valuendo aiesec importance of planning (2001) handout

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Importance of Planning

Marc Vael AIESECValuendo 2001

© 2001 Valuendo. All rights reserved. 1INFORMATION CLASSIFICATION = PUBLIC

The importance of planning

AIESEC

Mr. Marc VaelManaging Director

Valuendo


Agenda

• Introduction• Why is planning needed?• Definition• Critical Success Factors• Conclusion• Internet Sites

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• Marc Vael• Managing Director Valuendo (“value & do”) since July 2001• Education

– Master Applied Economics (UAntwerp)– Master Information Management (UHasselt)– Master+ Applied Economics & ICT (KUL)

• Core Services– Enterprise Risk Management– IT Governance– Information Security Management– Data Privacy & Protection– Business Continuity / Disaster Recovery – Crisis Management– IT Audit & Compliance

• Certifications– CISA

Introduction


In 1999, of all projects :

• 25 % SUCCEEDED : => on time, on budget,

as initially specified

• 35 % were CHALLENGED : => late, over budget,

delivering less than specified

• 40 % FAILED : => canceled at some point

Planning: Why?

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The most elementary aspects are missing :

• 85% of projects starts without an accepted view on costs and timeframe.

• The exact starting date is known in < 1% of projects.

• Of 15% of projects it is not clear if they are finished ornot.

• Scope enlargements are common in > 50% of projects.

• Less than 15% of project managers have created a change-management plan to deal with scope changes.

Planning: Why?


Why do projects fail so often?– Poorly defined scope (incomplete requirements / specifications)– Poor organization and management– No standard vision / communication on the progress– Wrong estimations (time and budget)– Lack of proper resources– Poor quality control– “Silo vision”– Conflicts between projects– Organizational / Corporate Politics– Problems are hidden for top management ("shoot the messenger")– Resource draining – “hardest shouting man” syndrome– Lack of proper change management standards & procedures– No study for (technical) feasibility– Usage of immature / poor (technology) infrastructure– Inadequate testing procedures/controls– Project crisis management instead of project (risk) management– No one is in charge (too many Indians and no chief?)– Everyone is in charge (too many chiefs and no Indians?)– Excessive / Unrealistic expectations– Hidden costs

Planning: Why?

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There is much to be said of failure. It is more interesting than success.

Max Beerbohm

Planning: Words from the wise


Warning signs of a project heading for failure:

– A lack of scope / change control– Real costs consistently exceeding budgeted costs– Breakdown of team communication– Team members working excessively long hours– Decreasing team co-operation and enthusiasm– Increasing number of “ad hoc crisis meetings” that are

held in an attempt to regain project control– No presence of internal control & security requirements– Missing or out-of-date documentation– Resource consumption on non-issues– Little or no “end-user group” interest and involvement

Planning: Why?

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Agenda



•Program = may comprise multiple projects or be a recurring project with predictability, but with a new plan and unique product

•Project = combination of complex, sequenced, goal-driven, interrelated tasks and unique events with a defined beginning and an end-date to be executed bounded by resources, time and budgets with many people involved and resulting in a desired end-product or service.

Planning: Definition

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•Task (activity) = a cohesive unit of work on a project divided into “work assignments”

•Work Assignment (sub-task) = individual activity required to complete a project assigned by the project manager and/or subordinates of the project manager. Subtasks are the steps needed to complete a task. These subtasks are not traced in the plan.

WorkAssignmentProject TaskProgram



•Scope = the size which determines how many resources, how much time and how large the final product is.

•Project Resources = time, people, money, equipment and facilities used to complete a project.

•Project Sponsors = people with a personal or business interest in the desired end-results of a project (e.g. customers, managers, corporate executives, shareholders and/or representatives of governmental agencies).


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•Project Manager = person designated as responsible for the management of all activities necessary for the delivery of the contracted deliverables to the end-customer to the customer's satisfaction and within the agreed time and budget constraints.

•Deliverable (goals) = clearly defined result, good or service produced during the project or at its outcome. This may include organizational attributes, reports, plans, physical products or objects.



•Lag = amount of time after one task is started or finished before the next task can be started or finished.

•Lead = amount of time that precedes the start of work on another task.

•Duration = the time it takes to complete a task. In a schedule, the duration is an estimate.

•Project duration = the time (usually in days) that it takes to complete the entire project, from starting the first task tofinishing the last one.


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•Float (slack) = the difference between the time available for a task and the time required to complete it.

•Total float = latest finish - earliest start – duration.If the total float for a task equals zero, then that task is on the critical path.

•Work Breakdown Structure (WBS) = hierarchical chart used to organize the milestones and tasks of a project clearly into related areas. This is often completed as a tree diagram or as an outline. A completed WBS can be used for budgeting, personnel selection, scheduling and network diagram purposes.



•Milestone = summary of the completion of an important set of tasks or event

•Resource loading = the time individual resources (people, vendors, etc.) have committed to a project.

•Resource leveling = the process of shifting the use of resources to even out the workload of team members and equipment. This will cause changes in network diagram, budget or the timing of a project.


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Planning : Definition•Rush charges = when external companies are rushed. A task which normally takes 24 hours will cost more if needed in 2 hours.

•Project conflict = people, priorities or problems begin to interfere with completing a project on time and within budget.

•Project murder = the sudden termination of a project for reasons that range from rational to absurd.


Agenda


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“Begin at the beginning” the King said, gravely, “and go until you come to the end, then stop.”

Lewis Carroll, Alice’s Adventures in Wonderland (1865)



1. Provide structure

2. Identify all stakeholders

3. Understand the scope

4. Proper resources

5. Risk management

6. Progress measurement & quality control

7. Change management

8. Contingency planning

9. Communication Strategy

10. Power of re-application

Planning: Critical Success Factors (CSF)

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The greatest mistake an executive can make is to be afraid of making a mistake.

John Capozzi, 1997



CSF 1: Provide structure• What are you going to do?• Provide detailed breakdown of

– the program in projects, – the project in tasks,– the task in work assignments

• Provide timing• Provide cost• Provide deliverables• Provide people• Provide place=> WHO / WHAT / HOW / WHEN / WHERE ?

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CSF 2: Identify all stakeholdersStakeholders

–Who?»Steering Committee: Guarantee appropriate control over key plans»Sponsorship: Drive the plan and ensure that it has the appropriate resources (budget, technology and people)»Project Management Office: Provide assurance to management with regard to the overall plan, business and risk management process»Leadership: Guarantee that appropriate strategies are in place»Customers:Are identified and appropriately involved


CSF 2: Identify all stakeholders• Steering Committee Organization

– Full management buy-in and commitment– Accountable sponsor with leadership

• The plan is based on a sound business case in alignment with the overall business (strategy)

• Adequate authority levels are in place to “enforce” the plan(approval/rejection power) based on a specific written document

• Make sure that effective project management & QA office is installed and active

• Direct and regular communication to all parties involved• Appropriate incentive schemes are in place

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When you don’t know where you want to go, any road will get you there.

Chinese proverb.



CSF 3: Understand the Scope• The scope is clearly defined, properly approved and

controlled– What is wanted?– What is needed?– For which business processes?

• Scope is translated in – detailed estimates– a detailed inventory of assumptions

• Cost / Benefit analysis• Detailed scope (in writing for each phase)

–detailed & realistic approach–(tangible) deliverable definition–scope limitations (“STRICTLY EXCLUDED”)

• The scope is communicated to all direct parties involved

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Give us the tools, and we will finish the job.Winston Churchill, radio broadcast 1941



CSF 4: Proper Resources

• Cost calculation & budget development• Staff & resource planning• Adequate financial resources • Use metrics to validate funding needs• Recognition of costs and approved funding

– Arrangements for technical personnel– Arrangements for user personnel– Arrangements for supplemental personnel

• Legal and contractual arrangements• Top management involvement to determine approach

under strenuous conditions• Human element is vital for success• Allow margin of error (hidden buffer)

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CSF 4: Proper resources

• The team is cohesive and well-motivated– defined roles, responsibilities and authorities– clear structure– know what the success criteria are

• Key personnel (including QA) is identified and available• Active participation with key user buy-in, enthusiasm and

commitment• Skills transfer (“delegation power”) and empowerment

strategies are in place (including the transfer of skills from external to internal personnel and from team members to end-users)

• Appropriate skills retention strategies and fall-back plans are in place (outsourcing and downsizing issues)



• Organization–Milestone settings to identify subprojects derived from master plan– “You can’t eat an elephant”–Business application and general controls assurance: support the accreditation of new or modified systems and assure that internal controls meet the requirements–Responsibilities?

»Execution and decisions»Progress monitoring and communication

–Communication? »Who to consult?»Who to inform?

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• The responsible manager has to have following interpersonal skills :–a prophet with prediction skills–a politician to sell anything needed and find compromises–a police agent to guard and enforce the rules of the game –a surgeon to detect and solve / eliminate problems–an attorney with the in-depth knowledge & negotiating skills–a psychiatrist with the people (listening) & analytical skills


“Now remember, the first step in avoiding a trap is knowing of its existence.”

From the movie DUNE


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CSF 5: Risk Management

• Risk identification and risk management plan• The plan is business-driven with a detailed analysis of

business impacts (business benefits and costs) (including external dependencies and performance requirements)

• Include study of potential exposures :– contracts and SLA’s– liability and indemnification– ownership of products/results

• Comparison of similar projects is useful• The controls are focused on the provision of efficient,

effective and economic follow-up.


The best preparation for good work tomorrow is to do good work today.

Elbert Hubbard


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CSF 6: Progress Measurement & Quality Control

• Detailed program with a functional breakdown into manageable “sub”-projects, tasks, dependencies and milestones

• Detailed time frame and priority setting• Reasonable buffers in time and/or budget are always

incorporated in the plan• Formal project methodology with standards and rules

– Appropriate logistics and infrastructure are in place– Pilot plan with prototypes– Testing methodology and environment (intra / inter)– Documentation

• Use of resources and tools



• Estimates–Every hour of planning saves 10 hours of work–The accuracy of an estimate is increased with the power of the number of persons.–Based on :

»own experience»experience of colleagues»experience of external experts / competitors»historical data»external metrics & estimate methods»planning / QA methodology

InfrequentEstimates

Real-time,Very

Accurate

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• QA & Change Control is integrated in master plan • Review of the plan

– expectations– communication– resources– risks– documentation of key issues and decisions

against QA standards and procedures• Satisfaction verification via

– Survey– “Lessons learned” meeting


If you go into battle, it’s better to win the first time.

George S. Patton, 1941


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CSF 7: Change Management

SCOPE CHANGE MANAGEMENTSCOPE CHANGE MANAGEMENT• Flexibility to rapidly and effectively respond to changes

within the environment (live document)• Mechanisms in place to enable rapid and effective

decision making (documentation, validation, verification and communication)

TRANSITION MANAGEMENTTRANSITION MANAGEMENT• Business readiness is assessed as ready prior to

execution• Business change-agents / project champions

are identified and well-motivated


Time waits for no one and nowhere is that more true than when managing a project.

Project Manager and PM Teacher Jim MacIntyre


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CSF 8: Contingency plan• Formal contingency plan (“what if”-scenario’s)• Proper contingency resources (budget and people)• Alternative plans with counter-actions in case issues

occur


Graham’s Law: If they know nothing of what you are doing, they suspect you are doing nothing.

Robert Graham in Understanding Project Management


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CSF 9: Communication Strategy

• Official communication– high-level management dashboard overviews– detailed activity milestones and issue lists

• Communication management & strategy– Despite phone, e-mail and documents are

PHYSICAL MEETINGS still the most effective– distribution of regular concise status reports to all

relevant people involved is easy in order to receiveopen and structured feedback

– emphasis on each success and focus on benefits realized from each failure.


CSF 10: Power of re-application

• All plans eventually lead to a deliverable, a result. • Such result can be achieved again

– In other locations– On a larger scale

provided following conditions are met :– Complete and detailed documentation– Track of all communications– Lessons learned

• Avoiding re-inventing the wheel and dependency of specific skilled people

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The 10 CSF elements lead to

Planning: Critical Success Factors (CSF)


Agenda


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Planning: Conclusion

End QualityBudget

Deadlines

Team

Schedule

Expectations


Those who cannot remember the past are condemned to repeat it.

George Santayana, 1905


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May the Force be with you on your

PlanningEndeavors.

Planning: Conclusion


Planning : Internet Sites

• Project Management Institute– http://www.pmi.org/

• Project Management Forum– http://www.pmforum.org/

• Project Net– http://www.projectnet.co.uk/

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No project is too small to not be taken seriously.

An Intel Project Manager



Mr. Marc Vael, Mr. Marc Vael, CISA, CISM, CISSP, ITILCISA, CISM, CISSP, ITIL

Managing DirectorManaging Director

ValuendoValuendoKriebrugstraat 33Kriebrugstraat 331760 Roosdaal1760 RoosdaalBelgiumBelgium

T: +32 5 433 61 93T: +32 5 433 61 93M: +32 473 99 30 31M: +32 473 99 30 31M: M: mvaelmvael@@valuendovaluendo.com.com

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