Chap004 - Defining The Project As of Feb 9 2018 For Sending

Some times, smallest step in the right
direction ends up being the biggest step of

your life . . .
4–1
Student Version
CHAPTER FOUR
Defining
the Project
McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill Companies, Inc. All
rights reserved.
Defining the Project
Step 1: Defining the Project Scope

Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Integrating the WBS with the Organization
Step 5: Coding the WBS for the Information
System
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• Project Scope
–A definition of the end result or mission of the
project—a product or service for the client/customer—
in specific, tangible, and measurable terms.
• Purpose of the Scope Statement
– To clearly define the deliverable(s) for the end user.
– To focus the project on successful completion
of its goals.
– To be used by the project owner and participants
as a planning tool and for measuring project success.
Research clearly shows that a poorly defined scope or mission is the most frequently
mentioned barrier to project success.
In a study involving more than 1,400 project managers in the United States and Canada,
Gobeli and Larson found that approximately 50 percent of the planning problems relate to
unclear definition of scope and goals. 4–5
• Project Scope
–A definition of the end result or mission of the
project—a product or service for the client/customer—
in specific, tangible, and measurable terms.
• Purpose of the Scope Statement
– To clearly define the deliverable(s) for the end user.
– To focus the project on successful completion
of its goals.
– To be used by the project owner and participants
as a planning tool and for measuring project success.
Example of Project and Deliverable
1. Establishing intranet in your company
2. Execute Construction Project
3. Development of new product
4–6
Project Scope Checklist

(or 6 elements of a typical scope statement)
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer
4–7
Project Title: Construction of improvised house for relocated typhoon affected residents of Idaho
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1.Project objective
Explanation: The first step of project scope definition is to define the overall objective to meet your
customer’s need(s).
The project objectives answers what, when, and how much 4–9
2. Deliverables
Explanation: The next step is to define major deliverables—the expected outputs over the life of the project.
4–10
3. Milestones
Explanation: A milestone is a significant event in a project that occurs at a point in time. The milestone schedule shows only
major segments of work; it represents first, rough-cut estimates of time, cost, and resources for the project.
4–11
Explanation: More frequently than not, a product or service will have technical requirements to ensure proper performance.
Associated with QUALITY 4–12

Explanation: The limits of scope should be defined. Failure to do so can lead to false expectations and to expending resources and time on the wrong
problem.
4–13

Explanation: Completion of the scope checklist ends with a review with your customer—internal or external. The main concern here is the
understanding and agreement of expectations. Is the customer getting what he or she desires in deliverables? Does the project definition identify key
accomplishments, budgets, timing, and performance requirements? Are questions of limits and exclusions covered?
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Here is a list of some example sample deliverables.
• Engineering report • Service report
• Proposal • Strategic report
• Design drawings • Progress report
• Design documents • Improved process efficiency
• Completed product (building, bridge, etc.) • Better customer service
• Technical interpretation • Faster response time
• Site investigation report • Marketing study
• Design review • Web site/page
• Tender document • Useability report
• Manufacturing process improvement • Product prototype
• Product quality enhancement • New knowledge or experience
• New equipment or tools • Improved filing and organization
systems
• Improved response procedures
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Sample Deliverables
•Project Management Deliverables •Product Deliverables (generic)

•Communications plan* •Business requirements*
•Phase gate recommendation •Functional specifications*
•Lessons learned and best practices •Technical specifications*
report •Data dictionary*
•Test plan*
•Test results
•Deployment plan*
•Operations transition plan*
2. Deliverables — the expected outputs over the life of the project.

1.Project objective
Explanation: The first step of project scope definition is to define the overall objective to meet your customer’s need(s).
The project objectives answers what, when, and how much
2. Deliverables
Explanation: The next step is to define major deliverables—the expected outputs over the life of the project.
3. Milestones
Explanation: A milestone is a significant event in a project that occurs at a point in time. The milestone schedule shows only
major segments of work; it represents first, rough-cut estimates of time, cost, and resources for the project.
Explanation: More frequently than not, a product or service will have technical requirements to ensure proper
performance.

Explanation: The limits of scope should be defined. Failure to do so can lead to false expectations and to
expending resources and time on the wrong problem.

Explanation: Completion of the scope checklist ends with a review with your customer—internal or external.
The main concern here is the understanding and agreement of expectations. Is the customer getting what he
or she desires in deliverables? Does the project definition identify key accomplishments, budgets, timing, and
performance requirements? Are questions of limits and exclusions covered? 4–18
Project Scope: Terms and Definitions
• Scope Statements
–Also called statements of work (SOW)
• Project Charter
–Can contain an expanded version of scope statement
–A document authorizing the project manager to initiate
and lead the project.
• Scope Creep
–The tendency for the project scope to expand over
time due to changing requirements, specifications,
and priorities.
4–19
Step 2: Establishing Project Priorities
• Causes of Project Trade-offs
–Shifts in the relative importance of criterions related
to cost, time, and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
• Managing the Priorities of Project Trade-offs

–Constrain: a parameter is a fixed requirement.
–Enhance: optimizing a criterion over others.
–Accept: reducing (or not meeting) a criterion
requirement.
4–20
Step 3: Creating the Work
Breakdown Structure
Major Groupings Found in a WBS
• Work Breakdown Structure
1
(WBS)
– An hierarchical outline 2
(map) that identifies the
products and work elements
involved in a project. 3
– Defines the relationship of

the final deliverable 4
(the project) to its
subdeliverables, and in turn,
their relationships to work 5
packages.
The early stages of developing the outline serve to ensure that all tasks
are identified and that participants of the project have an understanding of
what is to be done.
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Example of Work Breakdown structure (WBS)
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Example of Work Breakdown structure (WBS) 4–27
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Work Breakdown Structure
Level
1. Project
2. Deliverable (Major OUTPUT or tasks in the project)
3. Subdeliverable (Subtasks in the major tasks)
4. Work Package (or “activities”
to be completed in Network Diagram)
Project
(Company Y wants to comply to DENR environmental regulations on

reduction of pollution. They wants to install pollution control device to
Company Y.
Their sister Company X donated a complete air pollution device,

however, their manufacturing site needs renovation in order to install
the complete pollution control device.
To ensure success of the project, the president of Company Y wants

that he himself will conduct the inspection and testing of all the pollution
control system and the air pollution)
Company X donated all supporting device (e.g. burner, control pipes

and industrial fan) and the main air pollution device.
Prepare Work Breakdown Structure and Network diagram.

4–51
Level
Installation of Pollution
1. Project Control Device
2. Deliverables in the Preparation and Installation of

Renovation of the Equipment
project
paper plant
3. Subdeliverable or Renovation of Construction of Installation of

supporting Equipment Inspect and Test
Subtasks the Place
structures
Construct Pour Build high Install Install air Inspect

4. Work packages Build Internal Modify roof
Components and floor collection concrete temperature pollution pollution device and test
stack and install burner control
frame System
Control Device
Preparation and Installation of

paper plant
Renovation of Construction of Installation of

Sometime, top management will just check the
the Place supporting Equipment Inspect and Test
structures
progress of the project through this deliverables.
You use this deliverable as guide in coming up
Inspect
with
Build Internal activities.
Components
Modify roof
and floor
Construct
collection
Pour
concrete
Build high
temperature
Install
pollution
Install air
pollution device and test
frame System
Level

project
paper plant

Subtasks the Place
structures
4. Activities/
Subdeliverables will show breakdown of the DELIVERABLE (if needed)
Work packages
Level

project
paper plant

Subtasks the Place
structures

frame System
Level

project
paper plant

Subtasks the Place
structures

frame System
Work Packages
classified as final ACTIVITY
of the Project
Build internal components
1. Project
After identifying the Modify roof and floor
activities, it must be
Construct collection stack
formally written in a table
2. Deliverables in the
Pour concrete and install
formatproject frame
Build high-temperature
burner
Install pollution control
system
3. Subdeliverable or
Subtasks Install air pollution device
Inspect and test
4. Work packages Build Internal

Modify roof Construct Pour Build high Install Install air Inspect
frame System
Work Packages
of the Project
Modify roof and floor

frame
burner
system
Install air pollution device
Inspect and test

Work Packages
of the Project

frame
burner
system
Inspect and test

Work Packages
Pour concrete and install frame
Build high-temperature burner
Install pollution control system
Inspect and test

Example of Project
“Installation of Pollution Control Device”
Milwaukee Paper Manufacturing's
Activities and Predecessors
Activity Description
Pour concrete and install frame
Build high-temperature burner
Install pollution control system
Inspect and test
Table 3.1
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1
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1
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1
The lowest level of the WBS is called a work package.
Work packages are short duration tasks that have a definite start and
stop point, consume resources, and represent cost. 4–66
1
5
The lowest level of the WBS is called a
work package.
Head/write head has 5 work packages or tasks
Work packages are short duration tasks

that have a definite start and stop point,
consume resources, and represent cost. Chassis frame has 3 work packages or tasks
Circuit Board has 7 work packages or tasks
Motor Subdeliverable has 1 work package or task

1
• `A work package is the
lowest level of the WBS.
– It is output-oriented in that
2
it:
1. Defines work (what).
2. Identifies time to complete a

work package (how long).
3
3. Identifies a time-phased budget
to complete
a work package (cost).
4
4. Identifies resources needed to
complete
a work package (how much).
5. Identifies a person responsible

for units of work (who).
6. Identifies monitoring points

(milestones)
for measuring success.
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1
4
Project Life
Cycle
5
The early stages of developing the
outline serve to ensure that all
tasks are identified and that
participants of the project have an
understanding of what is to be
done.
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1
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1
WP-1 CB WP-1 RWH

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5 WP-3 CB WP-1 CF WP-2 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
4–71
1
WP-1 CB WP-1 RWH

WP-2 CB
5 WP-3 CB WP-1 CF WP-2 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
4–72
WP-1 CB WP-1 RWH
WP-2 CB
WP-3 CB WP-1 CF WP-2 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
4–73
A
WP-1 CB
WP-2 CB
WP-1 CB WP-1 RWH

WP-2 CB

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
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B
WP-3 CB
A
WP-1 CB
WP-2 CB
C
WP-6 CB
WP-1 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
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Rule
B
• Work packages from the WBS are used to build
WP-3 CB
the activities found in the project network.
A
WP-1 CB • An activity can include one or more work
WP-2 CB
packages.
C
• The activities are placed in a sequence that

WP-6 CB
provides for orderly completion of the project.
WP-1 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
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B
WP-3 CB
A
WP-1 CB
WP-2 CB
C
WP-6 CB
WP-1 RWH
WP-1 CF WP-2 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-4 RWH
WP-7 CB WP-3 RWH
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B
WP-3 CB
A D E F
WP-1 CB WP-4 CB
WP-7 CB WP-5 CB
WP-2 CB
C
WP-6 CB
WP-1 RWH
WP-1 CF WP-2 RWH

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-4 RWH
WP-7 CB WP-3 RWH
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B
WP-3 CB
A D E F
WP-1 CB WP-4 CB
WP-7 CB WP-5 CB
WP-2 CB
C
WP-6 CB
WP-1 RWH
WP-1 CF WP-2 RWH

WP-2 CF
WP-3 RWH
WP-3 CF
WP -1 M
WP-4 RWH
WP-3 RWH
4–79
B G
WP-3 CB WP -1 M
A D E F
WP-1 CB WP-4 CB
WP-7 CB WP-5 CB
WP-2 CB
C
WP-6 CB
WP-1 RWH
WP-1 CF WP-2 RWH

WP-2 CF
WP-3 RWH
WP-3 CF
WP -1 M
WP-4 RWH
WP-3 RWH
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B G
WP-3 CB WP -1 M
A D E F
WP-1 CB WP-4 CB
WP-7 CB WP-5 CB
WP-2 CB
H
C WP-2 CF
WP-3 CF
WP-6 CB WP-2 RWH
WP-1 RWH
WP-1 CF WP-2 RWH

WP-2 CF WP-3 RWH
WP-3 CF
WP-4 RWH
WP-3 RWH
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B G I
WP-3 CB WP -1 M WP-1 CF
WP-4 RWH
A D E F
WP-1 CB WP-4 CB
WP-7 CB WP-5 CB
WP-2 CB
H
C WP-2 CF
WP-3 CF
WP-6 CB WP-2 RWH
WP-1 RWH
WP-1 CF
WP-3 RWH
WP-4 RWH
WP-3 RWH
4–82
B G I
WP-4 RWH
A D E F
WP-1 CB WP-4 CB
WP-7 CB WP-5 CB
WP-2 CB
H
C WP-2 CF
WP-3 CF
WP-6 CB WP-2 RWH
Work packages from the WBS are used to build the activities found in the
project network. An activity is an element in the project that consumes time—
for example, work or waiting.
Activities usually represent one or more tasks from a

work package. Descriptions of activities should use a WP-1 RWH
verb/noun format: for example, develop product
specifications. WP-1 CF
WP-3 RWH
WP-4 RWH
WP-3 RWH
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B G I
WP-4 RWH
D J
A E F
WP-1 RWH
WP-1 CB WP-4 CB WP-3 RWH
WP-2 CB
H
C WP-2 CF
WP-3 CF
WP-6 CB WP-2 RWH
WP-1 RWH
WP-3 RWH
WP-3 RWH
4–84
B G I
WP-4 RWH
D J
A E F
WP-1 RWH
WP-2 CB
H
C WP-2 CF
WP-3 CF
WP-6 CB WP-2 RWH
4–85
How WBS Helps the Project Manager
• WBS
–Facilitates evaluation of cost, time, and technical
performance of the organization on a project.
–Provides management with information appropriate
to each organizational level.
–Helps in the development of the organization
breakdown structure (OBS). which assigns project
responsibilities to organizational units and individuals
–Helps manage plan, schedule, and budget.
–Defines communication channels and assists
in coordinating the various project elements.
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From Work Package to Network
4–88
Project network diagram (a.k.a. PERT-CPM network diagram)
are developed from the WBS.
The project network is a visual flow diagram of the sequence, interrelationships, and
dependencies of all the activities that must be accomplished to complete the project.
An activity is an element in the project that consumes time—for example, work or waiting.
Work packages from the WBS are used to build the activities found in the project network. An
activity can include one or more work packages. The activities are placed in a sequence that
provides for orderly completion of the project. Networks are built using nodes (boxes) and
arrows (lines). The node depicts an activity, and the arrow shows dependency and project flow.
4–89
Networks provide the project schedule by identifying dependencies,
sequencing, and timing of activities, which the WBS is not designed to
do.
The primary inputs for developing a project network plan are work packages.
Remember, a work package is defined independently of other work packages,

has definite start and finish points, requires specific resources, includes
technical specifications, and has cost estimates for the package. However,
dependency, sequencing, and timing of each of these factors are not included
in the work package.
A network activity can include one or more work packages. 4–90
Care must be taken to include all work packages.
The manager derives activity time estimates from the task times in
the work package.
4–91
Step 4: Integrating the WBS
with the Organization
• Organizational Breakdown Structure (OBS)

–Depicts how the firm is organized to discharge its
work responsibility for a project.
• Provides a framework to summarize
organization work unit performance.
• Identifies organization units responsible
for work packages.
• Ties the organizational units
to cost control accounts.
4–92
Complete groupings of WBS
Interpretation of this OBS
Work package WP-1 M is assigned to Purchasing team
Work package WP-3 CB & WP-4 CB are assigned to

Production team
WP-1 CB WP-1 RWH

WP-2 CB

WP-2 CF
WP-4 CB WP-3 RWH
WP-3 CF
WP-5 CB
WP -1 M
WP-6 CB WP-4 RWH

WP-7 CB WP-3 RWH
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Step 5: Coding the WBS for
the Information System
• WBS Coding System

–Defines:
• Levels and elements of the WBS
• Organization elements
• Work packages
• Budget and cost information
–Allows reports to be consolidated at
any level in the organization structure
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Step 5: Coding the WBS for
the Information System
• WBS Coding System

Gaining the maximum usefulness of a breakdown structure depends on a
coding system.
The codes are used to define levels and elements in the WBS,
organization elements, work packages, and budget and cost information.
The codes allow reports to be consolidated at any level in the structure.
The most commonly used scheme in practice is numeric indention
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Step 5: Coding the WBS for the Information System
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Responsibility Matrices
• One tool that is widely used by project managers and task force leaders of
small projects is the responsibility matrix (RM). The RM (sometimes called a
linear responsibility chart) summarizes the tasks to be accomplished and who
is responsible for what on a project. In its simplest form an RM consists of a
chart listing all the project activities and the participants responsible for each
activity.
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Project Communication Plan
• 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?
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Information Needs
• Project status reports

• Deliverable issues
• Changes in scope
• Team status meetings
• Gating decisions
• Accepted request changes
• Action items
• Milestone reports
4–104
Ex#1/page 172). You are in charge of organizing a dinner-dance
concert for a local charity. Target fund is half million pesos. Fund will be
used for medical mission for dengue vaccination. You have reserved a
hall that will seat 30 couples and have hired a jazz combo that will
manage sounds and light.
Develop a scope statements for this project that contains examples of
all the elements. This project is urgent because of the risk of dengue
spread. Assume that the event will occur on April 15, 2018 and provide
your best guess estimate of the dates for milestones.

(or 6 elements of a typical scope statement)
1. Project objective ( 1 sentence)
2. Deliverables (3 bullets)
3. Milestones (2 important milestone with target dates)
4. Technical requirements (3 bullets)
5. Limits and exclusions (3 bullets)
6. Reviews with customer (2 important person to critic the event)
4–105
Sample Scope Statement
Project Objective: To Organize a dinner dance for 30 couples by February 2017 at a cost not greater than
PhP20,000 to raise money for a local charity.
Deliverables:
• Dinner for 60 (30x2) pax/head
• Contacted Jazz combo
• Rented hall
• Printed Tickets
Milestones:
• Pay Rent hall by February 2017
• Sell 30 tickets by January 2017
• Arrange caterer by last week of January 2017
Technical Requirements:
• Hall has sufficient space for tables and dance floor
• Convenient parking available
• Hall has infrastructure to support catered dinner and jazz combo
• Meals include vegetarian option
Limits and Exclusions:
• Caterer responsible for preparing, serving, and clean-up
• Ticket price set to generate at least PhP 2500 profit per couple
• Jazz combo is also responsible for sound system, talents, vocalists
• Event transpire between 7:00 – 12:00am
Customer Review: Charity officials, couples
4–106
4–107
Answer: Sample Scope Statement
Project Objective: To raise money for local charity through organizing a dinner dance for 30 couples by April 15
2018 at a cost not greater than PhP0.5 M to raise money for a local charity.
Deliverables:
- Fund raising need assessment (documented) - Confirmed attendance of 60 (30x2) pax/head
- Oriented and trained ushers and organizer - Collection of raised money
- Availability of Jazz combo (or booked) - Availability of caterer and food
- Function hall - Tickets
- Information, education & communication (IEC) materials (ppt presentations & visuals)
- Turn over of donation
Milestones:
• Pay Rent hall by March 15 2017
• Sell 30 tickets by March 30 2017
• Arrange caterer by last week of March 20 2017
Technical Requirements:
• Hall has sufficient space for tables and dance floor with aircon (suitable for Seniors and PWD)
• Convenient parking available for 30 cars
• Hall has infrastructure to support catered dinner and jazz combo
• Meals include vegetarian options (utensils must be not plastic)
• Superior customer service of ushers (friendly and attentive to the needs)
Limits and Exclusions:
• Caterers responsible for preparing, serving, clean-up and safety measures
• Ticket price set to generate at least PhP 2500 profit per couple
• Jazz combo is also responsible for sound system, talents, vocalists
• Event transpire between 7:00 – 12:00am
• Pets not allowed
• The project will end in fund raising on that day, (purchasing of vaccines and medical mission is not included)
• Others (secured/ near police, with medical team)
4–108
Customer Review: Charity government officials (Mayor) and couples
Key Terms
Cost account
Milestone
Organization breakdown structure (OBS)
Scope creep
Priority matrix
Responsibility matrix
Scope statement
Process breakdown structure (PBS)
Work breakdown structure (WBS)
Work package
4–109

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Some times, smallest step in the right

direction ends up being the biggest step of

Step 1: Defining the Project Scope

Project Scope Checklist

5. Limits and exclusions

6. Reviews with customer

•Project Management Deliverables •Product Deliverables (generic)

2. Deliverables — the expected outputs over the life of the project.

5. Limits and exclusions

6. Reviews with customer

• Managing the Priorities of Project Trade-offs

– Defines the relationship of

(Company Y wants to comply to DENR environmental regulations on

Their sister Company X donated a complete air pollution device,

To ensure success of the project, the president of Company Y wants

Company X donated all supporting device (e.g. burner, control pipes

Prepare Work Breakdown Structure and Network diagram.

2. Deliverables in the Preparation and Installation of

3. Subdeliverable or Renovation of Construction of Installation of

Construct Pour Build high Install Install air Inspect

Preparation and Installation of

Renovation of Construction of Installation of

2. Deliverables in the Preparation and Installation of

3. Subdeliverable or Renovation of Construction of Installation of

2. Deliverables in the Preparation and Installation of

3. Subdeliverable or Renovation of Construction of Installation of

Construct Pour Build high Install Install air Inspect

2. Deliverables in the Preparation and Installation of

3. Subdeliverable or Renovation of Construction of Installation of

Construct Pour Build high Install Install air Inspect

Inspect and test

4. Work packages Build Internal

Modify roof and floor

Construct collection stack

Pour concrete and install

Inspect and test

Modify roof and floor

Construct collection stack

Pour concrete and install

Inspect and test

Modify roof and floor

Construct collection stack

Pour concrete and install frame

Build high-temperature burner

Install pollution control system

Install air pollution device

Inspect and test

The lowest level of the WBS is called a work package.

Work packages are short duration tasks

Circuit Board has 7 work packages or tasks

Motor Subdeliverable has 1 work package or task

1. Defines work (what).

2. Identifies time to complete a

5. Identifies a person responsible

6. Identifies monitoring points

WP-1 CB WP-1 RWH

5 WP-3 CB WP-1 CF WP-2 RWH

WP-6 CB WP-4 RWH

WP-1 CB WP-1 RWH

5 WP-3 CB WP-1 CF WP-2 RWH

WP-6 CB WP-4 RWH

WP-3 CB WP-1 CF WP-2 RWH

WP-6 CB WP-4 RWH