Chapter 6
Contemporary Project Management
Kloppenborg
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Chapter
Vignette
Web Intelligence Solutions from
Teradata
• Teradata is the world’s largest company focused solely on enterprise data warehousing and analytic solutions
• Teradata implements projects based on experience and a methodology built upon a foundation of scope management.
• The first step in project scope management is to mutually agree what the project will deliver
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter
Vignette
Web Intelligence Solutions from
Teradata
• An effective scope management approach fosters open communications and sound decision making to ensure all parties get the business value expected from the project.
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• Describe how to collect requirements
• Define scope processes.
• Create a requirements traceability matrix, project scope statement, and change request form.
• Describe a work breakdown structure (WBS)
• Compare/contrast methods of developing a WBS.
• Create a WBS for a project
• Set up a WBS in MS Project.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• Collect project requirements
• Define project’s scope
• Create a work breakdown structure (WBS)
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• Total scope = product scope + project scope
Product scope – “the features and functions that characterize a product, service, or result.” PMBOK® Guide
• Identify and organize all project work
• Use the scope management plan as the basis for all other work
Project scope – “the work that must be performed to deliver a product, service, or result...” PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• Make sure the project team is absolutely clear on the project objectives
Collecting requirements – “the process of defining and documenting stakeholders’ needs to meet the project objectives.” PMBOK® Guide
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• Gather stakeholder input
• Use voice of the customer techniques (VOC)
– Ask questions
– Place yourself in the customer’s situation
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• Seek a high-level description
•What do we not understand about the request?
•What is the business reason for the request?
•What is the impact of not providing this feature?
•What action items need to be accomplished if we do this?
•What impact will this have on other parts of the project or to a publicly accessible website, in whole or in part.

measurable clear prioritized
Business Need Requirements Stakeholder(s) Priority
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• Reasons to Define Scope
• How to define scope
– List deliverables and acceptance criteria
– Establish project boundaries
– Create a project work statement
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• Determine deliverables
• Determine necessary work
• Define exclusions, constraints, assumptions
• Define scope – “the process of developing a detailed description of the project and product.” PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• All other planning is based on the project scope
• Aid to preventing scope creep
IF we provide this, will it solve your problem?
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• List project deliverables
– Determine acceptance criteria
• Establish project boundaries
– In scope
– Out of scope
– Understand constraints
• Create a Project Work Statement
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• What is the WBS?
• Why use a WBS?
• WBS Formats
• Work Packages
• How to construct a WBS
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• A tool used to progressively divide project work into smaller pieces
• Identify deliverables
– What are the components of this deliverable?
• A framework used as a basis for further planning, execution, and control
• Define activity – “the process of identifying the specific actions to be performed to produce the project deliverables.”
PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• One of the most essential project management tools
• Adds discipline and visibility to project planning
• Basis for planning schedule, resources, cost, quality, and risk
• Useful in determining where and why problems occur
• Helpful in project communications
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• Indented outline
• Organizational chart
• Free format
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© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• An element at the lowest level
• Basis for subsequent planning and control
• The point from which
– Work activities are defined
– Schedule is formed
– Resources are aligned
– Control features will be developed
• Work package – “a deliverable … at the lowest level of each branch of a WBS.” PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• How small is small enough?
• The work package provides for
– Work activity definition
– Schedule formation
– Resource assignment
– Control features development
• WBS component – “an entry in the WBS that can be at any level.”
PMBOK® Guide
• State succinctly in very few words
• WBS dictionary – “a document that describes each component in the WBS….includes a brief scope description, defined deliverable(s), a list of associated activities, and sometimes other information.” PMBOK® Guide to a publicly accessible website, in whole or in part.

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• Include a subject matter expert (SME)
• Use a top down approach
• Consider WBS from a previous project as a starting point
• Use brainstorming
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1. Identify major deliverables
2. Divide into smaller deliverables
3. Continue until deliverables are the right size
4. Review
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• Facilitates rolling wave planning
• Rolling wave planning allows a quick start on a project
• Helps avoid:
– Analysis paralysis - never starting anything because the plan is not complete
– Ready, fire, aim – not planning at all
• Rolling wave planning – “a form of progressive elaboration planning …” PMBOK® Guide
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• Allows functions to focus on specific activities
• Does not promote cross-functional discussion
• Extra care required to establish inter-functional communication
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Divide Into Smaller Deliverables
• Brainstorm a list of interim and final deliverables
(use Post It® Notes)
• Assemble deliverables on a large work space
• Group deliverables into related groups
• Review for completeness
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Continue Until Deliverables Are the
Right Size
Car Development Project
Project Management
Product Design
Product Goals
Concept Design
Modeling Design
Vehicle Integration
Engineering Feasibility
Requires additional level breakdown
Detailed Engineering Design
Performance Development
Regulatory Certification
Process Development
Prototype
Production Materials Procurement
General Materials Procurement to a publicly accessible website, in whole or in part.

• Consider the parent-child concept
– Have between 3 and 9 child elements for each parent
• Uniquely name each component in the WBS
• Assign a unique number to each component
• Examine Exhibit 6.13
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• Projects are conducted in an atmosphere of uncertainty
• Plans must be made for dealing with change
Change control system – “a collection of formally documented procedures that define how project deliverables and documentation will be controlled, changed, and approved.” PMBOK® Guide baseline – “the approved plan for a project plus or minus approved changes.” PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

• Document potential changes to a project with a change request
• Every change to a project must be formally proposed
Change request – “ request to expand or reduce the project scope, modify policies, processes, plans, or procedure, modify costs or budgets, or revise schedules .”
PMBOK® Guide
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© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Using MS Project for Work
Breakdown Structures (WBS)
• Set Up the WBS 1. Understand WBS definitions and displays.
2. Enter summaries.
3. Create the outline for your
WBS.
4. Insert row number column.
5. Hide (or show) the desired amount of detail.

1. Understand WBS displays and definitions
• Project refers to tasks and summary tasks
(summaries)
• Milestones are zero duration activities
– Moments when progress is checked
• Summaries, tasks, and milestones are displayed to allow easy recognition
– Tables as an outline
– Gantt view
– Network Diagram view
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© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Enter the list of summaries, tasks, and milestones
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2. Enter Summaries
1. Click on the Id field to select the row below where the new row will be.
2. On the Task tab, Insert group, click Insert Task.
3. In the Task Name field, enter the name of the added WBS element.
4. Enter any additional summary(s).
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© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1. Click the Task Name field of the row to be indented.
2. On the Task tab, Schedule group, click Indent
Task.
3. To decrease an indent level with the Outdent control: On the Task tab, Schedule group, click
Outdent Task. Any lower-level items will also be outdented.
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• Project will automatically number summaries, tasks, and milestones
• Right-click the task name heading
• Insert – Column – Field name - WBS
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5. Hide (or Show) Underlying
Detail
Select summary row whose detail is to be hidden/displayed
Click on the Hide ( ) subtasks button or Show subtasks button ( + )
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• Use scope planning to determine interim deliverables and work to perform
• Organize scope into a work breakdown structure
(WBS).
• Decompose the project into smaller and smaller pieces.
• Assign WBS components
• Use MS Project to create the WBS
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PM in Action Example
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PM in Action Example
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