project management: scope and work breakdown
DESCRIPTION
TRANSCRIPT
![Page 1: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/1.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Project Management:Scope and Work Breakdown
Thomas L. WarrenTechnical Writing ProgramOklahoma State UniversityStillwater, OK 74078-4069
http://www.okstate.edu/artsci/techwr
![Page 2: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/2.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Overview of Talk
• Definition and uses of project management
• Project Scope• Work Breakdown Structure• Conclusion• Questions/Discussion
![Page 3: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/3.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Definition
• ManagementApplying knowledge, skills, tools, and
techniques to meet or exceed stake holder's needs and expectations
• Project“A temporary endeavor undertaken to
create a unique product or service”Definite beginning and ending (temporary)Different from all other products or services
in some way (unique)
![Page 4: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/4.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Key Issues and Topics
ntegration (project plan development and execution, change management)
•Collaborative project management and development (team dynamics)
Scope—limitations (planning, defining, verifying, change control)
![Page 5: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/5.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Topics, cont.
•Time (activity definition, sequencing, duration, scheduling, controlling)
•Cost (resources planning, estimating, budgeting, controlling)
•Quality (quality planning and assurance, quality control)
![Page 6: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/6.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Topics, cont.
•Human Resources (organizational planning [job descriptions, roles, responsibilities], hiring/firing, team development)
•Communications (planning, information distribution, performance reporting, closure)
![Page 7: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/7.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Topics, cont.
•Risk (identification, quantification, response development and control)
•Management of legal issues and proprietary information (intellectual property)
•Procurement (planning, solicitation, source, contract administration, contract close-out)
![Page 8: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/8.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Sample Projects
• Develop new product or service• Change structure, style, or
staffing of an organization• Develop/acquire new or modified
information system• Develop appropriate format for
conveying needed information• Develop a five-year plan
![Page 9: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/9.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Parts of Plan
• What will be done and for whom?• Who will do what?• When must it all be done?• When must the pieces be done?• How much will it cost?• What are the deliverables?• What happens if . . . ?
![Page 10: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/10.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Focus of Talk
• Project ScopeListing of all deliverablesTells what the project will and will
not cover
• Work Breakdown StructureIdentify specific tasksEstimate time required
![Page 11: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/11.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Scope: Inputs
Scope Statement: Written statement that is basis for future project decisions
Constraints Assumptions Expert Input
![Page 12: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/12.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Scope: Constraints
• Project limitsTime?Money/budget?Staff?Customer requirements (contractual
provisions)?Environment?
![Page 13: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/13.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Scope: Assumptions
• Organization goals and objectives• Product goals and objectives• Customer needs• Product complexity• Project authorization (charter)• Key personnel availability
![Page 14: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/14.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Scope: Expert Input
• Managers from similar projects• Other organizational personnel
(purchasing, human resources, e.g.)
• Consultants• Stakeholders• Professional and technical
associations• Industry groups
![Page 15: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/15.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Scope Control
• Key element to prevent Scope creep
• Establish specific procedure for changing scopeChanges submitted by whom?Changes approved by whom?Areas that cannot be changed?Scope change notification
![Page 16: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/16.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Work Breakdown Structure (WBS)
• Could use previous, similar WBS as template (MIL-HDBK-881 military WBS template for defense materials items)
• Sub-divide project deliverables into smaller and smaller activities Identify major deliverables (from Scope
statement)Use as criteria for subdividing adequate
cost and duration Identify how work will be defined,
organized, and accomplished
• Activity list is deliverable
![Page 17: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/17.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
![Page 18: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/18.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Sample Activities List for FORUM 2003
• Call for papers• Poster• Delegate folder• Preliminary
Programme• PreSeedings
• Supplemental PreSeedings
• Final Programme• Planning Guide
for delegates• Supplemental
Final Programme• PostHarvest
![Page 19: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/19.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Call for papers Activities List
• Logo and art• Author
Instructions• Produce copy• Design and
layout cover and pages
• Format files• Send for proofing
• Proof files• Return for
correcting• Correct files• Send to vendor• Print• Distribute
![Page 20: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/20.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Screen shot of Word WBS for three publications.
![Page 21: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/21.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Network Precedence Diagrams
• Each small step could be dependent on another small step and in tern be the prerequisite for yet another one
• Types of diagramsPrecedence Diagramming Method
(PDM)—Used by project management software such as MS Project
Arrow Diagramming Method (ADM)
![Page 22: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/22.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
START
A CB
D E F
FINISH
Precedence Diagramming Method
![Page 23: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/23.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Screen shot of MS Project for one part of Final Programme
Note Precedence
![Page 24: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/24.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Finish
B
O
OO
O O
OStart
A
D
E
C
F
Arrow Diagramming Method
![Page 25: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/25.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
What you get when you click on Network Diagram
![Page 26: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/26.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Types of Dependencies
• 4 kinds of dependenciesFinish-to-start: Complete previous
before beginning new. Most common.
Finish-to-finish: Complete new depends on completing previous
Start-to-start: Start new depends on start of previous
Start-to-finish: Complete new depends on start previous. Rarely used
![Page 27: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/27.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Estimating Time
• Past experience• Should include a range
2 weeks 2 days Time = 8-12 working days
• Could indicate probability15% probability finish in 3 weeks85% probability finish within 3
weeks
![Page 28: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/28.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Estimating Time, cont.
• CalendarsPeriods when work is allowedDifferent types of calendars
Normal business hours (1 shift/day)2-3 shifts per day
Consider when planning calendarsVacationsNational, state, etc. holidays
![Page 29: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/29.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Estimating Time, cont.
• Reserve Time (contingency)Extra time frame—types
ReserveContingencyBuffer
Acknowledge schedule riskCould be
Percent of estimated durationFixed number of work period
Can reduce/eliminate as get more precise data
Document reserve time as done for other data/assumptions
![Page 30: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/30.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Sample: Paper Due
• Select topic• Narrow topic• Determine
research plan• Collect data• Analyze data
• Organize data• Write draft• Edit/Proofread• Revise• Proofread• Hand-in
How long has it taken you to do each activity in the past?
![Page 31: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/31.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Conclusion
• Project management is an important part of any technical communicator’s job
• Project management allows you to control your project Projects have beginnings and endings Management means handling the middle part
• You don’t need to be a manager to need to know project management (you manage your own projects in school and on-the-job
• Good scheduling the key to successful management)
![Page 32: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/32.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Questions
![Page 33: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/33.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
Thank You
Please feel free to contact me [email protected] see our web page
www.okstate.edu/artsci/techwr
![Page 34: Project Management: Scope and Work Breakdown](https://reader033.vdocuments.us/reader033/viewer/2022061200/54778a6db4af9ff6558b462b/html5/thumbnails/34.jpg)
Sou
thw
est M
isso
uri S
tate
Uni
vers
ity
11 February
2003
www.okstate.edu/artsci/techwr