Project Management: Scope and Work Breakdown

transcript

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Project Management:Scope and Work Breakdown

Thomas L. WarrenTechnical Writing ProgramOklahoma State UniversityStillwater, OK 74078-4069

http://www.okstate.edu/artsci/techwr

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Overview of Talk

• Definition and uses of project management

• Project Scope• Work Breakdown Structure• Conclusion• Questions/Discussion

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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)

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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)

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Topics, cont.

•Time (activity definition, sequencing, duration, scheduling, controlling)

•Cost (resources planning, estimating, budgeting, controlling)

•Quality (quality planning and assurance, quality control)

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Topics, cont.

•Human Resources (organizational planning [job descriptions, roles, responsibilities], hiring/firing, team development)

•Communications (planning, information distribution, performance reporting, closure)

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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)

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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

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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 . . . ?

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Focus of Talk

• Project ScopeListing of all deliverablesTells what the project will and will

not cover

• Work Breakdown StructureIdentify specific tasksEstimate time required

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Scope: Inputs

Scope Statement: Written statement that is basis for future project decisions

Constraints Assumptions Expert Input

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Scope: Constraints

• Project limitsTime?Money/budget?Staff?Customer requirements (contractual

provisions)?Environment?

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Scope: Assumptions

• Organization goals and objectives• Product goals and objectives• Customer needs• Product complexity• Project authorization (charter)• Key personnel availability

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Scope: Expert Input

• Managers from similar projects• Other organizational personnel

(purchasing, human resources, e.g.)

• Consultants• Stakeholders• Professional and technical

associations• Industry groups

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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

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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

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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

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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

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Screen shot of Word WBS for three publications.

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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)

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FINISH

Precedence Diagramming Method

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Screen shot of MS Project for one part of Final Programme

Note Precedence

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Finish

OStart

Arrow Diagramming Method

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What you get when you click on Network Diagram

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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

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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

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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

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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

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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?

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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)

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Questions

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Thank You

Please feel free to contact me attwarren@okstate.eduOr see our web page

www.okstate.edu/artsci/techwr

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www.okstate.edu/artsci/techwr

Project Management: Scope and Work Breakdown

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