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Project Management

The Project Plan

Lecture 2

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Learning Objectives

Understand the elements that make goodproject scope management important.

Describe the process for developing a

project scope statement using the projectcharter and preliminary scope statement.

Discuss the scope definition process and

work involved in constructing a workbreakdown structure using the analogy, top-

down, bottom-up, and mind-mapping

approaches.2


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Learning Objectives

Explain the importance of scope verificationand how it relates to scope definition and

control.

Understand the importance of scope controland approaches for preventing scope-

related problems on information technology

projects.

Describe how software can assist in project

scope management.3


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What is Project Scope management?

Scope refers to allthe work involved in creating

the products of the project and the processes

used to create them.

A deliverable is a product produced as part of a

project, such as hardware or software, planning

documents, or meeting minutes.

Project scope management includes theprocesses involved in defining and controlling

what is or is not included in a project.

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Project Scope Management Processes

Scope planning:Deciding how the scope will

be defined, verified, and controlled. Scope definition: Reviewing the project charter

and preliminary scope statement and adding

more information as requirements are

developed and change requests are approved.

Creating the WBS: Subdividing the major

project deliverables into smaller, more

manageable components. Scope verification: Formalising acceptance of

the project scope.

Scope control: Controlling changes to projectsco e.5


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Scope Planning and the Scope

Management Plan

The scope management plan is a document

that includes descriptions of how the team will

prepare the project scope statement, create the

WBS, verify completion of the projectdeliverables, and control requests for changes to

the project scope.

Key inputs include the project charter, preliminaryscope statement, and project management plan.

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Sample Project Charter

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Sample Project

Charter (contd)

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Scope Definition and the

Project Scope Statement

The preliminary scope statement, project

charter, organisational process assets,

and approved change requests provide a

basis for creating the project scope

statement.

As time progresses, the scope of aproject should become clearer and more

specific.

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Table 5-2. Further Defining Project

Scope

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Creating the Work Breakdown

Structure (WBS)

A WBS is a deliverable-oriented grouping of the

work involved in a project that defines the total

scope of the project.

A WBS is a foundation document that provides

the basis for planning and managing project

schedules, costs, resources, and changes.

Decomposition is subdividing project

deliverables into smaller pieces.

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Figure 5-1. Sample Intranet

WBS

Organized by Product

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Sample Intranet WBS

Organized by Phase

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Intranet WBS in Tabular Form1.0 Concept

1.1 Evaluate current systems

1.2 Define requirements

1.2.1 Define user requirements

1.2.2 Define content requirements

1.2.3 Define system requirements

1.2.4 Define server owner requirements1.3 Define specific functionality

1.4 Define risks and risk management approach

1.5 Develop project plan

1.6 Brief Web development team2.0 Web Site Design

3.0 Web Site Development

4.0 Roll Out

5.0 Support14


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Figure 5-3. Intranet WBS and Gantt

Chart in Project 2000

Project 98 file

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http://localhost/var/www/apps/conversion/3rd%20edition/3eIM/3eslides/myslides/Fig4-7.mpphttp://localhost/var/www/apps/conversion/3rd%20edition/3eIM/3eslides/myslides/Fig4-7.mpphttp://localhost/var/www/apps/conversion/3rd%20edition/3eIM/3eslides/myslides/Fig4-7.mpp


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Figure 5-4. Intranet Gantt Chart Organized

by Project Management Process Groups

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Table 5-4. Executing Tasks for

sample intranet WBS

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Approaches to Developing WBSs

Analogy approach: Review WBSs of similarprojects and tailor to your project.

Top-down approach: Start with the largest items

of the project and break them down.

Bottom-up approach: Start with the specific

tasks and roll them up.

Mind-mapping approach: Write tasks in a non-

linear, branching format and then create the WBSstructure.

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Figure 5-5. Sample Mind-Mapping

Approach

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Figure 5-6. Resulting WBS in Chart

Form

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The WBS Dictionary and Scope Baseline

Many WBS tasks are vague and must beexplained in more detail so people know what to

do and can estimate how long the work will take

and what it will cost.

A WBS dictionary is a document that describesdetailed information about each WBS item.

The approved project scope statement and its

WBS and WBS dictionary form the scopebaseline, which is used to measure performance

in meeting project scope goals.

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Scope Verification It is very difficult to create a good scope statement

and WBS for a project.

It is even more difficult to verify project scope and

minimise scope changes.

Many IT projects suffer from scope creep and poorscope verification (see What Went Wrong?).

FoxMeyer Drug filed for bankruptcy after scope creep on a

robotic warehouse.

Engineers at Grumman called a system Naziware and

refused to use it.

21st Century Insurance Group wasted a lot of time and

money on a project that could have used off-the-shelf

components. 22


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Importance of Project

Schedules Managers often cite delivering projects on time as one of

their biggest challenges.

Fifty percent of IT projects were challenged in the 2003

CHAOS study, and their average time overrun increased to

82 percent from a low of 63 percent in 2000.*

Schedule issues are the main reason for conflicts on projects,

especially during the second half of projects.

Time has the least amount of flexibility; it passes no matter

what happens on a project.

*The Standish Group, Latest Standish Group CHAOS Report Shows Project Success Rates

Have Improved by 50%, (www.standishgroup.com) (March 25, 2003).

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Figure 6-1. Conflict Intensity Over the

Life of a Project

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

Project

Formation

Early Phases Middle Phases End Phases

ConflictInten

sity

Schedules

Priorities

Manpower

Technical opinions

Procedures

Cost

Personality conflicts

Average

Total Conflict

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Project Time Management Processes

Activity definition:Identifying the specific activities thatthe project team members and stakeholders mustperform to produce the project deliverables.

Activity sequencing: Identifying and documenting therelationships between project activities.

Activity resource estimating:Estimating how many

resourcesa project team should use to perform projectactivities.

Activity duration estimating:Estimating the number ofwork periods that are needed to complete individualactivities. (hours, days, weeks)

Schedule development:Analyzing activity sequences,activity resource estimates, and activity durationestimates to create the project schedule.

Schedule control: Controlling and managing changes to

the project schedule. 25


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Activity Definition An activity ortask is an element of work normally found

on the WBS that has an expected duration, a cost, and

resource requirements.

Project schedules grow out of the basic documents that

initiate a project.

The project charter includes start and end dates and

budget information.

The scope statement and WBS help define what will

be done.

Activity definition involves developing a more detailed

WBS and supporting explanations to understand all the

work to be done, so you can develop realistic cost and

duration estimates.26


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Activity Lists and Attributes An activity list is a tabulation of activities to

be included on a project schedule. The listshould include:

The activity name

An activity identifier or numberA brief description of the activity

Activity attributes provide more information

about each activity, such as predecessors,successors, logical relationships, leads and

lags, resource requirements, constraints,

imposed dates, and assumptions related to

the activity. 27


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Milestones A milestone is a significant event that normally

has no duration.

It often takes several activities and a lot of work to

complete a milestone.

Milestones are useful tools for setting schedule

goals and monitoring progress.

Examples include completion and customer sign-

off on key documents and completion of specific

products. (project presentation dates etc)

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Activity Sequencing

Involves reviewing activities anddetermining dependencies.

A dependency orrelationship relates tothe sequencing of project activities ortasks.

You mustdetermine dependencies in orderto use critical path analysis. (Refer tonetwork diagrams for more information)

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Network Diagrams

Network diagrams are the preferred

technique for showing activity sequencing.

A network diagram is a schematic displayof the logical relationships among, or

sequencing of, project activities.

Two main formats are the arrow and

precedence diagramming methods.

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Figure 6-2. Sample Activity-on-Arrow

(AOA) Network Diagram for Project X

Note activities A,B,C can start in parallel. Activity J cant start until H, F & I complete

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Arrow Diagramming Method

(ADM)

Also called activity-on-arrow (AOA)

network diagram.

Activities are represented by arrows.

Nodes or circles are the starting and

ending points of activities.

Can only show finish-to-start

dependencies. 32


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Process for Creating AOA Diagrams1. Find all of the activities that start at node 1. Draw their

finish nodes and draw arrows between node 1 andthose finish nodes. Put the activity letter or name and

duration estimate on the associated arrow.

2. Continuing drawing the network diagram, working from

left to right. Look for bursts and merges. A burst occurswhen a single node is followed by two or more activities.

A merge occurs when two or more nodes precede a

single node.

3. Continue drawing the project network diagram until allactivities that have dependencies are included in the

diagram.

4. As a rule of thumb, all arrowheads should face toward

the right, and no arrows should cross in an AOA network

diagram. 33

P d Di i M th d


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Precedence Diagramming Method

(PDM)

Activities are represented by boxes.

Arrows show relationships between

activities.

More popular than ADM method and used

by project management software.

Better at showing different types of

dependencies. 34


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Figure 6-3. Task Dependency Types

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Sample PDM Network Diagram

Critical path 36


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Activity Resource Estimating Before estimating activity durations, you must

have a good idea of the quantity and type of

resources that will be assigned to each activity.

Consider important issues in estimating

resources:

How difficult will it be to complete specific

activities on this project?

What is the organisations history in doingsimilar activities?

Are the required resources available?

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Gantt Charts Gantt charts provide a standard format for

displaying project schedule information by listingproject activities and their corresponding start

and finish dates in a calendar format.

Symbols include: Black diamonds: Milestones

Thick black bars: Summary tasks

Lighter horizontal bars: Durations of tasks

Arrows: Dependencies between tasks

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G tt Ch t f S ft L h P j t


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Gantt Chart for Software Launch Project

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Addi Mil t t G tt


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Adding Milestones to Gantt

Charts

Many people like to focus on meeting

milestones, especially for large projects.

Milestones emphasize important events oraccomplishments in projects. E.g. presentations

You typically create a milestone byentering tasks that have a zero duration,

or you can mark any task as a milestone.

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SMART Criteria

Milestones should be:

Specific

Measurable

Assignable

Realistic

Time-framed42


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Sample Tracking Gantt Chart

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Critical Path Method (CPM) CPM is a network diagramming technique used

to predict total project duration.

A critical path for a project is the series of

activities that determines the earl iest t imeby

which the project can be completed.

The critical path is the longest paththrough the

network diagram and has the least amount of

slack or float. Slack orfloat isthe amount of time an activity

can be delayed without delaying a succeeding

activity or the project finish date.44


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Calculating the Critical Path

Develop a good network diagram.

Add the duration estimates for all activities on

each path through the network diagram.

The longest path is the critical path.

If one or more of the activities on the critical path

takes longer than planned, the whole projectschedule will slip unless the project manager

takes corrective action.

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Fi 6 8 D t i i th


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Figure 6-8. Determining the

Critical Path for Project X

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Summary

Ultimate goal is to create a realistic projectschedule that provides a basis for monitoring

project progress for the time dimension of the

project.

Creating realistic schedules and sticking to

them is a key challenge of project

management.

Important tools and techniques include WBS,Gantt charts, critical path analysis, critical

chain scheduling, and PERT analysis.

Use appropriate project management software47


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Draft Project Plan

Presentations Next week

Upload documentation by Friday 4pm to

ASM module on X-stream

Use templates on PM X-stream

Ensure MS Project used for WBS & Gantt

chart

Discuss with your ASM tutor if

requirements not clear

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