Quản lí dự án - Chapter 3: Project activity and risk planning

Chapter 3Project Activity and Risk PlanningTwo Extremes Approaches to Planning“Ready, fire, aim”Tom Peters“Paralysis by analysis”There is a happy medium that everyone would like to strikeThe Basis of a Project Plan-the “Project Charter”Primary function of a project plan is to serve as a roadmapShould include the business case and strategic reasons for the projectShould contain sufficient information to know the status of the project at any timeAlso needs the project’s history to dateCategories of Elements Required in the Project CharterPurposeObjectivesOverviewSchedulesResource requirementsPersonnel and stakeholdersRisk managementEvaluation methodsSlide on eachPurposeBusiness case for the projectStrategic reasons for the projectExpected profitabilityCompetitive effectsDesired scopeAny other technical resultsIntent is to communicate to stakeholders the reasons for the projectObjectivesAnother name is project mission statementMore detailed description of theScopeDeliverablesOutcomesCommunicate to project team members what will be done to achieve the overall project objectivesOverviewIntended for senior managementBrief description of projectDeliverablesMilestonesExpected profitability and competitive effectsTechnological and managerial approachesAgreements with the client or any third partyScheduleSummary of schedules and milestonesWork breakdown structure (WBS)Time to complete each taskResource RequirementsEstimates of project expensesCapital and operatingCosts associated with each taskOverhead and fixed chargesAppropriate account numbersProject budgetPersonnel and StakeholdersStakeholders, sponsor, project manager, and some team membersSpecial skill requirementsNecessary trainingSpecial legal arrangementsSuch as non-disclosure agreementsRisk ManagementListing of potential disastersMajor and minorLate subcontractor deliveries, bad weather, unreasonable deadlines, equipment failure, changes in project scopeContingency plans are describedDoes not stop disastersSoftens the impactEvaluation MethodsEvaluation procedures and quality standardsProcedures for monitoring, collecting, and storing data on project performanceThe Planning Process-OverviewDevelop and evaluate the concept of the projectCarefully identify what project deliverables must have to be successfulCreate a systemTest the prototypeIntegrate the deliverable into target systemValidate the deliverableLet client test itMake sure client understands operating and maintenance requirementsThe Planning Process-Nuts and BoltsOnce approved, project should have a launch meetingNew project manager should review project objectivesMake sure they understandIdentify important senior managersDetermine if anything is atypicalSenior manager introduces project to groupProject manager chairs launch meetingResults of the Launch MeetingThe project’s scope is understoodVarious functional managers understand their responsibilities and have committed to develop an initial task and resource planAny potential benefits to the organization outside the scope are notedSorting Out the Project-The Work Breakdown Structure (WBS)Inadequate up-front planning is a primary contributor to the failure of a projectA primary purpose of the WBS is to ensure that no task is overlookedEvery task, no matter how small, should be listedAlong with material and human resourcesThis is a non-trivial taskA Sample (Partial) WBSFigure 3-1Notes on WBSMicrosoft Project (MSP) will make a WBS list at the touch of a keyBut not a tree-chartAt any given level, the “generality” or “degree of detail” of the tasks should be roughly at the same levelThe breakdown of level 1 tasks should be delegated to someone who will carry out the level 2 tasksThe job of planning should be delegated to the lowest competent levelExtensions of the Everyday WBSWBS generally oriented towards deliverablesCan be reshaped with some additional data often not included in the WBSEstimates of resources for each taskEstimates of the time for each taskWho has responsibility for each taskSequence information for each taskIncreases it orientation toward planning and administrationA Modified WBS for Improving Staff OrientationTable 3-2 (Partial)More on the Work Breakdown Structure and Other AidsRACI Matrix is a tableProject tasks derived from the WBS listed in rows and departments and individuals in the columnsHelps organize the project teamThe RACI MatrixFigure 3-5A Whole-Brain Approach to Project PlanningMind mapping is a visual approach that closely mirrors the way the human brain records and stores information In addition to its visual nature, this methodology has the advantage of tapping in to the creative potential of multiple team membersMind mapping is an entertaining approach that helps generate enthusiasm and involvement Sample Mind MapFigure 3-9Risk ManagementRisk identificationRisk analysisResponse to riskBreakdown into Sub-processesRisk management planningRisk identificationQualitative risk analysisQuantitative risk analysisRisk response planningRisk monitoring and controlSlide on eachRisk Management PlanningLike any other planning processMust ensure that the necessary resources can be applied in a timely mannerIt is a continuous processThe factors that cause uncertainty change over timeRisk Identification and Qualitative Risk AnalysisSteps 2-3 often carried out togetherScenario analysisWell-known method for identifying riskInvolves envisioning likely scenarios and resulting outcomesFailure mode and effect analysis (FMEA)List ways project might failList consequences and evaluate its severityList cause and likelihoodEstimate the ability to detect each failureCalculate the risk priority numberSort the potential failures by their risk priority numberQuantitative Risk AnalysisState outcomes as probability distribution and use distributions to evaluate the desirability of certain decisionsObjective is to illustrate the risk profile of the outcomesRisk profiles are one factor to consider in making the decisionTechniques for analysis include:Expected valueSimulationRisk Response PlanningDeciding on which risks to prepare for and which to ignoreMain preparation is a risk response planRisk response plan includes contingency plans and logic charts detailing what to doContingency plan is a backup for some emergency or unplanned event (“plan B”)Logic chart shows the flow of activities once a backup plan is initiatedRisk Monitoring and ControlMonitoring and control are tasks for the parent organizationAs well as the projectMust keep records for future projectsAlso must continue to search for new risksCopyrightCopyright © 2014 John Wiley & Sons, Inc.All rights reserved. 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