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Project Management: Scope and Work Breakdown

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Project Management: Scope and Work Breakdown Thomas L. Warren Technical Writing Program Oklahoma State University Stillwater, OK 74078-4069 http://www.okstate.edu ... – PowerPoint PPT presentation

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Title: Project Management: Scope and Work Breakdown


1
Project ManagementScope and Work Breakdown
  • Thomas L. Warren
  • Technical Writing Program
  • Oklahoma State University
  • Stillwater, OK 74078-4069
  • http//www.okstate.edu/artsci/techwr

2
Overview of Talk
  • Definition and uses of project management
  • Project Scope
  • Work Breakdown Structure
  • Conclusion
  • Questions/Discussion

3
Definition
  • Management
  • Applying 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)

4
Key Issues and Topics
  • Integration (project plan development and
    execution, change management)
  • Collaborative project management and development
    (team dynamics)
  • Scopelimitations (planning, defining, verifying,
    change control)

5
Topics, cont.
  • Time (activity definition, sequencing, duration,
    scheduling, controlling)
  • Cost (resources planning, estimating, budgeting,
    controlling)
  • Quality (quality planning and assurance, quality
    control)

6
Topics, cont.
  • Human Resources (organizational planning job
    descriptions, roles, responsibilities,
    hiring/firing, team development)
  • Communications (planning, information
    distribution, performance reporting, closure)

7
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)

8
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

9
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 . . . ?

10
Focus of Talk
  • Project Scope
  • Listing of all deliverables
  • Tells what the project will and will not cover
  • Work Breakdown Structure
  • Identify specific tasks
  • Estimate time required

11
Scope Inputs
Constraints
Assumptions
Expert Input
Scope Statement Written statement that is basis
for future project decisions
12
Scope Constraints
  • Project limits
  • Time?
  • Money/budget?
  • Staff?
  • Customer requirements (contractual provisions)?
  • Environment?

13
Scope Assumptions
  • Organization goals and objectives
  • Product goals and objectives
  • Customer needs
  • Product complexity
  • Project authorization (charter)
  • Key personnel availability

14
Scope Expert Input
  • Managers from similar projects
  • Other organizational personnel (purchasing, human
    resources, e.g.)
  • Consultants
  • Stakeholders
  • Professional and technical associations
  • Industry groups

15
Scope Control
  • Key element to prevent Scope creep
  • Establish specific procedure for changing scope
  • Changes submitted by whom?
  • Changes approved by whom?
  • Areas that cannot be changed?
  • Scope change notification

16
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

17
(No Transcript)
18
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

19
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

20
Screen shot of Word WBS for three publications.
21
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 diagrams
  • Precedence Diagramming Method (PDM)Used by
    project management software such as MS Project
  • Arrow Diagramming Method (ADM)

22
A
C
B
START
FINISH
D
E
F
Precedence Diagramming Method
23
Note Precedence
Screen shot of MS Project for one part of Final
Programme
24
B
O
O
A
C
O
O
Start
D
F
Finish
E
O
O
Arrow Diagramming Method
25
What you get when you click on Network Diagram
26
Types of Dependencies
  • 4 kinds of dependencies
  • Finish-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

27
Estimating Time
  • Past experience
  • Should include a range
  • 2 weeks ?2 days
  • Time 8-12 working days
  • Could indicate probability
  • 15 probability finish in 3 weeks
  • 85 probability finish within 3 weeks

28
Estimating Time, cont.
  • Calendars
  • Periods when work is allowed
  • Different types of calendars
  • Normal business hours (1 shift/day)
  • 2-3 shifts per day
  • Consider when planning calendars
  • Vacations
  • National, state, etc. holidays

29
Estimating Time, cont.
  • Reserve Time (contingency)
  • Extra time frametypes
  • Reserve
  • Contingency
  • Buffer
  • Acknowledge schedule risk
  • Could be
  • Percent of estimated duration
  • Fixed number of work period
  • Can reduce/eliminate as get more precise data
  • Document reserve time as done for other
    data/assumptions

30
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?
31
Conclusion
  • Project management is an important part of any
    technical communicators job
  • Project management allows you to control your
    project
  • Projects have beginnings and endings
  • Management means handling the middle part
  • You dont 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)

32
Questions
33
Thank You
  • Please feel free to contact me at
  • twarren_at_okstate.edu
  • Or see our web page
  • www.okstate.edu/artsci/techwr

34
www.okstate.edu/artsci/techwr
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