GPE - Técnico Lisboa - Autenticação · GPE engineering project management Project Management in an Engineering Context ... The WBS and WBS Dictionary shall be revised to incorporate

GPE engineering project management

Project Management in an Engineering

Context

We have covered a general introduction to Project Management, context and processes Today we begin a TOOLS section, namely with WBS

Project Scope Management

WBS

Mainly PMBOK chapter 5

WBS

Knowledge Area Scope Management

Planning P

rocess Group

As we will see, there is dialectic relationship among WBS and Scope

WBS SCOPE

WBS is a tool … that … guides you, but … also let’s you reflect on …. arrangements … other possibilities …. it is also a communication tool, in the sense that all the team can discuss around it It is, in fact, a translation of the project, a translation oriented to the project scope

WBS is goal oriented, deliverable oriented, that is, it is addressed to the objectives of the project. So it provides a foundation for defining work articulated with project scope

•  To help redefine project scope in terms of deliverables and

even components of the deliverables (scope/WBS interaction)

•  As a framework to support project status and progress reports

•  As a communication tool for the team and with the stakeholders

•  As a key input to process management processes (Initiating, Planning, Executing, Monitoring and Control and Closing)

•  As a situational approach to EVM •  Integrating with the Responsibility Assignment Matrix (RAM)

WBS is used in the following situations WBS can be created with an initial scope. And then evolve as scope is being changed and redefined. This process is known as progressive elaboration

The spirit is ‘progress and change are always together’

WBS SCOPE

Project Scope Management Planning process group

Execution Communication

Mainly PMBOK chapter 5

WBS

WBS is obviously used in

planning and in scope

management, but why we also

refer in execution and

communication?

WBS is a description (translation) of the project’s work towards deliverables, clarifying scope, the “what” of the project, not the how, nor the when “The WBS organizes and defines the total scope of the project … and represents the work specified in the current approved project scope statement. ” (PMBOK, 2013, Section 5.4) 100% RULE The planned work is contained within the lowest level of WBS, which is called work packages (sets of activities that produce a deliverable)

A work package (WP) is a set of activities that produce a deliverable A WP can be scheduled, cost estimated, monitored, and controlled. In the context of the WBS, work refers to work needed to produce products or deliverables that are the result of effort

2610/16 Instituto Superior Técnico

Effort’ is the number of work units that is vital to complete an activity, it is the number of hours we put in, focused on a particular task, to get a certain job done Effort is most often expressed in Staff/hours, days or weeks You are painting your house. You work 6 hours a day for 9 days. Your effort would then be the amount of time you take in a day multiplied by the number of days you work, which would be 54 hours. The effort you put in is 54 hours (YOU/54h)


Effort is basically the same as work if you’re talking about hours. Technically, effort is a % allocation of your “focus” on a task

Microsoft Project in Practice, Using Microsoft Project for a better PMO http://shaundicker.com/blog/what-is-the-difference-between-duration-work-effort-hours-and-man-days/


Effort per resource 40h


Effort per resource 40h

Task duration is defined as the amount of work time that elapses between the beginning of the task and its completion. Work is the actual amount of time it takes to complete the task. Effort, or staffing as it is sometimes called, is the total amount of work time assigned to the task. All three of these should be expressed in the same unit of measurement, i.e., hours, days, weeks, etc.(time)

It is common practice to make staffing assignments as soon as the baseline WBS has been completed. As a result, staffing assignments are made before the schedule is developed. By doing this, some resources may be assigned to perform work at times when they are unavailable or may become overallocated. To avoid these problems, some project managers prefer to develop the schedule before assigning resources. Unfortunately developing the project schedule prior to assigning resources does not resolve these issues because the duration of most tasks depends on prior staffing decisions

WBS ! allocation ! schedule WBS ! schedule ! allocation

More about this on crashing

Effort is sometimes measured in man-hours (or man-days, man-weeks, man-months, or even man-years). Duration is measured in hours, days, weeks, months, or years

PMBOK, Fifth Edition, Chapter 5

WBS SCOPE

The WBS should be decomposed to the level necessary to plan and manage the work, in order to satisfy the project objectives. Usually it is 3 or 4 levels WBS needs to be complete (100% rule), but not to be exhaustive

Australian Defence Organisation (ADO),Australian Defense Standard, 2005

SOME DEFINITIONS AND ACRONYMS

DEFINITIONS AND ACRONYMS (NORMATIVE) DEFINITIONS AND ACRONYMS (NORMATIVE)


WBS dictionary A support to clarity (WBS reads better) A support to work (instructions and warnings)

The WBS can be developed in a tool that enables the WBS to contract and expand (macro/micro view) by WBS Elements to facilitate review and to ascertain completeness The WBS and WBS Dictionary shall be revised to incorporate changes and to reflect the current status of the project in accordance with the defined control mechanisms The WBS shall always be Product-oriented

WBS Modeler WBS Tool, free WBS chart pro ……

All Products that must be delivered to the Acquirer by the Supplier shall be identified in the Supplier’s WBS All Products that must be delivered to the Supplier by the Acquirer shall be identified in the Acquirer’s WBS All internal Products should be identified in the WBS

COMPLETENESS (Rule of 100%) A Work Breakdown Structure is not an exhaustive list of work. It is instead a comprehensive classification of the project scope A WBS is neither a project plan, a schedule, nor a chronological listing It is considered poor practice to construct a project schedule (e.g. using project management software) before designing a proper WBS! Always define the WBS elements as nouns

WBS updates other than progressive elaboration of details, require formal change control This is another reason why a WBS should be outcome-oriented and not be prescriptive of methods. Methods can, and do, change frequently, but changes in planned outcomes require a higher degree of formality

From slide 4

Work Breakdown Structure (1)

•  It is very typical to consider 4/5 phases: –  1. Initiation –  2. Planning –  3. Development –  4. Finalizing

Gestão de Projetos de Engenharia 38


•  1. Initiation –  Starting the project –  Definition of:

•  Stakeholders •  Objectives •  Requirements •  Scope •  Responsibilities •  Communication


1.1

1.2

1.3


•  2. Planning –  Project Management Plan –  Resources –  Materials

•  Study and priority list


2.1

2.2

2.3

2.4

2.5


•  3. Development –  …. –  ….. –  …. –  ….


3.6

3.5

3.4

3.3

3.2

3.1


•  4. Finalizing –  Verify compliance of:

•  Technical specifications •  Quality specifications •  Project specifications

–  Lessons Learned –  Close the project


4.1

4.2

4.3

http://www.boozallen.com/

WBS is a tool to help capture and control project scope

The Work Breakdown Structure (WBS) is a tool that defines a project and groups the project’s discrete work elements in a way that helps organize and define the total work scope of the project A WBS element may be a product, data, a service, or any combination of them. WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. Additionally the WBS is a dynamic tool and can be revised and updated as needed by the project manager

In preparing a WBS there are a number of steps that need to be taken to make sure the WBS developed will help manage your project: 1. Identify final project products necessary for achieving project success. The WBS should assist the project manager in developing a clear vision of the end product. You need to answer the following question: – What must be delivered to achieve project success? • You may need to review the project scope documents for guidance 2. Identify the major deliverables necessary for project success – These are items that by themselves do not satisfy the project need but combined make up a successful project – Examples: a design completion, generator delivery, or acceptance test completions

3. Incorporate additional levels of detail until management requirements for managing and controlling the project are met – Remember that each project is different, thus each WBS will be different – WBS’s from previous projects can be used as templates, but remember that the management philosophy and the level of details may be different from project to project – Understand your controlling and reporting requirements • Projects have different requirements; make sure you take these into consideration when developing low level details 4. Review and refine the WBS until the stakeholders agree with the level of project planning and reporting – Remember that no matter how detailed a WBS is, there are planning and reporting restrictions a WBS creates

Two project management teams can produce different WBS for

a (same) project as it depends on logic, style and other

variables

The RACI model is a straightforward tool used for identifying roles and responsibilities and avoiding confusion over those roles and responsibilities during a project. RACI stands for: Responsible: The person who does the work to achieve the task. They have responsibility for getting the work done or decision made. As a rule this is one person; examples might be a business analyst, application developer or technical architect Accountable: The person who is accountable for the correct and thorough completion of the task. It is often the project executive or project sponsor. This is the role that responsible is accountable to and approves their work Consulted: The people who provide information for the project Informed: The people who are kept informed about progress. These are people that are affected by the outcome of the tasks so need to be kept up-to-date

É muitas vezes útil na RAM, ter uma entrada para quem autoriza, para além da entrada para quem executa

Documents

GPE - Técnico Lisboa - Autenticação · GPE engineering project management Project Management in an Engineering Context ... The WBS and WBS Dictionary shall be revised to incorporate