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Updating the Program Management Plan
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I m guessing that you know by now that planning is an iterative process You ll do it over and over and over until you finally shift into closing the program Throughout planning you ll want to aim for consistency among three primary program documents: The program work breakdown structure The program work breakdown structure dictionary The program management plan
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These three documents will serve as a cornerstone to your program, and consistency from document to document will ensure accuracy and reduce the possibility of confusion among project managers and program team members Here s the basic scoop: when changes enter into the program, there will be a ripple effect throughout all of the program s documentation When a change is approved, the program scope will be updated, which in turn means the PWBS needs to be updated, and then the PWBS dictionary, and then out to the program management plan I ll discuss the entire change management process in 8, but for now just realize that a change to the program scope means that several documents will have to be updated to reflect the approved change
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Developing the Program Schedule
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In order to calculate how long the program will last, the program manager needs to understand the duration of program activities, the anticipated duration of the program s projects, and the amount of effort available to apply the program activities Developing the program schedule includes several program activities: Identification of program components Order of execution and interactions of the program components Time estimates to complete the program activities Documentation of the program milestones and their expected completion dates Documentation of the schedule variances and outcomes (an ongoing process)
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Because of all the moving parts of a program, schedule development is one of the trickiest areas of program management The program manager needs to have a clear understanding of how the program and project estimates were created initially Figure 6-8 has all of the inputs and outputs for this process It is one thing to rely on historical information to predict the current program duration, but quite another to use a dartboard and a roulette wheel to predict program length
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Considering the Duration Estimating Inputs
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Two questions you ll have to answer as a program manager: How much will this cost and How long will it take to complete In order to complete the duration estimating
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Figure 6-8 Schedule development requires several inputs
6: Working with Planning Processes
process, you ll need several pieces of information as inputs to provide accurate duration estimates The basis of estimates is needed to predict the program duration As I mentioned, historical information is great, but it s not always available The duration estimates might be based on simulations, expert judgment, or pilot testing of activities Whatever the case, there needs to be a documentation of how the program and project duration estimates were created so that the program manager can plan accordingly There are two calendars for the program manager to consider The first is the resource calendar, which shows the availability of program resources Obviously, this calendar shows when program staff members are available, but also when project team members are available to complete assignments This is important, as project team members may be on multiple projects within the program and coordination of resources is imperative The resource calendar shows people and their vacation days, but also the availability of resources such as materials, equipment, and facilities The second calendar is the project calendar The project calendar defines when the project work is expected to take place It considers common holidays for the project team, scheduled pauses in the project, and considerations for coordination among projects within the program Regularly scheduled events, such as staff meetings and risk assessment meetings, are included in the project calendar When the program is initiated, milestones for the program are identified These milestones and their decomposition in the PWBS are needed to create the program schedule Milestones show the completion of the things that equate to progress in the program duration The PWBS is needed because these are the things, specifically the program packages, that will contribute to milestone completion Most of the work to be completed within a program is composed of effort-driven activities This simply means that the more effort is applied to an activity, the faster the activity can be completed For example, consider an activity to paint 1,000 rooms in a new hotel It might take a crew of eight painters four weeks to paint the rooms You could reason that the greater the amount of effort, the faster the work could be completed; that s an effort-driven activity The Law of Diminishing Returns, however, comes back to bite you on effort-driven activities You can t always exponentially add more labor to reduce the amount of time it will take to complete an activity Consider the painters and the hotel If 16 painters could finish the work in two weeks, could 32 painters finish the work in one week And would 64 painters complete the work in just a few days You can t continually add labor to complete work instantaneously it works on paper, but not with a paintbrush The second part of the Law of Diminishing Returns is that there s only so much yield in relation to your efforts This means that eventually you re going to be paying more in labor than what the profit, your yield, for the workers will be While there may only be 1,000 rooms to paint, all of the painters want to get paid for their efforts This scenario contributes to the consideration of the competencies and availability of the resources you ll need in the program The program manager always has to consider if the needed resources are available, their abilities to complete the work in a reasonable time, and their abilities to complete the work with the quality level expected When you re creating your program schedule, you also have to consider the activities that are considered of fixed duration These are tasks that will take a set amount of time regardless of the number of laborers you assign to the task For example, a manufacturing
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