ProjectManagementDr.AnbangQiProf.ofInternationalBusinessSchoolofNankaiUniversityProjectManagementDr.AnbangQ1TheResourcesoftheMaterialsTheResourcesoftheMaterials21.ThehistoryofprojectmanagementTherearethreedifferenttimesOldtimes-before1940’sTraditionaltimes-1940’s-1980’sModerntimes-1980’stillnowTherearetwomainassociation:PMI-ProjectManagementInstituteIPMA-InternationalProjectManagementAssociation,beforecalledInternet.Chapter1–Introduction1.Thehistoryofprojectmana32.ModernProjectManagementTherearetwocharacteristicsforMPMEnlargedmanagementarea-from3to9areasExpendedtoallprojectsnotonlytheconstructionandengineeringprojects.BecomeadisciplineofManagementOperationorroutinemanagementProjectandprogrammanagementChapter1–Introduction2.ModernProjectManagementCh43.TheimportanceoflearningMPMAllthingsstartwithprojectandthenmayormaynottransitintooperations.Theprojectbecomethegreatmeansforacompanytomakeprofitintheknowledgeeconomysinceallinnovationsarerealizedthroughprojects.ThetopmanagementshoulddealwithexceptionsandthatneedPMP.Chapter1–Introduction3.Theimportanceoflearning5Chapter1–Introduction4.TheDefinitionofProjectProject–temporaryendeavorundertakentocreateauniqueproductorserviceHasadefinitebeginningandendandinterrelatedactivitiesUndertherestrictionofresourcesForsomepurposeofaorganizationorevenaperson.Chapter1–Introduction4.The65.TypicalProjectsR&DprojectsBPRandReorganizationInformationsystemintegrationConstructionandEngineeringScientificresearchandDissertationOlympicGamesandothersportsgamesEverykindshowsandperformanceChapter1–Introduction5.TypicalProjectsChapter1–7Chapter1–Introduction6.TheCharacteristicsofaProjectProductsorServiceareunique–characteristicsareprogressivelyelaboratedProgressively:proceedinginstepsElaborated:workedwithcareanddetailTheworkistemporary.TimelimitedThereareresourcerestriction.Chapter1–Introduction6.The87.TheDefinitionofProjectManagement

ProjectManagementistheoverallplanning,controlandcoordinationofprojectfrominceptiontocompletion.ProjectManagementfocusoncompletingprojecton-time,withintheallottedbudgetanddefinedscope,andsatisfyingtherequiredqualitystandard.Chapter1-Introduction7.TheDefinitionofProjectM9Chapter1-Introduction8.TheMethodsandToolsofPM

ProjectManagementshouldapplyofknowledge,skills,toolsandtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromadefinedproject–balancingandintegratingthefollowing:Scope,time,cost,andqualityStakeholders’expectationsRequirements(needs)vs.unidentifiedrequirements(expectations)Chapter1-Introduction8.The10Chapter1-Introduction9.ThedifferencebetweenProgramandProjectProgramsadoptnewsetofobjectivesandcontinuetowork;ProjectsceasewhendeclaredobjectiveshavebeenattainedProgramsaregroupsofprojectsmanagedinacoordinatedwaytoobtainbenefitsnotavailablefrommanagingtheprojectsindividuallyMostprogramshaveelementsofongoingoperationsSeriesofrepetitiveorcyclicalundertakingsProjectsisnoongoingoperation,areoftendividedinto“subprojects”formoremanageabilityOftencontractedouttoexternalorganizationsChapter1-Introduction9.The1110.ProjectManagementBodyofKnowledgeProjectintegrationmanagementProjectscopemanagementProjecttimemanagementProjectcostmanagementProjectqualitymanagementProjecthumanresourcemanagementProjectcommunicationmanagementProjectriskmanagementProjectprocurementmanagementAllthesemakeupaknowledgesystemofPMChapter1-Introduction10.ProjectManagementBodyof12ProjectCostManagement,ProjectTimeManagement,ProjectQualityManagementProjectRiskManagementProjectCommunicationManagementProjectProcurement

ManagementProjectIntegrationManagementProjectHumanResourceManagementProjectScopeManagementTheSystemofPMBOKProjectRiskManagementProject13

Generalmanagementknowledgeandpractices

Applicationareaknowledgeandpractices

GenerallyacceptedPMknowledgeandpracticesPMBOKTherelationshipoftheknowledgeGenerallyacceptedPMk14Chapter2–ProjectManagementContext1.ProjectLifeCycleProjectLifeCycledefinesortells:Thephasesoftheproject(time)Theworkperformedineachphase(work)Theinputandoutputofeachphase(result)Themilestoneofeachphase(endsign)CommonCharacteristicsofProjectLifeCycles:CostandStaffinglevelsarelowatstartandmovehighertowardstheendProbabilityofsuccessfullycompletingprojectislowatbeginning,highertowardstheendasprojectcontinuesStakeholderinfluenceishighatthebeginningandprogressivelylowersasprojectcontinuesChapter2–ProjectManagement15Phase1Phase2Phase3Phase4Project”go”decisionMajorcontractletInstallationsubstantiallycompleteFulloperationFeasibilitystudy－suggestion－feasibility－pre-design－approvePlanning&Design－tech-design－costestimate－scheduling－contracting－plandetailsExecution－fabrication－construction－installation－trialTurnover－finaltesting－maintenancePercentageComplete100%Phase1Phase2Phase3Phase4Pr16ProjectLifeCycleofDODofUSAforAcquisitionMilestone2DevelopmentApprovalMilestone0ConceptStudyApprovalMilestone1ConceptDemonstrationApprovalMilestone3ProductionApprovalMilestone4MajorModificationApprovalsConceptExplorationandDefinitionDemons-trationandValidationEngineeringandManufacturingDevelopmentProductionandDevelopmentOperationandSupportingDetermi-nationoftheMissionNeedPhase1Phase0Phase2Phase3Phase4ProjectLifeCycleofDODofU17Chapter2–ProjectManagementContext2.PhasesofaProjectProjectPhasesaremarkedbythecompletionofadeliverableTangible,verifiableworkproductReviewofdeliverablesandapproval/denialare“phaseexits,stagegates,orkillpoints”P(pán)hasesarecollectedintotheProjectLifeCycleSetofdefinedworkprocedurestoestablishmanagementcontrolChapter2–ProjectManagement18Chapter2–ProjectManagementContext3.StakeholdersofprojectsStakeholders:individualsandorganizationswhoareactivelyinvolvedintheprojectOftenhaveconflictingexpectationsandobjectivesIngeneral,differencesshouldberesolvedinfavorofthecustomer–individual(s)ororganization(s)thatwillusetheoutcomeoftheprojectStakeholdermanagementisaproactivetaskProjectMangersmustdetermineallstakeholdersandincorporatetheirneedsintotheprojectChapter2–ProjectManagement19Chapter2–ProjectManagementContext3.StakeholdersofprojectsStakeholdersare:OwnersSponsorCustomersEndUserContractor(PerformingOrganizations)SupplierProjectManagersProjectTeamsSocietyandCitizensOthers:governmentagentandsoonChapter2–ProjectManagement20OwnersProjectManagerSupplierEndUserCustomerSponsorSociety,CitizensProjectTeamsOthersTherelationshipofstakeholdersofprojectsOwnersProjectSupplierEndUser214.TheHierarchyofProjectOrganizationManagementChapter2–ProjectManagementContextStakeholdersManagementPerformingOrg.Mana.ProjectTeamMana.ProjectManager4.TheHierarchyChapter2–P22Chapter2–ProjectManagementContext5.OrganizationalSystemsTheorganizationalsystemofPerformingOrganizationisanveryimportantenvironmentfactorforaproject.Projectbasedvs.Non-ProjectBasedProjectBased–deriverevenuesfromperformingprojectsforothers(consultants,contractors),“managementbyprojects”Non-ProjectBased–seldomhavemanagementsystemsdesignedtosupportprojectneeds(manufacturing,financialservices)Chapter2–ProjectManagement23Chapter2–ProjectManagementContext5.OrganizationalSystemsOrganizationalCulturesandStyles:EntrepreneurialfirmsmorelikelytoadopthighlyparticipativeProjectManager–accepthigherrisk/rewardHierarchicalfirmslesslikelytoadoptparticipativeProjectManager–takefewerrisksChapter2–ProjectManagement24Chapter2–ProjectManagementContext6.OrganizationalStructuresFunctionalOrganizationMoreemphasisonfunctions,Specialists1supervisor–NocareerpathinPMProjectizedOrganizationEfficientOrganizationLackofProfessionalismEffectiveCommunication,DuplicationoffunctionsMatrixOrganizationVisibleObjectivesPMControl–Morethan1boss,PotentialforconflictMoresupport–MorecomplextocontrolToughresourceallocation,InformationdistributionCoordination–Policies&ProceduresChapter2–ProjectManagement25STAFFSTAFFSTAFFPLineDepartmentLineDepartmentChiefExecutiveFunctionalManagerLineDepart.DirectorFunctionalManagerSTAFFSTAFFPSTAFFPSTAFFPSTAFFSTAFFPSTAFFSTAFFPSTAFFPProjectCoordinationFunctionalandLinerOrganizationSTAFFSTAFFSTAFFPLineDepartm26STAFFSTAFFSTAFFSTAFFChiefExecutiveProjectManagerFunctionalManagerProjectManagerProjectManagerSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFProjectCoordinationProjectizedOrganizationSTAFFSTAFFSTAFFSTAFFChiefExec27ChiefExecutiveLineDepartmentLineDepart.DirectorLineDepartmentFunctionalManagerFunctionalManagerFunctionalManagerProjectManagerProjectManagerProjectManagerSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPProjectCoordinationMatrixOrganizationChiefExecutiveLineDepartment28FunctionalManagerLineDepart.DirectorLineDepartmentLineDepartmentFunctionalManagerSTAFFPChiefExecutiveCompositeOrganizationFunctionalManagerManagerofProjectManagersProjectManagerProjectManagerProjectManagerSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPSTAFFPProjectCoordinationProjectCoordinationFunctionalLineDepart.LineDep29Chapter2–ProjectManagementContext7.ProjectManagementSkillsGeneralBusinessManagement(consistentlyproducingresultsexpectedbystakeholders)Leading(establishingdirection,aligningresources,motivating)Communicating(clear,unambiguous,andcomplete)Negotiating(conferringwithotherstoreachanagreement)ProblemSolving(definitionanddecisionmaking)DistinguishcausesandsymptomsIdentifyviablesolutionsInfluencingOrganization(understandingpowerandpolitics)Chapter2–ProjectManagement30Chapter2–ProjectManagementContext8.SocioeconomicInfluencesStandards–documentapprovedthatprovidescommon,repeateduse,rulesandguidelinesRegulations–documentthatidentifiesproducts,servicesorcharacteristicsStandardsoftenbecomeactualregulationsInternationalizationCulturalInfluencesChapter2–ProjectManagement31Chapter3–ProjectManagementProcessesProjectManagementrequiresactivemanagementofProjectProcessesSeriesofactionsthatachievearesultProjectManagementProcessesDescribingandorganizingtheworkProduct-OrientedProcessesSpecifyingandcreatingtheproductChapter3–ProjectManagement321.TheProcessesofProjectLifeCycleProductionorientedprocessManagementorientedprocessTotalProjectLifeCycleProductionorientedprocessManagementorientedprocessTurnoverProjectlifecycleincludingtheoperationphasesGeneralprojectLCOperationphasesChapter3–ProjectManagementProcesses1.TheProcessesofProjectL33Chapter3–ProjectManagementProcesses2.ManagementProcessGroups:Initiatingprocesses:recognizingaprojectorphaseshouldbeginPlanningprocesses:devisingandmaintainingaworkableplanExecutingprocesses:coordinatingresourcestoexecutetheplanControllingprocesses:ensuringprojectobjectivesaremet;monitoring,correctingandmeasuringprogressClosingprocesses:formalizedacceptanceChapter3–ProjectManagement34Chapter3–ProjectManagementProcesses3.TheRelationshipofProcessGroupsProcessGroupsarelinkedbytheresultseachproducesProcessGroupsareoverlappingactivitieswithvariouslevelsofintensityProcessGroupinteractionscrossphases–“rollingwaveplanning”Individualprocesseshaveinputs,toolsandtechniques,andoutputs(deliverables)Chapter3–ProjectManagement35LinksAmongProcessGroupsinaPhaseClosingProcessesControllingProcessesExecutingProcessesPlanningProcessesInitiatingProcessesChapter3–ProjectManagementProcessesLinksAmongProcessGroupsin36ClosingProcessesControllingProcessesExecutingProcessesPlanningProcessesInitiatingProcessesClosingProcessesControllingProcessesExecutingProcessesPlanningProcessesInitiatingProcessesDesignPhaseImplementationPhaseInteractionbetweenPhasesofaprojectChapter3–ProjectManagementProcessesClosingControllingExecuting37控制過(guò)程PlanningProcessExecutingProcessClosingProcessInitiatingProcessLevelofActivityPhaseStartPhaseFinishOverlapofProcessGroupsinaPhaseofaprojectControllingProcessChapter3–ProjectManagementProcesses控制過(guò)程PlanningExecutingClosing38Chapter3–ProjectManagementProcesses

4.TheInitiatingProcessesCommittingtheorganizationtobeginaprojectoraphaseofaprojectDecision,Initiation,High-levelplanning,CharterMakingChapter3–ProjectManagement395.PlanningProcessesCorePlanningScopePlanning–writtenstatementScopeDefinition–subdividingmajordeliverablesintomoremanageableunitsActivityDefinition–determinespecifictasksneededtoproduceprojectdeliverablesActivitySequencing–plottingdependenciesActivityDurationEstimating–determineamountofworkneededtocompletetheactivities(continued)Chapter3–ProjectManagementProcesses5.PlanningProcessesChapter340Chapter3–ProjectManagementProcesses5.PlanningProcessesCorePlanningScheduleDevelopment–analyzeactivitysequences,duration,andresourcerequirementsResourcePlanning–identifywhatandhowmanyresourcesareneededtoperformtheactivitiesCostEstimating–developresourceandtotalprojectcostsCostBudgeting–allocatingprojectestimatestoindividualworkitemsProjectPlanDevelopment–takingresultsfromotherplanningprocessesintoacollectivedocumentChapter3–ProjectManagement41Chapter3–ProjectManagementProcesses5.PlanningProcessesFacilitating(Planning)ProcessesQualityPlanning–standardsthatarerelevanttotheprojectanddetermininghowtomeetstandardsOrganizationalPlanning–identify,document,andassigningprojectrolesandresponsibilitiesStaffAcquisition–obtainingthehumanresourcesCommunicationsPlanning–determiningrulesandreportingmethodstostakeholders(continued)Chapter3–ProjectManagement42Chapter3–ProjectManagementProcesses5.PlanningProcessesFacilitating(Planning)ProcessesRiskIdentification–determiningwhatislikelytoaffecttheprojectanddocumentingtheserisksRiskQuantification–evaluatingrisksandinteractionstoaccessthepossibleprojectoutcomesRiskResponseDevelopment–definingenhancementstepsandchangecontrolmeasuresProcurementPlanning–determiningwhattobuyandwhenSolicitationPlanning–documentingproductrequirementsandidentifyingpossiblesourcesChapter3–ProjectManagement43Chapter3–ProjectManagementProcesses5.PlanningProcessesTheorderofplanningevents:ScopeStatement CreateProjectTeamWorkBreakdownStructureWBSdictionaryFinalizetheteamNetworkDiagramEstimateTimeandCostCriticalPathScheduleBudget(continued)Chapter3–ProjectManagement445.PlanningProcessesTheorderofplanningevents(continued)ProcurementPlanQualityPlanRiskIdentification,quantificationandresponsedevelopmentChangeControlPlanCommunicationPlanManagementPlanFinalProjectPlanProjectPlanApprovalKickoffChapter3–ProjectManagementProcesses5.PlanningProcessesChapter345Chapter3–ProjectManagementProcesses6.ExecutingProcessesProjectPlanExecution–performingtheactivitiesCompleteWorkPackagesInformationDistributionScopeVerification–acceptanceofprojectscopeQualityAssurance–evaluatingoverallprojectperformanceonaregularbasis;meetingstandardsTeamDevelopment–developingteamandindividualskillsetstoenhancetheprojectProgressMeetings(continued)Chapter3–ProjectManagement46Chapter3–ProjectManagementProcesses6.ExecutingProcessesInformationDistribution–makingprojectinformationavailableinatimelymannerSolicitation–obtainingquotes,bids,order,proposalsasappropriateSourceSelection–chooseingappropriatesuppliersContractAdministration–managingvendorrelationshipsChapter3–ProjectManagement47Chapter3–ProjectManagementProcesses7.ControllingProcessesToregularlymeasureprojectperformanceandtoadjustprojectplanTakepreventiveactionsinanticipationofpossibleproblemsOverallChangeControl–coordinatingchangesacrosstheentireprojectplanScopeChangeControl–controlling“scopecreep”ScheduleControl–adjustingtimeandprojectscheduleofactivities(continued)Chapter3–ProjectManagement48Chapter3–ProjectManagementProcesses7.ControllingProcessesCostControl–managingprojectbudgetQualityControl–monitoringstandardsandspecificprojectresults;eliminatingcausesofunsatisfactoryperformancePerformanceReporting–status,forecasting,andprogressreportingscheduleRiskResponseControl–respondingtochangesinriskduringthedurationoftheprojectChapter3–ProjectManagement49Chapter3–ProjectManagementProcesses8.ClosingProcessesAdministrativeClosure–generatingnecessaryinformationtoformallyrecognizephaseorprojectcompletionContractClose-out–completionanddeliveryofprojectdeliverablesandresolvingopenissuesProcurementAuditsProductVerificationFormalAcceptanceLessonsLearnedUpdateRecordsArchiveRecordsReleaseTeamChapter3–ProjectManagement50Chapter3–ProjectManagementProcesses9.TheSkillsforProcessofGroupsInfluencingtheorganizationLeadingProblemSolvingNegotiatingCommunicatingMeetingsProjectSelectionTechniquesComparativeApproach(similarprojects)ConstrainedOptimization(mathematicalapproach)Chapter3–ProjectManagement51Chapter3–ProjectManagementProcesses10.CustomizingProcessIntegrationNotalloftheprocesseswillbeneededonallprojects,andnotalloftheinteractionswillapplytoallprojects.KeyaspectofscopeverificationiscustomeracceptanceRememberthatonly26%ofprojectsaresucceedChapter3–ProjectManagement521.ProjectScopeManagementItistheprocessesrequiredtoensurethattheprojectincludesall,andonly,workrequiredItisusedtodefinewhat“is/isnot”includedintheprojectTheprojectscopeshowstheworkthatmustbedoneandmeasuredagainstprojectplanTheproductscopedefinesfeaturesandfunctionsincludedintheproductorservice,andthatismeasuredagainstrequirementsItisprimarilyconcernedwithdefiningandcontrollingwhatisorisnotincludedintheproject.Chapter4–ProjectScopeManagement1.ProjectScopeManagementCha53ProjectScopeManagementDefinedprojectscopeOwner’sexpectationActualresultChapter4–ProjectScopeManagementThephilosophyofprojectscopemanagementProjectScopeManagementDefine54

1.ProjectScopeManagement

Thereare5projectscopemanagementprocesses.Theyare:1.Initiation-committingtheorganizationtobeginthenextphaseoftheproject.2.ScopePlanning-developingawrittenscopestatementasthebasisforfutureprojectdecisions.3.ScopeDefinition-subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents.4.ScopeVerification-formalizingacceptanceoftheprojectscope.5.ScopeChangeControl-controllingchangestoprojectscope.

Chapter4–ProjectScopeManagement1.ProjectScopeManagementC551.ProjectScopeManagement

Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindividualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgenerallyoccursatleastonceineveryprojectphase.Chapter4–ProjectScopeManagement1.ProjectScopeManagementCh562.InitiationProcessAprocessofformallyrecognizingthatanewprojectexists,oranexistingprojectcontinuetonextphaseItinvolvesfeasibilitystudy,preliminaryplan,orequivalentanalysisAuthorizedasaresultof:MarketDemand,BusinessNeed;CustomerRequest,TechnologicalAdvance;LegalRequirementorothersChapter4–ProjectScopeManagement2.InitiationProcessChapter4572.InitiationProcessInputs:ProductDescription–characteristicsoftheproduct/servicethattheprojectwastocreateLessdetailinearlyphases,morecomprehensiveinlatterInitialproductdescriptionisusuallyprovidedbythebuyerStrategicPlan–supportiveoftheorganization'sgoalsProjectSelectionCriteria–definedintermsoftheproductandcoversrangeofmanagementconcerns(finance,market)HistoricalInformation–resultsofpreviousprojectdecisionsandperformanceshouldbeconsideredChapter4–ProjectScopeManagement2.InitiationProcessChapter4582.InitiationProcessTools&TechniquesProjectSelectionMethods:Benefitmeasurementmodels–comparativeapproaches,scoringmodels,economicmodelsConstrainedoperationmodels–programmingmathematicalDecisionmodels–generalizedandsophisticatedtechniquesExpertjudgmentBusinessUnitswithspecializedskillsConsultantProfessionalandTechnicalAssociationsDelphiTechniqueChapter4–ProjectScopeManagement2.InitiationProcessChapter4592.InitiationProcessOutputsProjectCharter–formallyrecognizesproject,createdbyseniormanager,includes:Businessneed/BusinessCaseProductdescription&titleSignedcontractProjectManagerIdentification&AuthoritylevelSeniorManagementapprovalProject’sGoalsandObjectivesConstraints–factorsthatlimitprojectmanagementteam’soptionsAssumptions–factorsthatareconsideredtrueforplanningpurposes.Involveadegreeofrisk(continued)Chapter4–ProjectScopeManagement2.InitiationProcessChapter4603.ScopePlanningScopePlanning–aprocessofdevelopingawrittenstatementasbasisforfuturedecisionsCriteriatodetermineiftheprojectorphaseissuccessfulInputs:ProductdescriptionProjectCharterConstraintsAssumptionsChapter4–ProjectScopeManagement3.ScopePlanningChapter4–P613.ScopePlanningTools&TechniquesProductAnalysis--developingabetterunderstandingoftheproductoftheprojectCost/BenefitAnalysis–estimatingtangible/intangiblecostsandreturnsofvariousprojectalternativesandusingfinancialmeasurestoassessdesirabilityAlternativesIdentification–generatedifferentapproachestotheproject;“brainstorming”ExpertJudgmentChapter4–ProjectScopeManagement3.ScopePlanningChapter4–P623.ScopePlanningOutputsScopeStatement–documentedbasisformakingprojectdecisionsandconfirmingunderstandingamongstakeholders.Includes:Projectjustification–evaluatingfuturetrade-offsProjectProduct–summaryofprojectdescriptionProjectDeliverables–listofsummaryofdeliveryitemsProjectObjectives–quantifiablecriteriametforsuccess.Supportingdetail–includesdocumentationofallassumptionsandconstraintsScopeManagementPlan–howprojectscopeismanaged,changecontrolprocedure,expectedstability,changeidentificationandclassificationControlwhatis/isnotintheproject;preventsdelivering“extra”benefitstothecustomerthatwerenotspecified/requiredChapter4–ProjectScopeManagement3.ScopePlanningChapter4–P634.ScopeDefinitionSubdividingmajordeliverablesintosmaller,manageablecomponentsImproveaccuracyofcost,time,andresourceestimatesDefineabaselineforperformancemeasurementClearresponsibilityassignmentsCriticaltoprojectsuccess–reducesriskofhighercost,redundancy,timedelays,andpoorproductivityDefines“what”youaredoing;WBSisthetoolChapter4–ProjectScopeManagement4.ScopeDefinitionChapter4–644.ScopeDefinitionInputs:ScopeStatementConstraints–considercontractualprovisionsAssumptionsOtherPlanningOutputsHistoricalInformationChapter4–ProjectScopeManagement4.ScopeDefinitionChapter4–654.ScopeDefinitionTools&TechniquesWorkBreakdownStructureTemplatesDecompositionThemainworksinscopedefinitionMajorprojectdeliverablesandmanagementapproachDecidecostanddurationestimatesTangibleandverifiableresultstoenableperformancemanagement,howtheworkwillbeaccomplishedVerifycorrectnessofdecomposition-Allitemsnecessaryandsufficient?Clearlyandcompletelydefined?Appropriatelyscheduled,budgeted,assigned?Chapter4–ProjectScopeManagement4.ScopeDefinitionChapter4–664.ScopeDefinition

OutputsWorkBreakdownStructure(WBS)adeliverable-orientedgroupingofprojectassignmentsthatorganizesanddefinesthescopeoftheprojectEachdescendinglevelrepresentsfurtherdetail;smallerandmoremanageablepiecesEachitemisassignedauniqueidentifiercollectivelyknownas“codeofaccounts”WorkBreakdownStructureDictionary(WBSD)AllworkelementdescriptionsincludedinaWBSD(work,scheduleandplanninginformation)Otherformats:ContractualWBS,Organizational(OBS),Resource(RBS),BillofMaterials(BOM),Project(PBS)–similartoWBSChapter4–ProjectScopeManagement4.ScopeDefinitionChapter467SoftwareDevelopmentProjectProjectManagementProductRequirementSystemDesignTrainingandTransmittingConstruction&IntegrationTimequalityCostOwner’sRequir.EndUser’sRequir.AnalysisResultLogicSysDesignPhysicSysdesignSystemDesignProg-rammingInteg-ratingTestingUserDocu-mentationTrainingProgramTransmittingProgramAnillustrationoftheWBSforasoftwaredevelopmentprojectScopeSoftwareDevelopmentProjectPr685.ScopeVerificationInputsScopeDefinitionWorkResults–WBS,WBSDProductDocumentation–descriptionavailableforr