Scribd
Upload
64 views26 pages

03.defining The Project

This document discusses steps for defining and planning a project. It covers: 1) defining the project scope and creating a scope statement; 2) establishing project priorities through trade-off analysis; 3) creating a work breakdown structure (WBS) to outline the work and deliverables; 4) integrating the WBS with the organizational structure; and 5) coding the WBS for integration into an information system for monitoring and reporting. Figures and examples are provided to illustrate responsibility matrices and a sample communication plan.

Uploaded by

Zack Oppa
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
64 views26 pages

03.defining The Project

This document discusses steps for defining and planning a project. It covers: 1) defining the project scope and creating a scope statement; 2) establishing project priorities through trade-off analysis; 3) creating a work breakdown structure (WBS) to outline the work and deliverables; 4) integrating the WBS with the organizational structure; and 5) coding the WBS for integration into an information system for monitoring and reporting. Figures and examples are provided to illustrate responsibility matrices and a sample communication plan.

Uploaded by

Zack Oppa
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 26

Defining the Project

41

Where We Are Now

42

Defining the Project


Step 1: Defining the Project Scope Step 2: Establishing Project Priorities Step 3: Creating the Work Breakdown Structure Step 4: Integrating the WBS with the Organization Step 5: Coding the WBS for the Information System

43

Step 1: Defining the Project Scope


Project Scope
a definition of the end result or mission of the project - a product or service for the client/customer - in specific, tangible, and measurable terms

Purpose of the Scope Statement


to clearly define the deliverable(s) for the end user
to focus the project on successful completion of its goals to be used by the project owner and participants as a planning tool and for measuring project success

44

Project Scope Checklist


1. Project objective 2. Deliverables 3. Milestones

4. Technical requirements
5. Limits and exclusions 6. Reviews with customer

45

Scope Statements

Project Scope: Terms and Definitions

also called statements of work (SOW)

Project Charter
can contain an expanded version of scope statement a document authorizing the project manager to initiate and lead the project

Scope Creep
the tendency for the project scope to expand over time due to changing requirements, specifications, and priorities

46

Step 2: Establishing Project Priorities


Causes of Project Trade-offs
shifts in the relative importance of criterions related to cost, time, and performance parameters
BudgetCost ScheduleTime PerformanceScope

Managing the Priorities of Project Trade-offs


Constrain: a parameter is a fixed requirement Enhance: optimizing a criterion over others Accept: reducing (or not meeting) a criterion requirement

47

Project Management Trade-offs

FIGURE 4.1
48

Project Priority Matrix

FIGURE 4.2
49

Step 3: Creating the Work Breakdown Structure


Work Breakdown Structure (WBS)
a hierarchical outline (map) that identifies the products and work elements involved in a project defines the relationship of the final deliverable (the project) to its subdeliverables, and in turn, their relationships to work packages best suited for design and build projects that have tangible outcomes rather than process-oriented projects

410

Hierarchical Breakdown of the WBS


* This breakdown groups work packages by type of work within a deliverable and allows assignment of responsibility to an organizational unit. This extra step facilitates a system for monitoring project progress

FIGURE 4.3
411

How WBS Helps the Project Manager


WBS
facilitates evaluation of cost, time, and technical performance of the organization on a project provides management with information appropriate to each organizational level helps in the development of the organization breakdown structure (OBS). which assigns project responsibilities to organizational units and individuals helps manage plan, schedule, and budget

defines communication channels and assists in coordinating the various project elements

412

Work Breakdown Structure

FIGURE 4.4
413

Work Packages
A work package is the lowest level of the WBS
It is output-oriented in that it:
1. Defines work (what)
2. Identifies time to complete a work package (how long) 3. Identifies a time-phased budget to complete a work package

(cost)

4. Identifies resources needed to complete a work package (how

much)

5. Identifies a person responsible for units of work (who)

6. Identifies monitoring points (milestones) for measuring

success

414

Step 4: Integrating the WBS with the Organization


Organizational Breakdown Structure (OBS)
depicts how the firm is organized to discharge its work responsibility for a project
provides a framework to summarize organization work unit

performance

identifies organization units responsible for work packages ties the organizational units to cost control accounts

415

Integration of WBS and OBS

FIGURE 4.5
416

Step 5: Coding the WBS for the Information System


WBS Coding System
defines:

levels and elements of the WBS organization elements work packages budget and cost information

allows reports to be consolidated at any level in the organization structure

417

WBS Coding

418

Responsibility Matrices
Responsibility Matrix (RM)
also called a linear responsibility chart. summarizes the tasks to be accomplished and who is responsible for what on the project
lists project activities and participants clarifies critical interfaces between units and individuals that

need coordination

provide an means for all participants to view their responsibilities

and agree on their assignments each participant

clarifies the extent or type of authority that can be exercised by

419

Responsibility Matrix for a Market Research Project

FIGURE 4.6
420

Responsibility Matrix for the Conveyor Belt Project

FIGURE 4.7
421

Project Communication Plan


What information needs to be collected and when? Who will receive the information? What methods will be used to gather and store information? What are the limits, if any, on who has access to certain kinds of information? When will the information be communicated?

How will it be communicated?

422

Information Needs
Project status reports Deliverable issues Changes in scope Team status meetings

Gating decisions
Accepted request changes Action items Milestone reports

423

Developing a Communication Plan


1. Stakeholder analysis 2. Information needs 3. Sources of information 4. Dissemination modes 5. Responsibility and timing

424

Shale Oil Research Project Communication Plan

FIGURE 4.8
425

Key Terms
Cost account Milestone Organization breakdown structure (OBS) Scope creep Priority matrix Responsibility matrix Scope statement Process breakdown structure (PBS) Work breakdown structure (WBS) Work package
426

You might also like