P M Block Two 2012

Welcome To
CEMBA 567 INTRODUCTION TO

PROJECT MANAGEMENT
FACILITATOR:
A.B.ANDANI
BLOCK TWO
SCOPE AND TIME MANAGEMENT
Project planning is a dynamic, cyclical

process that
continuesPlanning
throughout the project
Project
life cycle.
Project planning is a cycle that is repeated on
an on-going basis. For the duration of the
project. It is never finished. This is because
resources change or move, factors in
organisation may change causing project
objectives to change, unknown risks can
occur, technology may change, requiring
project managers to continually monitor and
manage this process through out the life of the
project.
THE PROJECT CYCLE

Project
Definition
WBS
Developme
nt
Forecasting
Evaluation
Project
Cycle
Change
Manageme
nt
Estimates
Scheduling
Project
Baseline
Project Definition
KEY INPUT TO PROJECT DEFINITION
Clearly defined requirements
Defined mission and objectives of the

project
Defined and agreed to statement of

work
The statement of work or scope

statement must clearly state the
Project Definition
OUTPUTS PROJECT DEFINITION
Project Charter
Stakeholder identification and
assessment
Risk identification, assessment and
response
Quality Plan
Communication Plan
Work Breakdown Structure
Triple constraints
The
triple constraints
are the indicators used
to measure the success
of the project.
COST
TIME
When defining a project
it
is
imperative
to
establish the scope of
the project in terms of
time, cost and quality
within the context of the
agreed to deliverables.
SCOPE
QUALITY
Scope Management
Project Scope Management can be defined as
the processes involved in defining and

controlling what is or is not included in a
project.
The 5 key processes involved in scope management
include:
1. Initiation
2. Scope Planning
3. Scope Definition
4. Scope Verification
5. Scope Change Control
The Analytical Approach

1. Need, Funding and Will (NFW) Model
a. Do people agree that the project needs to be
done?
b. Is the organisation prepared to allocate sufficient
funds for the project?
c. Is there a strong will to make the project succeed?
2. Categorisation Approach
a. Problems, Opportunities and Directives (POD)
b. Windows of Opportunity-categorisation based on
estimated project time or completion dates

c. Overall Priority-High, Medium or Low?
The Analytical Approach

Financial Models
a. Net Present Value (NPV)
. Provides a way of comparing projects of different
duration, cost and expected benefits

. All projected future costs and returns are discounted or
brought back to a present value.
. The NPV approach involves the following steps:
1. Estimate and itemize each cash inflow and outflow for
the project and when it is expected to occur.
2. Determine the appropriate discount rate.
3. Discount each cash inflow and outflow to the present
time period.
4. Add together all the discounted inflows and outflows.
The Analytical
Approach
Financial Models contd
b. Return on Investment (ROI)
(ROI) also uses discounting
(ROI)=Income/Investment
(ROI)=NPV/Discounted Cost or
(ROI) = (total discounted benefits-total discounted costs)/discounted
costs
c. Payback Period
= the amount of time it takes before discounted benefits exceed
discounted costs
d. Weighted Scoring Model
Identify selection criteria
Assign a weight to each criterion
Calculate weighted score for each project by multiplying weight by score
and summing for each project
Project with highest weighted score wins
PROJECT CHARTERS
A Project Charter is a document that formally
recognises the existence of a project and
provides direction on the projects objectives
and management.
At a minimum a project charter should contain:
Title and date of authorisation
Name of project manager and contact info
Statement of project scope
Summary of approach
1.Roles and responsibilities matrix
PROJECT CHARTERS
Sample Project Charter Table of Contents
1. Project Name
2. Project Objectives
3. Project Purpose
4. Scope (In and Out of Scope)
5. Key Deliverables
6. High Level Schedule (Plan)
7. Key Stakeholders (internal and external)
8. Cross Organisation Team Members
9. Risk Management
10. Links to Other Projects
11. Constraints & Assumptions
12. Completion Criteria
13. Approval
Scope Planning
Scope Planning involves developing documents to
clarify project scope and the basis for project

decisions including criteria for phase sign-off
The scope statement or statement of work, is the
key document used to enunciate and confirm the

scope of the project. It should include the following:
1.Project justification
2.Project products
3.Summary of project deliverables
4.Scope management plan
5.Scope Definition- The Work Breakdown Structure
Scope Planning
The next step in scope management is
scope definition-or breaking the work down
into manageable pieces. Good scope
definition:
Helps improve the accuracy of time, cost and
resource estimates
Defines a baseline for performance
measurement and project control
Assists in communicating work responsibilities
The Work Breakdown Structure

(WBS)
The Work Breakdown Structure (WBS) is defined as:
a deliverables-oriented depiction of the work involved

in a project that defines the total scope of the
project.
A key strategy of effective planning is to break the
project down into manageable components of work

that can be individually planned, estimated and
managed. The process of breaking the work done is
called the The Work Breakdown Structure.
The Work Breakdown Structure

(WBS)
Without the WBS, there is no schedule or cost control in
modern project management.

The WBS must not only cover the product of the
project, but also the elements related to initiating,

planning, implementing, and completing activities of the
project. The content should be as explicit as possible.
The WBS should answer the following questions:
1. Does the detail in the WBS reflect the entire project?
2. Are the work packages SMART?
3. Have the tasks been defined clearly?
The Work Breakdown

Structure (WBS)
(WBS) Rules
Begin with the scope statement
Task descriptions developed using a verb and a noun
Develop WBS to lowest level of control required to effectively manage a
project
Each work package is developed to accomplish a discrete and separate
element of work
Allow assignment to a single organisational unit for exclusive responsibility
Organise the WBS by Task:
o Phase
o Activity
o Task
o Step
OR
Organise the WBS by deliverables:
o Hardware
o Software
o Network
The Work Breakdown

Structure (WBS)
4 basic approaches to creating work breakdown
structures
1. Using guidelines
2. The analogy approach- this is basically using WBS developed
for another project as a template

3. The Top-Down Approach-this conventional method of creating
a WBS from scratch involves starting with the largest project

items and then breaking them down into sub-tasks
4.
The Bottom-Up-Approach-it involves listing all the detailed

tasks first and then grouping or arranging them into higher
level categories.
EXAMPLES OF WORK BREAKDOWN

STRUCTURES
IRRIGATION PROJECT
DAM
LAND PREPARATION
TRAINING
CREDIT SCHEME
MARKETING
20
The Numbering or Coding

System -WBS
HOUSE
1.0.0
CIVIL
1.1.0
Foundations
1.1.1
PLUMBING
1.2.0
Walls/Roof
1.1.2
Piping
1.2.1
H/C
Water
Richard Amponsah-0208412896-
Wiring
1.3.1
Fitting
1.3.2
21
1.2.2
ELECTRICAL
1.3.0
Benefits and uses of

WBS
Benefits
Identifies all work necessary to accomplish the
objectives and refines the objectives
Identifies only the necessary work
Identifies specific work packages for estimating
and assigning work
Provides a structure for measuring success
Forces detailed planning and documentation
Clarifies responsibilities
Builds team member commitment
Benefits and uses of

WBS contd
Uses of WBS
Planning and budgeting
Funding
Estimating
Scheduling
Performance measurement
Configuration management
Integrated logistic support
Test and performance evaluation
Its a necessary 1st step and primary source of
information for the development of a schedule and net

work of activities tools.
EXERCISE ON WORK BREAKDOWN

STRUCTURE (WBS)
1.Select a project of your choice (new or completed) and
break it down into sub-units (components and sub-components).
Draw a work breakdown structure showing the relationship of
the sub-units. Indicate how you will use the WBS to:
Constitute a project team
Cost the project
Schedule the implementation
2. Alternatively, construct the WBS for the following projects:

Village Clinic
Community Centre
HIV/AIDS Education
24
SCHEDULE DEVELOPMENT
TOOLS
The key project management
tools used to develop accurate
and effective schedules include:
Network diagrams,
GANTT charts and
Critical Path analysis
NETWORK DIAGRAMS
2
C=
3
4
F=4
A=
2
1
D=3
B=
3
G=
1
I=2
3
E=3
H=
4
THANK YOU

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Welcome To

CEMBA 567 INTRODUCTION TO

SCOPE AND TIME MANAGEMENT

Project planning is a dynamic, cyclical

THE PROJECT CYCLE

Defined mission and objectives of the

Defined and agreed to statement of

The statement of work or scope

When defining a project

the processes involved in defining and

The Analytical Approach

estimated project time or completion dates

The Analytical Approach

duration, cost and expected benefits

clarify project scope and the basis for project

key document used to enunciate and confirm the

The Work Breakdown Structure

a deliverables-oriented depiction of the work involved

project down into manageable components of work

The Work Breakdown Structure

modern project management.

project, but also the elements related to initiating,

The Work Breakdown

The Work Breakdown

for another project as a template

a WBS from scratch involves starting with the largest project

The Bottom-Up-Approach-it involves listing all the detailed

EXAMPLES OF WORK BREAKDOWN

The Numbering or Coding

Benefits and uses of

Benefits and uses of

information for the development of a schedule and net

EXERCISE ON WORK BREAKDOWN

Schedule the implementation

2. Alternatively, construct the WBS for the following projects:

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