Project management: defining the project


Published on

Project management: defining the project

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Project management: defining the project

  1. 1. Project Management: Defining the project By O. Vadillo D. Dimitrov C. Klein F. Bourret GGSB- Project Management 1
  2. 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 GGSB- Project Management 2
  3. 3. Work breakdown structure• Importance of a clear structure – Cope with details – Stay focused – Satisfy stakeholders• 5 steps guide provides a well structured guide GGSB- Project Management 3
  4. 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 GGSB- Project Management 4
  5. 5. Project Scope Checklist Overall goal1/ Project objectives what, when, how much2/ Deliverables Major expected outputs Natural and significant events3/ Milestones  time, cost, resources4/ Technical requirements To assure performance5/ Limits and exclusion Avoid false expectations Understanding and agreement of6/ Reviews with costumers expectations  Avoid scope creep : added costs or delays GGSB- Project Management 5
  6. 6. Step 2: Establishing priorities• Primary job of the Project Manager GGSB- Project Management 6
  7. 7. • Need to define priorities  priority matrix • Which criterions have to be: – Constrained – Enhanced – Accepted Creates shared expectations Avoids misunderstanding GGSB- Project Management 7
  8. 8. • Variation of prioritiesMicrosoft / Event• Which criteria can be compromised?• Priorities may change Need for vigilance and anticipation GGSB- Project Management 8
  9. 9. Step 3: Create the WBS • Outline of the project with different levels of detail • Evaluation of – Cost – Time – Technical performance GGSB- Project Management 9
  10. 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 GGSB- Project Management 10
  11. 11. WBS Example GGSB- Project Management 11Reference: Gray and Larson, Project Management, Irwin/McGraw-Hill, 2000
  12. 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 GGSB- Project Management 12
  13. 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) 4 ROM RAM I/O File Utilities ~ ~ ~ ~ ~ Lowest manageable 5 subdeliverables Motor Circuit Chassis Read/write board frame head Cost account Cost number Design Manufacturing account Production Cost Cost account account Work packages Organization Cost Cost WP1. Test account account WP1. Cost Purchasing WP1. account Budget by Cost Software period account GGSB- Project Management 13Reference: Gray and Larson, Project Management, Irwin/McGraw-Hill, 2000
  14. 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 GGSB- Project Management 14
  15. 15. Example: Integration of WBS and OBS 3R-237A-P2-33.61 Facility Area Pipe 2” WP# GGSB- Project Management 15
  16. 16. Process Breakdown Structure • PBS vs. WBS Process-oriented projects USE Intangible projects: phases• Project organized around phases GGSB- Project Management 16
  17. 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 GGSB- Project Management 17
  18. 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 GGSB- Project Management 18
  19. 19. Thank youWe would be delighted to answer any question. GGSB- Project Management 19