南大学项目管理chapter 4 define the project

管理学院

SchoolofManagement佟瑞EdwardTong，

MPM，MBA2026/5/51EdwardTong@CopyrightreservedJinanUniversity4–3WhereWeAreNowProject,adreamrealizationSelectadreamUseyourdreamtosetagoalCreateaplanConsiderresourcesEnhanceskillsandabilitiesSpendtimewiselyStart!Getorganizedandgo2026/5/5EdwardTong@CopyrightreservedJinanUniversity4Ihaveadream!WhatisWorkbreakdownstructure?Itisaselectiveoutlineoftheproject.Theearlystagesofdevelopingtheoutlineservetoensurethatalltasksareidentifiedandthatparticipantsoftheprojecthaveaunderstandingofwhatistobedone.Oncetheoutlineanditsdetailaredefined,anintegratedinformationsystemcanbedevelopedtoscheduleworkandallocatebudgets.2026/5/5EdwardTong@CopyrightreservedJinanUniversity54–6DefiningtheProjectStep1: DefiningtheProjectScopeStep2: EstablishingProjectPrioritiesStep3: CreatingtheWorkBreakdownStructureStep4: IntegratingtheWBSwiththeOrganizationStep5: CodingtheWBSfortheInformationSystemWecancontrolonlywhatwehaveplanned.4–7Step1:DefiningtheProjectScopeProjectScopeAdefinitionoftheendresultormissionoftheproject—aproductorservicefortheclient/customer—inspecific,tangible,andmeasurableterms.PurposeoftheScopeStatementToclearlydefinethedeliverable(s)fortheenduser.Tofocustheprojectonsuccessfulcompletion

ofitsgoals.Tobeusedbytheprojectownerandparticipants

asaplanningtoolandformeasuringprojectsuccess.4–8ProjectScopeChecklistProjectobjective(what,when,andhowmuch?)Deliverables(theexpectedoutputsoverlifeoftheproject,)Milestones(natural,importantcontrolpointsintheproject.Easytorecognize)Technicalrequirements(ensureproperperformance)Limitsandexclusions(limitsofscope)Reviewswithcustomer(internalandexternal)Scopedefinitionshouldbeasbriefaspossiblebutcomplete,oneortwopagesareO.K.!4–9ProjectScope:TermsandDefinitionsScopeStatementsAlsocalledstatementsofwork(SOW)ProjectCharterCancontainanexpandedversionofscopestatementAdocumentauthorizingtheprojectmanagertoinitiateandleadtheproject.ScopeCreepThetendencyfortheprojectscopetoexpandovertimeduetochangingrequirements,specifications,andpriorities.4–10Step2:EstablishingProjectPrioritiesCausesofProjectTrade-offsShiftsintherelativeimportanceofcriterionsrelated

tocost,time,andperformanceparametersBudget–CostSchedule–TimePerformance–ScopeManagingthePrioritiesofProjectTrade-offsConstrain:aparameterisafixedrequirement.Enhance:optimizingacriterionoverothers.Accept:reducing(ornotmeeting)acriterionrequirement.4–11ProjectManagementTrade-offsFIGURE4.1Trade-offsamongtime,cost,andperformanceOneoftheprimaryjobsofaprojectmanageristomanagethetrade-offsamongtime,cost,andperformance.Todoso,projectmanagermustdefineandunderstandthenatureoftheprioritiesoftheproject.2026/5/5EdwardTong@CopyrightreservedJinanUniversity124–13ProjectPriorityMatrixFIGURE4.24–14

Step3: CreatingtheWork

BreakdownStructureWorkBreakdownStructure(WBS)Anhierarchicaloutline(map)thatidentifiestheproductsandworkelementsinvolvedinaproject.Definestherelationshipofthefinaldeliverable

(theproject)toitssubdeliverables,andinturn,

theirrelationshipstoworkpackages.Bestsuitedfordesignandbuildprojectsthathavetangibleoutcomesratherthanprocess-orientedprojects.Whatisworkbreakdownstructure?Oncethescopeanddeliverableshavebeenidentified.Theworkoftheprojectcanbesuccessivelysubdividedintosmallerandsmallerworkelements.Theoutcomeofthishierarchicalprocessiscalledtheworkbreakdownstructure(WBS)WBSisamapoftheproject.2026/5/5EdwardTong@CopyrightreservedJinanUniversity154–16HierarchicalBreakdownoftheWBSFIGURE4.3*Thisbreakdowngroupsworkpackagesbytypeofworkwithinadeliverableandallowsassignmentofresponsibilitytoanorganizationalunit.Thisextrastepfacilitatesasystemformonitoringprojectprogress(discussedinChapter13).4–17HowWBSHelpstheProjectManagerWBSFacilitatesevaluationofcost,time,andtechnicalperformanceoftheorganizationonaproject.Providesmanagementwithinformationappropriate

toeachorganizationallevel.Helpsinthedevelopmentoftheorganizationbreakdownstructure(OBS).whichassignsprojectresponsibilitiestoorganizationalunitsandindividualsHelpsmanageplan,schedule,andbudget.Definescommunicationchannelsandassists

incoordinatingthevariousprojectelements.4–18WorkBreakdownStructureFIGURE4.44–19WorkPackages,eachworkpackageisacontrolpoint.AworkpackageisthelowestleveloftheWBS.Itisoutput-orientedinthatit:Defineswork(what).Identifiestimetocompleteaworkpackage(howlong).Identifiesatime-phasedbudgettocomplete

aworkpackage(cost).Identifiesresourcesneededtocomplete

aworkpackage(howmuch).Identifiesapersonresponsibleforunitsofwork(who).Identifiesmonitoringpoints(milestones)

formeasuringsuccess.4–20

Step4: IntegratingtheWBS

withtheOrganizationOrganizationalBreakdownStructure(OBS)Depictshowthefirmisorganizedtodischargeitsworkresponsibilityforaproject.Providesaframeworktosummarize

organizationworkunitperformance.Identifiesorganizationunitsresponsible

forworkpackages.Tiestheorganizationalunits

tocostcontrolaccounts.4–21Integrationof

WBSandOBSFIGURE4.54–22

Step5: CodingtheWBSfor

theInformationSystemWBSCodingSystemDefines:LevelsandelementsoftheWBSOrganizationelementsWorkpackagesBudgetandcostinformationAllowsreportstobeconsolidatedatanylevelintheorganizationstructure4–23WBSCoding4–24ResponsibilityMatricesResponsibilityMatrix(RM)Alsocalledalinearresponsibilitychart.Summarizesthetaskstobeaccomplishedandwhoisresponsibleforwhatontheproject.Listsprojectactivitiesandparticipants.Clarifiescriticalinterfacesbetweenunits

andindividualsthatneedcoordination.Provideanmeansforallparticipantstoviewtheirresponsibilitiesandagreeontheirassignments.Clarifiestheextentortypeofauthoritythat

canbeexercisedbyeachparticipant.4–25ResponsibilityMatrixforaMarketResearchProjectFIGURE4.64–26ResponsibilityMatrixfortheConveyorBeltProjectFIGURE4.74–27ProjectCommunicationPlanWhatinformationneedstobecollected

andwhen?Whowillreceivetheinformation?Whatmethodswillbeusedtogather

andstoreinformation?Whatarethelimits,ifany,onwhohasaccesstocertainkindsofinformation?Whenwilltheinformationbecommunicated?Howwillitbecommunicated?4–28InformationNeedsProjectstatusreportsDeliverableissuesChangesinscopeTeamstatusmeetingsGatingdecisionsAcceptedrequestchangesActionitemsMilestonereports4–29DevelopingaCommunicationPlanStakeholderanalysisInformationneedsSourcesofinformationDisseminationmodesResponsibilityandtiming4–30ShaleOilResearchProjectCommunicationPlanFIGURE4.84–31KeyTermsCostaccountMilestoneOrganizationbreakdownstructure(OBS)ScopecreepPrioritymatrixResponsibilitymatrixScopestatementProcessbreakdownstructure(PBS)Workbreakdownstructure(WBS)Workpackage2026/5/5EdwardTong@2008copyreservedJinanUniversity321

Themethodusedtocollectinformationtousethroughallphasesoftheprojectlifecycleiscalledc

A.

Responsibilitymatrix

B.

Organizationbreakdownstructure

C.

Workbreakdownstructure

D.

Prioritymatrix

E.

Workpackage2026/5/5EdwardTong@2008copyreservedJinanUniversity332

Joseislookingatadocumentthatoutlinesthespecifictasksandsubtasksrequiredtocompletethewritingofatechnicalsupportmanual.Themethodthatwasprobablyusedtodevelopthedocumentismostlikely

c

A.

Responsibilitymatrix

B.

Organizationbreakdownstructure

C.

Workbreakdownstructure

D.

Prioritymatrix

E.

Workpackage2026/5/5EdwardTong@2008copyreservedJinanUniversity34

3Thefirststepincreatingthenecessaryinformationtomanageaprojectisto

b

A.

Establishprojectpriorities

B.

Definetheprojectscope

C.

Verifythebudgetavailable

D.

Assignteammemberstoworkontheproject

E.

Determinetherequiredcompletiondate2026/5/5EdwardTong@2008copyreservedJinanUniversity354Lindahasjustbeenassignedaprojecttodevelopanewadvertisingcampaignforanestablishedproduct.Herfirststepshouldbeto

b

A.

Establishprojectpriorities

B.

Definetheprojectscope

C.

Verifythebudgetavailable

D.

Assignteammemberstoworkontheproject

E.

Determinetherequiredcompletiondate52026/5/5EdwardTong@2008copyreservedJinanUniversity36

Researchshowsthemostfrequentlymentionedbarriertoprojectsuccessis

d

A.

Notenoughbudgetresources

B.

Poorperformancebyteammembers

C.

Weakprojectleadership

D.

Poorlydefinedscopeormission

E.

Politicalin-fighting62026/5/5EdwardTong@2008copyreservedJinanUniversity37

Anexpectedoutputoverthelifeofaprojectwouldbeclassifiedas

a

A.

Adeliverable

B.

Aproduct

C.

Anendobject

D.

Anobjective

E.

Atarget72026/5/5EdwardTong@2008copyreservedJinanUniversity38

Thefirststepofprojectscopedefinitionistoe

A.

Analyzethestrategicplan

B.

Analyzethecurrentbudgetplan

C.

Meetwithteammembers

D.

Selectteammembers

E.

Definetheoverallobjectivetomeetthecustomer'sneeds82026/5/5EdwardTong@2008copyreservedJinanUniversity39

Inreviewingtheprojectplan,SusanseesthatthefirstprototypeisduebyOctober12.Thiswouldbebestclassifiedasac

A.

Projecttarget

B.

Limititem

C.

Milestone

D.

Projectobjective

E.

Criticalgoal92026/5/5EdwardTong@2008copyreservedJinanUniversity40Theabilityof911emergencysystemstoidentifythecaller'sphonenumberandlocationareconsideredtobea

a

A.

Technicalrequirement

B.

Milestone

C.

Projectlimit

D.

Projectexclusion

E.

Projectdeliverable102026/5/5EdwardTong@2008copyreservedJinanUniversity41Whichofthefollowingisnotoneoftheitemsthatwouldappearonaprojectscopechecklist?d

A.

Deliverables

B.

Technicalrequirements

C.

Objectives

D.

Workbreakdownstructure

E.

Reviewswithcustomer112026/5/5EdwardTong@2008copyreservedJinanUniversity42

"Toconstructahigh-quality,customhomewithinfivemonthsatcostsnottoexceed$150,000"isbestclassifiedas

c

A.

Adeliverable

B.

Amilestone

C.

Anobjective

D.

Alimit

E.

Anexclusion122026/5/5EdwardTong@2008copyreservedJinanUniversity43

Thesecondstepinthedefiningofaprojectwouldbeto

c

A.

Analyzethestrategicplan

B.

Analyzethecurrentbudgetplan

C.

Establishprojectpriorities

D.

Selectteammembers

E.

Definethemajorobjectivestomeetthecustomer'sneeds132026/5/5EdwardTong@2008copyreservedJinanUniversity44Whichofthefollowingisnotoneofthebasicclassificationsofprojectpriorities?

a

A.

Profit

B.

Cost

C.

Time

D.

Performance

E.

Allofthesearebasicclassifications142026/5/5EdwardTong@2008copyreservedJinanUniversity45

Ifaprojectcriterionindicatesthattheprojectmustmeetaspecificdate,thatcriterionisclassifiedas

a

A.

Constrained

B.

Enhanced

C.

Accepted

D.

Limited

E.

Fixed152026/5/5EdwardTong@2008copyreservedJinanUniversity46

Scotthasjustbeengivenaprojectthathasaspecifictargetdate.Afterdiscussionwithtopmanagementhefindsthatwhilethedateisimportantthecostismoreimportantandaslipindeliverywouldbeacceptableifrequiredtomeetthecosttargets.Thetargetdateisbestclassifiedas

c

A.

Constrain

B.

Enhance

C.

Accept

D.

Limit

E.

Optional162026/5/5EdwardTong@2008copyreservedJinanUniversity47_________Thetoolusedtoassistinmakingprojecttrade-offsbetweenschedule,budget,andperformanceobjectivesiscalleda

c

A.

Responsibilitymatrix

B.

Workbreakdownstructure

C.

Projectprioritymatrix

D.

Workpackage

E.

Criterionmatrix172026/5/5EdwardTong@2008copyreservedJinanUniversity48ThelowestelementinthehierarchicalbreakdownoftheWBSis

b

A.

Adeliverable

B.

Aworkpackage

C.

Acostaccount

D.

Alowestsubdeliverable

E.

Anobject182026/5/5EdwardTong@2008copyreservedJinanUniversity49ThehighestelementinthehierarchicalbreakdownoftheWBSis

e

A.

Aworkpackage

B.

Subdeliverables

C.

Acostaccount

D.

Majordeliverables

E.

Theproject192026/5/5EdwardTong@2008copyreservedJinanUniversity50Allofthefollowingaretrueaboutworkpackagesexcept

c

A.

Consumeresources

B.

Assignedtoonlyonemanager

C.

Havemediumtolongduration

D.

Definitivestartsandstopsdates

E.

Allofthesearetrue202026/5/5EdwardTong@2008copyreservedJinanUniversity51Allofthefollowingareusuallyincludedinaworkpackageexcept

e

A.

Whatwillbedone?

B.

Thetimeneededtocompletethework.

C.

Asinglepersonwhoisresponsibleforitscompletion.

D.

Allthecostsfortheworkpackage.

E.

Alloftheseareincludedinaworkpackage.212026/5/5EdwardTong@2008copyreservedJinanUniversity52

Theintegrationofprojectworkpackageswithintheorganization'smanagementstructureisknownasb

A.

Responsibilitymatrix

B.

Organizationbreakdownstructure

C.

Workbreakdownstructure

D.

Prioritymatrix

E.

Processbreakdownstructure222026/5/5EdwardTong@2008copyreservedJinanUniversity53

ThefinalstepinthecreationofaWorkBreakdownStructureisto

a

A.

CodetheWBSfortracking

B.

Assignthecostaccounttoamanager

C.

Assigntheworkpackagetoamanager

D.

Developtheresponsibilitymatrix

E.

Alloftheseareincludedinthefinalstep232026/5/5EdwardTong@2008copyreservedJinanUniversity54TheintersectionoftheWBSandtheOBSiscalledthe

d

A.

Responsibilitymatrix

B.

Prioritymatrix

C.

Workpackage

D.

Costaccount

E.

Projectoverlap242026/5/5EdwardTong@2008copyreservedJinanUniversity55

Creatinganextranetwebsiteoraninternalsoftwaredatabasesystemwouldbemostcloselyassociatedwiththec

A.

Responsibilitymatrix

B.

Organizationbreakdownstructure

C.

Workbreakdownstructure

D.

Prioritymatrix

E.

Processbreakdownstructure252026/5/5EdwardTong@2008copyreservedJinanUniversity56Ifaprojectissmallorofnarrowscopeanddoesnotrequireanelaboratesystem,whichofthefollowingisagoodchoice?

a

A.

Responsibilitymatrix

B.

Organizationbreakdownstructure

C.

Workbreakdownstructur