scope

Solutions Architecture

Solutions Architecture

Project Authorization(Project Charter)



Scope Management PlanTime (Schedule) Management Plan

Cost (Budget) Management PlanQuality Management Plan

Project Human Resource (Team) Management PlanCommunication Management Plan

Risk Management PlanProcurement (and Contract) Management Plan

Time (Schedule) Estimates Cost (Budget) Estimates







Supporting Documentation



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Talking Points

StandardsDefinitionThe OMB Process and Project Management

Project ManagementCPICArchitecture

Elements of the Project PlanAuthorizationProject ScopeIntegrated Management Control PlanProject Resource Estimates



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What, Who, Why, How and When ?

What is a Project Plan?Why do we need a Project Plan?How is a Project Plan used?When is a Project Plan used?Who uses the Project Plan?What makes up a project plan?

Where does it come from?How does architecture play into the project plan?


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Project Plan Standards

American National Standards Institute (ANSI): ANSI/PMI 99-001-2004

Project Manag

ement Body Of Knowledge(PMBOK)


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The Project Plan Why do we need a Project Plan? H ow is a Project Plan used?

The project plan is a consistent and coherent document that guides both projectexecution and project control. The plan is used to:

Guide the projects through execution and control.

Document the planning assumptions.

Document planning decisions regarding alternatives choices.

Communicate with stakeholders.

Define management reviews (as to content, extent, and timing).

Establish project baselines for progress measurements and control.


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The Project PlanWhat is a Project Plan? F ormal Defin iti ons

Project management processes selected by the project management teamLevel of implementation of each selected processTools and techniques descriptions selected to accomplish the selected processes

Description of how the selected process will be used for the specific projectDescription of how work will be executed to accomplish the project objectivesDescription of how change will be monitored and controlledDescription of how configuration management will be performedDescription of how the performance baseline will be maintained and used

Stakeholder communication requirements and planSelected project life cycle for multi-phase projectManagement reviews processes for content, extent, and timing to address open issues and

pending decisions

PMBOK Definition: The project management plan defines how the project is executed, monitored andcontrolled, and closed. The project management plan documents the collection outputs of the planning processesof the Planning Process Group, including:

PMBOK Glossary Definition: a project plan is a formal, approved document that defines how the project isexecuted, monitored and controlled. It may be summary or detailed and may be composed of one or more

subsidiary management plans and other planning documents.


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The Project PlanWhat is a Project Plan? I nformal Defi ni tions

The project plan is a consistent and coherent document that guides both projectexecution and project control. The plan is a product of the iterative planning

process. The plan addresses the following questions in the following sections:

What is to be done? Project Scope Whos authority? Authorization/Chartering

How it is to done? Integrated Management Plan What time and dollars are needed? Resource Estimates (Baseline)


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OMB Life Cycle

Develop, D/M/E Steady State, O&M DisposalPlan

Good Portfolio (Investment) Decision Making

Good Architecture facilitated by a Good Project Planning Process

OMB A-11 - Three Stages: Planning, Develop, Steady State OMB A-130 - The Fourth Stage: Disposal PE060417-Project EVM-mgV.3-wBrimberry


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CPIC & Project Management Artifacts

OMB Life Cycle

Pre-Select Select Control Evaluate Steady State (O&M) DisposalDOI CPIC Process

(Acquisition and Operations & Maintenance)

Develop Steady State, O&MOMB

Investment Management Process& Interior Accounting (ABC Code)

Disposal

Acquisition (Plan & Develop) Phases of the Life Cycle(New Investments or Portions of Investments Being Enhanced)

Plan

O&M Phase of the Life Cycle(Investments In Steady State)

300 or 300-1(Version 1)

CPIC Phase: Pre-Select OMB Phase: Plan (ABC: 80) PM Phase: Plan Approval: IRB via CPIC Required: to start planning Comment: Investments 300; defined business, conceptual solution

Mission StatementCPIC Phase: Early Pre-SelectOMB Phase: Plan (ABC: 80)PM Phase: Initiate

Approval: IRB via CPICComment: Pre-300; conceptualbusiness

300 or 300-1(Version 2)

CPIC Phase: SelectOMB Phase: Development (ABC: 81)PM Phase: PlanSDLC: Analyze

Approval: IRB via CPIC, ARB, PRBRequired: start developmentComment: Investments 300; definedbusiness, defined solution (Functions,Standards, Specifications, App), definedPM plan (cost, schedule, scope-baselines)

Project PlanCPIC Phase: Early SelectOMB Phase: Plan (ABC: 80)PM Phase: PlanSDLC: Post-Analyze

Approval: IRB via IEARB, CTOC, PMRequired: before 300 (v2)Comment: defined business, definedsolution, defined PM plans & CCMdescription

300 or 300-1(Version N)

CPIC Phase: Select, Control, EvaluateOMB Phase: Development (ABC: 81) or OMB Phase: O&M (ABC: 82)PM Phase: Plan, Execute, Control, thenCloseSDLC: Design, Build, Test, ImplementControl & CCM: ARB and PRBComment: Investments 300; definedbusiness, defined solution (Functions,Standards, Specifications, App), defined/updated PM plan, performance and CCM/re-baselining

Project Charter CPIC Phase: Late Pre-SelectOMB Phase: Plan (ABC: 80)PM Phase: InitiateSDLC: Pre-Analyze

Approval: IRB via PM ReviewRequired: before PM PlanComment: 300 (v1); PRM & BRMbusiness, conceptual solution, noPM plans

Pre-300


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Architecture & Project Management & CPIC

OMB Life Cycle When should the plan be mature?

Develop (ABC Code: 81)Plan (ABC Code: 80)

Process Artifacts

Project Plan - Integrated Work Management Plan - Scope, Schedule & Resource Estimates

Solution and Aligned Architecture- Solution Architecture

- Technical Reference Model

- Service Reference Model

- Data Reference Model

- Business Reference Model

- Performance Reference Model Business

Requirements

TechnicalRequirements & Specifications

Mature Project Plan(Scope-Schedule-Cost)

Investment Review BoardInvestment Portfolio (CPIC) Governances

Key Decision Point


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CPIC & Project Management Processes OMB Life Cycle

Start Planning& Define Scope(For Entire Scope)

Processes:- Enterprise Architecture- Solution Architecture- Project Management

DevelopPlan & WBS

(For Entire Scope)Identifying

Deliverables & Acquisition StrategyProcesses:- Solution Architecture- Project Management

Develop Budget(For Approved Scope)

Processes:- Portfolio (CPIC)- Project Management

Develop Schedule(For Approved Scope)

Processes: - Portfolio (CPIC) - Project Management

Finalize Project Planwith

Performance BaselineScope, Cost & Schedule Agreements


Project Execution& Performance

Monitoring & Reporting


OMB (A-11)Planning Phase

OMB (A-11)Development Phase

(D/M/E)

IRB Decision Point(Agreements Based on a Mature Project Plan)

Portfolio Select - Architecture -

Project Management Planning - Project Execution -

PE060417-Project EVM-mgV.3-wBrimberry


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CPIC & Project Management Processes OMB Life Cycle

DevelopPlan

Investment Review BoardPortfolio (Investment) Governance

Decision

Project Plan

Project Scope

Project Plan

Integrated Work Management Plan

Project Resource Estimates

Project ScopeProject Scope

Solutions ArchitectureSolutions Architecture



Integrated Work Management PlanScope Management PlanTime (Schedule) Management Plan


Human Resources (Team) Management PlanCommunication Management Plan









Defined

Scope

Clear vs Not Clear (Vague)

Authority(Span of Control)

Consolidated vs Fragmented

Reso urces(Dollars & Staff)

Appropriate vs Not Appropriate

Mature Project Plan

ServiceArtifacts

BusinessData &

InformationArtifacts

BusinessProcess

Artifacts

BusinessPerformance

Artifacts

Develop Budget(For Approved Scope)


Develop Schedule(For Approved Scope)

Processes: - Portfolio (CPIC) - Project Management

Portfolio Select -

Technical

ArtifactsSolutions

Architecture

Architecture -

Project Planning - Project Execution - PE060417-Project EVM-mgV.3-wBrimberry

Project Scope


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The Project Plans Key Elements What makes up a project plan?

Authorization

Project Scope

Integrated Management Plan

Resource Estimates (Baseline)

Project PlanProject Plan


Project Resource Estimates (Baseline)




Project Resource Estimates (Baseline)













Supporting DocumentationSupporting Documentation


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The Project Plans Key Elements What makes up a project plan? A Collection of Ar tifacts

Threaded within the document, major artifacts(PMBOK reference) make up the plan, include:

Project Authorization or Charter (Section 4.1)Scope Statement (Section 5.2.3.1)Work Breakdown Structure , WBS (Section 5.3.3.2)

- Project Schedule Network Diagram (Section 6.2.3)Project Management Approach (Section 4.3)

Integrated Management Control Plan - Scope Management Plan (Section 5.1.3.1)- Schedule (Management Plan) (Section 6.5.3.8)- Cost (Budget) Management Plan (Section 7.1.3.4)- Quality Management Plan (Section 8.1.3.6)- Staffing (HR) Management Plan (Section 9.1.3.3)- Communication Management Plan (Section 10.1.3.1)- Risk Management Plan (Section 11.1.3.1)- Risk Register (Section 11.2.3.1)

Procurement (and Contract) Management Plan (Section 12.1.3.1)Performance (Measures) Baseline

- Schedule Estimates (Selection 6.5.3)- Major Milestones (Section 6.1.3.3)- Cost Estimates (Selection 7.1.3.1)

- Cost Baseline (Selection 7.2.3.1)






















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The Project Plans Key Elements

Authorization

Project Scope
























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Project AuthorizationProject Authorization

(Project Charter)

Project Authorization

(Project Charter)

The project charter is the document that formally authorizes a project.

Chartering links the project to ongoing work of the organization.

The project sponsor external to the project organization authorizes the project.

Key Elements of a Project Charter:

Business Needs (Statement)

Project Scope Statement and Product Scope Description

Strategic Plan

Enterprise Environmental Factors (Organizational Factors & Constraints)


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Authorization

Project Scope
























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Project ScopeProject ScopeProject ScopeProject Scope


1) Solutions Architecture Work

- including the technical product specifications 2) Projects Management Activities.


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Project ScopeProject ScopeProject ScopeProject Scope


Defined (authorized), risk adjusted, scheduled and planned work of the project.

Project plan is founded on a mature project scope statement.

Project scope statement is founded on detailed solution architecture (SA).

Solutions architecture is found on mature enterprise architecture (EA). Project scope is the product of the iterative scope management processes that is

generally done by the project team, using a WBS.

Using the WBS, the team to capture and then decompose all of the work of the project, project scope.


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Project ScopeWhat makes up the Solution Architectur e?

Using IBM architecture nomenclature, for the project plan should summarize and reference the majorartifacts, including:

Architecture Overview

Architecture Decisions Architecture Templates Business Context Diagrams Use Case Model Data & Information Models (and Specifications) (Technical) Performance Model Systems Context Operational Model Deployment Units


Business Context Diagram

System Context

Architectural Decisions

Use Case Model Performance Model

Operational Model

Architectural Template

Architecture Overview

Component Model

Deployment Unit

Change Cases

Data & Information Models


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Project ScopeWhere does the Solu tion Archi tectur e come from?

TechnicalFunctionDefinition

ServicesComponent

Definition

BusinessData & InfoDefinition

BusinessProcess

Definition

BusinessPeformance

Definition

Maturing Solutions Architecture

Project Plan

Project Scope

Project Plan







Integrated Work Management PlanScope Management Plan

Time (Schedule) Management PlanCost (Budget) Management Plan

Quality Management PlanHuman Resources (Team) Management Plan

Communication Management PlanRisk Management Plan

Procurement (and Contract) Management Plan








Project Management ProcessFacilitates the Maturing Architecture that Defines Scope


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Project ScopeWhere does the Solu tion Archi tectur e come from?

TechnicalFunctionsDefinition

ServiceComponents

Definition

BusinessData & InfoDefinition

BusinessProcessesDefinition

BusinessPerformance

Definition

Project Plan

Project Scope

Project Plan







Integrated Work Management PlanScope Management Plan


Quality Management PlanHuman Resources (Team) Management Plan










FOIA

Analysis&

Specifications

Privacy

Analysis&

Specifications

508

Analysis&

Specifications

Busines Data & Information and Rules Analysis & Specifications


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Authorization

Project Scope
























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Integrated Management Control PlanIntegrated Management Control PlanIntegrated Management Control Plan









Integrated Management Control Plan or what is often referred to as Control Account Plan (CAP) isall of the defined (authorized), risk adjusted, scheduled and planned work. The sum of all theintegrated management control plans constitutes and defines the management of the total projectscope. The scope management section details the verification and control processes, including formalacceptance process, configuration and change controls. The management control plans include:

Scope Management Plan Schedule (Time) Management Plan Cost (Budget) Management Plan Quality Management Plan Human Resource Management Plan Communication Management Plan Risk Management Plan Procurement (and Contract) Management Plan


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Scope Management Plan

Scope Management Plan: Scope management identifies and addresses the project deliverables andhow the related work is accomplished.

Includes: 1) solutions architecture work (that include the technical product specifications and relatedactivities) and 2) all the projects management activities. This management section summarizes howthe project scope will be/was determined, including its planning methodology, assumptions and

decisions. The scope management section underpins the verification and control processes, includingformal acceptance process, configuration and change controls.

Major Artifacts: Scope Statement Product Definition. Project Objectives Scope Management (and control) Plan

Management Processes , include: 1) scope planning, 2) scope definition, 3) create the WBS , 4)scope verification and 5) scope change control.

Note: Scope verification, a part of the formal acceptance process, is tightly coupled with integration

and quality managements acceptance criteria.

Scope Management PlanScope Management Plan


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Time (Schedule) Management Plan

Time (Schedule) Management Plan: Time management addresses the schedule issues and scheduleneeded complete project objectives.

Includes: Descriptions of how the project schedule will be/was determined, including its planningmethodology, assumptions and decisions.

Major Artifacts: produced in this section are the: Schedule Management (and control) Plan Project Schedule (including project network diagram, Gantt chart, milestone chart, updated WBS)

Management Processes , include the 1) activity definition, 2) activity sequencing, 3) activity resourceestimating, 4) activity duration estimating, 5) schedule development, and 6) schedule control.

Time (Schedule) Management PlanTime (Schedule) Management Plan


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Cost Management Plan

Cost Management Plan: Cost management addresses the cost of the resources needed to complete project activities. Additionally, project cost management should also consider the effect of projectdecisions on the cost of using the product, often referred to as the life-cycle costing.

Includes: Descriptions of how the project cost estimates and baseline will be/was determined,including its planning methodology, assumptions and decisions.

Major Artifacts: produced in this section are: Resource Requirements Cost Estimates (and cost baseline ) Updated WBS Cost Management (and control) Plan.

Management Processes , includes 1) cost estimating, 2) cost budgeting, and 3) cost control.

Cost (Budget) Management PlanCost (Budget) Management Plan


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Quality Management Plan

Quality Management Plan: Quality management addresses the assurance that the defined productcharacteristics meet the stakeholders expectations and how the project management processes realizethe stakeholders expectations.

Includes: Descriptions of how the work quality will be/was planned, determined and assured,including assumptions and decisions.

Major Artifacts: produced in this section are the Quality Management (and control) Plan Quality Metrics Quality Checklists

Process Improvement Plan Quality Baseline

Management Processes , includes 1) quality planning, 2) quality assurance, and 3) quality control.

Quality Management PlanQuality Management Plan


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Project Human Resource Management Plan

Project Human Resource (Team) Management Plan: Human resource (HR) managementaddresses what appropriate human resources (internal staffing and external stakeholders) are neededand how to use them to accomplish project objectives.

Includes: Descriptions of how the team members and (all) stakeholders will be/were identified for

and effectively used/involved with the project, including its planning methodology, assumptions anddecisions.

Major Artifacts: produced in this section are: Stakeholder Analysis Role & Responsibility Assignments (Responsibility Matrix) Project Organization Charts (and project directories) Staffing Management Plan

Management Processes , includes 1) human resource planning, 2) acquiring project team, 3) teamdevelopment, and 4) managing project team.

Project Human Resource (Team) Management PlanProject Human Resource (Team) Management Plan


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Risk Management Plan

Risk Management Plan: addresses how risks are systematically identified analyzed and respondedto throughout the project.

Includes: Descriptions of how the project risks will be/were determined, including its planning

methodology, assumptions and decisions.

Major Artifacts: Risk Management (and control) Plan, including:- Risk Inventory with Thresholds- Prioritized Probability-Impact Ranking (matrix)- Response Plan (Workarounds and Corrective Actions)

Management Processes , include 1) risk management planning, 2) risk identification, 3) qualitativerisk analysis, 4) quantitative risk analysis, 5) risk response planning, and 6) risk monitoring andcontrol.

Note: Projects baselines are developed via the time (schedule), cost, and risk processes.

Risk Management PlanRisk Management Plan


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Procurement Management Plan: addresses how goods and service are attained from outside the performing organization.

Includes: Descriptions of how the project procurement strategies and actions will be/weredetermined, including its planning methodology, assumptions and decisions.

Major Artifacts: include: Acquisition strategy Procurement Management Plan Statement of Work (SOW) Make-or-Buy Decisions Request for changes Evaluation criteria Request for Proposal (RFP) and Others (RFI and RFC) Contract Contract Change Process Formal Acceptance and Contract Closure Procedures

Management Processes , include 1) plan purchases and acquisitions, 2) plan contracting, 3) request

seller responses, 4) select sellers, 5) contract administration, and 6) contract closure.

Procurement (and Contract) Management PlanProcurement (and Contract) Management Plan


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Authorization

Project Scope
























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Project Resource Estimates (Baseline)Project Resource Estimates (Baseline)Project Resource Estimates (Baseline)



Schedule Estimate: The schedule estimate is primarily the product of the Time (Schedule)

Management processes. This section summarizes the risk-adjusted schedule estimate, estimateassumptions and methodologies.

Cost (Budget) Estimate: The cost (budget) estimates are primarily the products of the Cost(Budget) Management processes. This section summarizes the risk-adjusted cost estimate, estimateassumptions and methodologies.

This section should summarize how these performance baselines (estimates) are used within theintegrated control process and by its primary control tool, earned value management (EVM). Thework breakdown structure (WBS) is used to develop ( planning ) cost & scheduled work baselineestimates, guide the scheduled-work ( executing ), and monitor ( controlling) the cost & scheduled-work baseline estimates. Estimating involves primarily scope, time, cost and risk management

processes.


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The Project PlanPlan Your Work , then Work Your Plan

Thanks You!Will Brimberry, Program Manager

Project Management OfficeOffice of the Chief Information Officer

202-208-6052ill B i b @i d i











Quality Management PlanProject Human Resource (Team) Management Plan






Quality Management PlanProject Human Resource (Team) Management Plan






the project plan plan your work then work your plan ppt1615

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