You are in charge of organizing a dinner-dance concert for a local charity. You have reserved a hall that will seat 30 couples
Reflection and Discussion Forum Week 4
Reflection and Discussion Forum Week 4Assigned Readings:Chapter. 4 Defining the ProjectInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:
- You are in charge of organizing a dinner-dance concert for a local charity. You have reserved a hall that will seat 30 couples and have hired a jazz combo.
- Develop a scope statement for this project that contains examples of all the elements. Assume that the event will occur in 4 weeks and provide your best guess estimate of the dates for milestones.
[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words – do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
Chapter Four
Defining the Project
4–1
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4–2
Where We Are Now
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Project Management 6e.
4-2
Learning Objectives
Identify key elements of a project scope statement and understand why a complete scope statement is crucial to project success
Understand why it is important to establish project priorities in terms of cost, time, and performance
Demonstrate the importance of a work breakdown structure (WBS) to the management of projects and how it serves as a data base for planning and control
Demonstrate how the organization breakdown structure (OBS) establishes accountability to organizational units
Describe a process breakdown structure (PBS) and when to use it
Create responsibility matrices for small projects
Create a communication plan for a project
4–3
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Chapter Outline
4.1 Step 1: Defining the Project Scope
4.2 Step 2: Establishing Project Priorities
4.3 Step 3: Creating the Work Breakdown
Structure
4.4 Step 4: Integrating the WBS with the
Organization
4.5 Step 5: Coding the WBS for the Information
System
4.6 Process Breakdown Structure
4.7 Responsibility Matrices
4.8 Project Communication Plan
4–4
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
4–5
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
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
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4–6
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
Purposes of the Project 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 Management 6e.
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4–7
Project Scope Checklist
Project objective
Deliverables
Milestones
Technical requirements
Limits and exclusions
Reviews with customer
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Project Management 6e.
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4–8
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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Project Management 6e.
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4–9
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: original parameter is a fixed requirement.
Enhance: optimizing a criterion over others
Accept: reducing (or not meeting) a criterion requirement
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Project Management 6e.
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4–10
FIGURE 4.1
Project Management Trade-offs
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Project Management 6e.
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4–11
Project Priority Matrix
FIGURE 4.2
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Project Management 6e.
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Step 3: Creating the Work Breakdown Structure
Work Breakdown Structure (WBS)
A 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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Project Management 6e.
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4–13
Hierarchical Breakdown of the WBS
FIGURE 4.3
* This breakdown groups work packages by type of work within a deliverable and allows assignment of responsibility to an organizational unit. This extra step facilitates a system for monitoring project progress (discussed in Chapter 13).
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Project Management 6e.
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4–14
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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Project Management 6e.
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4–15
Work Breakdown Structure
FIGURE 4.4
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Project Management 6e.
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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 for measuring success (how well).
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Project Management 6e.
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4–17
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 unit work performance.
Identifies organization units responsible for work packages.
Ties organizational units to cost control accounts.
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Project Management 6e.
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4–18
Integration of WBS and OBS
FIGURE 4.5
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Project Management 6e.
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4–19
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 Dictionary
Provides detailed information about each element in the WBS.
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Project Management 6e.
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4–20
Coding the WBS
EXHIBIT 4.1
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Project Management 6e.
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Process Breakdown Structure (PBS) for Software Development Project
FIGURE 4.6
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Project Management 6e.
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4–22
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 responsible for each activity.
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.
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Project Management 6e.
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4–23
Responsibility Matrix for a Market Research Project
FIGURE 4.7
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Project Management 6e.
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Responsibility Matrix for the Conveyor Belt Project
FIGURE 4.8
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Project Management 6e.
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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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Project Management 6e.
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4–26
Developing a Communication Plan
Stakeholder analysis
Information needs
Sources of information
Dissemination modes
Responsibility and timing
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Project Management 6e.
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4–27
Stakeholder Communications
FIGURE 4.9
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Project Management 6e.
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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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Project Management 6e.
4-28
4–29
Shale Oil Research Project Communication Plan
FIGURE 4.10
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Project Management 6e.
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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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Project Management 6e.
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