项目管理双语教学课件：Defining the Project

1、Project Management - 4Defining the ProjectContent & objectivesTo recognize the importance of a complete scope statement for the projectTo layout guidelines for creating a WBS for a projectTo demonstrate the importance of WBS to the management of projects and how it serves as a database for planning

2、and controlTo demonstrate how the OBS establishes accountability to organizational unitsTo apply a WBS to a case or suggested project Defining the ProjectStep 1:Defining the Project ScopeStep 2:Establishing Project PrioritiesStep 3:Creating the Work Breakdown StructureStep 4:Integrating the WBS with

3、 the OrganizationStep 5:Coding the WBS for the Information System Step 1: Defining the Project ScopeProject ScopeA definition of the end result or mission of the projecta product or service for the client/customerin specific, tangible, and measurable terms.Purpose of the Scope Statement To clearly d

4、efine 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. WORK DEFINITIONonce objectives set, TRANSLATE INTO WORK ELEMENTSwhat needs to be doneeasy to ove

5、rlook some, or duplicateWORK BREAKDOWN STRUCTUREdivide project into major work categoriessubdivide Determine RequirementsSpecify work activitiesSTATEMENT OF WORK:product descriptionsconstraintsschedule requirementsbudget limitsroles & responsibilities Project Scope ChecklistProject objectiveDelivera

6、blesMilestonesTechnical requirementsLimits and exclusionsReviews with customer Project Scope: Terms and DefinitionsScope StatementsAlso called statements of work (SOW)Project CharterCan contain an expanded version of scope statementA document authorizing the project manager to initiate and lead the

7、project.Project CreepThe tendency for the project scope to expand over time due to changing requirements, specifications, and priorities. Step 2: Establishing Project PrioritiesCauses of Project Trade-offsShifts in the relative importance of criterions related to cost, time, and performance paramete

8、rsBudgetCostScheduleTimePerformanceScopeManaging the Priorities of Project Trade-offsConstrain: a parameter is a fixed requirement.Enhance: optimizing a parameter over others.Accept: reducing (or not meeting) a parameter requirement. Project Management Trade-offs Project Priority Matrix Step 3: Crea

9、ting the Work Breakdown StructureWork Breakdown Structure (WBS)An 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.

10、Best suited for design and build projects that have tangible outcomes rather than process-oriented projects. Work Breakdown Structure Work Breakdown Structurelevel 1 - overall projectlevel 2 - categorymajor project subelementlevel 3 - tasksubelement of categorylevel x - subtasklevel bottom - WORK PA

11、CKAGEspecific activity Develop a WBS for a project in which you are going to build a bicycle. Try to identify all of the major components and provide three levels of detail. Hierarchical Breakdown of the WBS How WBS Helps the Project ManagerWBSFacilitates evaluation of cost, time, and technical perf

12、ormance 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 individualsHelps manage plan, schedule, an

13、d budget.Defines communication channels and assists in coordinating the various project elements. Work Breakdown Structureneeds to be checked, approvedprovidesgood definition of workhow long it will takeresources requiredestimated costsplanning & controlassignments, budget, basis for control Work Pa

14、ckagesA 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

15、 single person responsible for units of work (who)Identifies monitoring points (milestones) for measuring success. Work Packageschunk of required workrelatively small cost and short durationincludessummary of workinputs required (predecessors)manager responsibleproduct specificationsresources requir

16、ed (including budget, dates)deliverables Work Packagesneed to identify start and finish events for each work packagerelated tasks without definable end results (overhead & management; inspection; maintenance) should be included as task-oriented work packages for COST purposes list of work packages(a

17、ctivities)system designactivity predecessor time A2 identify reqd infoA110 daysA31 basic software A23 daysA32 data access reqdA21 dayA33 vendor softwareA21 day Work Breakdown StructureDevelop a WBS matrix for a local banquet. Step 4: Integrating the WBS with the OrganizationOrganizational Breakdown

18、Structure (OBS)Depicts how the firm is organized to discharge its work responsibility for a project.Provides a framework to summarize organization work unit performance.Identifies organization units responsible for work packages.Ties the organizational units to cost control accounts. Work Breakdown

19、Structure Direct Labor Budget Sorted By WBS Step 5: Coding the WBS for the Information SystemWBS Coding SystemDefines:Levels and elements of the WBSOrganization elementsWork packagesBudget and cost informationAllows reports to be consolidated at any level in the organization structure WBS Coding Det

20、ailed Task ListWBS can be focused onPRODUCTFUNCTIONetc.when work packages identified,estimate requirements by resourceWHAT IS NEEDEDWHENWHAT MUST PRECEDE Work Package Estimates Project Roll-upCost AccountThe intersection of the WBS and the OBS that is a budgetary control point for work packages.Used

21、 to provide a roll-up (summation) of costs incurred over time by a work package across organization units and levels, and by deliverables. Direct Labor Budget Rollup (000) Process Breakdown StructureProcess-Oriented ProjectsAre driven by performance requirements in which the final outcome is the pro

22、duct of a series of steps of phases in which one phase affects the next phase.Process Breakdown Structure (PBS)Defines deliverables as outputs required to move to the next phase .Checklists for managing PBS:Deliverables needed to exit one phase and begin the next.Quality checkpoints for complete and

23、 accurate deliverables.Sign-offs by responsible stakeholders to monitor progress. PBS for Software Project Development Project Organizationidentify resources required by work packageRESPONSIBILITY MATRIXwhich functions do what work packagescost account structurestart & finish datebudgetresponsibilit

24、ies You are the father or mother of a family of four (kids ages 13 and 15) planning a weekend camping trip. Develop a responsibility matrix for the work that needs to be done prior to starting your trip. TaskDateFatherMotherSonDaughterResearch sitesRSSDecide on siteSRSSReserve siteRShopping listSRSS

25、Purchase suppliesRSPack camping equipmentSRPack fishing gearSRFill car with gasRGet cashR Responsibility MatricesResponsibility 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.Clarifies critical interfaces between units and individua