Project management: defining the project

1. Project Management:
Defining the project
By
O. Vadillo
D. Dimitrov
C. Klein
F. Bourret
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2. Table of Contents
• Introduction to Work Breakdown Structure
• 5 steps to define a project
• Process breakdown structure and Communication
plan
• Key factors to remember
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3. Work breakdown structure
• Importance of a clear structure
– Cope with details
– Stay focused
– Satisfy stakeholders
• 5 steps guide provides a well structured guide
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4. Step 1: Define the scope
• Brief but specific definition of result or mission
• Focuses on the project purpose throughout its life
• Agreement between costumer and project manager
• To plan and control performance
 The key stone of a project
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5. Project Scope Checklist
Overall goal
1/ Project objectives what, when, how much
2/ Deliverables Major expected outputs
Natural and significant events
3/ Milestones  time, cost, resources
4/ Technical requirements To assure performance
5/ Limits and exclusion Avoid false expectations
Understanding and agreement of
6/ Reviews with costumers expectations
 Avoid scope creep : added costs or delays
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6. Step 2: Establishing priorities
• Primary job of the Project Manager
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7. • Need to define priorities  priority matrix
• Which criterions
have to be:
– Constrained
– Enhanced
– Accepted
Creates shared expectations
Avoids misunderstanding
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8. • Variation of priorities
Microsoft / Event
• Which criteria can be compromised?
• Priorities may change
Need for vigilance and anticipation
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9. Step 3: Create the WBS
• Outline of the project
with different levels of
detail
• Evaluation of
– Cost
– Time
– Technical performance
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10. • Work package
– The basic unit of planning, scheduling and
controlling
– Maximum 10 days
– Independent from other work packages
– No more than 1 sub-deliverable
• Components
What/ How long/ Cost/ How much/ Who / How well
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11. WBS Example
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Reference: Gray and Larson, Project Management, Irwin/McGraw-Hill, 2000

12. Step 4: WBS in Organisations
• Result of linking the WBS with the
organisational units (hereafter OU):
OBS (Organizational Breakdown Structure)
Framework to summarize OU work performance
Purposes Identify OU responsible for Work Packages
Tie the OUs to control cost accounts
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13. Example: Integration of WBS and OBS
Level
Personal computer
1 prototype
1.0 More
1.2 1.3 1.1 1.4 items
2 Vendor, Mouse, Disk Microprocessor
software, keyboard, storage unit
applications voice units
1.4.1 1.4.2
~ ~ 1.1.1 1.1.2 1.1.3
3
Floppy Optical Hard Internal BIOS (basic
memory input/output
~ ~ unit system)
1.4.1.1 1.4.1.2 1.4.2.1 1.4.2.2 1.4.2.3
4
ROM RAM I/O File Utilities
~ ~ ~ ~ ~
Lowest manageable 1.1.3.1 1.1.3.2 1.1.3.3 1.1.3.4
5 subdeliverables Motor Circuit Chassis Read/write
board frame head
Cost account
Cost 1.1.3.4.1
number
Design
Manufacturing account
Production Cost Cost
account account Work packages
Organization Cost Cost WP1.1.3.4.2.1
Test
account account WP1.1.3.4.2.2
Cost
Purchasing WP1.1.3.4.2.3
account
Budget by
Cost
Software period
account
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Reference: Gray and Larson, Project Management, Irwin/McGraw-Hill, 2000

14. Step 5: Coding WBS for IS
• Codes define levels and elements in
– WBS
– Work Packages
– Budget/cost information
• Allows reports to be consolidated at any level in
the organization structure
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15. Example: Integration of WBS and OBS
3R-237A-P2-33.61
Facility Area Pipe 2” WP#
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16. Process Breakdown Structure
• PBS vs. WBS
Process-oriented projects
USE
Intangible projects: phases
• Project organized around phases
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17. Communication Plan
• Project Communication Plan
– WWWH the information will be transmeted
• 5 Steps
– Stakhoder analysis
– Information needs
– Sources of Information
– Disseminiation modes
– Responsibility and timing
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18. Key factors to remember
• Scope definition  focuses on end items
• Priorities (PM)  trade-off decisions
• BS  project control
Key stones
• Use of WBS, PBS or RM depends on size and nature
• First step of planning / Major reason for failure
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19. Thank you
We would be delighted to answer any question.
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