Topic2&4-Project Initiation & Planning

8/14/2019 Topic2&4-Project Initiation & Planning

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PROJECT

INITIATION

and

PROJECT

PLANNING

Topic 2 & 4


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Learning outcomes

To define project initiation, scope and planning

To Explain priorities of the project

To describe deliverables and milestone

To explain in detail work breakdown structure


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PROJECT

INITIATION

Topic 2


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Project initiation The process of authorizing a new or continuing an existing project

Projects authorized as a result of

A market demand

An organizational need

A customer request

A technological advance

A legal requirement


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Project Scope

Project Scope

A definition of the end result or mission of the projecta product or

service for the client/customer

in specific, tangible, and measurableterms.

Purpose of the Scope Statement

To clearly define 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.


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Project Scope: Terms and

Definitions Scope- refers to all(100%) the work involved in creating the products of

the project and the processes used to create them

Scope Statements

Also called statements of work (SOW)

Project Charter

Can contain an expanded version of scope statement

A document authorizing the project manager to initiate and lead the

project. Scope Creep

The tendency for the project scope to expand over time due to

changing requirements, specifications, and priorities.


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Establishing Project Priorities

Causes of Project Trade-offs

Shifts in the relative importance of criterions related

to cost, time, and performance parameters

BudgetCost

ScheduleTime

PerformanceScope

Managing the Priorities of Project Trade-offs

Constrain: a parameter is a fixed requirement.

Enhance: optimizing a criterion over others.

Accept: reducing (or not meeting) a criterion requirement.


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48

Project Management Trade-offs


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The Triple ConstraintProject Management Trade-offs


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Deliverables vs Milestones


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Deliverables versus Milestones

Deliverables

Tangible, verifiable work products

Reports, presentations, prototypes, etc.

Milestones

Significant events or achievements

Acceptance of deliverables or phase completion

Cruxes (proof of concepts)

Quality control

Keeps team focused


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PROJECT

PLANNING

Topic 2


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Project Planning

A project planning is a document used to coordinate all project planningdocuments

The primary purpose of planning is to establish a set of directions in

enough detail to tell the project team exactly what must be done Project plans assist the project manager in leading the project team and

assessing project status

Building the plan should notbe done in secret or in isolation; the wholeproject team needs to participate


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Attributes of Project Plans

Just as projects are unique, so are project plans

Plans should be dynamic

Plans should be flexible

Plans should be updated as changes occur (Integrated Change Control)

Plans should first and foremost guide project execution

Plans should neverassume the team will work overtime, at least not atthe start


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Work Breakdown Structure

(WBS) A WBS is an outcome oriented list of tasks executed by the project team to

accomplish stated project objectives

It is a foundation document that provides the basis for planning and

managing project schedules, costs, and changes An hierarchical outline (map) that identifies the products and work

elements involved in a project


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WBS Uses Throughout the

Project Guide the work of the entire project team

Facilitate communication

Aid the team in building the schedule and budget

Assigning the right person to the right task

Getting the project to a done state

Aid in quality control

Accountability

Reduce scope creep

Aid in budget and schedule progress reporting and performance reporting Aid in examining alternative steps in building a product


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Building the WBS Using guidelines: Some organizations, provide

guidelines/requirements for preparing a WBS

The analogy approach: A WBS is first created bylooking for a similar project done in the past and usingits WBS as a starting point

The top-down approach: Start with the largest items ofthe project and keep breaking them down into smallerand smaller parts

The bottoms-up approach: Start with the detailed

tasks and roll them up

Threadconcentrate on most important items first


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HierarchicalBreakdown of the

WBS


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How WBS Helps the Project Manager

Facilitates evaluation of cost, time, and technical

performance 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 individuals

Helps manage plan, schedule, and budget.

Defines communication channels and assists

in coordinating the various project elements.


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Example of WBS: Holiday

holiday

traveldocuments

passport tickets

insurance

booking

choose

resortconfirm

brochures

household

cat!


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WBS Organized by Product Part


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WBS by Process Phase


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Work Breakdown Structure


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Work Packages

A work package is the lowest level of the WBS.

It is output-oriented in that it:

1. Defines work (what).

2. Identifies time to complete a work package (how long).

3. Identifies a time-phased budget to complete

a work package (cost).

4. Identifies resources needed to complete

a work package (how much).

5. Identifies a person responsible for units of work (who).

6. Identifies monitoring points (milestones)

for measuring success.


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Example Work Breakdown Schedule


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The WBS Should Follow the Work Package Concept


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Work packages

Figure 8.10 Work packages for a training course


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WBS Outputs

WBS Dictionary

Description of each component

Who is responsible for development

Statement of Work (SOW)

Important milestones

Estimate of costs and required resources


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Questions?

Documents

Topic2&4-Project Initiation & Planning