BLOCK TWO SCOPE AND TIME MANAGEMENT

Welcome To CEMBA 567 INTRODUCTION TO PROJECT MANAGEMENTFACILITATOR:A.B.ANDANI

1Facilitator: Clifford AmoakoBLOCK TWO

SCOPE AND TIME MANAGEMENT

2Facilitator: Clifford AmoakoProject PlanningProject planning is a dynamic, cyclical process that continues throughout the project life cycle.

Project planning is a cycle that is repeated on an on-going basis. For the duration of the project. It is never finished. This is because resources change or move, factors in organisation may change causing project objectives to change, unknown risks can occur, technology may change, requiring project managers to continually monitor and manage this process through out the life of the project.3Facilitator: Clifford AmoakoTHE PROJECT CYCLEProject Cycle4Facilitator: Clifford AmoakoProject Definition KEY INPUT TO PROJECT DEFINITION

Clearly defined requirements Defined mission and objectives of the project Defined and agreed to statement of work

The statement of work or scope statement must clearly state the project objectives and should follow the SMART concept.5Facilitator: Clifford AmoakoProject Definition OUTPUTS PROJECT DEFINITION Project Charter Stakeholder identification and assessment Risk identification, assessment and response Quality Plan Communication Plan Work Breakdown Structure6Facilitator: Clifford AmoakoTriple constraintsThe triple constraints are the indicators used to measure the success of the project.

When defining a project it is imperative to establish the scope of the project in terms of time, cost and quality within the context of the agreed to deliverables.SCOPECOSTQUALITYTIME7Facilitator: Clifford Amoako

Scope ManagementProject Scope Management can be defined as the processes involved in defining and controlling what is or is not included in a project.

The 5 key processes involved in scope management include:InitiationScope PlanningScope DefinitionScope VerificationScope Change Control8Facilitator: Clifford AmoakoThe Analytical ApproachNeed, Funding and Will (NFW) ModelDo people agree that the project needs to be done?Is the organisation prepared to allocate sufficient funds for the project?Is there a strong will to make the project succeed?

Categorisation ApproachProblems, Opportunities and Directives (POD)Windows of Opportunity-categorisation based on estimated project time or completion datesOverall Priority-High, Medium or Low?9Facilitator: Clifford AmoakoThe Analytical ApproachFinancial Models

Net Present Value (NPV)Provides a way of comparing projects of different duration, cost and expected benefitsAll projected future costs and returns are discounted or brought back to a present value.The NPV approach involves the following steps:Estimate and itemize each cash inflow and outflow for the project and when it is expected to occur.Determine the appropriate discount rate.Discount each cash inflow and outflow to the present time period.Add together all the discounted inflows and outflows.10Facilitator: Clifford AmoakoThe Analytical ApproachFinancial Models contd

b. Return on Investment (ROI) (ROI) also uses discounting (ROI)=Income/Investment(ROI)=NPV/Discounted Cost or(ROI) = (total discounted benefits-total discounted costs)/discounted costsc. Payback Period= the amount of time it takes before discounted benefits exceed discounted costsd. Weighted Scoring ModelIdentify selection criteriaAssign a weight to each criterionCalculate weighted score for each project by multiplying weight by score and summing for each projectProject with highest weighted score wins11Facilitator: Clifford AmoakoPROJECT CHARTERSA Project Charter is a document that formally recognises the existence of a project and provides direction on the projects objectives and management.

At a minimum a project charter should contain:Title and date of authorisationName of project manager and contact infoStatement of project scopeSummary of approachRoles and responsibilities matrixSign-off page for key stakeholders12Facilitator: Clifford AmoakoPROJECT CHARTERSSample Project Charter Table of ContentsProject NameProject ObjectivesProject PurposeScope (In and Out of Scope)Key DeliverablesHigh Level Schedule (Plan)Key Stakeholders (internal and external)Cross Organisation Team MembersRisk ManagementLinks to Other ProjectsConstraints & AssumptionsCompletion CriteriaApproval 13Facilitator: Clifford AmoakoScope PlanningScope Planning involves developing documents to clarify project scope and the basis for project decisions including criteria for phase sign-off

The scope statement or statement of work, is the key document used to enunciate and confirm the scope of the project. It should include the following:Project justificationProject productsSummary of project deliverablesScope management planScope Definition- The Work Breakdown Structure

14Facilitator: Clifford AmoakoScope PlanningThe next step in scope management is scope definition-or breaking the work down into manageable pieces. Good scope definition:Helps improve the accuracy of time, cost and resource estimatesDefines a baseline for performance measurement and project controlAssists in communicating work responsibilities15Facilitator: Clifford AmoakoThe Work Breakdown Structure (WBS)The Work Breakdown Structure (WBS) is defined as: a deliverables-oriented depiction of the work involved in a project that defines the total scope of the project.

A key strategy of effective planning is to break the project down into manageable components of work that can be individually planned, estimated and managed. The process of breaking the work done is called the The Work Breakdown Structure. 16Facilitator: Clifford AmoakoThe Work Breakdown Structure (WBS)Without the WBS, there is no schedule or cost control in modern project management.

The WBS must not only cover the product of the project, but also the elements related to initiating, planning, implementing, and completing activities of the project. The content should be as explicit as possible.

The WBS should answer the following questions:Does the detail in the WBS reflect the entire project?Are the work packages SMART?Have the tasks been defined clearly?

17Facilitator: Clifford AmoakoThe Work Breakdown Structure (WBS)(WBS) RulesBegin with the scope statementTask descriptions developed using a verb and a nounDevelop WBS to lowest level of control required to effectively manage a projectEach work package is developed to accomplish a discrete and separate element of workAllow assignment to a single organisational unit for exclusive responsibilityOrganise the WBS by Task:PhaseActivityTaskStepOROrganise the WBS by deliverables:HardwareSoftwareNetwork 18Facilitator: Clifford AmoakoThe Work Breakdown Structure (WBS)4 basic approaches to creating work breakdown structures

Using guidelinesThe analogy approach- this is basically using WBS developed for another project as a template

The Top-Down Approach-this conventional method of creating a WBS from scratch involves starting with the largest project items and then breaking them down into sub-tasks

4. The Bottom-Up-Approach-it involves listing all the detailed tasks first and then grouping or arranging them into higher level categories.

19Facilitator: Clifford AmoakoEXAMPLES OF WORK BREAKDOWN STRUCTURES 20IRRIGATION PROJECTLAND PREPARATIONTRAININGCREDIT SCHEMEMARKETINGDAM20Facilitator: Clifford AmoakoThe Numbering or Coding System -WBSRichard Amponsah-0208412896-21HOUSE1.0.0CIVIL1.1.0PLUMBING1.2.0ELECTRICAL1.3.0Foundations1.1.1Walls/Roof1.1.2Piping1.2.1Wiring1.3.1Fitting1.3.2H/C Water1.2.221Facilitator: Clifford AmoakoBenefits and uses of WBSBenefitsIdentifies all work necessary to accomplish the objectives and refines the objectivesIdentifies only the necessary workIdentifies specific work packages for estimating and assigning workProvides a structure for measuring successForces detailed planning and documentationClarifies responsibilitiesBuilds team member commitmentFacilitator: Clifford Amoako22Benefits and uses of WBS contdUses of WBS

Planning and budgetingFundingEstimatingSchedulingPerformance measurementConfiguration managementIntegrated logistic supportTest and performance evaluationIts a necessary 1st step and primary source of information for the development of a schedule and net work of activities tools.Facilitator: Clifford Amoako23EXERCISE ON WORK BREAKDOWN STRUCTURE (WBS)

1.Select a project of your choice (new or completed) and break it down into sub-units (components and sub-components). Draw a work breakdown structure showing the relationship of the sub-units. Indicate how you will use the WBS to: Constitute a project team Cost the project Schedule the implementation

2. Alternatively, construct the WBS for the following projects: Village ClinicCommunity Centre HIV/AIDS Education

2424Facilitator: Clifford AmoakoSCHEDULE DEVELOPMENT TOOLSThe key project management tools used to develop accurate and effective schedules include: Network diagrams, GANTT charts and Critical Path analysis25Facilitator: Clifford AmoakoNETWORK DIAGRAMS64825731A=2C=3D=3B=3F=4I=2E=3H=4G=126Facilitator: Clifford AmoakoTHANK YOU

27Facilitator: Clifford Amoako