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Revision [589]

Last edited on 2008-01-02 15:47:40 by StanKju
===== Is it a Project ? =====
===== Initiating the Project =====
How to identify and document the goals of the project + project deliverables, constraints, and assumptions
The project Initiation process has several inputs:
~- time
~- budget
~- quality
===Identifying the Project Assumptions===
For planning purposes, you presume the event or thing youíve made the assumptions about is true, real, or certain. For example, you might assume that key resources will be available when needed on the project. Document that assumption.
Other assumptions could be things such as vendor delivery times, product availability, contractor availability, the accuracy of the project plan, the assumption that key project members will perform adequately, contract signing dates, project start dates, and project phase start dates...
Project Case Study Checklist
**Project Goal**: To open a new store in Colorado Springs six months from today.
**Demand**: Company data concludes that the Kitchen Heaven consumers have incomes of over $50,000 a year. The Colorado Springs area is home to a large number of people with that income. Currently, there is not a Kitchen Heaven there, but there appears to be a demand for one.
**Project Sponsor**: Dirk Perrier, VP of marketing.
**Stakeholders**: Jake Peterson, Ricardo Ramirez, and Jill Overstreet.
**Organizational Structure**: Functional organization with a separate projectized department.
**Constraints**: Time.
~- A store build-out usually takes 120 days.
~- Jill Overstreet will help with the initial store stocking.
~- Jake Peterson will supervise over facilities and store build-outs as well.
~- Ricardo Ramirez will provide IT details.
~- The budget for the project will be anywhere from $1.5 to $2 million.
===== Creating a Project Charter =====
This chapter formally recognizes the launching of the project with the creation of a project charter.
===Using Project Selection Methodologies===
__Defining Project Selection Criteria__: Most organizations have a formal, or at least semiformal, process to select and prioritize projects.
=> selection criteria is concerned with the product of the project
__Describing Project Selection Methods__: Project selection methods are a technique used during the Initiation process to pick one project over another or to measure one particular projectís benefit to the organization.
=> selection methods measure the benefits of the project, or they compare the measurable benefits of one project against another.
===Identifying the Projectís Initial Requirements===
After youíve identified the project goals and the project deliverables, you should have a fairly easy time of identifying the kinds of resources youíre going to need to complete the project.
__Defining Resource Requirements__: human resources, equipment, materials, hardware, software, telephones, office space, travel arrangements, contractors, desks, network connections, etc.
__Determining the Initial Budget__: Breaking Down Project Costs
~- **Human Resource Costs**
~- **Resource or Project Costs** resource expenses directly related to the project (travel expense related to the project, long-distance phone bills, specialized talent hired for certain portions of the project, vendor fees, equipment purchases, hardware purchases, ...)
~- **Administrative Costs** day-to-day type costs that keep the organization running, but are not directly related to the project (office equipment, local phone charges, leases, heat and lights, support personnel, ...)
===Formalizing and Publishing the Project Charter===
This document is the foundation for the remaining project activity planning, execution, and control processes.
The project charter should include an:
~- overview of the project
~- goals and objectives
~- project deliverables
~- business case or need for the project
~- resource and cost estimates,
~- feasibility study if one was performed
~- preliminary roles and responsibilities of the project manager, project staff, project sponsor, executive management
The project charter isnít complete until youíve received sign-off from the project sponsor, senior management, and key stakeholders. Sign-off indicates that the document has been read by those signing it (letís hope so anyway) and that they agree with its contents and are on board with the project.
=====Creating the Scope Statement and WBS=====
===Scoping Out the Project===
__Writing the Scope Statement__: the purpose of the scope statement is to document the project goals, deliverables, and requirements so that they can be used as a baseline for future
project decisions. Interview your stakeholders and business experts to get at the requirements and then document them in the scope statement. The scope statement should include all of the following: (use reference, not needed te re-write all)
~- **project justification** describes the business need of the project. Also includes the cost benefit and cash flow analysis used to determine the projected profitability of the project.
~- **project product** product description contained in the project charter
~- **project deliverables** major deliverables of a project and all the subcomponents that make up the deliverables
~- **project objectives** objectives always involve the triple constraints: time, cost, and quality
===Publishing the Scope Management Plan===
This plan is an important supplementary document to the project plan as it describes how changes to the project scope will be incorporated into the project. It also defines the process of how
to go about requesting a change.
===Creating the Work Breakdown Structure (WBS)===
~- The WBS should detail the full scope of work needed to complete the project. This breakdown will smooth the way for estimating project cost and time, scheduling resources, and determining quality controls later in the Planning process. Project progress will be based on the estimates and measurements assigned to the WBS segments.
~- level one, is considered the project itself. This is followed by the deliverables (level 2), which might be followed by more deliverables followed by activities and so on.
~- The goal here is to eventually break the work out to the point where responsibility and accountability can be assigned to a specific person or team of people for each unit of work
~- The higher levels of the WBS contain the deliverables and use nouns as their descriptors. The activity level is described using verbs, or action words.
~- Each element at each level of the WBS should be assigned a unique identifier. This unique identifier is typically a number, and itís used to track the cost of the WBS element.
The lowest level in a WBS is called a work package. Work packages are the tasks that can be easily assigned to one person, or team of people, with clear accountability and responsibility for completing the assignment. Assignments are easily made at the work package level. The work package level is where time estimates, cost estimates, and resource estimates are determined.
===== Resource Planning and Estimating =====
The project Initiation process has several inputs: [Project Scope Management > Initiation ]

Revision [588]

The oldest known version of this page was created on 2008-01-02 14:18:04 by StanKju
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