Project scope time and cost management assignment

Defining the Project

CHAPTER FOUR

PowerPoint Presentation by Charlie Cook

Copyright © 2014 McGraw-Hill Education. All Rights Reserved.

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Where We Are Now

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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

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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.

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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.

Scope Creep

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

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Step 2: Establishing Project Priorities

Causes of Project Trade-offs

Shifts in the relative importance of criterions related to cost, time, and performance parameters

Budget–Cost

Schedule–Time

Performance–Scope

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.

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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.

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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.

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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 person responsible for units of work (who).

Identifies monitoring points (milestones) for measuring success.

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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 organizational units to cost control accounts.

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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

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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.

Clarifies the extent or type of authority that can be exercised by each participant.

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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?

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Information Needs

Project status reports

Deliverable issues

Changes in scope

Team status meetings

Gating decisions

Accepted request changes

Action items

Milestone reports

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Key Terms

Cost account

Milestone

Organization breakdown structure (OBS)

Priority matrix

Process breakdown structure (PBS)

Project charter

Responsibility matrix

Scope creep

Scope statement

WBS dictionary

Work breakdown structure (WBS)

Work package

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