The document discusses key concepts in project management including: 1. It defines the difference between project strategy and objectives, with strategy being the general approach and objectives being specific results to achieve. 2. It outlines the typical project life cycle including planning, implementation, testing, and commissioning phases. 3. It describes the Project Management Body of Knowledge (PMBOK) which defines 9 knowledge areas and 44 processes for effective project management. 4. It focuses on scope management and how to create a work breakdown structure (WBS) to decompose a project into deliverables and tasks. The WBS helps estimate timelines, costs, and monitor progress.

1. Project Management
PROJECT LIFE CYCLE &
REQUIREMENTS
Badr Abouzeid, Ph.D., P.Eng.

2. Outline
± Difference between Project Strategy and Objectives
± Project Life Cycle
± Project Management Knowledge Areas
± Project Management Processes
± Scope Management
± Work Breakdown Structure (WBS)

3. Project Strategy & Objectives
± Project strategy is the general
approach project managers take to
perform the work necessary to
achieve a project’s outcome.
± In contrast, objectives are results to
be achieved through the performance
of a project. Project objectives are
clear and specific.

4. Defining Project Boundaries
± Defining boundaries within which a project
manager can operate introduces reality into
the process and clarifies expectations.
± Boundaries include:
a. Needs
b. Limitations

5. Identifying Limitations
Limitations Explanation
Results The products and impact of the
project
Time Frames Date by which certain results
must be produced
Resources The type, amount, and when they
will or will not be available
Activity performance The strategies and approaches for
performing different tasks.
Vagueness Provides poor guidance

6. Dealing with Unknowns
± Unknown information falls into two categories:
a. Known unknown – information you don’t
have but someone else does.
b. Unknown unknown – information you don’t
have because it doesn’t yet exist.

7. Statement of Work
A statement of work is written confirmation of what a
project will produce and the terms and conditions
under which the project team will perform the
work.
Statement of work includes the following:
1. Purpose
2. Objectives
3. Constraints
4. Assumptions

8. Comparing Statements of Work to Other
Documents
Market Requirements
document
A formal request for a product to be
developed or modified.
Project Request A written request for the performance of a
project by a group within the organization.
Project charter A document issued by upper management
which details the project manager’s ability
to assign staff.
Work Order A written description of work to be
performed by people or groups within the
organization.
Contract A legal agreement for goods to be procured
rom an external vendor or contractor.

9. Project Life Cycle

10. Project Life Cycle
Product: Project ???
1. R&D - Conceptual
2. Market Introduction - Planning
3. Growth - Detailed Design
4. Maturity - Implementation
5. Deterioration - Testing and commissioning
6. Death

11. Project Management Body of
Knowledge (PMBOK)
• The PMBOK is a “knowledge base,” addressing
primarily “what” needs to be done in effective
project management
• In the PMBOK Third Edition (2004), there are:
– 9 Knowledge Areas
– 44 Processes
– 5 Process Groups

12. PMBOK® (3rd Edition) Knowledge
Areas and Processes
4.1 Develop project charter
4.2 Develop preliminary
scope statement
4.3 Develop project
management plan
4.4 Direct and manage
project execution
4.5 Monitor and control
project work
4.6 Integrated change control
4.7 Close project
4. Integration Management
7.1 Cost estimating
7.2 Cost budgeting
7.3 Cost control
7. Cost Management
10.1 Communications
planning
10.2 Information distribution
10.3 Performance reporting
10.4 Manage stakeholders
10. Communications Mgt.
5.1 Scope planning
5.2 Scope definition
5.3 Create WBS
5.4 Scope verification
5.5 Scope control
5. Scope Management
8.1 Quality planning
8.2 Perform quality
assurance
8.3 Perform quality control
8. Quality Management
11.1 Risk management
planning
11.2 Risk identification
11.3 Qualitative risk analysis
11.4 Quantitative risk
analysis
11.5 Risk response planning
11.6 Risk monitoring and
control
11. Risk Management
6.1 Activity definition
6.2 Activity sequencing
6.3 Activity resource estimating
6.4 Activity duration estimating
6.5 Schedule development
6.6 Schedule control
6. Time Management
9.1 Human resource planning
9.2 Acquire project team
9.3 Develop project team
9.4 Manage project team
9. HR Management
12.1 Plan purchase and
acquisitions
12.2 Plan contracting
12.3 Request seller responses
12.4 Select sellers
12.5 Contract administration
12.6 Contract closeout
12. Procurement Management

13. The Planning
Process Group
The Initiating
Process Group
The Executing
Process Group
The Closing
Process Group
The Monitoring
& Controlling
Process Group
The Five Project Management Process Groups
Project Life Cycle Processes
Develop and gain approval of a general statement
of the goal and business value of the project.
Identify work to be done and estimate time, cost
and resource requirements and gain approval.
Recruit the team and establish team operating rules.
Respond to change requests and resolve problem
situations to maintain project progress.
Assure attainment of client requirements and install
deliverables.
Need
Parameters
Team
Performance
Client

14. The Initiating
Process Group
The Project Management Process Groups
Project Life Cycle Processes
Develop and gain approval of a general statement
of the goal and business value of the project.
Ø Eliciting the true needs of the client
Ø Documenting the client’s needs
Ø Negotiating with the client how these needs will be met
Ø Writing a one-page description of the project
Ø Gaining senior management approval to plan the project

15. The Planning
Process Group
The Project Management Process Groups
Project Life Cycle Processes
Identify work to be done and estimate time, cost
and resource requirements and gain approval to do
the project.
Ø Defining all of the work of the project
Ø Estimating how long it will take to complete this work
Ø Estimating the resources required to complete the work
Ø Estimating the total cost of the work
Ø Sequencing the work
Ø Building the initial project schedule
Ø Analyzing & adjusting the project schedule
Ø Writing a risk management plan
Ø Documenting the project plan
Ø Gaining senior management approval to launch the project

16. Executing
Process Group
The Project Management Process Groups
Project Life Cycle Processes
Recruit the team and establish team operating rules.
Ø Recruiting the project team
Ø Writing the Project Description Document
Ø Establishing team operating rules
Ø Establishing the scope change management process
Ø Managing team communications
Ø Finalizing the project schedule
Ø Writing work packages

17. The Monitoring
& Controlling
Process Group
The Project Management Process Groups
Project Life Cycle Processes
Respond to change requests and resolve problem
situations to maintain project progress.
Ø Monitoring project performance
Ø Establishing the project performance and reporting system
Ø Monitoring risk
Ø Reporting project status
Ø Processing scope change requests
Ø Discovering and solving problems

18. The Closing
Process Group
The Project Management Process Groups
Project Life Cycle Processes
Assure attainment of client requirements and install
deliverables.
Ø Gaining client approval of having met project requirements
Ø Planning and installing deliverables
Ø Writing the final project report
Ø Conducting the post-implementation audit

19. Mapping Knowledge Areas to Process Groups
Project Life Cycle Processes
Knowledge Areas Initiating
Process
Group
Planning
Process Group
Executing
Process Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Integration X X X X X
Scope X X
Time X X
Cost X X
Quality X X X
HR X X X
Communications X X X
Risk X X
Procurement X X X X

20. Scope Management

21. Client Wants vs. Client Needs
What your client wants may not
be what your client needs.
WANTS
NEEDS
Scope Management

22. What is and what is not included
Scope Management
1- Scope Planning
2- Scope Definition
3- Create WBS
4- Scope Verification
5- Scope Control

23. Scope Management

24. Work Breakdown Structure
• Work Breakdown Structure (WBS): A method for
successively partitioning a project into the smaller
components (elements)--phases, deliverables, and
tasks--needed to complete the work
• Break down to tasks that can be completed by a
single individual in a reasonable amount of time

25. Creating a WBS
Testing Phase
Phase
3” x 5” sticky note
Performance
Report
Deliverable
3” x 5” sticky note
Conduct
Test 1-22
Task
3” x 3” sticky note
Issue
1” x 3” sticky note
Disagreement

26. Advantages of “Sticky Note” WBS
• Sticky note approach more efficient and productive
than use of software
– Allows members of team to participate fully
– Allows team to move project element around
easily
– Allows for quick disposal of unneeded elements
– Facilitates changes
– Allows a group of people to observe work in
progress and contribute

27. Phase Level Decomposition (1)
• Defining project phases is the first step in
decomposition
• Once phases have been defined, write the name of
each at the top of a separate piece of flip chart
paper
– You can also use a 3” x 5” “sticky note” to
denote each phase

28. Phase-Level Decomposition (2)
Needs
Analysis
Pilot Evaluation
Design Development
Sales Training (Pilot) Project

29. Deliverable-Level Decomposition
• The second step: Select a phase you are most
familiar with and decompose it into deliverables
• Write the name of each deliverable on a separate
3” x 5” sticky note and post the notes under the
corresponding phase (turning them vertically saves
space)
• Don’t worry yet about placing the deliverables in
logical order
• Use brightly colored 1” x 3” sticky notes to record
any issues that arise. Post the sticky on the
element of the project to which the issue pertains

30. Deliverable-Level Decomposition
Development
Instructor
Materials
Participant
Materials
Sales Training (Pilot) Project
Phases
Deliverables

31. Task-Level Decomposition
• The third step is to break each deliverable up into
the tasks needed to complete it
• Use a 3” x 3” sticky note to record each task
• Post the sticky note under the deliverable that it
supports
• Tag each deliverable with an identification number
– Write the same ID number on each associated
task
– Tasks and deliverables are now linked
– The numbers do not denote the order in which
the tasks will be performed
• More complex decimal numbering systems may be
used

32. Task-Level Decomposition
Development
Instructor
Materials
Participant
Materials
Sales Training (Pilot) Project
Phases
Deliverables
Write
instructor
manual
Create
Over-
heads
Select A/V
Equipment
Tasks

33. Task Information
Create Overheads
Susan H.
8
36 h
9 d
Task
Name
Resource
Name
ID Number
Milestone
Indicator
Effort
Estimate
Duration
Estimate

34. Order of WBS Decomposition
• Should I start at highest level of WBS and work to
the bottom? (The top-down approach)
• Is it OK to start with tasks, then group them into
deliverables? (The bottom-up approach)
• There are no specific rules for decomposition.
– Use the approach with which you are most
comfortable
– Don’t force others to follow your approach
– Consider the creation of a WBS to be a
brainstorming session #strategy #general approach

35. Level of WBS Decomposition
• Use the following questions to determine whether
the WBS has been divided into low enough level
tasks:
– Will the team members assigned to the project
be able to understand what the task is and what
they need to do to complete it?
– Is it possible to develop accurate and viable
estimates from the WBS?
– Will the project manager be able to monitor task
completion efficiently?

36. Other WBS Thoughts
• The WBS may not have been prepared at a
sufficient level of detail if:
– The team discovers new tasks during Execution
– The effort estimates for those tasks exceed the
original project effort estimate by 10% or more
• The lack of a sufficiently detailed WBS is a major
cause for cost and time overruns

37. Lessons Learned
± Difference between Project Strategy and Objectives
± Project Life Cycle
± Project Management Knowledge Areas
± Project Management Processes
± Scope Management
± Work Breakdown Structure (WBS)