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ELC 347 project management

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  1. ELC 347 project management Week 5

  2. Agenda • Assignment 2 re-graded • Missing case 2.3 found and graded • Assignment 3 Graded • Could have used more effort • case 3.1.xls • First Quiz Will be graded by next class • Integrative Project • Outline of deliverables (posted in WebCT) • Scope Management • Using MS project

  3. Scope Management Chapter 5

  4. Project Scope Project scope is everything about a project – work content as well as expected outcomes. Scope management is the function of controlling a project in terms of its goals and objectives and consists of: 1) Conceptual development 4) Scope reporting 2) Scope statement 5) Control systems 3) Work authorization 6) Project closeout

  5. Conceptual Development The process that addresses project objectives by finding the best ways to meet them. Key steps in information development: • Problem/need statement • Information gathering • Constraints • Alternative analysis • Project objectives

  6. Problem Statements Successful conceptual development requires: • Reduction of overall project complexity • Goals and objects are clearly stated • Reference points are provided • Complete understanding of the problem • You cannot solve a problem till you UNDERSTAND the problem

  7. Statement of Work (SOW) A SOW is a detailed narrative description of the work required for a project. Effective SOWs contain • Introduction and background • Technical description • The more specific the better • Timeline and milestones • Anticipated (hoped-for) • Client expectations • What constitutes a project well done

  8. The Scope Statement Process • Establish the project goal criteria (deliverables) • cost • schedule • performance • deliverables • review gates • Develop the management plan for the project • Establish a work breakdown structure • Create a scope baseline

  9. Work Breakdown Structure a process that sets a project’s scope by breaking down its overall mission into a cohesive set of synchronous, increasingly specific tasks. What does WBS accomplish? • Echoes project objectives • Offers a logical structure • Establishes a method of control • Communicates project status • Improved communication • Demonstrates control structure

  10. WBS and goals

  11. Example WBS

  12. 1.0 1.2 1.3 1.4 1.3.1 1.2.1 1.3.2 1.2.2 1.2.3 1.2.3.1 1.2.3.2 Work Breakdown Structure and Codes The project is the overall project under development Work Packages are individual project activities Deliverables are major project components Subdeliverables are supporting deliverables

  13. Examples

  14. Sample WBS in MS Project

  15. Work Packages Lowest level in WBS X.X.X.X Deliverable result One owner Miniature projects Milestones Fits organization Trackable

  16. Organizational Breakdown Structure Organizational Breakdown Structure (OBS) allows • Work definition • Owner assignment of work packages • Budget assignment to departments OBS links cost, activity & responsibility

  17. Intersection of WBS and OBS

  18. LEAD PROJECT PERSONNEL Task Ann Dave Sue Jim Bob Deliverable & Code HR R&D IS IS R&D Match IT to Problem 1.1.1 Org. Tasks Analysis 1.1 Develop 1.1.2 info Interview Identify IS user needs 1.2.1 users 1.2 Develop 1.2.2 show Gain user 1.2.3 “buy in” Prepare Find cost/ 1.3.1 proposal benefit info 1.3 Responsibility Assignment Matrix Support Approval Responsible Notification

  19. Work Authorization The formal “go ahead” to begin work Follows the scope management steps of: • scope definition • planning documents • management plans • contractual documents

  20. Contractual Documentation Most contracts contain: Requirements Valid consideration Contracted terms Contracts range from: Lump Sum Cost Plus also called “Turnkey”

  21. Scope Reporting determines what types of information reported, whoreceives copies, when, and how information is acquired and disseminated. Typical project reports may contain • Cost status • Schedule status • Technical performance

  22. Types of Control Systems • Configuration • Design • Trend monitoring • Document • Acquisition • Specification

  23. Project Closeout The job is not over until the paperwork is done… Closeout documentation is used to: Resolve contractual disputes Train project managers Facilitate auditing Closeout documentation includes: Historical records Post project analysis Financial closeout

  24. Using MS project 2003 • Many of the required functions/reports in Project management are part of MS project 2003 • Industry wide acceptance • Do not use Wizard till you are comfortable with MS project • File ->New • Enter Project and all • Deliverables • Sub deliverables • Work packages • Indent using arrows to show decomposition • Template • Actual project