Slide 1: Management of Engineering Projects Project Scope and WBS Dr. L. K. Gaafar
* Based on material from: 1. Kathy Schwalbe, Information Technology Project Management, Course Technology, 2000. 2. www.augsburg.edu/ppages/schwalbe.
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Slide 2: What is Project Scope Management?
Scope refers to all the work involved in creating the products of the project and the processes used to create them Project scope management includes the processes involved in defining and controlling what is or is not included in the project The project team and stakeholders must have the same understanding of what products will be produces as a result of a project and what processes will be used in producing them
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Slide 3: Project Scope Management Processes
Initiation: beginning a project or continuing to the next phase Scope planning: developing documents to provide the basis for future project decisions Scope definition: subdividing the major project deliverables into smaller, more manageable components Scope verification: formalizing acceptance of the project scope Scope change control: controlling changes to project scope
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Slide 4: Project Charters
After deciding what project to work on, it is important to formalize projects A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project
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Slide 5: Scope Planning and the Scope Statement
A scope statement is a document used to develop and confirm a common understanding of the project scope. It should include – a project justification – a brief description of the project’s products – a summary of all project deliverables – a statement of what determines project success
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Slide 6: Scope Planning and the Work Breakdown Structure
After completing scope planning, the next step is to further define the work by breaking it into manageable pieces Good scope definition – helps improve the accuracy of time, cost, and resource estimates – defines a baseline for performance measurement and project control – aids in communicating clear work responsibilities
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Slide 7: The Work Breakdown Structure
A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes
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Slide 8: Sample Intranet WBS Organized by Product
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Slide 9: Sample Intranet WBS Organized by Phase
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Slide 10: Intranet WBS in Tabular Form
1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support
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Slide 11: Approaches to Developing WBSs
Using guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSs The analogy approach: It often helps to review WBSs of similar projects The top-down approach: Start with the largest items of the project and keep breaking them down The bottoms-up approach: Start with the detailed tasks and roll them up
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Slide 12: Basic Principles for Creating WBSs*
1. A unit of work should appear at only one place in the WBS. 2. The work content of a WBS item is the sum of the WBS items below it. 3. A WBS item is the responsibility of only one individual, even though many people may be working on it. 4. The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first and other purposes only if practical.
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994 09/01/07
Slide 13: Basic Principles for Creating WBSs*
5. Project team members should be involved in developing the WBS to ensure consistency and buy-in. 6. Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item. 7. The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement.
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994 09/01/07
Slide 14: Time Management- Gantt Chart
Estimate activity durations and decide on relationships
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Slide 15: Time Management- Gantt Chart
Estimate activity durations and decide on relationships
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good!