Statement of the Work
SOW
By: Wilmer Arellano
FIU Summer 2007 (Updated)
Overview
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Strategy
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Plan of Action
Statement of Work (SOW)
Work Breakdown Structure (WBS)
Project Milestones
Results Evaluation
References
Some Excerpts from the book:
 Karl T Ulrich and Steven D. Eppinger. (2004). Product Design
and Development. Third Edition. Mc Graw Hill, Irwin. ISBN-13:
978-0-07-247146-5.
 Some Excerpts from the book
 “Engineering Design, a Project Based Introduction”, second
edition by Clive I. Dym and Patrick Little. John Wiley and Sons,
Inc. ISBN 0-471-25687-0
http://en.wikipedia.org/wiki/Statement_of_work
http://en.wikipedia.org/wiki/Work_breakdown_structure
http://www.maxwideman.com/musings/wbswar.htm
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http://www.inforapid.com/
http://office.microsoft.com/enus/assistance/HA011361531033.aspx#Step%201
http://www.openworkbench.org/
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Project management
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Product development involves:
 many people
 many different tasks.
Successful product development projects result in:
 high-quality;
 low-cost products
 efficient use of time,
 money,
 and other resources.
Project management is the activity of planning and coordinating
resources and tasks to achieve these goals.
Statement Of Work (SOW)
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A statement of work (SOW) is a document used in the
Project Development Life Cycle. Certain areas that
need to be addressed are as follows:
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Scope of Work, Describes the work to be done in detail and
specifies the hardware and software involved and the exact
nature of the work to be done.
Location of Work, Describes where the work is to be
performed. Specifies location of hardware and software and
where people will meet to perform the work.
Period of Performance, This specifies the allowable time for
projects, such as start and finish times.
Deliverables Schedule, This part list the specific deliverables,
describing what and when it is due.
Who is responsible for what.
Work Breakdown Structure (WBS)
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The WBS was initially developed by the U.S. defense
establishment, and it is described in Military Standard as follows:
 “A work breakdown structure is a product-oriented family tree
composed of hardware, software, services, data and facilities”
 http://h2o.enr.state.nc.us/bims/WBS/Support_Project_WBS.html
Work Breakdown Structure (WBS)
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The WBS is the hierarchical list of the project's phases, tasks and
milestones
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The WBS is critical because it drives the scope
Scope: The combination of all project goals and tasks, and the work
required to accomplish them.
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Phase: A group of related tasks that completes a major step in a project.
Task: An activity that has a beginning and an end. Project plans are made up
of tasks.
Milestone: A reference point marking a major event in a project and used to
monitor the project's progress.
The scope translates into the timeline and budget.
Budget: The estimated cost of a project.
Taking the time to map out the WBS will save you significant time later
by helping you to avoid rework and false starts.
http://office.microsoft.com/enus/assistance/HA011361531033.aspx#Step%201
http://en.wikipedia.org/wiki/Work_breakdown_structure
Work Breakdown Structure (WBS)
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The WBS may describe:
 the activities of the project or
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of its deliverables.
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Activities speak to the work involved in the project,
Deliverables speak to end results.
If activities, then the WBS is expressed by sentences
commencing with verbs,
but if deliverables, then the entries are expresses as
nouns.
http://www.maxwideman.com/musings/wbswar.htm
We will base our WBS on deliverables. Please make
that clear in your WBS
Work Breakdown Structure (WBS)
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The 100% rule
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is one of the most important principles guiding the development,
decomposition and evaluation of the WBS. The rule applies at all levels
within the hierarchy: the sum of the work at the “child” level must equal
100% of the work represented by the “parent” and the WBS should not
include any work that falls outside the actual scope of the project, that is,
it cannot include more than 100% of the work
If the WBS designer attempts to capture any action-oriented details in
the WBS, he/she will likely include either too many actions or too few
actions. Too many actions will exceed 100% of the parent's scope and
too few will fall short of 100% of the parent's scope. The best way to
adhere to the 100% Rule is to define WBS elements in terms of
outcomes or results.
The Practice Standard for Work Breakdown Structures (Second Edition), published by the Project
Management Institute (PMI)
http://en.wikipedia.org/wiki/Work_breakdown_structure#Example_of_a_work_breakdown_structur
e
Work Breakdown Structure (WBS)
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This is what we want Deliverables based WBS
http://en.wikipedia.org/wiki/Work_breakdown_structure#Example_of_a_work_breakdown_s
tructure
Project
1. Transmiter
Phases
Tasks
1. Transmiter
Antenna Design
25%
1. Transmiter
1.1 Antenna Design
Theorical Design
Antenna Construction
Antenna testing
Antenna Packaging
Modulator Design
25%
1.2 Modulator Design
Power Amplifier Design
50%
5%
10%
5%
5%
Understanding and Representing Tasks
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The tasks are represented by boxes, and the
information (data) dependencies among the
tasks are represented by arrows.
We refer to this representation as
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information-processing view or a
data-driven perspective of product
Documenting (WBS)
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Subtask 2c-Technology Research
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Objective: The criteria from subtask 2b will be used to evaluate the
technologies, but it is necessary to understand each technology properly in
order to properly evaluate it. Research will thus be done to attempt to
understand each of the technologies in the group’s list.
Approach: Resources such as the internet, library, university faculty, and
anything else available to the group will be used to obtain as much
information on each technology as possible.
Expected Results: A complete understanding of all the available
technologies by each member of the group should result from the research
done during this subtask.
This is the right approach. In our case it could make the proposal to
long. If that is the case, instead of describing Objective, approach and
expected results for the tasks, do it for the phases and list the tasks
involved.
Remember this is a deliverable based description
Documenting (WBS)
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Phase 1.1-Antenna Design
 Objective: To produce a 50 Ohm input impedance antenna with a
power handling capability of 100 Watts with minimum cost and a
minimum power gain of 3 dB
 Approach: Two method will be used and compared to select the
more economical design. Method 1 will consist of the recently
acquired Antenna Design Software and method 2 will be based
on newly published formulas by A. Jones [4]
 Expected Results: A fully functional transmit antenna with
accompanying literature and mounting hardware.
This phase will consist of the following tasks:
 Antenna Design
 Antenna Construction
 Antenna Testing
Remember this is a deliverable based description
Project Timeline/ Sequential Tasks
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Tasks are sequential when they are dependent on the output
of another task. These because the dependencies impose a
sequential order in which the tasks must be completed.
We do not necessarily mean that the later task cannot be
started before the earlier one has been completed
Project Timeline/ Parallel task
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Two tasks are parallel when they are both
dependent on the same task but are independent of
each other.
Project Timeline/ Coupled tasks
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Coupled tasks are mutually
dependent; each task
requires the result of the
other tasks in order to be
completed. Coupled tasks
either must be executed
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simultaneously with
continual exchanges of
information or
must he carried out in an
iterative fashion.
The Design Structure Matrix
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This representation was originally developed by Steward
(1981) for the analysis of design descriptions and has
more recently been used to analyze development
projects modeled at the task level
Task
Receive and accept specification
Concept generation/selection
Design beta cartridges
Produce beta cartridges
Develop testing program
Test beta cartridges
Design production cartridge
Design mold
Design assembly tooling
Purchase assembly equipment
Fabricate molds
Debug molds
Certify cartridge
Initial production run
A
B
C
D
E
F
G
H
I
J
K
L
M
N
A
A
X
X
B
X
X
X
X
B
X
X
X
C
D
E
F
G
H
I
J
K
L
M
N
M
X
N
Sequential Tasks
C
X
X
X
X
D
X
Parallel Tasks
E
X
X
Coupled Tasks
F
X
X
G
X
X
X
X
X
H
X
X
X
I
X
J
X
X
K
X
X
X
X
L
X
The Design Structure Matrix
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An above-diagonal mark could mean that two sequentially dependent tasks
are ordered backward, in which case the order of the tasks can be changed
to eliminate the above-diagonal mark. However, when there is no ordering
of the tasks that will eliminate an above—diagonal mark, the mark reveals
that two or more tasks are coupled.
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Changing the order of tasks is called sequencing or partitioning the DSM.
Task
Receive and accept specification
Concept generation/selection
Design beta cartridges
Produce beta cartridges
Develop testing program
Test beta cartridges
Design production cartridge
Design mold
Design assembly tooling
Purchase assembly equipment
Debug molds
Fabricate molds
Certify cartridge
Initial production run
A
B
C
D
E
F
G
H
I
J
L
K
M
N
A
A
X
X
B
B
X
X
X
X
X
X
X
C
D
E
F
G
H
I
J
K
L
M
N
M
X
N
Sequential Tasks
C
X
X
X
X
D
X
Parallel Tasks
E
X
X
Coupled Tasks
F
X
X
G
X
X
X
X
X
H
X
X
X
I
X
J
X
X
X
K
X
X
X
L
X
Gantt Charts
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The traditional tool for representing the timing of tasks is the
Gantt chart. The filled-in portion of each bar represents the
fraction of the task that is complete. The vertical line shows
the current date, so we can observe directly that task D is
behind schedule, while task E is ahead of schedule.
Gantt Charts
Milestones
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Examples:
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Prototype Implementation.
Testing.
Documentation.
Demonstration.
Each Milestone should be explained with a
sentence or two
PERT Charts
(program evaluation and review technique)
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PERT (program evaluation and review technique) charts explicitly represent
both dependencies and timing, in effect combining some of the information
contained in the DSM and Gantt chart.
The Critical Path
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The dependencies among the tasks in a PERT chart, some of which may be
arranged sequentially and some of which may be arranged in parallel, lead
to the concept of a critical path. The critical path is the longest chain of
dependent events.
BUDGET (Task Cost)
Task
Location
Personnel
Equipment
Duration
Materials
Design Input Amplifier
Fiu Lab
RF Expert
Standard P
Cost Duration
$10
3
$15
4.5
$20
3
$50
TOTAL
Ext.
$30
$68
$60
$50
$208
BUDGET
Class Assignment 1
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Elaborate SOW of your Senior 1 Project
Include:
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Follow Style Guidelines
Include TITLE PAGE AND CONTENTS
WBS (using 100% Rule)
Design Structure Matrix
Gant Chart
Pert
Critical Path
Review
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Intellectual Property Considerations
Standards Considerations
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Strategy
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Plan of Action
Statement of Work (SOW)
Work Breakdown Structure (WBS)
Project Milestones
Results Evaluation
Software
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Primavera
Open Workbench
MS Project
&
Questions
Answers