Project Management Processes, Project

Definition,, Stakeholders,, Scope

p Management,
g ,
Work Breakdown Structure (WBS)

PROJECT MANAGEMENT

Prof. Raza Khan

Project Management 1
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 How can PM ensure proper planning?
„ Through Project Scope Management
{ That includes the process required to ensure that the
project includes all the work required, and only work
required to complete the project successfully

„ Project Scope vs.

vs Product Scope
{ Work that must be done to deliver a product with
specified features and functions
{ Improve features and functions that characterize a
product or service

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 Project
j Planningg

„ Why Project Planning?

The old saying, “We can control only what we have
planned”

„ First step is to Define the project scope

{ Scope describes what you expect to deliver to your
customer in specific, tangible and measurable terms
when the project is completed
{ Project
j Scope
S Management is i primarily
i il concernedd
with defining and controlling what is and is not
included in the project.

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 Project Scope
„ This could translate into a document/plan that includes:
{ Project objective
„ define specific project objectives
{ Project deliverables and milestones
„ expected outputs from project phases, with timeframes for delivery
and cost estimates
{ Technical requirements:
„ to ensure proper performance requirements. This could also be
agreed quality requirements
{ Limits and exclusions
„ define the limits to the scope i.e. what is not included
{ Reviews with customers
„ understanding and agreement of expectations. This is stakeholder
management, what is your customers expectations? Is the customer
getting what is desired?
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 Purpose of Project Scope Statement
{ To clearly define the deliverable(s) for the end user.
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.
{ T hedge
To h d against
i t project
j t creep
„ The tendency for the project scope to expand over time due
to changing requirements, specifications, and priorities.

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 Project Scope Management
„ Project
j Scope p Management
g is primarily
p y concerned with
defining and controlling what is and is not included in
the project. The Project Scope Management processes
include:
{ Collect Requirements- is the process of defining and
documenting stakeholder’s needs to meet the project objectives.
{ Define Scope- developing a description of the project and
product.
{ Create WBS - subdividing the major project deliverables and
project work into smaller, more manageable components
{ Verify Scope- formalizing acceptance of the completed project
d li
deliverables.
bl
{ Control Scope- monitoring the status of the project and product
scope and managing changes to the scope baseline.

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 Establishing Project Priorities
„ Causes of Project Trade-offs
{ Shifts iin the
Shif h relative
l i iimportance off criterions
i i related
l d to cost, time,
i andd
performance parameters
Project Management Tradeoffs

„ The PM needs to manage tradeoffs among time, cost and

performance. Therefore must understand priorities of each. Must
discuss with client
client.
„ 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.
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 Project Priorities
„ Can complete a priority matrix and identify which criteria is
constrained.
i d Which
Whi h one should
h ld be
b optimized
i i d given
i the
h opportunity,
i
time? Or cost? What is acceptable if tradeoffs have to be made, can
the schedule slip? Can the budget go over ?
Project Priority Matrix

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 Project Stakeholders
„ Scope describes what you expect to deliver to your customer when the
project
j isi complete.
l Requires
R i close l liaison
li i
„ Individuals/organizations actively involved. Anyone with or without
an interest, can be positively or negatively affected. Are they for or
against
i theh project?
j ? Can
C theyh influence
i fl the
h outcome??
„ Need to know why they are stakeholders. What are their expectations.
SWOT analysis on stakeholders is useful, know weaknesses and use
strengths
h
„ Agree success criteria with key stakeholders before start or project
WILL fail
„ Key stakeholders: client/customer, project manager, organization,
sponsor, internal and external individuals and groups, suppliers and
contractors. Manage them well! How?

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 Creating the Work Breakdown Structure

„ Work Breakdown Structure (WBS)

{ An hierarchical outline (map) that identifies the
pproducts and work elements involved in a pproject.
j
{ Defines the relationship of the final deliverable (the
project) to its subdeliverables, and in turn, their
relationships to work packages.
„ Deliverable: a tangible, verifiable work product such as a
feasibility
y study,
y, a detail design,
g , or a workingg pprototype
yp

{ Best suited for design and build projects that have

tangible outcomes rather than process-oriented
projects.
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 Hierarchical
Breakdown of the
WBS

FIGURE 4.3
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 Workk Breakdown
kd Structure
S Example
l

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 H WBS H
How Helps
l ththe P
Project
j t Manager
M

„ Facilitates evaluation of cost,

cost time,
time and technical performance
of the organization on a project.
„ Avoids having the project driven by organization function or
finance system.
„ Provides management with information appropriate to each
organizational level.
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.
„ D fi
Defines communication
i ti channels
h l andd assists
i t in
i coordinating
di ti theth
various project elements.
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 Work Packages
„ A work package is the lowest level of the WBS.
{ Work package is the basic unit used for planning, scheduling
and controlling the project

{ It is output-oriented in that it:

„ Defines work (what).
„ Id tifi time
Identifies ti to
t complete
l t a workk package
k (how
(h long)
l )
„ 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 monitoringg points
p ((milestones)) for measuringg success.

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 C
Coding g the WBS
W S
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 anyy level in
the organization structure
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 Integration of
WBS and
OBS

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 Responsibility Matrices
„ Responsibility
p y Matrix (RM)
( )
{ Also called a linear responsibility chart.
{ Summarizes the tasks to be accomplished
p and
who is responsible for what on the project.
„ Lists pproject
j activities and participants.
p p
„ 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.
„ Clarifies the extent or type of authority that can be
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exercised by each participant.
37
 Responsibility Matrix for a Market Research Project

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