Milestone Planning - Revision history

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Context

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	=='''Context'''==		=='''Context'''==
	[[File: Organizational_Strategy.1.jpg \|thumb\|450px\|right\| Figure 1: A organizational ~~Strategy~~ inspired by figure 1-3, page 12 from ''PMBOK® Guide – Sixth Edition (2017)'' <ref name="PMBOK"> Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management. </ref> made by Victor Nørregaard Schwærter.]]		[[File: Organizational_Strategy.1.jpg \|thumb\|450px\|right\| Figure 1: A organizational strategy inspired by figure 1-3, page 12 from ''PMBOK® Guide – Sixth Edition (2017)'' <ref name="PMBOK"> Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management. </ref> made by Victor Nørregaard Schwærter.]]

	*'''A Project''' has a life cycle and contain various elements such as activities, objectives, focus, benefits etc.		*'''A Project''' has a life cycle and contain various elements such as activities, objectives, focus, benefits etc.
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	This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>		This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>




	=='''Explanation and its purpose'''==		=='''Explanation and its purpose'''==

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	=='''Guidance with a practical approach'''==		=='''Guidance with a practical approach'''==
	[[File: House.jpg \|thumb\|~~600px~~\|right\| Figure 8: Application of a milestone plan on a project to build a house made by Victor Nørregaard Schwærter.]]		[[File: House.jpg \|thumb\|725px\|right\| Figure 8: Application of a milestone plan on a project to build a house made by Victor Nørregaard Schwærter.]]
	To give an example of how to use a milestone plan in practice this section will focus on a project that has the job of building a house. To describe this milestone plan '''figure 6''' will be used and filed with information as seen in '''figure 8'''.		To give an example of how to use a milestone plan in practice this section will focus on a project that has the job of building a house. To describe this milestone plan '''figure 6''' will be used and filed with information as seen in '''figure 8'''.

S164745 at 14:42, 28 February 2021

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 This article will explore a few scenarios where a milestone plan is either used in a program plan or a contribution to create a monitoring tool that allows a common review of the project, program, or portfolio achievements. Furthermore, the concept and approach in a milestone will be reflected and the limitations regarding a milesone plan will be discussed.<ref name="SPM"> The Standard for Program Management — fourth edition. ProQuest Ebook Central https://ebookcentral-proquest-com.proxy.findit.dtu.dk. </ref>
+"''Be aware that the images may be incorrectly aligned with the text if the screen resolution of your PC is set to other than 125%''"
 [[Category:Program Management]] [[Category:Project Management]] [[Category:Complexity]] [[Category:Project Planning]] [[Category:Milestone]]
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 This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>
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 [[File: Understand_the_milestones_logical_order.jpg |thumb|600px|right| Figure 4: Understand the milestones logical order inspired by figure 5.5, page 156 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
 '''The third step''' is to understand and organize milestones into logical ties or dependencies between milestones. They may be time depended. For being so, the logical order is just as important as every milestone achieving its goals. To illustrate this the milestones are added to '''figure 4'''. The milestones after the black milestone are changed due to the result from the black milestone. Other aspects for the black milestone are that it has several resources attached. This means there could be more areas of responsibilities within it and they are all depending on the result. If the deadline for a marked milestone are changed it is important to include all parts concerning the specific delivery for that milestone. If there are two work packages that shares several milestones it will be recommendable to combine them into one, because they properly have the same deadlines. <ref name="PPP"> </ref>
 [[File: Phases.jpg |thumb|600px|right| Figure 5: A milestone plan divided into phases inspired by figure 5.6, page 157 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
 '''The fourth step''' happens after all milestones are established and dependencies between the milestones are determined. The separation into phases can be created and this is shown in '''figure 5'''. The figure shows the deliverables and work packages separated into phases. The purpose of the phases is to divide the project into main subjects. It happens when a project changes character and the initial knowledge increase and the uncertainties decrease. With every phase the knowledge increases and the uncertainties decrease. The critical purpose for a phase is to finish a main subject that provide a clear perspective for the next phase. The first phases are early analysis or design phases where it is used to create clear problem statements. When a proper problem statement is done the beginning of work packages can be distributed. When performing the implementation phase the manager can provide guidance and coordination for all deliverables. All milestones do not have the same deadline at the same time. <ref name="PPP"> </ref>
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 [[File: Decision.jpg |thumb|600px|right| Figure 6: Decision points inspired by figure 5.7, page 159 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
 '''The fifth step''' is to include decision making or decision points near a new phase. In '''figure 6''' is added a decision point to every phase. These decision points are useful to monitoring and plan the next move for a new phase. It is important to discuss the criteria for starting a new phase. The stakeholders must approve going further with the project and focus on the next phase. Aspects must be discussed, such as "has the uncertainties decreased enough to continue with next phase and do we reach our expected result at this point?” or “do we have to rethink our anticipated budget or risk management and is this project relevant anymore?" Those questions are an essential part to estimate a qualified guess for the future. Do not make the mistake to forget including decision points because "has the phase achieved its goal?" Practically, it is advisable to mark the deadlines for each decision points then a project manager or other stakeholders can prepare for them.<ref name="PPP"> </ref>
 [[File: Critical_path.jpg |thumb|600px|right| Figure 7: Critical path by figure 5.9, page 161 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
 '''The sixth step''' it about defining the activities that fulfils the needs for every milestone. The activities are not clearly defined for every milestone. That is one of the reasons it is good to start dividing the main activities when the knowledge is high enough. It is not necessary to know all details in the beginning. That is why it is better to have an overview for the whole project with a milestone plan. To complete the activities, questions stating “how, when, and where” is needed to accomplish the project. Besides knowing the activities, it is important to secure that the activities does not clash into one another. This occurs when activity A is more critical than activity B. This phenomenon is called the Critical Path Analysis which is illustrated by '''figure 7'''. Furthermore, it is about investigating which path that can delay the entire project if something is delayed. Several activities can be ongoing but if they are not linked together or near a milestone they are not as critical. This is also illustrated by figure 7 where the deadlines for each activity is different and activity A in this case is the critical one.<ref name="PPP"> </ref>

S164745 at 14:37, 28 February 2021

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← Older revision		Revision as of 14:37, 28 February 2021
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	This article will explore a few scenarios where a milestone plan is either used in a program plan or a contribution to create a monitoring tool that allows a common review of the project, program, or portfolio achievements. Furthermore, the concept and approach in a milestone will be reflected and the limitations regarding a milesone plan will be discussed.<ref name="SPM"> The Standard for Program Management — fourth edition. ProQuest Ebook Central https://ebookcentral-proquest-com.proxy.findit.dtu.dk. </ref>		This article will explore a few scenarios where a milestone plan is either used in a program plan or a contribution to create a monitoring tool that allows a common review of the project, program, or portfolio achievements. Furthermore, the concept and approach in a milestone will be reflected and the limitations regarding a milesone plan will be discussed.<ref name="SPM"> The Standard for Program Management — fourth edition. ProQuest Ebook Central https://ebookcentral-proquest-com.proxy.findit.dtu.dk. </ref>

	~~"''Be aware that the images may be incorrectly aligned with the text if the screen resolution of your PC is set to other than 125%''"~~

	[[Category:Program Management]] [[Category:Project Management]] [[Category:Complexity]] [[Category:Project Planning]] [[Category:Milestone]]		[[Category:Program Management]] [[Category:Project Management]] [[Category:Complexity]] [[Category:Project Planning]] [[Category:Milestone]]

S164745 at 14:32, 28 February 2021

2021-02-28T14:32:54Z

← Older revision		Revision as of 14:32, 28 February 2021
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	[[File: Phases.jpg \|thumb\|600px\|right\| Figure 5: A milestone plan divided into phases inspired by figure 5.6, page 157 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]		[[File: Phases.jpg \|thumb\|600px\|right\| Figure 5: A milestone plan divided into phases inspired by figure 5.6, page 157 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
	'''The fourth step''' happens after all milestones are established and dependencies between the milestones are determined. The separation into phases can be created and this is shown in '''figure 5'''. The figure shows the deliverables and work packages separated into phases. The purpose of the phases is to divide the project into main subjects. It happens when a project changes character and the initial knowledge increase and the uncertainties decrease. With every phase the knowledge increases and the uncertainties decrease. The critical purpose for a phase is to finish a main subject that provide a clear perspective for the next phase. The first phases are early analysis or design phases where it is used to create clear problem statements. When a proper problem statement is done the beginning of work packages can be distributed. When performing the implementation phase the manager can provide guidance and coordination for all deliverables. All milestones do not have the same deadline at the same time. <ref name="PPP"> </ref>		'''The fourth step''' happens after all milestones are established and dependencies between the milestones are determined. The separation into phases can be created and this is shown in '''figure 5'''. The figure shows the deliverables and work packages separated into phases. The purpose of the phases is to divide the project into main subjects. It happens when a project changes character and the initial knowledge increase and the uncertainties decrease. With every phase the knowledge increases and the uncertainties decrease. The critical purpose for a phase is to finish a main subject that provide a clear perspective for the next phase. The first phases are early analysis or design phases where it is used to create clear problem statements. When a proper problem statement is done the beginning of work packages can be distributed. When performing the implementation phase the manager can provide guidance and coordination for all deliverables. All milestones do not have the same deadline at the same time. <ref name="PPP"> </ref>








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	[[File: Critical_path.jpg \|thumb\|600px\|right\| Figure 7: Critical path by figure 5.9, page 161 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]		[[File: Critical_path.jpg \|thumb\|600px\|right\| Figure 7: Critical path by figure 5.9, page 161 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
	'''The sixth step''' it about defining the activities that fulfils the needs for every milestone. The activities are not clearly defined for every milestone. That is one of the reasons it is good to start dividing the main activities when the knowledge is high enough. It is not necessary to know all details in the beginning. That is why it is better to have an overview for the whole project with a milestone plan. To complete the activities, questions stating “how, when, and where” is needed to accomplish the project. Besides knowing the activities, it is important to secure that the activities does not clash into one another. This occurs when activity A is more critical than activity B. This phenomenon is called the Critical Path Analysis which is illustrated by '''figure 7'''. Furthermore, it is about investigating which path that can delay the entire project if something is delayed. Several activities can be ongoing but if they are not linked together or near a milestone they are not as critical. This is also illustrated by figure 7 where the deadlines for each activity is different and activity A in this case is the critical one.<ref name="PPP"> </ref>		'''The sixth step''' it about defining the activities that fulfils the needs for every milestone. The activities are not clearly defined for every milestone. That is one of the reasons it is good to start dividing the main activities when the knowledge is high enough. It is not necessary to know all details in the beginning. That is why it is better to have an overview for the whole project with a milestone plan. To complete the activities, questions stating “how, when, and where” is needed to accomplish the project. Besides knowing the activities, it is important to secure that the activities does not clash into one another. This occurs when activity A is more critical than activity B. This phenomenon is called the Critical Path Analysis which is illustrated by '''figure 7'''. Furthermore, it is about investigating which path that can delay the entire project if something is delayed. Several activities can be ongoing but if they are not linked together or near a milestone they are not as critical. This is also illustrated by figure 7 where the deadlines for each activity is different and activity A in this case is the critical one.<ref name="PPP"> </ref>

S164745 at 14:32, 28 February 2021

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 [[File: Decision.jpg |thumb|600px|right| Figure 6: Decision points inspired by figure 5.7, page 159 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
 '''The fifth step''' is to include decision making or decision points near a new phase. In '''figure 6''' is added a decision point to every phase. These decision points are useful to monitoring and plan the next move for a new phase. It is important to discuss the criteria for starting a new phase. The stakeholders must approve going further with the project and focus on the next phase. Aspects must be discussed, such as "has the uncertainties decreased enough to continue with next phase and do we reach our expected result at this point?” or “do we have to rethink our anticipated budget or risk management and is this project relevant anymore?" Those questions are an essential part to estimate a qualified guess for the future. Do not make the mistake to forget including decision points because "has the phase achieved its goal?" Practically, it is advisable to mark the deadlines for each decision points then a project manager or other stakeholders can prepare for them.<ref name="PPP"> </ref>
 [[File: Critical_path.jpg |thumb|600px|right| Figure 7: Critical path by figure 5.9, page 161 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]

S164745 at 14:31, 28 February 2021

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	[[File: Understand_the_milestones_logical_order.jpg \|thumb\|600px\|right\| Figure 4: Understand the milestones logical order inspired by figure 5.5, page 156 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]		[[File: Understand_the_milestones_logical_order.jpg \|thumb\|600px\|right\| Figure 4: Understand the milestones logical order inspired by figure 5.5, page 156 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]
	'''The third step''' is to understand and organize milestones into logical ties or dependencies between milestones. They may be time depended. For being so, the logical order is just as important as every milestone achieving its goals. To illustrate this the milestones are added to '''figure 4'''. The milestones after the black milestone are changed due to the result from the black milestone. Other aspects for the black milestone are that it has several resources attached. This means there could be more areas of responsibilities within it and they are all depending on the result. If the deadline for a marked milestone are changed it is important to include all parts concerning the specific delivery for that milestone. If there are two work packages that shares several milestones it will be recommendable to combine them into one, because they properly have the same deadlines. <ref name="PPP"> </ref>		'''The third step''' is to understand and organize milestones into logical ties or dependencies between milestones. They may be time depended. For being so, the logical order is just as important as every milestone achieving its goals. To illustrate this the milestones are added to '''figure 4'''. The milestones after the black milestone are changed due to the result from the black milestone. Other aspects for the black milestone are that it has several resources attached. This means there could be more areas of responsibilities within it and they are all depending on the result. If the deadline for a marked milestone are changed it is important to include all parts concerning the specific delivery for that milestone. If there are two work packages that shares several milestones it will be recommendable to combine them into one, because they properly have the same deadlines. <ref name="PPP"> </ref>










	[[File: Phases.jpg \|thumb\|600px\|right\| Figure 5: A milestone plan divided into phases inspired by figure 5.6, page 157 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]		[[File: Phases.jpg \|thumb\|600px\|right\| Figure 5: A milestone plan divided into phases inspired by figure 5.6, page 157 from ''Power i projekter og portefølje''<ref name="PPP"> </ref> made by Victor Nørregaard Schwærter.]]

S164745 at 14:30, 28 February 2021

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	This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>		This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>

S164745 at 14:30, 28 February 2021

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← Older revision		Revision as of 14:30, 28 February 2021
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	This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>		This information is critical, because there is a limit to the resources and which project it is allocated to. The variation for the structure of portfolios is important regarding resources. You can ask yourself “does a portfolio have 3 programs and 5 projects that need resources?” or “does a portfolio consist of 1 program with 10 projects?” This difference changes the allocation of resources and the strategy to group resources for every part. <ref name="SPM"> </ref>

S164745 at 14:30, 28 February 2021

2021-02-28T14:30:06Z

← Older revision		Revision as of 14:30, 28 February 2021
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	=='''Guidance with a practical approach'''==		=='''Guidance with a practical approach'''==
	[[File: House.jpg \|thumb\|~~900px~~\|right\| Figure 8: Application of a milestone plan on a project to build a house made by Victor Nørregaard Schwærter.]]		[[File: House.jpg \|thumb\|600px\|right\| Figure 8: Application of a milestone plan on a project to build a house made by Victor Nørregaard Schwærter.]]
	To give an example of how to use a milestone plan in practice this section will focus on a project that has the job of building a house. To describe this milestone plan '''figure 6''' will be used and filed with information as seen in '''figure 8'''.		To give an example of how to use a milestone plan in practice this section will focus on a project that has the job of building a house. To describe this milestone plan '''figure 6''' will be used and filed with information as seen in '''figure 8'''.