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Project Scope Management
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Work Breakdown Structure (WBS)
•Created in Planning Process -> Scope Area
•Benefits of Work Breakdown Structure
• Organizes and defines the total scope of the project
• Helps prevent work from slipping through cracks
• Provide the big picture to the project team and where their works fit in
• Gets team buy-in and builds the team
• Facilitates communication and cooperation
• Is the foundation of the project
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Work Breakdown Structure (WBS)
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Work Breakdown Structure (WBS)
•Breaks the project into smaller and more manageablepieces called “Work Package”
•Work not in the WBS is outside the scope of the project
•Decomposition approach:
• Functional
• Lifecycle/ Phase
• Product component/ Deliverable
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Work Breakdown Structure (WBS)
•Functional Approach
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Work Breakdown Structure (WBS)
•Lifecycle/ Phase Approach
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Work Breakdown Structure (WBS)
•Product Component Approach
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Work Breakdown Structure (WBS)
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Work Breakdown Structure (WBS)
Level 0
Level 3
Level 2
Level 1
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Work Breakdown Structure (WBS)
Two ways of presentation:
Tree- structured Tabular
Project Name
1.0________________________
1.1_____________________
1.2_____________________
2.0________________________
3.0________________________
3.1_____________________
3.2_____________________
3.3_____________________
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Work Breakdown Structure Example
WBS for House Building Project
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WBS Example
House BuildingProject
1.Concrete 2. Framing 3. Plumbing 4. Electrical 5. Interior 6. Roofing
1.1Pour
Foundation
1.2Install Patio
1.3 Stairway
2.1 Frame Exterior
Walls
2.2 Frame Interior
Walls
2.3 Install Roofing
Trusses
3.1Install Water
Lines
3.2Install Gas
Lines
3.1Install Bath &
Kitchen Fixtures
4.1Install Wiring
4.2Install Outlets& Switches
4.3Install
Fixtures
5.1Install Drywalls
5.2Install Carpets
5.3Painting
6.1Install Felt
6.2Install
Shingles
6.3InstallVents
Level 0
Level 1
Level 2
Project Time Management
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Activity Sequencing
Identifies and documents dependencies among schedule activities
4 Types of dependencies/ relationships
• SS – Start-to-Start
• SF – Start-to-Finish
• FS – Finish-to-Start
• FF – Finish-to-Finish
Dependency Determination
• Mandatory dependencies
• Discretionary dependencies
• External dependencies
Lead and Lag i.e. SSCD = -5d, FSAB = 3d
Uses Network Diagram – AON, AOA
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Project Scheduling
Critical Path Method (CPM)
• Is a project network analysis technique used to predict total project duration
• Calculates the shortest time necessary to complete a project
• Uses “Most likely duration”
• Identified by calculating the earliest and latest start and end dates for every task
• The “Critical Path” is the route with zero float (slack)
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Project Scheduling
Float (Slack) – the amount of time you can delay the activity with no affect to other parts
• Total Float (TF) = the amount of time you can delay the earliest start of a task without delaying the ending of the project (Formula: TF = LS-ES)
• Free Float (FF)
• Project Float
Forward Pass - ES, EF; Backward Pass – LS, LF
Forward Pass
Backward Pass
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Project Scheduling – Exercise 1
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Project Scheduling – Key 1
In details - Forward Pass
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Project Scheduling – Key 1
Forward Pass
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Project Scheduling – Key 1
Forward Pass
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Project Scheduling – Key 1
Forward Pass
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Project Scheduling – Key 1
Forward Pass
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Project Scheduling – Key 1
Backward Pass
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Project Scheduling – Key 1
Total Float and Critical Path
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Project Scheduling – Quiz
A project has three critical paths. Which of the following BEST described how this affects the project?
a. It makes it easier to manage.
b. It increases the project risk.
c. It requires more people.
d. It makes it more expensive.
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Effort Estimation