DEFINING THE PROJECT

MGMT 6084 PROJECT MANAGEMENT

MODULE
FOUR

Prof. Mohamed Soliman

Project Management by Nick Youngson CC BY-SA 3.0 Alpha Stock Images

The following content was prepared by Prof Robert Brookes and reproduced
from Larson, Gray (2018) Project Management: The Managerial Process.
WHAT ARE WE GOING TO DO THIS WEEK?

 Understand the importance of the project scope document.

 In-class case study – the Wasa ship project.
 The project management triangle: priorities and scope.
 Building a work breakdown structure (WBS).
 Also adding in the organizational breakdown structure (OBS).
 How you can define and organize a responsibility structure.
 Creating a communication plan.
PROJECT MANAGEMENT

You are here!

 THE PROJECT SCOPE

 The project scope is your

most important project
Poor definition and planning
document.
 A significant issue with
project failure is ‘scope Good definition and planning

creep’.
 The project scope defines
your deliverables and is
critical to determining
project success!
STEPS IN DEFINING THE PROJECT

1 2 3 4 5

Define the Establish Create Integrate Code the

scope priorities WBS OBS WBS

Project Scope
A definition of the end result or mission of
the project – a product or service for the
client / customer.
THE PROJECT SCOPE CHECKLIST

Stage Item Description

Project
1 Objective
What will you deliver, when, and at what cost?

Can also be requirements. What are the measurable

2 Deliverables
outcomes and when will they be provided?
What are the high level major segments of the
3 Milestones
work?
Technical
4 requirements
What are the specifications?

Limits and
5 exclusions
Defining the limits can help to manage scope creep!

Customer
6 Review
Ensure that the above is agreed by all parties.
PROJECT SCOPE

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
 INTRODUCTION TO THE WASA

The Wasa
• On August 10th, 1628 the most expensive
ship in Swedish history sank after
travelling only 1300 metres.
• The reason is that a small amount of
wind caused the ship to tilt, and water
poured in through the open gun portals.
• The ship was salvaged in 1961 and placed
in a museum (pictured to the left).
• After the ship itself and historical
records were analyzed, it was discovered
that the ship was inherently unstable.
Source: Wikimedia
• How could this have happened?
IN CLASS CASE STUDY

Activity Time
Wasa Case Video – make notes during the video! 10 minutes
Get into your project groups
Discuss the case study: 15 minutes
• What went wrong?
• Who was to blame?
• What could have changed to make this a
successful project?
Prepare a 1-2 minute presentation (notes) 5 minutes
Team presentations and discussion 15 minutes
INTRODUCTION TO THE WASA

[Link]
WORKING ON YOUR CASE

 What is the main issue?

 Who are the main characters?
 Describe in your own words what went
wrong – why did the project fail? List the
causes on a whiteboard or paper.
 What could have been done differently?
Timing
 What things would your team do to plan Discussion – 15 min
this project?
Prepare key points – 5 min

Discuss with your group.

Prepare a 1-2 minute presentation (key
points).
BREAK TIME

 10 minutes

Licenced under CC
3.0
THE PROJECT MANAGEMENT TRIANGLE

Time Cost

Quality
THE PROJECT MANAGEMENT TRIANGLE

Quality
THE PROJECT MANAGEMENT TRIANGLE

Max
time

Acceptable
Results

Max
cost

Min
quality Quality
THE PROJECT MANAGEMENT TRIANGLE

X Acceptable
Results

Quality
 PROJECT PRIORITIES

 Usually one factor is constrained, one is managed (accept) and one

should be optimized.
 Take 2 minutes and fill in the following examples for which aspect of
a project would be constrained (fixed), optimized, and which can
change (can be managed).

Time Cost Quality

Factor Code
Student at Fanshawe? Constrained C
Tesla Motors – Optimized O
production Managed M
Building apartments
The Wasa Project
 PROJECT PRIORITIES

 Usually one factor is constrained, one is managed (accept) and one

should be optimized.
 Take five minutes and fill in the following examples for which aspect
of a project would be constrained (fixed), optimized, and which can
change (can be managed).

Time Cost Quality Factor Code

Student at Fanshawe? M C O Constrained C

Optimized O
Tesla Motors O M C
Managed M
Building apartments M O C
The Wasa Project C M O
THE PROJECT MANAGEMENT TRIANGLE

Reduce
Reduce Time Cost
(faster
delivery) + Time

+ Cost

Original plan

Quality
WORK BREAKDOWN STRUCTURES
 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.
WORK BREAKDOWN STRUCTURES
 WBS AND THE ORGANIZATIONAL
BREAKDOWN STRUCTURE

 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 organizational
units to cost control
accounts.
WBS – OBTAINING YOUR CERTIFICATE
Graduate with
certificate

Term One Term Two

Course Course Course Course Course Course

A B C D E F

Assign- Go to
Readings Exams
ments class

Mid
Final
Term
Source: [Link]
MANAGING RESPONSIBILITIES
THE COMMUNICATION PLAN

 Project status reports

 Deliverable issues

 Changes in scope

 Team status meetings

 Gating decisions

 Accepted request changes

 Action items
Source: Pixalbay

 Milestone reports
 THE COMMUNICATION PLAN

1. Stakeholder analysis

2. Information needs

3. Sources of information

4. Dissemination modes

5. Responsibility and timing

MANAGING STAKEHOLDERS
MANAGING COMMUNICATION COMPLEXITY
SUMMARY
 The importance of accurate project definition at the
start of the project.
 The dangers of scope creep – how changing scope
throughout a project can be disastrous.
 How to orient your project in the area of possible
successful outcomes as they relate to time, cost and
quality.
 How to break a project down using the work
breakdown structure (WBS).
 How to manage stakeholder responsibilities.
 The components of a communication plan.
THINGS TO DO BETWEEN NOW AND THE NEXT
CLASS…

 This week our case study is the Manchester United Soccer Club (4.1, pg. 125).
 Complete the case study questions and submit online along with your team minutes.

 READ Chapter 5, Project Management 7E – Larson and Gray.