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7/25/2019 Chapter_2_ Defining The Project.ppt
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Project ManagementProject Management
G.Purandaran
M.Tech (I.I.T-Madras)PGDM (I.I.M-Bangalore)
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What is a ProjectWhat is a Project
One Time Large Investment
No Revenue
Wide variety of Skills used and of igh !ali"er #se of S$ecial $ur$ose e%ui$ment for short
duration
Involvement of many s$eciali&ed agencies
Technology'Wide (ariety
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What is Project Management?
Project : A group of milestones or
phases, activities or tasks that
support an eort to accomplishsomething
Management : is the process of
Planning, Organizing, Controlling
and Measuring
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Project...Project...
A collection o lin!ed acti"ities# carried out
in an organised manner#$ith a clearl%
deined &TA'T PIT and *D PIT toachie"e some s+eciic results desired to
satis% the needs o the organisation at the
current time
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5
!o$yright ) *+++ Project ,anagement Institute-
Inc. /ll Rights Reserved.
+erations
Semi'$ermanent charter-
organi&ation- and goals
,aintains status %uo
Standard $roduct or service
omogeneous teams
Ongoing
!ontrast Projects and O$erations!ontrast Projects and O$erations
Projects
!reate o0n charter-
organi&ation- and goals
!atalyst for change
#ni%ue $roduct or service
eterogeneous teams
Start and end date
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!haracteristics of a Project!haracteristics of a Project
ave a $ur$ose
ave a life cycle
Interde$endencies
#ni%ueness
!onflict
Chapter 1-
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The 1efinition of a 2Project3The 1efinition of a 2Project3
,ust make a distinction "et0een terms45Program' an e6ce$tionally large- long'range o"jective
that is "roken do0n into a set of $rojects5Tas!' set of activities com$rising a $roject
5Wor! Pac!ages' division of tasks
5Wor! ,nits' division of 0ork $ackages
In the "roadest sense- a $roject is a s$ecific-
finite task to "e accom$lished
Chapter 1-!
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Where We /re No0Where We /re No0
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1efining the Project1efining the Project
Ste$ *4 1efining the Project Sco$e
Ste$ 74 8sta"lishing Project Priorities
Ste$ 94 !reating the Work :reakdo0n Structure
Ste$ ;4 Integrating the W:S 0ith the Organi&ation
Ste$
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Ste$ *4 1efining the Project Sco$eSte$ *4 1efining the Project Sco$e
Project Sco$e5/ definition of the end result or mission of the $roject
=a $roduct or service for the client>customer=in
s$ecific- tangi"le- and measura"le terms.
Pur$ose of the Sco$e Statement5To clearly define the delivera"le?s@ for the end user.
5To focus the $roject on successful com$letion
of its goals.
5To "e used "y the $roject o0ner and $artici$ants
as a $lanning tool and for measuring $roject success.
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411
Project Sco$e !hecklistProject Sco$e !hecklist
*. Project o"jective
7. 1elivera"les
9. ,ilestones;. Technical re%uirements
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412
Project Sco$e4 Terms and 1efinitionsProject Sco$e4 Terms and 1efinitions
Sco$e Statements5/lso called statements of 0ork ?SOW@
Project !harter
5!an contain an e6$anded version of sco$e statement
5/ document authori&ing the $roject manager to initiate
and lead the $roject.
Sco$e !ree$
5The tendency for the $roject sco$e to e6$and overtime due to changing re%uirements- s$ecifications- and
$riorities.
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413
Ste$ 74 8sta"lishing Project PrioritiesSte$ 74 8sta"lishing Project Priorities
!auses of Project Trade'offs5Shifts in the relative im$ortance of criterions related
to cost- time- and $erformance $arameters"#udget$Cost
"%chedule$&ime
"Performance$%cope
,anaging the Priorities of Project Trade'offs
5!onstrain4 a $arameter is a fi6ed re%uirement.
58nhance4 o$timi&ing a criterion over others.5/cce$t4 reducing ?or not meeting@ a criterion
re%uirement.
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414
Project ,anagement Trade'offsProject ,anagement Trade'offs
IG,'* ./
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415
Project Priority ,atri6Project Priority ,atri6
IG,'* .0
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416
Ste$ 94Ste$ 94 !reating the Work!reating the Work
:reakdo0n Structure:reakdo0n Structure
Work :reakdo0n Structure ?W:S@
5/n hierarchical outline ?ma$@ that identifies the
$roducts and 0ork elements involved in a $roject.51efines the relationshi$ of the final delivera"le
?the $roject@ to its su"delivera"les- and in turn-
their relationshi$s to 0ork $ackages.
5:est suited for design and "uild $rojects that have
tangi"le outcomes rather than $rocess'oriented
$rojects.
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417
ierarchicalierarchical
:reakdo0n of:reakdo0n of
the W:Sthe W:S
IG,'* .1
B This "reakdo0n grou$s 0ork
$ackages "y ty$e of 0ork 0ithin a
delivera"le and allo0s assignment
of res$onsi"ility to an organi&ational
unit. This e6tra ste$ facilitates a
system for monitoring $roject$rogress ?discussed in !ha$ter *9@.
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418
o0 W:S el$s the Project ,anagero0 W:S el$s the Project ,anager
W:S5Cacilitates evaluation of cost- time- and technical
$erformance of the organi&ation on a $roject.
5Provides management 0ith information a$$ro$riate
to each organi&ational level.
5el$s in the develo$ment of the organi&ation
"reakdo0n structure ?O:S@. 0hich assigns $roject
res$onsi"ilities to organi&ational units and individuals
5el$s manage $lan- schedule- and "udget.
51efines communication channels and assists
in coordinating the various $roject elements.
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419
Work :reakdo0n StructureWork :reakdo0n Structure
IG,'* .
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420
Work PackagesWork Packages
/ 0ork $ackage is the lo0est level of the W:S.5 It is out$ut'oriented in that it4
1' (e)nes *ork +*hat'
' .denti)es time to complete a *ork package +ho*
long'/' .denti)es a time-phased 0udget to complete
a *ork package +cost'
' .denti)es resources needed to completea *ork package +ho* much'
2' .denti)es a person responsi0le for units of *ork +*ho'
3' .denti)es monitoring points +milestonesfor measuring success'
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421
Ste$ ;4Ste$ ;4 Integrating the W:SIntegrating the W:S
0ith the Organi&ation0ith the Organi&ation
Organi&ational :reakdo0n Structure ?O:S@
51e$icts ho0 the firm is organi&ed to discharge its
0ork res$onsi"ility for a $roject.
" Provides a frame*ork to summarizeorganization *ork unit performance'
" .denti)es organization units responsi0le
for *ork packages'" &ies the organizational units
to cost control accounts'
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422
Integration ofIntegration of
W:S and O:SW:S and O:S
IG,'* .2
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423
Ste$
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424
W:S !odingW:S !oding
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425
Res$onsi"ility ,atricesRes$onsi"ility ,atrices
Res$onsi"ility ,atri6 ?R,@5/lso called a linear res$onsi"ility chart.
5Summari&es the tasks to "e accom$lished and
0ho is res$onsi"le for 0hat on the $roject.
"4ists pro6ect activities and participants'
"Clari)es critical interfaces 0et*een unitsand individuals that need coordination'
"Provide an means for all participants to vie*
their responsi0ilities and agree on theirassignments'
"Clari)es the e7tent or t8pe of authorit8 thatcan 0e e7ercised 08 each participant'
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426
Res$onsi"ility ,atri6 for a ,arket Research ProjectRes$onsi"ility ,atri6 for a ,arket Research Project
IG,'* .3
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427
Res$onsi"ility ,atri6 for the !onveyor :elt ProjectRes$onsi"ility ,atri6 for the !onveyor :elt Project
IG,'* .4
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428
Project !ommunication PlanProject !ommunication Plan
What information needs to "e collectedand 0henD
Who 0ill receive the informationD
What methods 0ill "e used to gatherand store informationD
What are the limits- if any- on 0ho has
access to certain kinds of informationD
When 0ill the information "e communicatedD
o0 0ill it "e communicatedD
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429
Information NeedsInformation Needs
Project status re$orts 1elivera"le issues
!hanges in sco$e
Team status meetings
Eating decisions
/cce$ted re%uest changes
/ction items
,ilestone re$orts
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430
1evelo$ing a !ommunication Plan1evelo$ing a !ommunication Plan
*. Stakeholder analysis
7. Information needs
9. Sources of information
;. 1issemination modes
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431
Shale Oil Research Project !ommunication PlanShale Oil Research Project !ommunication Plan
IG,'* .5
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Fey TermsFey Terms
6ost accountMilestone
rgani7ation 8rea!do$n structure (B&)
&co+e cree+
Priorit% matri9
'es+onsi8ilit% matri9
&co+e statement
Process 8rea!do$n structure (PB&)Wor! 8rea!do$n structure (WB&)
Wor! +ac!age
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