Defining the Project
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
Step 1: Defining the Project Scope
Project Scope
A definition of the end result or mission of the
projecta 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.
Project Scope Checklist
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer
Project Scope: Terms and Definitions
Scope Statements
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.
Project Creep
The tendency for the project scope to expand over
time due to changing requirements, specifications,
and priorities.
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 parameter over others.
Accept: reducing (or not meeting) a parameter
requirement.
Project Management Trade-offs
FIGURE 4.1
Cost
Scope
Time
Project Priority Matrix
FIGURE 4.2
Step 3: Creating the Work
Breakdown Structure
Work Breakdown Structure (WBS)
An 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.
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.
Hierarchical
Breakdown of the
WBS
FIGURE 4.3
Work Breakdown Structure
FIGURE 4.4
Work Breakdown Structure
Work Packages
A work package is the lowest level of the WBS.
It is output-oriented in that it:
Defines work (what).
Identifies time to complete a work package (how long)
Identifies a time-phased budget to complete a work package
(cost)
Identifies resources needed to complete a work package (how
much)
Identifies a single person responsible for units of work (who)
Identifies monitoring points (milestones) for measuring
success.
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.
FIGURE 4.5
Integration of WBS and OBS
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
WBS Coding
Project Roll-up
Cost Account
The intersection of the WBS and the OBS that is a
budgetary control point for work packages.
Used to provide a roll-up (summation) of costs
incurred over time by a work package across
organization units and levels, and by deliverables.
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 a means for all participants to view their
responsibilities and agree on their assignments.
Clarifies the extent or type of authority that can be exercised
by each participant.
Example: Responsibility Matrix for a Market Research Project
FIGURE 4.9
Responsibility Matrix for the Conveyor Belt Project
FIGURE 4.10
