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By now you certainly appreciate how very challenging defining and planning project scope can be. Other project management areas have the project’s scope to work from; in this course, we literally had to create something from nothing. While the process of defining and planning project scope never really ends (few projects end with exactly the same set of requirements they began with), how often we need to update our project scope depends greatly on how well we manage and control the scope we’ve already defined. This lectures focuses on just that: how to keep the scope we planned for as much as possible and, when change is in fact required, how to change scope deliberately (and not by accident.) The final set of lesson objectives are identified above. You’ll notice there are TWO scope-related processes within the monitoring and controlling process group: validate scope and control scope. To complete those processes successfully, we’ll need to first review how to determine whether our project’s scope is healthy (are we satisfying defined requirements) and then, as a separate, deliberate step, decide whether to allow changes to the project’s scope or not. Finally, we’ll briefly review some “alternate” project management methodologies often used to define and control project scope when the project outcome itself isn’t well-defined: we’ll look at what “agile” project management really means and involves Before getting into this lecture further, it’s suggested you take a first pass at the required reading for this week, as listed above. You’ll notice that chapter 17 of the Project Management text is the reading assignment that discusses an alternate project methodology for planning and controlling projects in highly dynamic environment. We’ll examine how this methodology, known as agile project management, can be used to plan and control project scope when project outputs are so new, unpredictable, or innovative that solution requirements simply can’t be fully identified at the project’s outset 1 First things first: for discussion purposes, we need to assume we have officially moved beyond the project planning phase and our project has begun to execute. So at this point, assume we have already collected and documented a set of business and solution requirements (the processes we examined in the first 3 weeks of the course); we’ve written a scope statement that summarizes requirements documentation and all other known project parameters (as we did in course week 4); and we’ve created a strong work breakdown structure (the topic for course week 5.) We’ve also finished all other project planning processes, including schedule and budget development. Our team has begun to work on the tasks as outlined in the WBS. And then, of course, life happens. Events cause our project to vary from our plan – tasks may be delayed, expenditures may be higher, requirements may take more effort to satisfy. Now what? Just like in the fir ...
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6 Work Breakdown Structure and Scheduling Cavan Images/Stone/Getty Images Learning Objectives By the end of this chapter, you will be able to: • Discuss the creation of a project work breakdown structure. • Describe the scheduling process. • Explain how to create schedules. CO_CRD CN CT CO_LO CO_TX CO_BL co-cn co-cr co-box co-intro co-photo co bar81677_06_c06_173-198.indd 173 9/9/14 10:52 AM Section 6.1 The Work Breakdown Structure Pretest 1. To prepare a work breakdown structure for a project, the project manager starts from the project’s end point and works backward. a. True b. False 2. Project schedules can act as constraints rather than efficiency tools. a. True b. False 3. Using a project template is recommended for simplifying the scheduling process. a. True b. False Answers can be found at the end of the chapter. Introduction If you have ever been part of a team effort where it was unclear who was doing what, then you have experienced the consequences of not planning out project work. When a team takes on a project, there must be a plan for the work, a way to identify all the work tasks that must be done in sequence to produce the project deliverable. In project management, this is called the work breakdown structure. The WBS is the “what” in the question of who does what. Later, team members are assigned to the work, but the first step is deciding what the work is. This chapter will cover the process of defining and breaking down project work and schedul- ing work tasks and milestones. It will focus on the WBS and scheduling process and the issues involved in effective scheduling. This is important because outlining what needs to be done to produce a project’s requirements and deliverables is a proven technique in producing a suc- cessful project. This process of breaking down project work is a bread-and-butter function in the project management field. This chapter covers the definition of project work using a top-down WBS and scheduling the work from the bottom up. It will illustrate the process and identify ways to reflect risk and uncertainty in the scheduling process. 6.1 The Work Breakdown Structure A WBS is a valuable description and documentation of the work involved in producing the project deliverable. Sometimes the WBS is easy to define, but in more complex projects it is a complicated and detailed listing of work tasks, milestones, and resources (resources include personnel, materials, equipment, supplies, facilities, and other assets used in a project). The WBS is the structure of the work, not the components of the product. Although some work is directly related to product parts, the purpose of the WBS is to enable an accounting of the costs of the project and the sequence of work activity and resource use so these can be scheduled. H1 sec_n sec_t bar81677_06_c06_173-198.indd 174 9/9/14 10:52 AM Design Develop Get acceptance Deliver New information .
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Positioning Positioning of Product or Service Paris based weight loss program that is affordable Quality program for half the price of our competitors Consumer Promise Our spa will take care of you , while you lose weight 1 SEQ CHAPTER \h \r 3work breakdown structure A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements. The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows: The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope. Example Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS: · Hierarchical Levels – contains three levels of work · Numbering Sequence – uses outline numbering as a unique identifier for all levels · Level one is 1.0, which illustrates the project level. · Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done. · Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated. · Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.” Provide Banquet Plan and Supervise Dinner Room and Equipment GuestsStaffSpeakers 1.1.1 Create Plan 1.1.2 Make Budget 1.1.4 Coordinate Activities 1.1.3 Prepare Disbursements/ Reconciliation 1.2.1 Make Menu 1.2.2 Create Shopping List 1.2.4 Cook 1.2.3 Shop 1.4.1 Make Guest List 1.4.2 Receive RSVPs 1.4.4 Review Special Needs 1.4.3 Create Name Tags 1.2.5 Serve Dinner 1.3.1 Identify Site/ Room 1.3.2 Set up Tables/Chairs 1.3.4 Decorate 1.3.3 Lay out Settings/Utensils 1.3.5 Prepare .
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4. Proper planning of a software project unless the project is trivial in size, is obviously important for a software project to succeed. What information must be included in software project planning document? Explain in a paragraph or two (15pt.) 5. Risk management is one of CMMI KPA (Key Process Area). Explain its concept in a paragraph or two (10pt.) Solution Typically many of the project\'s key stakeholders, that is those affected by both the project and the project\'s end result, do not fully understand the nature of the project plan. Since one of the most important and difficult aspects of project management is getting commitment and buying, the first step is to explain the planning process and the project plan to all key stakeholders. It is essential for them to understand the importance of this set of documents and to be familiar with its content, since they will be asked to review and approve the documents that pertain to them. Components of the Project Plan Include: Baselines. Baselines are sometimes called performance measures, because the performance of the entire project is measured against them. They are the project\'s three approved starting points and include the scope, schedule, and cost baselines. These provide the \'stakes in the ground.\' That is, they are used to determine whether or not the project is on track, during the execution of the project. Baseline management plans. These plans include documentation on how variances to the baselines will be handled throughout the project. Each project baseline will need to be reviewed and managed. A result of this process may include the need to do additional planning, with the possibility that the baseline(s) will change. Project management plans document what the project team will do when variances to the baselines occur, including what process will be followed, who will be notified, how the changes will be funded, etc. Other work products from the planning process. These include a risk management plan, a quality plan, a procurement plan, a staffing plan, and a communications plan. Step 2: Define roles and responsibilities. Not all key stakeholders will review all documents, so it is necessary to determine who on the project needs to approve which parts of the plan. Some of the key players are: Step 3: Hold a kickoff meeting. The kickoff meeting is an effective way to bring stakeholders together to discuss the project. It is an effective way to initiate the planning process. It can be used to start building trust among the team members and ensure that everyone\'s idea are taken into account. Kickoff meetings also demonstrate commitment from the sponsor for the project. Here are some of the topics that might be included in a kickoff meeting: Step 4: Develop a Scope Statement. The Scope Statement is arguably the most important document in the project plan. It\'s the foundation for the rest of the project. It describes the project and is used to get common agreement among the sta.
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Project scope and activities INFO 638 Glenn Booker
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