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Turning Visions into Business.

Project Management
07 Project Planning
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1 Project Planning Overview
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Establish and maintain plans that define project activities
Establish Estimates
(SG 1)
Develop a Project Plan
(SG 2)
Obtain Commitment
to the Plan
(SG 3)
Planning-Data
Project-Plans
Project Monitoring and
Control
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Establish Estimates
(SG 1)
Estimates of project planning parameters are established and
maintained

Estimate the
Scope of the
Project
(SP 1.1)
Establish
Estimates of
Work Product
and Task
Attributes
(SP 1.2)
Determine
Estimates of
Effort and Cost
(SP 1.4)
Define the
Project Life
Cycle
(SP 1.3)
Planning-Data
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Establish Estimates
(SG 1)
Typical Work Products for Establishing Estimates


SP 1.1 Estimate the
Scope of the Project
1. Task descriptions
2. work package
descriptions
3. WBS
SP 1.2 Establish
Estimates of Work
Product and Task
Attributes
1. Technical approach
2. size and complexity of
tasks and work products
3. Estimating models
4. Attribute estimates
SP 1.4 Determine
Estimates of Effort and
Cost
1. Estimation rationale
2. Project effort estimates
3. Project costs estimates
SP 1.3 Define the
Project Life Cycle
1. Project life-cycle
phases
Planungs-Daten
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Develop a Project Plan
(SG 2)
A project plan is established and maintained as the basis for
managing the project

Establish the
Budget and
Schedule
(SP 2.1)
Plan for Project
Resources
(SP 2.4)
Plan for Data
Management
(SP 2.3)
Identify the
Project Risks
(SP 2.2)
Planning-Data
Plan for
Needed
Knowledge and
Skills
(SP 2.5)
Plan
Stakeholder
Involvement
(SP 2.6)
Establish the
Project Plan
(SP 2.7)
Project-Plans
Project Monitoring
and Control
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Develop a Project Plan
(SG 2)

Typical WP for Developing a Project Plan
SP 2.1 Establish
the Budget and
Schedule
1. Project Schedules
2. Schedule
dependencies
3. Project budget
SP 2.4 Plan for Project
Resources
1. WBS work packages
2. WBS task dictionary
3. Staffing requirements
based on project size and
scope
4. Critical facilities/equipment
list
5. Process/workflow
definitions and diagrams
6. Program administration
requirements list
SP 2.3 Plan for Data
Management
1. Data management plan
2. Master list of managed data
3. Data content and format
description
4. Data requirements lists for
acquirers and for suppliers
5. Privacy requirements
6. Security requirements
7. Security procedures
8. Mechanism for data
retrieval, reproduction, and
distribution
9. Schedule for collection of
project data
10. Listing of project data to
be collected

SP 2.2 Identify the
Project Risks
1. Identified Risks
2. Risk impacts and
probability of
occurence
3. Risks priorities
Planning-Data
SP 2.5 Plan for Needed
Knowledge and Skills
1. Inventory of skill needs
2. Staffing and new hire
plans
3. Databases (e.g., skills and
training)
SP 2.6 Plan
Stakeholder
Involvement
1. Stakeholder
Involvement Plan
SP 2.7 Establish the
Project Plan
1. Overall Project Plan

Project-Plans
Project Monitoring
and Control
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Obtain Commitment to the Project Plan
(SG 3)
Commitments to the project plan are established and maintained


Review Plans
that Affect the
Project
(SP 3.1)
Reconcile
Work and
Resource
Levels
(SP 3.2)
Obtain Plan
Commitment
(SP 3.3)
Project-Plans
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Obtain Commitment to the Project Plan
(SG 3)
Typical WP for Obtaining Commitment to the Project Plan


SP 3.1 Review Plnas that
Affect theProject
1. Record the reviews of plans
that affect the project
SP 3.2 Reconcile Work and
Resource Levels
1. Revised methods and
corresponding estimating parameters
(e.g., better tools, use of off-the-shelf
components)
2. Renegotiated budgets
3. Revised schedules
4. Revised requirements list
5. Renegotiated stakeholder
agreements
SP 3.3 Obtain Plan
Commitment
1. Documented requests for
commitments
2. Documented commitments
Project-Plans
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Project Planning is the basis for managing the project
Why do we do it?
! Cover all projects activities
! Provides the basis
for performing and controlling
the project's activities
Advice and Guidance
! Plan with results
! First estimate, then plan the schedule
! Make all plans consistent and
maintain the plans over the project
life cycle.
! Plan for corrective actions.
! Identify projects stakeholders and their roles and use the Project Lifecycle for identifying
the dates for stakeholder involvement.
! Obtain commitment of all stakeholders including team members.
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2 Schedule
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The work of the work breakdown structure is now scheduled
Scheduling means to arrange the work of the work breakdown structure such
that time, budget and resource constraints are fulfilled.
Scheduling is typically done using a precedence diagramming method, e.g: a
GANTT chart or a project network diagram.
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A GANTT Chart is a horizontal bar chart developed by Henry L.
Gantt
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A project network diagram shows the activities as boxes and the
dependencies between them
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Both diagrams provides a graphical view of the project, predict
the time required to complete the project, and show which
activities are critical to maintaining the schedule
! ES - earliest start time: the earliest time at
which the activity can start given that its
precedent activities must be completed first.
! EF - earliest finish time, equal to the earliest
start time for the activity plus the time required
to complete the activity.
! LF - latest finish time: the latest time at which
the activity can be completed without delaying
the project.
! LS - latest start time, equal to the latest finish
time minus the time required to complete the
activity.
Task Name
Duration
(ES) Earliest Start Earliest Finish (EF)
(LS) Latest Start Latest Finsih (LF)
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Calculating the critical path by determing the earliest start and
finish dates and the latest start and finish date
! To calculate the earliest start and finish date, start from the first task. For each task, add
the duration to the earliest start (ES) to get the earliest finish (EF). For all successors, the
largest input EF becomes the ES.
! To calculate the latest start and finish date, start from the last task. For each task, subtract
the duration from the latest finish (LF) to get the latest start (LS). For all predecessors, the
smallest LS becomes the LF.
Initiate Build Cycle
1
Develop Support Material
1
Develop Heater Module
5
Develop Printing Module
3
Develop Reader Module
7
Perform System Testing
2
Plan Deployment
2
Confirm Build Cycle
2
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A plan is more than a schedule
A plan addresses technical as well as management activities.
A plan consists of:
! Budgets, schedules, and milestones
! data management
! risk identification
! resource and skill requirement
! stakeholder identification and interaction (stakeholders are all roles involved in the project)
The overall project must be kept as a separate document (e.g. a maintained
project definition) that serves as an entry point for new team members, quality
assurance and senior management.
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A plan needs commitment from all relevant stakeholders
otherwise the plan is likely to fail
! A plan must be aligned with other plans that affect the project (e.g. plans of other initiatives,
of suppliers, etc.)
! A plan must be aligned with the actual resources (budget, time, people, infrastructure).
! A plan must be agreed to by the team performing the work.
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Do a Sprint
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Exercise: 1h Scrum (1/2)


Task and Results:
1. Sprint Goal: You are invited by a Business Angel to
make him a solution proposal (make a demo what
he will get)
Preparation Instructions:
! Explanation
! In the groups, decide who is Product Owner and
who is ScrumMaster (PM)
! Product Owner prepares Backlog for the Sprint
! Teams set up place to work (get paper, pens, !)
! Scrum Masters set up Sprint Board, Burndown
Chart, !.
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Exercise: 1h Scrum (2/2)


Task and Results:
1. Sprint Goal: You are invited by a Business Angel to
make him a solution proposal (make a demo what
he will get)
Instructions:
! 10 min: Grooming: Estimate the Product Backlog
Items
! 10 min: Sprint Planning I
! 10 min: Sprint Planning II
! Conduct 3 days
10 min. work
2 min Standup
! 10 min Sprint Review
! 10 min Sprint Retrospective
-------------
! 10 min: debrief
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Review Scrum against CMMI
Do:
! FOR SPi = SP 1.1 SP 3.3
3-4 people pick SPi and write answer to How
Scrum implements Spi
UNTIL timebox ends
Timebox: 15 min
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Team 1 Team 2 Team 3 Team 4 Team 5 Team 6
Team did deliver
Product Owner (PO)
satisfied
ScrumMaster ensured
times strictly
Change Request (CR)
rejected
Only ScrumMaster
discussed CR with PO
Standup with 3
questions
ScrumMaster did not do
work
Review of the work


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Revision History
Rev.
no.
State Date Comments Responsible
1.1 Finished 03.10.2004 Initial version Malte Foegen
1.2 Finished 21.06.2006 Revision History added, SEI Partner logo included, current template Malte Foegen
1.3 Finished 23.12.2007 Layout updates, added Scrum slides Malte Foegen
1.4 Finished 19.01.2008 Added sprint exercise and deleted other exercises Malte Foegen
1.5 Finished 23.01.2009 Added Sprint Review Slide Malte Foegen
1.6 Finished 18.01.2010 Updated layout Malte Foegen
1.7 Finished 21.01.2011 Extracted Scrum slides Malte Foegen
1.8 Finished 03.02.2012 New exercises Malte Foegen
Target status: finished
Template-Version: 2.11
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