CHAPTER 4 TEXTBOOK T1

NEED
TOOLS
DEFINING

THE PROJECT SCOPE

ESTABLISHING PROJECT PRIORITIES
CREATING THE WORK BREAKDOWN
STRUCTURE
INTEGRATING THE WBS WITH ORGANIZATION
RESPONSIBILITY MATRICES
PROJECT COMMUNICATION PLAN

DISCIPLINED, STRUCTURED METHOD FOR

SELECTIVELY COLLECTING INFORMATION TO
USE THROUGH ALL PHASES OF THE PROJECT
LIFE CYCLE TO MEET THE NEEDS OF ALL
STAKEHOLDERS

TO

MEASURE PERFORMANCE AGAINST THE

STRATEGIC PLAN OF THE ORGANIZATION

 ENSURE

ALL TASKS ARE IDENTIFIED

PARTICIPANTS

HAVE FULL UNDERSTANDING OF

THE WORK
INTEGRATED

INFORMATION SYSTEM TO
SCHEDULE WORK AND ALLOCATE BUDGETS

MONITORING

AND CONTROL OF PROJECTS

 PROCESS

BREAKDOWN STRUCTURE

RESPONSIBILITY

MATRIX

COMMUNICATION

PLAN

 IT

IS A DEFINITION OF THE END RESULT OR

MISSION OF THE PROJECT IN SPECIFIC,
TANGIBLE AND MEASURABLE TERMS
DEFINE
POSSIBLE DELIVERABLES FOR THE
END USER AND TO FOCUS PROJECT PLANS
FOCUS ON PROJECT PURPOSE THROUGHOUT
THE LIFE CYCLE OF THE PROJECT
SCOPE SHOULD BE DEVELOPED UNDER THE
DIRECTION OF THE PROJECT MANAGER AND
THE CUSTOMER

 PROJECT

OBJECTIVE

DELIVERABLES

MILESTONES
TECHNICAL
LIMITS

REQUIREMENTS

AND EXCLUSIONS

REVIEWS

WITH CUSTOMER

 DEFINE

THE OVERALL OBJECTIVE TO MEET

CUSTOMERS NEEDS

THE

PROJECT OBJECTIVE ANSWERS THE

QUESTIONS OF WHAT, WHEN AND HOW MUCH

 EXPECTED

OUTPUTS OVER THE LIFE OF THE

PROJECT
DELIVERABLES

ARE REQUIREMENTS AT EACH

STAGE OF THE PROJECT

SPECIFICATIONS
PROTOTYPES FOR PRODUCTION
QUANTITY TO PRODUCE
MARKETING PRODUCTION AND TRAINING

SIGNIFICANT EVENT IN A PROJECT THAT

OCCURS AT A POINT IN TIME

MAJOR

SEGMENTS OF WORK: ESTIMATES OF

TIME, COST AND RESOURCES FOR THE
PROJECT

IT

SHOULD BE NATURAL, IMPORTANT

CONTROL POINTS AND EASY TO RECOGNIZE
FOR ALL PROJECT PARTICIPANTS

 TO

ENSURE REQUIRED PERFORMANCE

SPEED
MILEAGE
CAPACITY

LIMITS

AND EXCLUSIONS

MAINTENANCE AND REPAIR WILL BE DONE ONLY

UPTO ONE MONTH AFTER FINAL INSPECTION
EXCLUSIONS DEFINE THE BOUNDARY OF THE
PROJECT BY STATING WHAT IS NOT INCLUDED

 UNDERSTANDING

AND

EXPECTATIONS
BOTH
FOR INTERNAL
CUSTOMERS
SCOPE

AGREEMENT
AND

OF

EXTERNAL

DESCRIPTION SHOULD BE AS BRIEF AS

POSSIBLE BUT COMPLETE
DEVELOP
UNIQUE
CHECKLISTS
AND
TEMPLATES TO FIT THEIR NEEDS AND SPECIFIC
KINDS OF PROJECTS
PREPARE STATEMENT OF WORK (SOW) /
PROJECT CHARTER

 EXPANDED

VERSION

OF

THE

SCOPE

STATEMENT
IS A DOCUMENT THAT AUTHORIZES PROJECT
MANAGER TO INITIATE AND LEAD THE
PROJECT USING ORGANIZATIONAL RESOURCES
FOR PROJECT ACTIVITIES
INCLUDES RISK LIMITS, CUSTOMER NEEDS,
SPENDING LIMITS, TEAM COMPOSITION

IT IS THE TENDENCY FOR THE PROJECT SCOPE TO

EXTEND
OVER
TIME
BY
CHANGING
REQUIREMENTS, SPECIFICATIONS AND PRIORITIES
IT MEANS ADDED COSTS/ COST OVERRUN
AND
POSSIBLE PROJECT DELAYS
IF PROJECT SCOPE NEEDS TO CHANGE, THEN

CHANGE CONTROL
RECORD CHANGE
KEEP A LOG OF ALL PROJECT CHANGES
LOG IDENTIFIES THE CHANGE, IMPACT AND THOSE
RESPONSIBLE FOR ACCEPTING OR REJECTING
PROPOSED CHANGE

 TRADEOFFS

AMONG TIME, COST AND

PERFORMANCE
DEFINE AND UNDERSTAND THE NATURE OF
THE PRIORITIES OF THE PROJECT
ESTABLISH RELATIVE IMPORTANCE OF EACH
CRITERIA

 CONSTRAIN:

PROJECT MANAGER MUST MEET

THE COMPLETION DATE, SPECIFICATIONS AND
SCOPE OF THE PROJECT, OR BUDGET

ENHANCE:

REDUCE COSTS OR SHORTEN THE

SCHEDULE, ADDING VALUE TO THE PROJECT

ACCEPT:

WHEN TRADEOFFS HAVE TO BE

MADE, IS IT PERMISSIBLE FOR THE SCHEDULE
TO SLIP, REDUCE SCOPE AND PERFORMANCE
OR GO FOR OVER-BUDGET

TIME
CONSTRAIN
ENHANCE

ACCEPT

PERFORMANCE

COST

o
o

 PROJECT

SUB-DIVIDED INTO SMALLER AND

SMALLER WORK ELEMENTS
IT IS THE MAP OF THE PROJECT AND IS AN
OUTLINE OF THE PROJECT WITH DIFFERENT
LEVELS OF DETAIL
IT BEGINS WITH THE PROJECT AS FINAL
DELIVERABLE
IDENTIFY MAJOR PROJECT DELIVERABLES/
SYSTEMS

PROJECT : COMPLETE PROJECT

DELIVERABLES : MAJOR DELIVERABLES

SUBDELIVERABLES : SUPPORTING
DELIVERABLES
LOWEST DELIVERABLES: LOWEST MANAGEMENT
RESPONSIBILITY LEVEL

COST ACCOUNT: GROUPING OF WORK PACKAGES

FOR MONITORING PROGRESS AND RESPONSIBILITY

WORK PACKAGES: IDENTIFIABLE WORK ACTIVITIES

 DEFINES

COMMUNICATION CHANNELS AND

ASSIST
IN
UNDERSTANDING
AND
COORDINATING MANY PARTS OF THE PROJECT
WBS
FOLLOWS
THE
ORGANIZATION
STRUCTURE ITS FUNCTIONS AND PROCESSES
RATHER THAN PROJECT OUTPUT OR
DELIVERABLES
WBS RECORDS COSTS BY FUNCTION
IT SHOULD BE MADE OUTPUT ORIENTED

 DEFINE

SUBDELIVERABLES NECESSARY TO
ACCOMPLISH THE LARGER DELIVERABLES
SUBDELIVERABLE DETAIL SHOULD BE SMALL
SO THAT ONE PERSON CAN MANAGE
SUBDELIVERABLE IS FURTHER DIVIDED INTO
WORK PACKAGES
WORK PACKAGES INTEGRATES THE WORK AND
THE
ORGANIZATION
ORGANIZATION
BREAKDOWN STRUCTURE

 DEFINES

THE WORK
IDENTIFIES TIME TO COMPLETE A WORK
PACKAGE
IDENTIFIES
A TIME-PHASED BUDGET TO
COMPLETE A WORK PACKAGE
IDENTIFIES RESOURCES NEEDED TO COMPLETE
A WORK PACKAGE
IDENTIFIES A SINGLE PERSON RESPONSIBLE
FOR UNITS OF WORK
IDENTIFIES
MONITORING
POINTS
FOR
MEASURING PROGRESS

 TO

PROVIDE A FRAMEWORK TO SUMMARIZE

ORGANIZATION UNIT WORK PERFORMANCE

IDENTIFY

ORGANIZATION UNITS RESPONSIBLE

FOR WORK PACKAGES

DEFINES

ORGANIZATION SUBDELIVERIES IN A
HIERARCHICAL PATTERN

 PROCESS

ORIENTED PROJECTS : FINAL

OUTCOME IS A PRODUCT OF A SERIES OF
STEPS OR PHASES
PROCESS
PROJECTS
ARE
DRIVEN
BY
PERFORMANCE REQUIREMENTS , NOT BY
PLANS / BLUE PRINTS
QUALITY
CHECKPOINTS
TO
ENSURE
DELIVERABLES ARE COMPLETE AND ACCURATE

LINEAR RESPONSIBILITY CHART : TASKS /

PROJECT TEAM MEMBER : RESPONSIBLE,
SUPPORT/ASSISTS
SUMMARIZES THE TASKS TO BE ACCOMPLISHED
AND WHO IS RESPONSIBLE FOR WHAT ON A
PROJECT
IT CONSISTS OF A CHART LISTING ALL THE
PROJECT ACTIVITIES AND THE PARTICIPANTS
RESPONSIBLE FOR EACH ACTIVITY
USEFUL
FOR ORGANIZING AND ASSIGNING
RESPONSIBILITIES FOR SMALL PROJECTS /
SUBPROJECTS OF LARGE, MORE COMPLEX
PROJECTS

 IT

IS A MEANS FOR ALL PARTICIPANTS IN A

PROJECT TO VIEW THEIR RESPONSIBILITIES
AND AGREE ON THEIR ASSIGNMENTS

IT

ALSO HELPS TO CLARIFY THE EXTENT OR

TYPE OF AUTHORITY EXERCISED BY EACH
PARTICIPANT IN PERFORMING AN ACTIVITY IN
WHICH TWO OR MORE PARTIES HAVE
OVERLAPPING INVOLVEMENT

TASK

CATEGORISE INTO
RESPONSIBLE

SUPPORTING

PERSON(S) RESPONSIBLE

DELIVERABLES

2
3
4

RESPONSIBLE
SUPPORT
CONSULT
NOTIFICATION
APPROVAL

DEPARTMENTS

 IT

IS USUALLY CREATED BY A PROJECT

MANAGER AND OR PROJECT TEAM IN THE
EARLY STAGE OF PROJECT PLANNING
COORDINATING
AND TRACKING PROJECT
SCHEDULES, ISSUES AND ACTION ITEMS
MAPS OUT FLOW OF INFORMATION TO
DIFFERENT STAKEHOLDERS
TO EXPRESS WHAT, WHO, HOW AND WHEN
INFORMATION WILL BE TRANSMITTED TO
PROJECT STAKEHOLDERS

 WHAT

INFORMATION NEEDS TO BE COLLECTED

AND WHEN?
WHO WILL RECEIVE THE INFORMATION?
WHAT METHODS WILL BE USED TO GATHER
AND STORE INFORMATION?
WHAT ARE THE LIMITS, IF ANY, ON WHO HAS
ACCESS TO CERTAIN KINDS OF INFORMATION?
WHEN
WILL
THE
INFORMATION
BE
COMMUNICATED?
HOW WILL IT BE COMMUNICATED?

 STAKEHOLDER

ANALYSIS: IDENTIFY THE

TARGET GROUPS : CUSTOMER, SPONSOR,
PROJECT TEAM, PROJECT OFFICE

INFORMATION

NEEDS: SCHEDULES, TASK

LISTS, SPECIFICATIONS, PROJECT STATUS
REPORTS, CHANGE IN SCOPE, ACTION ITEMS,
DELIVERABLE
ISSUES,
TEAM
STATUS
MEETINGS, ACCEPTED REQUEST CHANGES,
MILESTONE REPORTS

 SOURCE

OF INFORMATION: WHERE THE

INFORMATION RESIDE, HOW WILL IT BE
COLLECTED
DISSEMINATION
MODES:
E-MAIL,
TELECONFERENCING, ETC., CREATE VIRTUAL
PROJECT OFFICE TO STORE PROJECT
INFORMATION
RESPONSIBILITY AND TIMING: DETERMINE
WHO WILL SEND OUT THE INFORMATION,
MINUTES OF MEETING, FREQUENCY OF
MEETINGS, TIMING ETC.