chapter_2_ defining the project.ppt

7/25/2019 Chapter_2_ Defining The Project.ppt

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Project ManagementProject Management

G.Purandaran

M.Tech (I.I.T-Madras)PGDM (I.I.M-Bangalore)


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What is a ProjectWhat is a Project

One Time Large Investment

No Revenue

Wide variety of Skills used and of igh !ali"er #se of S$ecial $ur$ose e%ui$ment for short

duration

Involvement of many s$eciali&ed agencies

Technology'Wide (ariety


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What is Project Management?

Project : A group of milestones or

phases, activities or tasks that

support an eort to accomplishsomething

Management : is the process of

Planning, Organizing, Controlling

and Measuring


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Project...Project...

A collection o lin!ed acti"ities# carried out

in an organised manner#$ith a clearl%

deined &TA'T PIT and *D PIT toachie"e some s+eciic results desired to

satis% the needs o the organisation at the

current time


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5

!o$yright ) *+++ Project ,anagement Institute-

Inc. /ll Rights Reserved.

+erations

Semi'$ermanent charter-

organi&ation- and goals

,aintains status %uo

Standard $roduct or service

omogeneous teams

Ongoing

!ontrast Projects and O$erations!ontrast Projects and O$erations

Projects

!reate o0n charter-

organi&ation- and goals

!atalyst for change

#ni%ue $roduct or service

eterogeneous teams

Start and end date


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!haracteristics of a Project!haracteristics of a Project

ave a $ur$ose

ave a life cycle

Interde$endencies

#ni%ueness

!onflict

Chapter 1-


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The 1efinition of a 2Project3The 1efinition of a 2Project3

,ust make a distinction "et0een terms45Program' an e6ce$tionally large- long'range o"jective

that is "roken do0n into a set of $rojects5Tas!' set of activities com$rising a $roject

5Wor! Pac!ages' division of tasks

5Wor! ,nits' division of 0ork $ackages

In the "roadest sense- a $roject is a s$ecific-

finite task to "e accom$lished

Chapter 1-!


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Where We /re No0Where We /re No0


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1efining the Project1efining the Project

Ste$ *4 1efining the Project Sco$e

Ste$ 74 8sta"lishing Project Priorities

Ste$ 94 !reating the Work :reakdo0n Structure

Ste$ ;4 Integrating the W:S 0ith the Organi&ation

Ste$


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Ste$ *4 1efining the Project Sco$eSte$ *4 1efining the Project Sco$e

Project Sco$e5/ definition of the end result or mission of the $roject

=a $roduct or service for the client>customer=in

s$ecific- tangi"le- and measura"le terms.

Pur$ose of the Sco$e Statement5To clearly define the delivera"le?s@ for the end user.

5To focus the $roject on successful com$letion

of its goals.

5To "e used "y the $roject o0ner and $artici$ants

as a $lanning tool and for measuring $roject success.


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411

Project Sco$e !hecklistProject Sco$e !hecklist

*. Project o"jective

7. 1elivera"les

9. ,ilestones;. Technical re%uirements


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412

Project Sco$e4 Terms and 1efinitionsProject Sco$e4 Terms and 1efinitions

Sco$e Statements5/lso called statements of 0ork ?SOW@

Project !harter

5!an contain an e6$anded version of sco$e statement

5/ document authori&ing the $roject manager to initiate

and lead the $roject.

Sco$e !ree$

5The tendency for the $roject sco$e to e6$and overtime due to changing re%uirements- s$ecifications- and

$riorities.


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413

Ste$ 74 8sta"lishing Project PrioritiesSte$ 74 8sta"lishing Project Priorities

!auses of Project Trade'offs5Shifts in the relative im$ortance of criterions related

to cost- time- and $erformance $arameters"#udget$Cost

"%chedule$&ime

"Performance$%cope

,anaging the Priorities of Project Trade'offs

5!onstrain4 a $arameter is a fi6ed re%uirement.

58nhance4 o$timi&ing a criterion over others.5/cce$t4 reducing ?or not meeting@ a criterion

re%uirement.


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414

Project ,anagement Trade'offsProject ,anagement Trade'offs

IG,'* ./


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415

Project Priority ,atri6Project Priority ,atri6

IG,'* .0


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416

Ste$ 94Ste$ 94 !reating the Work!reating the Work

:reakdo0n Structure:reakdo0n Structure

Work :reakdo0n Structure ?W:S@

5/n hierarchical outline ?ma$@ that identifies the

$roducts and 0ork elements involved in a $roject.51efines the relationshi$ of the final delivera"le

?the $roject@ to its su"delivera"les- and in turn-

their relationshi$s to 0ork $ackages.

5:est suited for design and "uild $rojects that have

tangi"le outcomes rather than $rocess'oriented

$rojects.


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417

ierarchicalierarchical

:reakdo0n of:reakdo0n of

the W:Sthe W:S

IG,'* .1

B This "reakdo0n grou$s 0ork

$ackages "y ty$e of 0ork 0ithin a

delivera"le and allo0s assignment

of res$onsi"ility to an organi&ational

unit. This e6tra ste$ facilitates a

system for monitoring $roject$rogress ?discussed in !ha$ter *9@.


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418

o0 W:S el$s the Project ,anagero0 W:S el$s the Project ,anager

W:S5Cacilitates evaluation of cost- time- and technical

$erformance of the organi&ation on a $roject.

5Provides management 0ith information a$$ro$riate

to each organi&ational level.

5el$s in the develo$ment of the organi&ation

"reakdo0n structure ?O:S@. 0hich assigns $roject

res$onsi"ilities to organi&ational units and individuals

5el$s manage $lan- schedule- and "udget.

51efines communication channels and assists

in coordinating the various $roject elements.


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419

Work :reakdo0n StructureWork :reakdo0n Structure

IG,'* .


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420

Work PackagesWork Packages

/ 0ork $ackage is the lo0est level of the W:S.5 It is out$ut'oriented in that it4

1' (e)nes *ork +*hat'

' .denti)es time to complete a *ork package +ho*

long'/' .denti)es a time-phased 0udget to complete

a *ork package +cost'

' .denti)es resources needed to completea *ork package +ho* much'

2' .denti)es a person responsi0le for units of *ork +*ho'

3' .denti)es monitoring points +milestonesfor measuring success'


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421

Ste$ ;4Ste$ ;4 Integrating the W:SIntegrating the W:S

0ith the Organi&ation0ith the Organi&ation

Organi&ational :reakdo0n Structure ?O:S@

51e$icts ho0 the firm is organi&ed to discharge its

0ork res$onsi"ility for a $roject.

" Provides a frame*ork to summarizeorganization *ork unit performance'

" .denti)es organization units responsi0le

for *ork packages'" &ies the organizational units

to cost control accounts'


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422

Integration ofIntegration of

W:S and O:SW:S and O:S

IG,'* .2


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423

Ste$


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W:S !odingW:S !oding


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Res$onsi"ility ,atricesRes$onsi"ility ,atrices

Res$onsi"ility ,atri6 ?R,@5/lso called a linear res$onsi"ility chart.

5Summari&es the tasks to "e accom$lished and

0ho is res$onsi"le for 0hat on the $roject.

"4ists pro6ect activities and participants'

"Clari)es critical interfaces 0et*een unitsand individuals that need coordination'

"Provide an means for all participants to vie*

their responsi0ilities and agree on theirassignments'

"Clari)es the e7tent or t8pe of authorit8 thatcan 0e e7ercised 08 each participant'


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426

Res$onsi"ility ,atri6 for a ,arket Research ProjectRes$onsi"ility ,atri6 for a ,arket Research Project

IG,'* .3


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427

Res$onsi"ility ,atri6 for the !onveyor :elt ProjectRes$onsi"ility ,atri6 for the !onveyor :elt Project

IG,'* .4


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428

Project !ommunication PlanProject !ommunication Plan

What information needs to "e collectedand 0henD

Who 0ill receive the informationD

What methods 0ill "e used to gatherand store informationD

What are the limits- if any- on 0ho has

access to certain kinds of informationD

When 0ill the information "e communicatedD

o0 0ill it "e communicatedD


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429

Information NeedsInformation Needs

Project status re$orts 1elivera"le issues

!hanges in sco$e

Team status meetings

Eating decisions

/cce$ted re%uest changes

/ction items

,ilestone re$orts


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430

1evelo$ing a !ommunication Plan1evelo$ing a !ommunication Plan

*. Stakeholder analysis

7. Information needs

9. Sources of information

;. 1issemination modes


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431

Shale Oil Research Project !ommunication PlanShale Oil Research Project !ommunication Plan

IG,'* .5


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Fey TermsFey Terms

6ost accountMilestone

rgani7ation 8rea!do$n structure (B&)

&co+e cree+

Priorit% matri9

'es+onsi8ilit% matri9

&co+e statement

Process 8rea!do$n structure (PB&)Wor! 8rea!do$n structure (WB&)

Wor! +ac!age

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