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Project Planning: Managing the Triple Constraints

Project Planning: Managing the Triple Constraints. Ben Krauss, SEARCH. Session Focus. Summary of Scope, Time & Cost Review of project management terms & techniques for controlling Scope, Time & Cost Tools you can use to manage Scope, Time & Cost Hands on introduction to the tools.

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Project Planning: Managing the Triple Constraints

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  1. Project Planning: Managing the Triple Constraints Ben Krauss, SEARCH

  2. Session Focus • Summary of Scope, Time & Cost • Review of project management terms & techniques for controlling Scope, Time & Cost • Tools you can use to manage Scope, Time & Cost • Hands on introduction to the tools

  3. The Project Management Knowledge Areas • 1. Project Integration • 2. Scope Management • 3. Time Management • 4. Cost Management • 5. Quality Management • 6. Human Resource Management • 7. Communications Management • 8. Risk Management • 9. Procurement Management

  4. Why do you need to be concerned? • What impact do the triple constraints have on all technology projects? • Why must Scope, Time and Cost be controlled?

  5. Failure rates of Information Technology Projects: Standish Group findings-1994

  6. Triple constraints

  7. Scope • Defined: What is included in the project, as well as what is to be excluded. • Management techniques: • Conduct a thorough needs analysis • Define what’s in and what’s out • Clearly identify the projects goal, objectives and main drivers • Manage scope creep

  8. Project Scope Management Tools & Techniques: • Scope Overview: Project Overview Statement summarizing the Project, Goal, Objectives, Success criteria, Assumptions, Risks and Obstacles • ScopePlanning-Create a project scope management plan documenting how the project scope will be defined, verified, controlled, and how the work breakdown structure will be created and defined. • ScopeDefinition-Develop a detailed project scope statement as the basis for project decisions • Creation of a Work Breakdown Structure (WBS)-Subdivide the major project deliverables and project work into smaller, more manageable components • Scope Verification-formalizing acceptance of the completed project deliverables • Scope Control-controlling changes to the project scope

  9. Why develop a Project Overview Statement? Answer: To clearly define/articulate the purpose of a project, the pros, cons and assumptions • Opportunity: Why the project is being undertaken • Goal-clearly defined • Objectives-that drive project towards the goal • Success Criteria-specific and measurable • Assumptions that were made • Risks-most probable • Obstacles-and how to avoid

  10. Project Overview Statement-example

  11. Tool 1: Project Overview Statement….Your turn

  12. Presentation of results • Tool 1: Project Overview Statement • Questions/Comments

  13. Time

  14. Time management • Defined: A mechanism to ensure the project is completed on time, within the resources available, and avoids delays and associated cost overruns • Management techniques: • Define project activities • Estimate the activity duration using references, professional contacts, actual task completion personnel • Track progress using PM tools: Gantt Chart, Work Breakdown Structure, Network Diagram…….

  15. Project Time Management Techniques: • Activity Definition • Activity Sequencing • Activity Resource Estimating • Activity Duration Estimating • Schedule Development • Schedule Control

  16. Tool 2: Work Breakdown Structure (WBS) • Work Breakdown Structure organizes and defines all the project work • Work Breakdown Structure subdivides the project into smaller, more manageable pieces of work • The lowest level, most detailed level of the Work Breakdown Structure (work package) can be scheduled and costestimated

  17. WBS Elements and Example Elements: • Summary Description of Work • Duration (time to complete) • Deliverable (Unique Result of Above Work) • Dictionary (adequately detailed description of work) Example: • 1. Concept • 1.1 Business Plan • 1.2 Resources and Budget • 2. Content Development • 2.1 Content Collection • 2.2 Abbreviated outline • 3. Media Distribution • 3.1 Media Design • 3.2 Production • 4. Close • 4.1 Distribution • 4.1 Dismantle Team

  18. Work Breakdown Structure

  19. WBS…….Your turn

  20. Presentation of results Tool 2: Work Breakdown Structure Questions/Comments

  21. Other tools • Gantt chart • Network Diagram • Both based on the Work Breakdown Structure

  22. Gantt Chart

  23. Network Diagram

  24. Activity Definition • The Activity Definition process identifies deliverables at the lowest level (work package) in the work breakdown structure. • Work packages are further broken down to provide a basis for estimating, scheduling, executing, and monitoring and controlling the project work.

  25. Activity Sequencing • Activity sequencing involves identifying & documenting the relationships among schedule activities • Network Diagram: Schematic displays of the project’s schedule and the logical relationship among them.

  26. Activity Resource Estimating • Determining what resources (people, equipment or material) will be needed, when and how much. • Tools & Techniques: • Professional judgment • Alternatives analysis • Published estimating data • Project Management software • Bottom-up Estimating

  27. Activity Resource Estimating • This process uses information from the scope of work, required resources and quantities and resource calendar. • The inputs for the estimates of schedule duration originate from the person or group who is most familiar with the required work.

  28. Activity Duration Estimating • Tools & Techniques • Expert judgment • Analogous estimating • Parametric estimating • Three-point estimates • Reserve analysis

  29. Schedule Development • Determines the planned start and finish dates for the project activities. • Schedule estimates can require that time and resource estimates are reviewed to create a project schedule that can serve as a baseline tracking tool. • Tools & Techniques: • Schedule network analysis • Critical path method calculates the possible start and end dates for project activities and the project overall.

  30. Schedule control • Tools & Techniques • Progress reporting • Schedule change control system • Performance measurement to produce the schedule variance • PM software • Variance analysis • Schedule comparison bar charts-comparison of planned vs. actual schedules

  31. Cost

  32. Cost • Defined: The cost of all resources required to perform and complete incremental tasks and the overall project • Management techniques: • Gather internal and external costs. • Look to vendor references • Estimate recurring costs • Usually 15%+ of initial hardware/software cost

  33. Project Cost Management Techniques • Cost Estimating • Cost Budgeting • Cost Control

  34. Tool 3: Cost Breakdown Structure

  35. Tool 3: Cost Breakdown Structure…..Your turn

  36. Presentation of results Tool 3: Cost Breakdown Structure Questions/Comments

  37. Cost Estimating • Developing an approximate cost of the resources needed to complete the project • Tools & Techniques: • Analogous Estimating: Based on similar projects • Bottom-up Estimating: Costs at lowest level are ‘rolled up’ for reporting and tracking • Parametric Estimating: Base on statistical information • PM software • Vendor Bid Analysis

  38. Cost Budgeting • Defined: Total the estimated costs of different work packages to establish a baseline for measuring project performance. • Tools & Techniques: • Cost Aggregation: Scheduled activity cost estimates are totaled in accordance with the WBS. • Parametric estimating: Using mathematic models to predict costs. • Reserve Analysis: Establishes contingency reserves • Funding Limit Reconciliation: Work scheduled to limit expenditures

  39. Cost control • Cost change control system • Performance measurement analysis • Forecasting • Project performance reviews • Project Management software • Variance management

  40. The news is getting better • The 2003 Chronicles report shows some major improvements. The report was based on analysis of 13,522 Information Technology (IT) projects • Projects meeting Scope, Time and Cost estimates have increased from 16% to 34%. • Project failures (cancellations) have decreased from 31% to 15% • Cost overruns for approximately half of projects decreased from over 180% to 43%. • Time overruns have increased to 82% of projects. • Large organizations currently net 52% of the original functions and features in the end product. This is a 10% increase.

  41. Session Focus Recap • Scope, Time & Cost • Review of project management terms & techniques for controlling Scope, Time & Cost • Tools you can use to manage Scope, Time & Cost • Hands on work with the tools

  42. Want to know more? Resources: • Law Enforcement Tech Guide (LETG) • Project Management Book of Knowledge (PMBOK) • Project Management Institute (www.pmi.org) • The SEARCH technical assistance program • PM courses and certificate programs

  43. Questions/Discussion Thank you

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