Date post: | 05-Jan-2016 |
Category: |
Documents |
Upload: | austin-ryan |
View: | 213 times |
Download: | 0 times |
Module 5 Session 5.3 Visual 1
Module 5
Refining Objectives, Scope, and Other Project Parameters
Session 5.3 Preparing the Product and Process Structures
Module 5 Session 5.3 Visual 2
Module 5
Module 6
Module 7
Module 5Review PAR refine key parameters
Module 6Continue refining
Module 7Produce detailedschedule
The product and process structureProject analysis report (PAR)
(approval document)
Productstructure
Other key project
parameters
Work breakdown structure (WBS)
Responsibility matrix
Master summary schedule
Activity-based schedule (CPM)
Project implementation plan
Processstructure
Module 5 Session 5.3 Visual 3
Product structure
Process structure
for implementation
Instructional objectives
Create (refine) a product and process structure for a project
Describe how the control period relates to the level of detail used on the product and process structures
• Objectives
• Deliverables
• Life-cycle phases
PAR
The learner will be able to:
Module 5 Session 5.3 Visual 4
Product structure: a hierarchicaldescription of the major components of each project deliverable or
end item
Component: a major part of a deliverable
Subcomponent: a part of a component
Element: a part of a subcomponent
Each phase may have different deliverables
The product structure
Module 5 Session 5.3 Visual 5
Characteristics of the product structure
Hierarchical structure (top-down)
Each level describes the major parts of the immediately preceding level
Each product piece has one and only one place
Outline format is typical (can be a tree diagram)
Most have 3 to 6 levels of detail
Only nouns appear on product structure
Module 5 Session 5.3 Visual 6
Simplified product structure of a house project
0 House project1.1 House (Structure)
1.1.1 Site1.1.2 Foundation1.1.3 Frame1.1.4 Roof1.1.5 Systems
1.2 Landscaping1.3 Manuals
Level
Levelname
0
Projectname
1
Deliverables
2
Component
3
Sub-component
Module 5 Session 5.3 Visual 7
Product structure: benefits
Clarifies scope (deliverables)
Helpful for all size projects
Essential for projects with many or complex deliverables
Promotes shared understanding
Reduces errors of omission
Serves as multipurpose common framework
Module 5 Session 5.3 Visual 8
The process structure
A planned life cycle promotes efficiency, productivity, and quality. Define milestones (major events)
Specify decision gates
Specify documentation requirements for gates
Agree on decision makers and participants at gates
Agree on criteria for decision making
Design Build Inspect Terminate
The process structure: The sequence of actions that result in creation of the deliverables
Module 5 Session 5.3 Visual 9
Process structure benefits
Improves project quality, efficiency, and productivity
Reduces errors of omission
Creates a game plan that clarifies expectations and promotes coordination
Module 5 Session 5.3 Visual 10
Formal process structure benefits
Improves overall communication and contact
Common framework and vocabulary for phases, subphases, process elements, and decision points
Consistency in naming activities during detailed scheduling
Clarifies expectations
Sets up creation of master summary schedule (module 6)
The project team should always plan the process structure carefully
Module 5 Session 5.3 Visual 11
Level of detail
Product structure?
Process structure?
How far do we go?
Influenced by control period—how frequently progress is measured
Module 5 Session 5.3 Visual 12
Projects have several levels of detail
Top Months
Middle
Operating
Weeks
Days
Different levels of management need different amounts of detail
* This is called levels of indenture*
Management level
Control period SUMMARY PLAN
DETAILED PLAN
Weeks
Month
Days
Module 5 Session 5.3 Visual 13
How much disaggregation is enough?
Time
Product structure Process structure (life cycle)
Deliverable (House)
Component (Roof) Component
Subcomponent
(Rafters)
Subcomponent
(Shingles)
Subcomponent
(Plywood skin)
Phase 1 Phase 2 Phase 3
Subphase Subphase
Element Element Process
element
Subelement Subelement
Process
element
Process
element
Process
element
Module 5 Session 5.3 Visual 14
Setting level of detail
A) Control period– How frequently do I measure progress?
– Time interval between measurements
E) Detailed schedule– Unit of time for activity-level planning
(module 7)
– What pieces of work should I measure?
B) Level of detail
C) Product structure
Process structure
D) Disaggregation
(modules 6 and 7)
THINKTHINKAHEADAHEAD
Module 5 Session 5.3 Visual 15
Control period and level of detail
Shorter control periods usually need more detail
Longer control periods usually need less detail
Rule of thumb: Unit of time for activities is always one level less than control period’s
Control period
Quarter
Month
Week
Day
Activity unit of time
Months
Weeks
Days
HoursDAYS
WEEKS
M T W Th F
1 2 3 4
1 2 3
QUARTER
MONTH
Module 5 Session 5.3 Visual 16
M6M6
Control period, activity duration, and management control
Situation Illustration
Management impact(Middle management)
Activity 1Activity 1
A) Control period smaller
than activity duration
Control period: month
Activity duration: quarters
No control Not enough detail No insight on progress until month 4
Activity 2Activity 2
M1M1 M2M2 M3M3 M4M4 M5M5
Module 5 Session 5.3 Visual 17
Control period, activity duration, and management control
B) Control period equal to
activity duration
Control period: month
Activity duration: months
M1 M2 M3 M4 M5 M6
A1.1A1.1 A1.2A1.2 A1.3A1.3
Weak control
Situation Illustration
Management impact(Middle management)
Module 5 Session 5.3 Visual 18
Control period, activity duration, and management control
C) Control period about 1 unit greaterthan activityduration
Control period: month
Activity duration: weeks
Strong control Appropriate detail
Situation Illustration
Management impact(Middle management)
M1 M2
A1.11A1.11 A1.12A1.12 A1.13A1.13
A2.20A2.20 A2.21A2.21
Module 5 Session 5.3 Visual 19
Weak control Too much detail
Situation Illustration
Management impact(Middle management)
Control period, activity duration, and management control
D) Control period much greater than activity duration
Control period: month
Activity duration: days
A1.03
M1
A1.01 A1.02 A1.30
Module 5 Session 5.3 Visual 20
Influences on length of control period
Level of management
Length of project
Degree of risk
Level of experience of workers
Module 5 Session 5.3 Visual 21
Control period and level of management
Control period varies with management levels
Closer to the work, the shorter the control period
Control periodTopmanagement
Operational
Time
House project
Owner: Weekly reports “Is the roof on?”
Contractor: 2 days “Are the shingles laid?”
Subcontractor: Twice per day “How many square feet are finished?”
Module 5 Session 5.3 Visual 22
Control period and project length
Control period related to length of project
Shorter projects usually have shorter control periods
Longer projects usually have longer control periods
Length of project (3 months)
Weekly control period
Activities inday units
Length of project (3 years)
M1 M2 M3 Y1 Y2 Y3
Monthlycontrol period
Activities inweekly units
Module 5 Session 5.3 Visual 23
Control period and risk The greater the risk, the shorter the control period
Shortening the control period can provide greater control
Redefining the control period influences the level of detail needed
Problems can result in resetting the control period
1 Day
New controlperiod
2 Days
Old control period
Module 5 Session 5.3 Visual 24
Control period and experience
Worker experience influences control period
Experiencedworkers
Need lesssupervision
Longercontrolperiod
Lessdetail
Inexperiencedworkers
Need moresupervision
Shortercontrolperiod
Moredetail
Module 5 Session 5.3 Visual 25
Projectimplementation
plan
Management level
Length
Risk
Experience
Product structureProcess structure
Planning framework(module 6)
Activity-basedscheduling
Summary: Control period or level of detail
Control period
Level of detail
Module 5
Module 6
Module 7
Unit of timefor activities
Module 5 Session 5.3 Visual 26
Optional discussion questions
Module 5 Session 5.3 Visual 27
OBJECTIVES
DELIVERABLES
A five-room house.
House (structure)
Landscape
Manuals
PRODUCT STRUCTURE
OTHER SECTIONS
PARPARPARPAR
Creating the product structure Start with the deliverables
Review other sections
Module 5 Session 5.3 Visual 28
House product structure0 House project
1.1 House (Structure)
1.2 Landscape
1.3 Manuals
Level 0 1DeliverablesProject
Module 5 Session 5.3 Visual 29
1.2 Landscape
1.3 Manuals
Level 0 1DeliverablesProject
House product structure (continued)
0 House project1.1 House (Structure)
1.1.1 Site1.1.2 Foundation1.1.3 Frame1.1.4 Roof 1.1.5 Systems
1.2.1 Plantings1.2.2 Lawn
Module 5 Session 5.3 Visual 30
0 House project1.1 House (Structure)
1.1.1 Site1.1.2 Foundation1.1.3 Frame1.1.4 Roof 1.1.5 Systems
1.2 Landscape
1.3 Manuals
1.2.1 Plantings1.2.2 Lawn
Level 0 1 2 3
1.1.5.1 Electrical1.1.5.2 Plumbing1.1.5.3 Telephone
House product structure (continued)
Module 5 Session 5.3 Visual 31
Creating the process structure
PARPAR
2 months
PlanPlan3 months
ConstructConstruct
1 week
InspectInspect
1 week
TerminateTerminate
Start with the project schedule in the PAR
Develop detail through team discussion
For each (sub)phase, clarify: Actions
Decision gates
Documentation
Personnel involved
Criteria for decision making
Project schedule for implementation phase
Module 5 Session 5.3 Visual 32
Implementation process - house project
Plan Construct Inspect Terminate
Implementation phase
Module 5 Session 5.3 Visual 33
More detail improves control
= milestone
Plan Construct Inspect Terminate
Mobilize Procure Build Clean up
Implementation phase
End projectStart operations
Plans approved Facility complete
Subphase
Process elements
Module 5 Session 5.3 Visual 34
Summary - Module 5 Goal: Organize and disaggregate work for better
planning and control
The product and process structures createa framework for disaggregation
The level of detail is related to the control period
The length of the control period isinfluenced by: Level of management
Length of project
Degree of risk
Level of experience of the workers
Module 5 Session 5.3 Visual 35
Summary - Module 5 (continued)
The analysis of the product and process structures yields: Shared understanding of deliverables and processes
Fewer errors of omission
Improved team communication, coordination, and control
The development of the product and process structures should be a team effort
Refining key project parameters and the PAR is necessary The PAR can be out of date
The PAR is not sufficiently detailed
The team needs to develop a shared understanding
Module 5 Session 5.3 Visual 36
Summary - Module 5 (continued)
Refining the PAR is beneficial
Common vocabulary
Shared understanding of objectives
Reduced miscommunication
Increased commitment
Better alignment within team
Greater efficiency and productivity
Module 5 Session 5.3 Visual 37
Summary - Module 5 (continued)
Review the PAR systematically: Analyze
Escalate
Document
Projects are special undertakings Temporary
Problem or need-oriented
No two are exactly alike
Every project should be carefully planned and systematically managed
Module 5 Session 5.3 Visual 38
Module 5
Module 6
Module 7
Module 5Review PAR refine key parameters
Module 6Continue refining
Module 7Produce detailedschedule
Summary - Module 5 (continued)
Project analysis report (PAR)(approval document)
Productstructure
Other key project
parameters
Work breakdown structure (WBS)
Responsibility matrix
Master summary schedule
Activity-based schedule (CPM)
Project implementation plan
Processstructure
Module 5 Session 5.3 Visual 39
End-of-module discussion questions
How does the length of the control period influence the level of detail of the product and process structures?
Comment on the value of developing well-defined product and process structures.
Module 5 Session 5.3 Visual 40
End-of-module discussion questions (continued)
What would the product and process structures look like for an education project, such as a new mathematics curriculum for a high school?