elc 347 project management day 9. 3-2 agenda questions assignment 3 graded –3 a’s, 5 b’s, 2...
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3-2
Agenda• Questions
• Assignment 3 graded– 3 A’s, 5 B’s, 2 C’s, 1 D, 2 F’s and 2 answered the wrong questions
• Assignment 4 posted – Answer Case questions posted in blackboard – Due October 7 @ 12:35 PM
• Quiz 1• October 7• Chapter 1-5• M/C & essay questions
• Integrative Project • Part 1 in and I have started reading feedback will be posted soon • Looking at part 2 on page 162 & 163• Part two will be due on October 18
• Scope Management • Using MS project
Project Scope
Project scope is everything about a project – work content as well as expected outcomes.
Scope management is the function of controlling a project in terms of its goals and objectives and consists of:
1) Conceptual development 4) Scope reporting
2) Scope statement 5) Control systems
3) Work authorization 6) Project closeout
Conceptual Development
The process that addresses project objectives by finding the best ways to meet them.
Key steps in information development:
1. Problem/need statement
2. Information gathering
3. Constraints
4. Alternative analysis
5. Project objectives
Problem Statements
Successful conceptual development requires:
• Reduction of overall project complexity
• Goals and objects are clearly stated– Reference points are provided
• Complete understanding of the problem
• You cannot solve a problem till you UNDERSTAND the problem
Statement of Work (SOW)
A SOW is a detailed narrative description of the work required for a project.
Effective SOWs contain1. Introduction and background2. Technical description
1. The more specific the better
3. Timeline and milestones1. Anticipated (hoped-for)
4. Client expectations1. What constitutes a project well done
The Scope Statement Process
1. Establish the project goal criteria (deliverables)a) costb) schedulec) performanced) deliverablese) review gates
2. Develop the management plan for the project3. Establish a work breakdown structure4. Create a scope baseline
Work Breakdown Structure
a process that sets a project’s scope by breaking down its overall mission into a cohesive set of synchronous, increasingly specific tasks.
What does WBS accomplish? Echoes project objectives Offers a logical structure Establishes a method of control Communicates project status Improved communication Demonstrates control structure
Example WBS
• Making a PBJ – Gather materials
• Get 2 slices of bread
• Get peanut butter
• Get jelly
• Get butter knife
– Assembly • Using knife spread 1/8” layer of peanut butter on one side of one slice of bread
• Using knife spread 1/8” layer of peanut jelly on one side of the other slice of bread
• Place two slices of bread together with peanut butter in contact with jelly
– Consumption• Bite off a chunk of PBJ
• Chew
• Swallow
Work Breakdown Structure and Codes
Work Packages are individual project activities
1.0
1.2 1.3 1.4
1.2.1
1.2.2
1.2.3
1.3.1
1.3.2
1.2.3.1
1.2.3.2
Deliverables are major project components
Subdeliverables are supporting deliverables
The project is the overall project under development
Work Packages
Lowest level in WBS X.X.X.X
Deliverable result
One owner
Miniature projects
Milestones
Fits organization
Trackable
See figure 5.6 on page 146 of text
Organizational Breakdown Structure
Organizational Breakdown Structure (OBS) allows• Work definition• Owner assignment of work packages• Budget assignment to departments
OBS links cost, activity & responsibility
Cost account rollup
Seek & hireIT consultant
IT Installation
Selectconsultant
Searchcommittee
Developcriteria
Project
DeliverablesPrepareproposal
1.3 1.4
Seek supportfor IT
1.5
1.0
1.4.1 1.4.2 1.4.3
WorkPackages
HumanResources
Procurement
InformationSystems
Departments
$1,500
$500
$500
$500
- 0 - $1,000
$1,000
Totals
Seek & hireIT consultantSeek & hireIT consultant
IT Installation
Selectconsultant
Searchcommittee
Developcriteria
Project
DeliverablesPrepareproposal
1.3
PrepareproposalPrepareproposal
1.3 1.4
Seek supportfor IT
1.5
Seek supportfor ITSeek supportfor IT
1.5
1.0
1.4.1 1.4.2 1.4.3
WorkPackages
HumanResources
Procurement
InformationSystems
Departments
HumanResourcesHumanResources
ProcurementProcurement
InformationSystemsInformationSystems
Departments
$1,500
$500
$500
$500
- 0 - $1,000
$1,000
Totals
Responsibility Assignment Matrix
Notification Responsible SupportApproval
LEAD PROJECT PERSONNELBob
ISDave Sue
HRAnn
R&DJim
R&D
Task & CodeDeliverable IS
Match IT toOrg. Tasks
proposalPrepare
1.3
1.1
Identify ISuser needs
1.2
ProblemAnalysis
Developinfo
Interview users
showDevelop
Gain user “buy in”
Find cost/benefit info
1.1.1
1.1.2
1.2.1
1.2.2
1.2.3
1.3.1
Work Authorization
The formal “go ahead” to begin work
Follows the scope management steps of:
1. scope definition
2. planning documents
3. management plans
4. contractual documents
Contractual Documentation
Most contracts contain:
Requirements
Valid consideration
Contracted terms
Contracts range from:
Lump Sum Cost Plusalso called “Turnkey”
Scope Reporting
determines what types of information reported, who receives copies, when, and how information is acquired and disseminated.
Typical project reports may contain
1. Cost status
2. Schedule status
3. Technical performance
Types of Control Systems
o Configuration
o Design
o Trend monitoring
o Document
o Acquisition
o Specification
Project Closeout
The job is not over until the paperwork is done…
Closeout documentation is used to:Resolve contractual disputesTrain project managersFacilitate auditing
Closeout documentation includes:Historical recordsPost project analysisFinancial closeout
Using MS project 2007
• Many of the required functions/reports in Project management are part of MS project 2007– Industry wide acceptance
• Do not use Wizard till you are comfortable with MS project• File ->New• Enter Project and all
– Deliverables– Sub deliverables– Work packages
• Indent using arrows to show decomposition – Template– Actual project
• More on MS Project as we progress through course