00:00:00 - Welcome to our final stop on 2.0 Project Planning, officially
00:00:05 - called 2.13 Transition Plan, or the full definition from CompTIA,
00:00:10 - 2.13 Explaining the purpose and common components of a transition
00:00:15 - plan. I'm going to expand 2.13 to talk about transition plan
00:00:20 - and project
00:00:23 - management plan.
00:00:26 - And before you think I'm throwing yet another plan at you, the
00:00:30 - project management plan is the consolidation of everything we've
00:00:35 - discussed in 2.0 Project Planning. The project management plan
00:00:40 - is a single consolidated document that discusses the project
00:00:44 - scope, the project schedule, the change management process, the
00:00:48 - schedule management process, the communications process, the
00:00:52 - risk management process, the quality process, the cost management
00:00:56 - process, and the procurement plan, and presents it in a single
00:01:00 - organized deliverable, the project management plan, as well as
00:01:06 - the slated component for this nugget is 2.13, the transition
00:01:10 - plan, which talks about the transition from planning into delivery,
00:01:16 - and more important, the transition from delivery into operation
00:01:21 - of our IT project.
00:01:24 - This nugget is focused on wrapping up this entire area of 2.0
00:01:30 - Project Planning, and the wrap-up, as already discussed, is the
00:01:34 - consolidation of all of the work that we've done to date, packaging
00:01:37 - it into the project management plan, as well as developing the
00:01:43 - transition plan, which is focused on moving our project from
00:01:47 - a project into operations in the organization.
00:01:51 - We're focused on consolidating all of the planning activities.
00:01:55 - The key is, here Steve in his soapbox again, presents the project
00:02:00 - plan for approval with the focus on approval.
00:02:04 - We are now presenting the project scope, the project schedule,
00:02:10 - the project budget, the project communications process, the project
00:02:14 - procurement process, that all-important project risk process,
00:02:18 - and all of the other planning activities, the communications
00:02:22 - and so on, and bringing it together in a single document
00:02:27 - and presenting it for approval.
00:02:30 - Once we get approval, our project now has purpose, the scope.
00:02:37 - Our project has a mandate, the approval. Our project has measurable
00:02:42 - milestones, the schedule. The project has an anticipated cost,
00:02:47 - the budget.
00:02:48 - One would think we would simply start and deliver the project
00:02:53 - to all of those criteria, and the answer is yes, but we're also
00:02:56 - preparing to get into controlled updates. Things are going to
00:03:01 - change. The scope
00:03:05 - is going to change. As we do our analysis and as we do our design,
00:03:09 - new business functionality is going to be identified. Changes
00:03:13 - in the business environment are going to identify new requirements.
00:03:17 - We're going to have schedule changes. We're going to have resourcing
00:03:19 - changes. We're going to have risk changes. We're going to have
00:03:22 - changes in all planning areas.
00:03:29 - It's important to initiate controlled updates to our project
00:03:34 - management plan so that all of these changes are again presented,
00:03:41 - agreed, and you probably guessed it, approved
00:03:48 - through formal signature to make sure that our project management
00:03:52 - plan is current
00:03:56 - and relevant
00:03:59 - and continues to be that guiding process, that measurement, that
00:04:05 - baseline against which we are going to measure overall project
00:04:09 - success. So what is in this project management plan? As I've
00:04:15 - already discussed, the project management plan is everything
00:04:18 - related to planning, but it's more than that. It is a formal
00:04:22 - document. We are going to have pride in it. It's going to follow
00:04:28 - proper documentation processes. I would suggest your project
00:04:32 - management plan needs to have administrative details, should
00:04:35 - have a proper table of contents, and absolutely needs to have
00:04:39 - a revision history because if you remember, we're going to introduce
00:04:42 - changes, controlled changes.
00:04:49 - So on a regular basis, and I'm not going to just automatically
00:04:53 - say every month or every quarter you need to update a revision
00:04:57 - to your project management plan. As an appropriate level of changes
00:05:02 - are identified, you are going to go in and update the project
00:05:05 - management plan, and we're going to maintain the proper revision
00:05:09 - history to ensure that everyone understands that oh, the baseline
00:05:14 - project management plan was in June. In August, we issued a substantial
00:05:19 - update because it changed in scope. In October, we issued another
00:05:23 - major update because we had a substantial change in the schedule
00:05:27 - because of resourcing changes. In January, we issued another
00:05:30 - major change to the project management plan because we had a
00:05:33 - substantial change in budget because the cost of our technology
00:05:36 - decreased and we were able to reduce our budget by $50,000.
00:05:43 - Pride of ownership in your project management plan is going to
00:05:48 - be important, and it's important that we maintain our project
00:05:52 - management plan to reflect the current status of our project.
00:05:56 - As I said, it's going to be a formal document. We should have
00:05:59 - the appropriate executive summary
00:06:03 - positioning the project management plan. We absolutely need to
00:06:07 - identify our sponsor
00:06:09 - and we need to identify all of the key project stakeholders.
00:06:14 - Sounds like communications planning to me. We need to define
00:06:19 - the project organization, both from a management viewpoint as
00:06:24 - well as a team viewpoint.
00:06:26 - Sounds like HR planning to me.
00:06:30 - We absolutely need to include the complete
00:06:35 - robust scope statement that we discussed in earlier nuggets.
00:06:39 - The scope statement is going to contain an overview of what the
00:06:42 - project is going to deliver, may have a context diagram, absolutely
00:06:47 - is going to identify all of the deliverables. Hopefully we're
00:06:50 - going to have that annotated table of contents identifying what
00:06:54 - each of the components of the deliverables are going to be, an
00:06:58 - estimated number of pages for it, so we are going to have complete,
00:07:02 - 100%, all of the planning work that we did in the scope planning
00:07:08 - going to be consolidated and put into our project management
00:07:12 - plan as the definition of our project scope.
00:07:17 - As we went through our scope definition, we mostly likely had
00:07:20 - some assumptions and constraints. We've been capturing them all
00:07:24 - the way through our planning process. We now are going to consolidate
00:07:27 - all of those assumptions and constraints and put them again into
00:07:30 - a single location.
00:07:32 - We are going to present the project schedule. And I'm not necessarily
00:07:36 - talking about the detailed project schedule that says on day
00:07:41 - 36 of the project, we are going to complete these six WBS elements.
00:07:46 - But we're certainly going to have a high level
00:07:51 - schedule that's going to be appropriate for the readers of the
00:07:54 - project management plan identifying all of the key project milestones.
00:07:59 - We are going to document the project budget, again, probably
00:08:02 - not at a line level but at the appropriate level of detail where
00:08:05 - we would be interfacing with finance and where finance would
00:08:08 - be reporting our project actuals back to management. We are going
00:08:13 - to absolutely define our quality process. We are going to tell
00:08:17 - our sponsors and our stakeholders and our management what our
00:08:21 - quality processes are going to be. We are going to demonstrate
00:08:25 - our commitment to those quality processes, and we are going to
00:08:28 - secure their commitment to the quality processes because we are
00:08:31 - going to elicit their sign-off.
00:08:35 - Quality is not the first thing we're going to sacrifice when
00:08:37 - the project gets into scheduled constraints. We are going to
00:08:41 - show our commitment to quality and put it into our project management
00:08:44 - plan. The all-important risk component, we are going to identify
00:08:49 - what all of our key project risks are going to be. We are going
00:08:51 - to identify what our strategies are going to be for dealing with
00:08:54 - the risks, and we are going to identify the contingencies, the
00:08:58 - cost, and the schedule we built into our project plan for risk
00:09:02 - areas. We are going to outline our procurement policies and we
00:09:07 - are going to present the project milestones maybe consistent
00:09:10 - with the schedule or the milestones maybe at further level of
00:09:14 - summarization for senior management purposes. A lot of pride
00:09:20 - needs to be put into our project management plan. We are summarizing,
00:09:26 - presenting all of the work, the days, the weeks, maybe even the
00:09:31 - months of work that we put into project planning into the single
00:09:37 - consolidated project management plan. Now, I've kept saying "single
00:09:43 - consolidated project management plan," and that is my preference.
00:09:47 - We have a single
00:09:50 - project management plan, but if this is a large project and scope
00:09:55 - is going to take 25 pages to define and the risk is going to
00:10:02 - take another 15 pages and our quality process is going to contain
00:10:07 - 25 pages, maybe, just maybe
00:10:12 - our single consolidated project management plan is going to get
00:10:15 - too large. And
00:10:18 - what's too large? Organizational standards. What's too large?
00:10:23 - What you believe you can present and review with management in
00:10:27 - a single review session to get their sign-off, so there is no
00:10:31 - true formal definition of too large. But if you feel that it's
00:10:35 - getting too big to manage, if it's getting too big to present,
00:10:39 - if it's getting too big for management to review and understand,
00:10:42 - we need to break
00:10:46 - into multiple
00:10:49 - sub-documents. And if we decide we have to break our project
00:10:54 - management plan into individual sub-documents, I would suggest
00:10:59 - the contents of the master PMP would remain exactly as we have
00:11:03 - defined. When it comes down to the chapter on scope definition,
00:11:09 - instead of having the 25 pages of scope definition in our master
00:11:14 - project management plan, we would simply have a line or two lines
00:11:18 - saying, "The scope is to do X, Y, and Z. Please refer to the
00:11:24 - separate sub-deliverable
00:11:27 - project scope definition
00:11:30 - entitled da-da-da-da," and maybe even embed it using facilities
00:11:35 - in your word processing tool to allow them to click on it and
00:11:39 - open but keeps the size of our original project management plan
00:11:43 - at least in the number of pages. The actual size on disk may
00:11:47 - still be larger if we embed.
00:11:49 - Same thing, document your assumptions and constraints. Probably
00:11:53 - put the schedule in. But when you come down to some of the others,
00:11:56 - "Our high level quality statement is such. Please refer to our
00:12:00 - high level risk as such. Please refer to A single consolidated
00:12:06 - project management plan or a single consolidated project management
00:12:11 - plan table of contents with links and references to sub-deliverables
00:12:15 - as appropriate to break it down into a manageable size. The
00:12:20 - other key output we are going to discuss is the transition plan.
00:12:24 - It may be embedded in the project management plan. I refer to
00:12:30 - it as the PMP and that's not the project management professional.
00:12:33 - That is the project management plan. The transition plan describes
00:12:39 - how we move from project
00:12:46 - to operations,
00:12:49 - how we implement and run our project. Key element of a transition
00:12:54 - plan is the ownership. Who is going to run it? Who is going to
00:12:59 - use it?
00:13:02 - Basically, it's getting your sponsor to identify the participants
00:13:07 - who will be involved with the software after it goes live.
00:13:13 - The responsibility.
00:13:15 - Who is going to run, who is going to own, who is going to change,
00:13:21 - who is going to validate,
00:13:24 - who is going to all of the activities associated with making
00:13:30 - the software work day in, day out, month in, month out, and year
00:13:36 - in, year out as it's in operations. The transition timeline.
00:13:41 - We are going to start to implement on June 15th.
00:13:47 - The first week
00:13:49 - is going to be a parallel
00:13:52 - execution. The second week
00:13:57 - is going to be implementation
00:14:01 - conversion. The next day is going to be first
00:14:07 - live run.
00:14:09 - The next month,
00:14:11 - July, is going to be the period of warranties and external extra
00:14:18 - support to help with the transition of the software into the
00:14:24 - run, the own, the change, the validation, help ensure that our
00:14:28 - project sponsor is going to be able to use the software and help
00:14:33 - ensure that our project sponsor is going to get the business
00:14:35 - benefits for which this project was taken on. As I said, the
00:14:39 - transition plan is critical. It's going to conclude our project.
00:14:43 - It's going to formalize the acceptance process. It may be embedded
00:14:48 - into your project management plan, and it may be a separate deliverable
00:14:52 - that you are going to present and get approved. When do you embed
00:14:57 - it? When do you present it separately? The same principle we
00:15:00 - just discussed with the project management plan and its sub-deliverables.
00:15:04 - If the original project management plan has room, then the transition
00:15:09 - plan is simply the last chapter in your table of contents and
00:15:13 - you still keep it to a manageable size. If you find you have
00:15:16 - to start to chunk your project management plan into the sub-deliverables,
00:15:20 - the transition plan is also an ideal candidate for the chunking
00:15:24 - into sub-deliverables.
00:15:27 - And because our project management and transition plans are so
00:15:30 - critical to setting the foundation for overall project delivery
00:15:35 - success and setting the foundation for overall project implementation
00:15:39 - success, I'm not going to let you away with just saying present
00:15:43 - it for approval and go. I want to spend some time talking about
00:15:47 - how important presenting that project management plan and getting
00:15:52 - formal approval is going to be. This is the green light. This
00:15:57 - is saying, "Steve, we believe in you.
00:16:02 - We believe that if you are able to deliver a project that satisfies
00:16:07 - this scope statement that can be completed in this timeline that
00:16:12 - can be completed for this budget, you're absolutely going to
00:16:16 - achieve the business benefits that this project was taken on
00:16:21 - to satisfy, that if you can achieve all of that, the pain that
00:16:26 - I, the sponsor, am having is going to be eliminated." This is
00:16:31 - absolutely management's commitment of the funds, of the organizational
00:16:37 - resources putting it in your hands
00:16:41 - to deliver the project successfully. So we are putting a lot
00:16:45 - of weight on ourselves to be successful,
00:16:49 - but getting the formal approval is more than that. Getting the
00:16:53 - formal approval is also getting management's commitment and the
00:16:57 - sponsor's commitment that says, "Steve, when you encounter problems
00:17:02 - during project delivery and you can't get business matters resolved
00:17:06 - or there are conflicting issues with resources or, or, or, you
00:17:11 - have our commitment because you have identified what your communication
00:17:14 - strategy is going to be. You've identified what your escalation
00:17:17 - processes are going
00:17:20 - to be. You've identified the members of the steering committee.
00:17:23 - We are also giving you by our signature on this project management
00:17:27 - plan our commitment to help you be a success." So when we present
00:17:32 - the project management plan, we're asking for approval from a
00:17:35 - large number of people. Obviously, we're asking for commitment
00:17:40 - from the project sponsor.
00:17:42 - Is the scope right? Am I satisfying your business problem?
00:17:49 - And if I satisfy your business problem, are you going to get
00:17:52 - the objectives for which you are undertaking? So yes, we need
00:17:56 - the project sponsor to sign off that the scope is right and that
00:17:59 - the budget is right, that the timeline is right, that if I deliver
00:18:03 - this project in six months for $50,000, you are going to be successful
00:18:09 - from a business viewpoint.
00:18:11 - We're also asking IT management to sign off on our project management
00:18:16 - plan, saying, "We have reviewed Steve's scope. We've reviewed
00:18:21 - Steve's schedule. We've reviewed Steve's et cetera, et cetera,
00:18:24 - et cetera. We believe Steve is applying the best practices of
00:18:27 - our organization. We believe Steve is applying IT best practices,
00:18:32 - and we are willing to commit the IT resources under Steve's direction
00:18:37 - to deliver the project."
00:18:40 - I would suggest in addition to getting our project sponsor's
00:18:44 - approval, we also need to get our project sponsor's bosses and
00:18:48 - maybe bosses' bosses approval that again, this is the best use
00:18:55 - of our resources. We the business unit feel confident that investing
00:19:00 - $50,000 of our scarce business resources is absolutely the right
00:19:05 - investment of our corporate resources.
00:19:09 - As a minimum, I think you need to get those formal signatures
00:19:14 - on your project management plan. And as a matter of fact, I would
00:19:17 - suggest there is one more signature that you need, and that is
00:19:21 - Steve Caseley's really crappy signature.
00:19:25 - But I'm going to ask my sponsor to sign. I'm going to ask my
00:19:28 - boss to sign. I'm going to ask my sponsor's bosses to sign. I
00:19:33 - think it's only appropriate that I also sign this myself, saying
00:19:37 - I am committed. I've created this project management plan. I
00:19:41 - have faith in my scope statement. I have faith in my work breakdown
00:19:45 - structure. I have faith that what I am proposing to do is capable
00:19:49 - of being done.
00:19:51 - So as a minimum, I suggest you need these four signatures. You
00:19:56 - may also need to get approval,
00:19:59 - and I'm changing signatures as to approval. This I think needs
00:20:03 - to be signatures
00:20:07 - on paper, in writing, in ink, not necessarily in blood but at
00:20:12 - least in ink. You may or may not need, depending again on your
00:20:16 - organizational structure, also get approval from HR that says,
00:20:20 - "Steve thinks he is going to get three analysts,
00:20:24 - four designers, and eight programmers
00:20:28 - in the next six months."
00:20:31 - HR has reviewed my staffing requirements, and yes, they believe
00:20:36 - that it's realistic that Steve will get the resources that he
00:20:39 - needs for his project.
00:20:42 - You may also need to get approval from procurement. "I am expecting
00:20:46 - to go out and buy some pretty big pieces of hardware. I am expecting
00:20:50 - to run a very sophisticated RFP and selection process. Procurement,
00:20:56 - do you have the resources within your department to help my project
00:21:00 - be a success?"
00:21:02 - We've created a formal quality statement. Is this quality statement
00:21:07 - consistent with the quality processes of our organization? And
00:21:10 - again, this is going to be organizational-specific,
00:21:12 - but does your organization have certifications? Are you an ISO-certified
00:21:18 - shop? Do you go for CMMI certification?
00:21:22 - If I follow the quality processes that I have defined in my project,
00:21:25 - am I going to satisfy the quality expectations of our organization?
00:21:29 - Am I going to help us keep our ISO, our CMMI, our X and Y and
00:21:35 - Z certifications as we move forward with the project? So if nothing
00:21:39 - else, I think you need approval
00:21:42 - agreement from these impacted
00:21:47 - organizational units, and we need formal signature from these
00:21:51 - directly involved individuals
00:21:55 - to our project success.
00:21:58 - So our project management plan and transition plan has been presented
00:22:02 - and approved with a formal signature. We are now in act of project
00:22:07 - delivery. We need to be prepared
00:22:12 - for change.
00:22:14 - We need to maintain
00:22:19 - our project management plan.
00:22:23 - We need to ensure that we have continuous maintenance preparation,
00:22:28 - and we need to ensure that we have controlled maintenance on
00:22:32 - our PMP.
00:22:34 - Every time something significant changes in our project, and
00:22:42 - for the purpose of this discussion, when I say something significant
00:22:45 - changes, something changes that makes a fact in the PMP, a statement
00:22:53 - in the PMP no longer
00:22:59 - true. We need to prepare for continuous maintenance on our project
00:23:04 - management plan. So not every little nuance, "Johnny took three
00:23:09 - hours longer on task number 29 than originally planned." Are
00:23:14 - we talking about PMP maintenance for that? No. That's project
00:23:17 - delivery reality. But if we get a change to the project scope
00:23:23 - statement, if we have a substantial change to a project schedule,
00:23:28 - if we absolutely have a change to a published project milestone,
00:23:33 - that fact in the project management plan is no longer true, we
00:23:38 - need to move into continuous maintenance.
00:23:42 - But it also needs to be controlled maintenance. If we are presenting
00:23:46 - the PMP modified
00:23:50 - release 1.1
00:23:53 - on a weekly basis to 1.2, 1.3, every time a milestone
00:24:02 - slips by one day, for example, senior management, even our project
00:24:08 - sponsor, is going to say, "Steve, how about spending a little
00:24:12 - more time managing your project and maybe these slippages can
00:24:16 - be better managed as opposed to updating your project management
00:24:20 - plan?" We need to be prepared for identifying when
00:24:25 - the facts in our PMP are no longer true.
00:24:29 - Record, track those fact changes,
00:24:34 - maybe just a little working document on your own personal desktop,
00:24:37 - but then move into a controlled maintenance that says, "On a
00:24:41 - regular," and as I said in the introduction, I don't believe
00:24:46 - regular is scheduled, not every month, not every quarter, but
00:24:49 - on a regular basis when the continuous maintenance becomes significant.
00:24:57 - And I can't again give you any guidelines on what significant
00:25:01 - means, but when your gut says, "Hey, I've had a lot of these
00:25:06 - minor incremental changes to the project management plan. It's
00:25:09 - beginning to feel like my project management plan doesn't represent
00:25:13 - the facts anymore,"
00:25:16 - it's time for a regular controlled maintenance release, so we
00:25:21 - have the PMP 1.1 not weekly, probably not even monthly,
00:25:27 - but on a regular basis. When it no longer reflects reality, you're
00:25:33 - going to do a controlled release, you are going to do a 1.1,
00:25:37 - and you are going to re-accept.
00:25:42 - You are going to present it back to the sponsor. You are going
00:25:44 - to present it back to the sponsor's management. You are going
00:25:47 - to present it back to your boss, and you are going to re-sign
00:25:50 - it yourself. Unless the changes are very, very significant, you
00:25:55 - probably don't need to go back to procurement and HR and quality,
00:25:59 - but we need to have this controlled
00:26:02 - process to keep our project management plan factual and realistic
00:26:08 - and representative of the current reality within which our project
00:26:13 - is being delivered. We are reestablishing the baseline against
00:26:17 - which we are going to write our future status reports.
00:26:22 - This concludes our Nugget on Transition and Project Management
00:26:26 - Plan. This also concludes this series of nuggets on 2.0 Project
00:26:31 - Planning. The transition and project management plans are an
00:26:35 - ideal nugget to summarize our 2.0 Project Planning series because
00:26:40 - the transition and project management plan consolidates all of
00:26:44 - the planning activities. It talks about the scope. It talks about
00:26:48 - the schedule.
00:26:50 - It talks about the budget.
00:26:52 - It talks about the quality. It talks about the risks. It talks
00:26:56 - about the procurement. It talks about the communications. It
00:27:00 - talks about every aspect. Everything that we've done in project
00:27:05 - planning is focused into our project management plan and our
00:27:11 - transition plan. It is the formal presentation
00:27:16 - of our weeks of effort in project planning, and it presents the
00:27:20 - baseline against which we are going to manage our project, and
00:27:27 - it presents the baseline against which we are going to produce
00:27:30 - our status reports, saying we're on schedule, we're on budget,
00:27:35 - or we're ahead of schedule or we're behind budget, and we are
00:27:39 - delivering the functionality expected by the business.
00:27:44 - And lastly, we need to ensure that we have a proven process in
00:27:48 - place to keep our transition and our project management plans
00:27:53 - current and factual.
00:27:57 - And with that, Project Planning is wrapped up. We have
00:28:02 - presented this. We have our formal approval. And now, it's time
00:28:05 - to move into the next phase of our Project Plus Certification
00:28:09 - Exam and into the next phase of our project itself, which is
00:28:13 - the execution and the delivery and the monitoring and controlling
00:28:17 - the actually the doing of all of the work that we spent all of
00:28:21 - this time planning.
00:28:23 - This concludes our Nugget on the Transition and Project Management Plan.
00:28:27 - I hope this module has been informative for you, and thank
00:28:30 - you very much for viewing.