Chapter 2

STEPWISE PROJECT PLANNING

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The frameworks are:
 Step Wise method: covers only the planning stages of a project and not monitoring and
control

 PRINCE 2: is the set of project management standards that have been published by the Central
Computing and Telecommunications Agency (CCTA) for use on British government IT projects.
The Standards and also widely used on non-government projects in the United Kingdom.

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Contents
 A major principle of project planning is to plan in outline first and then in more detail
as the time to carry out an activity approaches
An outline of stepwise planning activities is:
 Select project  Estimate effort for each activity
 Identify project scope and objectives  Identify activity risks
 Identify project infrastructure  Allocate resources
 Analyze project characteristics  Review/publicize plan
 Identifies project product and activities  Execute plan/lower levels of planning

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Identify project scope and objectives
is the total amount of work done to attain a project management team’s project.
It is the sum total of all the products, necessities and outcome as one project.
 A project’s requirements, products, and results are defined.
 It assist the team know what needs to be done and what achieving the project will entail.
Specially, the project management team discusses the needs, risks, strategies, effort and cost.
Then the project management team splits the project scope into short-term objective to be
accomplished.
 Time and cost are outputs of scope. what is included in, or excluded from, a project
 Scope is bound to change, and this is to be expected

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Identify project scope and objectives
1.1 Identify objectives and measures of effectiveness in meeting them

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Project Objectives
Successful objectives in project management are specific.
Consequently objectives shouldn’t be vague, such as “to improve customer relations,” because
they are not measurable.
Objectives should show how effective a project has been, for instance “to reduce customer
complaints by 50%” would be a good objective.
The measure can be, in some cases, a simple yes or no answer,
for example, “did we reduce the number of customer complaints by 50%?”
SMART
Objectives can often be set under three headings:
 Performance and Quality:  Budget:  Time to Completion:

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Project Objectives
recommend “DISCO” when forming objectives.
D - Detail Specifics: Give as much knowledge as possible and make these objectives very specific
I - Include Qualitative and Quantitative Measurements: Qualitative measurements calculate a
project based on quality standards, quality indicators, or quality characteristics. Defect ratio,
break down ratio, and improvement needs are all to be measured
quantitative measurements are time, budget, production, work hours, process time, and
development progress
S - Seek Consensus with the Team: team needs to be on the same page during planning
C - Create a Reasonable Approach in Obtaining Those Objectives
O - Operate in a Methodical Timeframe: Setting up a timeline and follow it.

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Identify project scope and objectives
1.2 Establish a project authority
A Single overall project authority needs to be established so that there is unity of purpose
among all those concerned

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1.3 Identify all stakeholders in the project and their interests
Essentially all the parties who have an interest in the project need to be identified.

• Stakeholders are the people involved in or affected by project activities

• Stakeholders include
◦ – the project sponsor and project team
◦ – support staff
◦ – customers
◦ – users
◦ – suppliers
◦ – opponents to the project

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1.4 : Modify objectives in the light of stakeholder analysis.

In order to gain the full cooperation of all concerned, it might be necessary to modify the project
objectives. This can mean adding new features to the system giving a benefit to some
stakeholder group as a means of assuring their commitment to the project. This is potentially
dangerous, since the system size might be increased and the original objectives obscured.
Because of these dangers, this process must be done consciously and in a controlled manner.

1.5 : Establish methods of communication with all parties.

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Identify project scope and objectives
The project scope contains the following aspects to be managed:
1. Scope Planning
 refers to a project management process that describes boundaries and deliverables.
 deliverable may be a short report, a slide presentation, a poster, a short blurb, or even a slogan.
 external deliverables: deliverables towards the end of a project life and it typically require the
review and/or approval of the customer.

scope planning analysis consists of three main categories:

Initiation, planning, and definition, with two control
categories: Verification and change control

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Identify project scope and objectives
The project scope contains the following aspects to be managed:
2. Scope Definition
Regularly, they are qualitative and/or focus on general statements.
“We will develop service by providing an information system to answer to customer inquiries.”
 Is it a real time system?
 Is it all screen-based? What reports can be produced?
 Where does the knowledge come from?
 What management is required for the data? Is all the data compatible?
 Do you want to generate standard letters? How many letters? How customizable are the letters?
 Do you want to store the questions?
 Do you want to store the answers?
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Identify project scope and objectives
The project scope contains the following aspects to be managed:
2. Scope Definition ….ctnd
We look at three main ways to comprehend scope definition. These are:
 Define Deliverables
 Define Functionality and Data
 Define Technical Structure

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Identify project scope and objectives
The project scope contains the following aspects to be managed:
3. Create WBS
is a hierarchical description of the work that must be done to complete the project as defined in
the Project Overview Statement (POS).

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Identify project scope and objectives
The project scope contains the following aspects to be managed:
4. Scope Verification
Verification can take place during production or development, and is usually an internal
process.
In contrast, validation is the process by which the Project Management set up that the
component; product or service meets the needs of the intended end-user or customer. It can
be said that validation assures that the correct component, product or service was created,
and verification guarantee that it was built or produced correctly.
Project Management efficiently implementing a verification/validation process
can save the producer from the financial burden of expensive recall campaigns, costly product
rework, and unexpected delays in product releases.

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Identify project infrastructure
refers to the organizational structure, processes, tools, techniques and training an organization
puts in place to make projects more successful.
2.1 Establish relationship between project and strategic planning:
 order in which these projects are to be carried out.
 establish the framework within which the proposed new systems are to fit
 Hardware and software standards, for example, are needed so that various systems can
communicate with each other
2.2 Identify installation standards and procedures
Change control and configuration management standards, monitoring and control policy,
project planning and control standards

2.3 Identify project team organization

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How to start building a Project
Infrastructure
Define the Scope
Project Process Modeling
Standing Infrastructure
Gap Analysis
Implementing the Infrastructure
Working Teams
Look at Individual Motivations
Recognize Contributions
Single Source of Truth
It is Never Finished
Ownership

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Project Infrastructure and Governance

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Analyze project characteristics
To ensure that the appropriate method are used for a project:
3.1 Distinguish the project as either objective- or product driven
3.2 Analyze other project characteristics:
 Temporary,
 Unique, Product Service or Result,
 Aims/Tasks/Purpose,
 Limited Time Scale

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Analyze project characteristics
3.3 Identify high level project risk
 What can happen? How can it happen?
 Risk identification is the process of distinguishing the opportunities opened up by each activity
or phase of the project and clarifying where the risk lies.
 20% of the risks that would have 80% of the potential impact
Following are the major qualitative techniques of Risk Identification:
• Assumptions Analysis  Brainstorming/SWOT Analysis
• Check Lists  Facilitated workshops
• Prompt Lists  Interviews
3.4 Take into account user requirements concerning Implementation
3.5 Select general lifecycle approach in the light of the Above
3.6 Review overall resource estimates
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 Cont

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 End

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