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					Learning and Organizational

   Writing a Project
   Deliverable Plan

     Academic Innovation Fund
                  Table of Contents
The Project Management Cycle.................................................................................... 2
Writing Deliverable Statements .................................................................................... 3
Brainstorming The Critical Steps – Creating A Work Breakdown Structure (WBS) . 5
  Developing a Project Schedule .................................................................................................... 9
                                                                     Writing a Project Deliverable Plan

    The Project Management Cycle
    Project management is primarily about the steps that a Project Manager and others follow to
    plan, organize and carry out a project. There are 15 steps that constitute a disciplined

    Here is a graphical illustration of the four phases and 17 steps that constitute a project.

  A. PLAN                                                  B. PREPARE

                                                         2. Define and sequence project activities and
1. Create a Project Charter and obtain                      assign resources
                                                         3. Develop a Flowchart/PERT/Network
                                                         4. Develop a Project Schedule
                                                         5. Estimate costs and create a budget
                                                         6. Risk Management Plan
         Carry forward your                              7. Communication Plan
         skills, lessons
         learned and team                                8. Define Project Change Request Process
         relationships to the                            9. Conduct pilots or tests as required
         next project.

 D. EVALUATE                                               C. IMPLEMENT

                                                         10. Execute project activities
 15. Lessons Learned/Evaluation                          11. Monitor team and improve
                                                         12. Manage changes
                                                         13. Monitor and report project activities
                                                         14. Confirm Completion

    Learning & Organizational Development                                                            2
                                                                 Writing a Project Deliverable Plan

Writing Deliverable Statements

What is considered a Project Deliverable?
   A high-level list of “what” has to be done in order to reach the project goal/objective.

   Each deliverable should be sufficiently detailed so that the Project Team will understand
    what needs to be accomplished. These may include tangible items like reports, products
    or services, etc.

   Describe the deliverables using either Active or Passive Verbs i.e.; To Develop or
    Developed or To Research or Researched

   It is possible to use nouns or product deliverables i.e.; Report, Document, Research etc.
    but this method is not preferred.

   Each deliverable should be measurable so that the sponsor can determine whether a
    deliverable has successfully been completed at the project's conclusion.

Examples of Commonly Used Action Verbs

   Analyze                         Categorize                      Create
   Compile                         Conduct                         Construct
   Deliver                         Design                          Develop
   Establish                       Estimate                        Evaluate
   Implement                       Measure                         Organize
   Research                        Summarize

Deliverable Statement Examples
   Developed a research protocol and framework for new technology evaluation by
    students and teachers.
   Conducted two faculty curriculum development workshops for the development of a
    trans-disciplinary course incorporating project teaching/learning tools.
   Delivered one-day program in Arts-Based Environmental Education as part of the
    Faculty of Education’s three-day Summer Institute on August 18, 2011
   Developed and delivered a detailed course design and promoted new first year course.
   Create a communication/advertisement strategy to promote the purpose and
    benefits of the JumpStart program.
   Conducted a preliminary usability testing of prototype tool for functionality and
    ease of use by students and teachers.
   Established a framework for faculty development workshops to be delivered in
    Year 2 of the granting period to introduce interested faculty to the prototype.

Learning & Organizational Development                                                          3
                                        Writing a Project Deliverable Plan

Learning & Organizational Development         York University   4
                                                                      Writing a Project Deliverable Plan

Brainstorming The Critical Steps – Creating A Work
Breakdown Structure (WBS)
The project manage/lead (and team-members if available) creates an activity list that will be
performed as part of the project. Use this foundation to create the work breakdown structure
(WBS) – a large “to do “ list for the project. Once the activity list has been created, estimate the
duration (time required) for each activity and based on these, state the human resources
requirements of the project.

Why Do It?
This first step is to determine how. It is also the first major “reality check” for the project. Now
you will begin to learn the actual effort required to accomplish the project deliverables.

Secondary benefits of this are to acquaint yourself and team members with the true scope of the
project – and revise that scope if appropriate.

If you neglect this step, you’ll be less able to negotiate strongly for resources. Dependencies
and schedules will have uncertainty built in. You will also face surprises as you begin working
on what you thought were the activities and you’ll over-run your schedule almost immediately.

The least you need to do at this step is to create a list of activities, assign a resource, and
estimate both the effort (actual days) and duration (elapsed time) for each of the tasks in a small

Expert Advice
People can be good at estimating the total effort required from a resource – but may not be
good at estimating elapsed time. Elapsed time is affected by both controllable and non-
controllable disruptions. Non-controllable disruptions can make a six-hour task take 3 weeks to
complete. It is the elapsed time that will affect the project delivery.

When doing estimates, ask yourself:
   Could I do this estimate of duration of activity more reliably if I sought expert advice?
   Am I aware of the consequences “off the top of my head” estimate that gets taken seriously?
   Have I consulted previous project plans and project managers to see how long similar
    activities took?

Learning & Organizational Development                                        York University   5
                                                                                                        Writing a Project Deliverable Plan

Work Breakdown Structure and Resource Plan Example

 Main Task or Deliverable                      Sub-Tasks                      Resource Name   Work Effort (hrs)          Elapsed Time

                                   a) Canvas stakeholders for ideas
                                   b) Evaluate ideas for fit, choose        John Smith        3 days
 1. Choose theme and timing                                                                                        1 week
                                   c) Check with senior team on

                                   a) Estimate likely audience size
                                   b) Visit potential sites                 Joanne Carlie     12 days              3 weeks
 2. Establish venue
                                   c) Evaluate bids

                                   a)   Consult leading authorities
                                   b)   Generate list, send invite          Joanne Carlie     13 days              3 weeks
 3. Secure speakers
                                   c)   Evaluate proposals
                                   d)   Confirm with speaker
                                   a)   Discuss advertising needs with
                                        our PR firm
 4.   Develop Advertise strategy                                            William Darling   13 days              4 weeks
                                   b)   Approve advertising plan for
                                   c)   Provide theme, location and
                                        program/speaker information
                                   d)   Approve advertising copy prior to

Learning & Organizational Development                                                                                6
                                                                              Writing a Project Deliverable Plan

Work Breakdown Structure and Resource Plan Template

 Main Task or Deliverable               Sub-Tasks   Resource Name   Work Effort (hrs)          Elapsed Time

Learning & Organizational Development                                                      7
                                                                              Writing a Project Deliverable Plan

 Main Task or Deliverable               Sub-Tasks   Resource Name   Work Effort (hrs)          Elapsed Time

Learning & Organizational Development                                                      8
                                                                       Writing a Project Deliverable Plan

Developing a Project Schedule
The project schedule is easy to use to discuss project timing (and probably includes graphics in
the form of Network Diagrams or Gantt charts, milestone charts, or text tables).

Why Do It?
This steps shows in detail what happens and when it happens. This step provides two things not
available in the WBS: which tasks depend on each other, and which activities can proceed in

Secondary benefits of this step are that it produces an excellent "“discussion document”
because the Gantt chart is something that nearly everyone intuitively understands.

If you neglect this step, the risk is that you’ll miss important “dependencies” in your project.

How – Fast Track
The least you need to do at this step is to create a Gantt chart to show the overall sequence of
project activities and which are parallel to each other.

Tools to Use
Gantt Chart*

Expert Advice
Time spent doing the Project Schedule will be paid back through increased project support.

Project Schedule (GANTT CHART) Tool and Example
This very simple method of displaying the schedule requires no sophisticated software – you
can use MS Word or Excel. If you have more advanced software, you’ll find you face a trade-off.

                               Oct    Nov          Dec           Jan            Feb           Mar

Decide theme

Request speakers

Approve speakers

Publish program

Finalize ad copy

Pre-register delegates

Hold conference

Learning & Organizational Development                                                          9
                                                                 Writing a Project Deliverable Plan

This more sophisticated version of a Gantt chart is produced with a dedicated project
management software.

Learning & Organizational Development                                                   10

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