暨南大学《项目管理》chapter 4 define the proj.ppt

管理学院SchoolofManagement 佟瑞EdwardTong MPM MBA 2020 2 8 1 EdwardTong CopyrightreservedJinanUniversity 4 3 WhereWeAreNow Project adreamrealization SelectadreamUseyourdreamtosetagoalCreateaplanConsiderresourcesEnhanceskillsandabilitiesSpendtimewiselyStart Getorganizedandgo 2020 2 8 EdwardTong CopyrightreservedJinanUniversity 4 Ihaveadream WhatisWorkbreakdownstructure Itisaselectiveoutlineoftheproject Theearlystagesofdevelopingtheoutlineservetoensurethatalltasksareidentifiedandthatparticipantsoftheprojecthaveaunderstandingofwhatistobedone Oncetheoutlineanditsdetailaredefined anintegratedinformationsystemcanbedevelopedtoscheduleworkandallocatebudgets 2020 2 8 EdwardTong CopyrightreservedJinanUniversity 5 4 6 DefiningtheProject Step1 DefiningtheProjectScopeStep2 EstablishingProjectPrioritiesStep3 CreatingtheWorkBreakdownStructureStep4 IntegratingtheWBSwiththeOrganizationStep5 CodingtheWBSfortheInformationSystem Wecancontrolonlywhatwehaveplanned 4 7 Step1 DefiningtheProjectScope ProjectScopeAdefinitionoftheendresultormissionoftheproject aproductorservicefortheclient customer inspecific tangible andmeasurableterms PurposeoftheScopeStatementToclearlydefinethedeliverable s fortheenduser Tofocustheprojectonsuccessfulcompletionofitsgoals Tobeusedbytheprojectownerandparticipantsasaplanningtoolandformeasuringprojectsuccess 4 8 ProjectScopeChecklist Projectobjective what when andhowmuch Deliverables theexpectedoutputsoverlifeoftheproject Milestones natural importantcontrolpointsintheproject Easytorecognize Technicalrequirements ensureproperperformance Limitsandexclusions limitsofscope Reviewswithcustomer internalandexternal Scopedefinitionshouldbeasbriefaspossiblebutcomplete oneortwopagesareO K 4 9 ProjectScope TermsandDefinitions ScopeStatementsAlsocalledstatementsofwork SOW ProjectCharterCancontainanexpandedversionofscopestatementAdocumentauthorizingtheprojectmanagertoinitiateandleadtheproject ScopeCreepThetendencyfortheprojectscopetoexpandovertimeduetochangingrequirements specifications andpriorities 4 10 Step2 EstablishingProjectPriorities CausesofProjectTrade offsShiftsintherelativeimportanceofcriterionsrelatedtocost time andperformanceparametersBudget CostSchedule TimePerformance ScopeManagingthePrioritiesofProjectTrade offsConstrain aparameterisafixedrequirement Enhance optimizingacriterionoverothers Accept reducing ornotmeeting acriterionrequirement 4 11 ProjectManagementTrade offs FIGURE4 1 Trade offsamongtime cost andperformance Oneoftheprimaryjobsofaprojectmanageristomanagethetrade offsamongtime cost andperformance Todoso projectmanagermustdefineandunderstandthenatureoftheprioritiesoftheproject 2020 2 8 EdwardTong CopyrightreservedJinanUniversity 12 4 13 ProjectPriorityMatrix FIGURE4 2 4 14 Step3 CreatingtheWorkBreakdownStructure WorkBreakdownStructure WBS Anhierarchicaloutline map thatidentifiestheproductsandworkelementsinvolvedinaproject Definestherelationshipofthefinaldeliverable theproject toitssubdeliverables andinturn theirrelationshipstoworkpackages Bestsuitedfordesignandbuildprojectsthathavetangibleoutcomesratherthanprocess orientedprojects Whatisworkbreakdownstructure Oncethescopeanddeliverableshavebeenidentified Theworkoftheprojectcanbesuccessivelysubdividedintosmallerandsmallerworkelements Theoutcomeofthishierarchicalprocessiscalledtheworkbreakdownstructure WBS WBSisamapoftheproject 2020 2 8 EdwardTong CopyrightreservedJinanUniversity 15 4 16 HierarchicalBreakdownoftheWBS FIGURE4 3 Thisbreakdowngroupsworkpackagesbytypeofworkwithinadeliverableandallowsassignmentofresponsibilitytoanorganizationalunit Thisextrastepfacilitatesasystemformonitoringprojectprogress discussedinChapter13 4 17 HowWBSHelpstheProjectManager WBSFacilitatesevaluationofcost time andtechnicalperformanceoftheorganizationonaproject Providesmanagementwithinformationappropriatetoeachorganizationallevel Helpsinthedevelopmentoftheorganizationbreakdownstructure OBS whichassignsprojectresponsibilitiestoorganizationalunitsandindividualsHelpsmanageplan schedule andbudget Definescommunicationchannelsandassistsincoordinatingthevariousprojectelements 4 18 WorkBreakdownStructure FIGURE4 4 4 19 WorkPackages eachworkpackageisacontrolpoint AworkpackageisthelowestleveloftheWBS Itisoutput orientedinthatit Defineswork what Identifiestimetocompleteaworkpackage howlong Identifiesatime phasedbudgettocompleteaworkpackage cost Identifiesresourcesneededtocompleteaworkpackage howmuch Identifiesapersonresponsibleforunitsofwork who Identifiesmonitoringpoints milestones formeasuringsuccess 4 20 Step4 IntegratingtheWBSwiththeOrganization OrganizationalBreakdownStructure OBS Depictshowthefirmisorganizedtodischargeitsworkresponsibilityforaproject Providesaframeworktosummarizeorganizationworkunitperformance Identifiesorganizationunitsresponsibleforworkpackages Tiestheorganizationalunitstocostcontrolaccounts 4 21 IntegrationofWBSandOBS FIGURE4 5 4 22 Step5 CodingtheWBSfortheInformationSystem WBSCodingSystemDefines LevelsandelementsoftheWBSOrganizationelementsWorkpackagesBudgetandcostinformationAllowsreportstobeconsolidatedatanylevelintheorganizationstructure 4 23 WBSCoding 4 24 ResponsibilityMatrices ResponsibilityMatrix RM Alsocalledalinearresponsibilitychart Summarizesthetaskstobeaccomplishedandwhoisresponsibleforwhatontheproject Listsprojectactivitiesandparticipants Clarifiescriticalinterfacesbetweenunitsandindividualsthatneedcoordination Provideanmeansforallparticipantstoviewtheirresponsibilitiesandagreeontheirassignments Clarifiestheextentortypeofauthoritythatcanbeexercisedbyeachparticipant 4 25 ResponsibilityMatrixforaMarketResearchProject FIGURE4 6 4 26 ResponsibilityMatrixfortheConveyorBeltProject FIGURE4 7 4 27 ProjectCommunicationPlan Whatinformationneedstobecollectedandwhen Whowillreceivetheinformation Whatmethodswillbeusedtogatherandstoreinformation Whatarethelimits ifany onwhohasaccesstocertainkindsofinformation Whenwilltheinformationbecommunicated Howwillitbecommunicated 4 28 InformationNeeds ProjectstatusreportsDeliverableissuesChangesinscopeTeamstatusmeetingsGatingdecisionsAcceptedrequestchangesActionitemsMilestonereports 4 29 DevelopingaCommunicationPlan StakeholderanalysisInformationneedsSourcesofinformationDisseminationmodesResponsibilityandtiming 4 30 ShaleOilResearchProjectCommunicationPlan FIGURE4 8 4 31 KeyTerms CostaccountMilestoneOrganizationbreakdownstructure OBS ScopecreepPrioritymatrixResponsibilitymatrixScopestatementProcessbreakdownstructure PBS Workbreakdownstructure WBS Workpackage 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 32 1 ThemethodusedtocollectinformationtousethroughallphasesoftheprojectlifecycleiscalledcA ResponsibilitymatrixB OrganizationbreakdownstructureC WorkbreakdownstructureD PrioritymatrixE Workpackage 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 33 2 Joseislookingatadocumentthatoutlinesthespecifictasksandsubtasksrequiredtocompletethewritingofatechnicalsupportmanual ThemethodthatwasprobablyusedtodevelopthedocumentismostlikelycA ResponsibilitymatrixB OrganizationbreakdownstructureC WorkbreakdownstructureD PrioritymatrixE Workpackage 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 34 3 ThefirststepincreatingthenecessaryinformationtomanageaprojectistobA EstablishprojectprioritiesB DefinetheprojectscopeC VerifythebudgetavailableD AssignteammemberstoworkontheprojectE Determinetherequiredcompletiondate 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 35 4 Lindahasjustbeenassignedaprojecttodevelopanewadvertisingcampaignforanestablishedproduct HerfirststepshouldbetobA EstablishprojectprioritiesB DefinetheprojectscopeC VerifythebudgetavailableD AssignteammemberstoworkontheprojectE Determinetherequiredcompletiondate 5 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 36 ResearchshowsthemostfrequentlymentionedbarriertoprojectsuccessisdA NotenoughbudgetresourcesB PoorperformancebyteammembersC WeakprojectleadershipD PoorlydefinedscopeormissionE Politicalin fighting 6 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 37 AnexpectedoutputoverthelifeofaprojectwouldbeclassifiedasaA AdeliverableB AproductC AnendobjectD AnobjectiveE Atarget 7 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 38 ThefirststepofprojectscopedefinitionistoeA AnalyzethestrategicplanB AnalyzethecurrentbudgetplanC MeetwithteammembersD SelectteammembersE Definetheoverallobjectivetomeetthecustomer sneeds 8 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 39 Inreviewingtheprojectplan SusanseesthatthefirstprototypeisduebyOctober12 ThiswouldbebestclassifiedasacA ProjecttargetB LimititemC MilestoneD ProjectobjectiveE Criticalgoal 9 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 40 Theabilityof911emergencysystemstoidentifythecaller sphonenumberandlocationareconsideredtobeaaA TechnicalrequirementB MilestoneC ProjectlimitD ProjectexclusionE Projectdeliverable 10 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 41 Whichofthefollowingisnotoneoftheitemsthatwouldappearonaprojectscopechecklist dA DeliverablesB TechnicalrequirementsC ObjectivesD WorkbreakdownstructureE Reviewswithcustomer 11 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 42 Toconstructahigh quality customhomewithinfivemonthsatcostsnottoexceed 150 000 isbestclassifiedascA AdeliverableB AmilestoneC AnobjectiveD AlimitE Anexclusion 12 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 43 ThesecondstepinthedefiningofaprojectwouldbetocA AnalyzethestrategicplanB AnalyzethecurrentbudgetplanC EstablishprojectprioritiesD SelectteammembersE Definethemajorobjectivestomeetthecustomer sneeds 13 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 44 Whichofthefollowingisnotoneofthebasicclassificationsofprojectpriorities aA ProfitB CostC TimeD PerformanceE Allofthesearebasicclassifications 14 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 45 Ifaprojectcriterionindicatesthattheprojectmustmeetaspecificdate thatcriterionisclassifiedasaA ConstrainedB EnhancedC AcceptedD LimitedE Fixed 15 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 46 Scotthasjustbeengivenaprojectthathasaspecifictargetdate Afterdiscussionwithtopmanagementhefindsthatwhilethedateisimportantthecostismoreimportantandaslipindeliverywouldbeacceptableifrequiredtomeetthecosttargets ThetargetdateisbestclassifiedascA ConstrainB EnhanceC AcceptD LimitE Optional 16 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 47 Thetoolusedtoassistinmakingprojecttrade offsbetweenschedule budget andperformanceobjectivesiscalledacA ResponsibilitymatrixB WorkbreakdownstructureC ProjectprioritymatrixD WorkpackageE Criterionmatrix 17 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 48 ThelowestelementinthehierarchicalbreakdownoftheWBSisbA AdeliverableB AworkpackageC AcostaccountD AlowestsubdeliverableE Anobject 18 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 49 ThehighestelementinthehierarchicalbreakdownoftheWBSiseA AworkpackageB SubdeliverablesC AcostaccountD MajordeliverablesE Theproject 19 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 50 AllofthefollowingaretrueaboutworkpackagesexceptcA ConsumeresourcesB AssignedtoonlyonemanagerC HavemediumtolongdurationD DefinitivestartsandstopsdatesE Allofthesearetrue 20 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 51 AllofthefollowingareusuallyincludedinaworkpackageexcepteA Whatwillbedone B Thetimeneededtocompletethework C Asinglepersonwhoisresponsibleforitscompletion D Allthecostsfortheworkpackage E Alloftheseareincludedinaworkpackage 21 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 52 Theintegrationofprojectworkpackageswithintheorganization smanagementstructureisknownasbA ResponsibilitymatrixB OrganizationbreakdownstructureC WorkbreakdownstructureD PrioritymatrixE Processbreakdownstructure 22 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 53 ThefinalstepinthecreationofaWorkBreakdownStructureistoaA CodetheWBSfortrackingB AssignthecostaccounttoamanagerC AssigntheworkpackagetoamanagerD DeveloptheresponsibilitymatrixE Alloftheseareincludedinthefinalstep 23 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 54 TheintersectionoftheWBSandtheOBSiscalledthedA ResponsibilitymatrixB PrioritymatrixC WorkpackageD CostaccountE Projectoverlap 24 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 55 CreatinganextranetwebsiteoraninternalsoftwaredatabasesystemwouldbemostcloselyassociatedwiththecA ResponsibilitymatrixB OrganizationbreakdownstructureC WorkbreakdownstructureD PrioritymatrixE Processbreakdownstructure 25 2020 2 8 EdwardTong 2008copyreservedJinanUniversity 56 Ifaprojectissmallorofnarrowscopeanddoesnotrequireanelaboratesystem whichofthefollowingisagoodchoice aA Responsibilitymat