Project Management CSC 310 Spring 2017 Howard Rosenthal

Project Management CSC 310 Spring 2017 Howard Rosenthal 1

No?ce This course is based on and includes material from the text: Effective Project Management - Traditional, Agile, Extreme 7TH Edition Authors: Robert K. Wysocki Publisher: Wiley ISBN: 978-1-118-72916-8, Copyright 2014 The course includes and intersperses some materials, most often diagrams, provided by Mr. Wysocki’s PowerPoint slides, at the website: www.wiley.com/go/epm7e It also utilizes general information and figures from the PMBOK: A Guide to the Project Management Body of Knowledge (PMBOK 5TH Edition) Publisher: Project Management Institute ISBN: 978-1-935589-67-9, Copyright 2013 It also utilizes: A User’s Manual to the PMBOK Guide —Fifth Edition, Snyder, Cynthia John Wiley and Sons, 2013 ISBN: 978 1 118 43107 8 2

Lesson Goals Understand what a Work Breakdown Structure (WBS) is Why is it important that it is hierarchical What does it mean to be hierarchical Understand the thought process used in creating the a WBS Understand the WBS Dictionary and what is in it Understand different ways of creating a WBS hierarchy Understand the characteristics of a good WBS 3

Project Management Process Groups Knowledge Areas Project Management Process Groups and Knowledge Areas 4. Project Integration Management Initiating Process Group 4.1 Develop Project Charter Planning Process Group 4.2 Develop Project Management Plan Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement 13. Project Stakeholder Management 13.1 Identify Stakeholders 3 8.3 Control Quality 10.3 Control Communications 11.6 Control Risks 12.4 Close Procurements PMBOK Table 3-1 4

Create WBS 5.4 Create WBS Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. 5

processes need to be well integrated with the other Knowledge Area processes, so that the work of the project will result in delivery of the specified product scope. Project Scope Management Overview Project Scope Management Overview 5.1 Plan Scope Management 5.2 Collect Requirements .1 Inputs .1 Project management plan .2 Project charter .3 Enterprise environmental factors .4 Organizational process assets .1 Inputs .1 Scope management plan .2 Requirements management plan .3 Stakeholder management plan .4 Project charter .5 Stakeholder register .2 Tools & Techniques .1 Expert judgment .2 Meetings .3 Outputs .1 Scope management plan .2 Requirements management plan 5.4 Create WBS .1 Inputs .1 Scope management plan .2 Project scope statement .3 Requirements documentation .4 Enterprise environmental factors .5 Organizational process assets .2 Tools & Techniques .1 Decomposition .2 Expert judgment .3 Outputs .1 Scope baseline .2 Project documents updates .2 Tools & Techniques .1 Interviews .2 Focus groups .3 Facilitated workshops .4 Group creativity techniques .5 Group decision-making techniques .6 Questionnaires and surveys .7 Observations .8 Prototypes .9 Benchmarking .10 Context diagrams .11 Document analysis .3 Outputs .1 Requirements documentation .2 Requirements traceability matrix 5.5 Validate Scope .1 Inputs .1 Project management plan .2 Requirements documentation .3 Requirements traceability matrix .4 Verified deliverables .5 Work performance data .2 Tools & Techniques .1 Inspection .2 Group decision-making techniques .3 Outputs .1 Accepted deliverables .2 Change requests .3 Work performance information .4 Project documents updates 5.3 Define Scope .1 Inputs .1 Scope management plan .2 Project charter .3 Requirements documentation .4 Organizational process assets .2 Tools & Techniques .1 Expert judgment .2 Product analysis .3 Alternatives generation .4 Facilitated workshops .3 Outputs .1 Project scope statement .2 Project documents updates 5.6 Control Scope .1 Inputs .1 Project management plan .2 Requirements documentation .3 Requirements traceability matrix .4 Work performance data .5 Organizational process assets .2 Tools & Techniques .1 Variance analysis .3 Outputs .1 Work performance information .2 Change requests .3 Project management plan updates .4 Project documents updates .5 Organizational process assets updates PMBOK Figure 5-1 6

5 - PROJECT SCOPE MANAGEMENT Flow Diagram For Create WBS Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope Requirements ocumentation Enterprise/ Organization Enterprise nvironmental factors Organizational Project Documents Scope management plan P statement 5.4 Create WBS 4.2 Develop Project Management Plan 6.2 Define Activities P s Scope aseline 7.2 Estimate Costs 7.3 Determine Budget 5.5 Validate Scope 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis PMBOK Figure 5-10 Figure 5-10. Create WBS Data Flow Diagram 7

and defines WBS elements. goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively logically plan out the project to completion, 2) to collect the information about work that ds to be done for a project, and 3) to organize activities into manageable components that w eve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the ding blocks to it. The progression of WBS and WBS Dictionary development is as follows Developing The Schedule Requires The WBS WBS (Diagram or List) Goal Define comprehensive list of project activities WBS Dictionary Goals Describe task Sequence activities Estimate duration Estimate resources Identify constraints Detailed Schedule Goal Integrate detailed list of project activities, dependencies, constraints, and resources to reflect complete timeframe WBS and WBS Dictionary should not be static documents. WBS construction is subject to ect management progressive elaboration, and as new information becomes known, the WB uld be revised to reflect that information. A Project Team that has substantial changes to its Inputs/Feedback From Time Management Inputs/Feedback fromguidance Cost Management S should reference the project’s Change Management Plan for on management of nges to project scope. AMPLE 8

What Is A WBS (1) The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement. The WBS is not a management organizational chart, rather it shows how the work of a project is to be organized The planned work is contained within the lowest level of WBS components, which are called work packages. The WBS is only used to define the deliverables or work products of the project. The activities necessary to produce the work products are identified in the schedule A work package can be used to group the activities where work is scheduled and estimated, monitored, and controlled. It takes a lot of work to produce a deliverable In the context of the WBS, work refers to work products or deliverables that are the result of activity and not to the activity itself. The WBS is only used to define the deliverables or work products of the project. The activities necessary to produce the work products are identified in the schedule. 9

What Is A WBS (2) The WBS organizes and defines the entire scope of the project Therefore, it is important to make sure it has project work as well as product work. It is common to have “Project Management” at level 2 of a WBS. You can keep it there and not decompose it any further, or you can put deliverables such as the schedule, budget, status reports, and the like as level 3 This is the only section of the WBS where you may need to list activity-oriented elements Some common elements under project management include: Risk management Stakeholder management Create WBS Communication Status reporting Conflict management Meetings Negotiating Planning Monitoring and controlling General Management 10

Sample WBS Note that the bottom level defines a deliverable PMBOK Figure 5-11 11

A WBS Constructed Based On Management Processes 12

A Sample WBS APer Elabora?on 13

Project Scope Baseline The WBS and the WBS Dictionary are both included in the Scope Baseline along with the Project Scope Statement The Project Scope Statement Project goals Product description Project requirements (at a high level) Project constraints Project Assumptions Risks related to the scope Objective criteria for accepting the product 14

How Can You Organize A WBS One of the more challenging aspects of developing a WBS is figuring out how to structure it. Start at the top and decompose down. Start with the deliverables at the lowest level and create the WBS from the bottom up You can structure the WBS by using the deliverables mentioned in the scope statement. Other options include By life cycle phase By subproject, particularly when major components of the project are conducted by subcontractors By geography, when there are multiple sites involved By type of system or deliverable In all cases the bottom level is a deliverable 15

How Do You Use A WBS (1) Before the WBS is finalized you will also need to identify those levels of the WBS where you will collect and report status. For a large project you will not report status for each deliverable at the lowest level of the WBS (called a work package) You will find some level above the lowest level where you can maintain control and visibility, but not micromanage the people accountable for the work. This level is called a control account. 16

How Do You Use A WBS (2) Control Account A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement You don’t want a separate control account for each work package, it is just too much overhead Work Package The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed A work package can only belong to one Control Account 17

The WBS Dic?onary (1) A WBS dictionary is a document that supports the WBS by providing a detailed description of each element in the WBS. It will need to be progressively elaborated because, in the beginning, the only information is a description of the WBS elements. As more information is known, it will include resources, cost estimates, predecessor and successor information, and additional data. You can tailor the information in the WBS dictionary to suit the needs of your project. 18