1. Project Management for Software Engineers (Summer 2017)
LECTURE 5
PHASE II – Project Planning
Scope Disintegration: W.B.S.
Thursday, July 05, 2017
(9:00 pm – 11:40 pm PST)
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/10/2018

2. PAHE II PROJECT PLANNING
Plan the work…
…work the plan
University of Southern California, Industrial & Systems Engineering
11/10/2018

3. SCOPE; the core of the Project
Any project Starts with the “SCOPE” and ends with the “SCOPE”
Optimize Scope During Life-Cycle
Define Scope
Manage Scope
Quality
Resources
Risk
Safety
Schedule
Cost
Disintegrate
Integrate
Managing Scope in life-cycle: Expectations should be re-aligned and integrated, as the project moves forward
W.B.S
(What)
Allocate, Monitor, Control, Optimize
O.B.S
(Who)
University of Southern California, Industrial & Systems Engineering
11/10/2018

4. Project Integration Management (Based on Chapter 4 of PMI PMBOK)
SIPOC5
Monitor & Control Project
Work
Physical Progress (%)
Initiation
Planning
Execution
Close-out
Data Date
Direct & Manage Project Work
SIPOC3
SIPOC6
Project Close-Out or
Phase-out
SIPOC2
Project Management Plan
SIPOC1
Project Charter
Project Management is a SIPOC process, composed on several micro-SIPOCs
SIPOC4
Integrated Change Control
Time
University of Southern California, Industrial & Systems Engineering
11/10/2018

5. Example: Project Management Plan
S  I  P  O  C
Organization
SM, Dep.s, Processes
Client
Deliverables & Req.s
Environment
Source: PMI PMBOK® GUIDE, 5th Edition, P.72
Organization
SM & PMO
Project
PM & his exec. team
Client
PM Team
Each SIPOC is developed based on a methodical & structured approach which is detailed by a process map, called “Data Flow Diagram”
For example, for the Project Management Plan…
University of Southern California, Industrial & Systems Engineering
11/10/2018

6. Project Management Data Flow Diagram
Project Charter is the primary prerequisite for any project
Project charter is a contract between the project owner and the project manager
Project Charter should explain the scope as clearly as possible
The level of details depends on the project characteristics
Handouts:
PMBOK SIPOCS
OTHER CHATER EXAMPLES
Source: PMI PMBOK® GUIDE, 5th Edition, P.72
University of Southern California, Industrial & Systems Engineering
11/10/2018

7. Project Charter Examples (Six-Sigma)
Basic
Typical
Elaborate
Handouts:
PMBOK SIPOCS
OTHER CHATER EXAMPLES
University of Southern California, Industrial & Systems Engineering
11/10/2018

8. It all starts with SCOPE!
Source: PMI PMBOK® GUIDE, 5th Edition, P.72
Once we develop a clear understanding of the project deliverables and requirements, we can start decomposing the project; i.e. developing the
Work Breakdown Structure
University of Southern California, Industrial & Systems Engineering
11/10/2018

9. What is the WBS? Let’s get chaotic!
WBS is like a Fractal; finding the self-affinity and decomposing into manageable work packages)
But WBS can not have “hundreds of iterations”, it’s only few levels
Self-similarity: The same breakdown for a branch (or some variations of it) is seen on multiple other branches
University of Southern California, Industrial & Systems Engineering
11/10/2018

10. Examples of WBS for… Planning a Career Day (Meredith, P. 236)
PC Prototype (Handout: Larson & Gray, P. 112)
House Cleaning Service
Construction of a house
Development of a Data Warehouse (Also see P.231 of Meredith)
Website Development
Showcasing a house for sale
Software Development Template: PM T&T, P. 109
University of Southern California, Industrial & Systems Engineering
11/10/2018

11. Example: Software Development
Two different companies may take totally different approaches to developing their WBS depending on their needs, structures, culture, etc.
Source: Software Development Template: PM T&T, P. 109
University of Southern California, Industrial & Systems Engineering
11/10/2018

12. How to do a better job? Clear understanding of the overall Scope
The more we know about our objectives and deliverables, the better we can decompose the project
Resource Availability
A general understanding of who’s, what’s, and when is the key to defining the proper level of WBS
Focus on Time & cost
Think ahead about time, cost, and sequence of tasks
EXPERIENCE COUNTS!
Repetition makes it MUCH easier
University of Southern California, Industrial & Systems Engineering
11/10/2018

13. Different dimensions of WBS?
DELIVERABLES
Natural execution sequence
Discipline
Life-Cycle
Phases
Location
Resources (RBS) Careful!
Responsible groups (linkage with OBS / RACI)  Careful!
Risk Profile (RBS)
Discuss integration of WBS & OBS (Larson & Gray)
Details level  Management level
University of Southern California, Industrial & Systems Engineering
11/10/2018

14. Some rules of thump* Design Strategies LEVELS:
Level 1: Major project-end deliverables
Level 2: Major Product Segments or subsections
Level 3: Decomposed components of Level 2
Design Strategies
Templates from similar (successful) projects
Top-down; major physical components
Bottom-up; aggregate pre-defined low-level elements
READ THE SCOPE / CONTRACT!
Breakdown to “Phases” (schedule-based milestones)
Source: Project Management Tools & Techniques, Carstens et. al, p. 98
University of Southern California, Industrial & Systems Engineering
11/10/2018

15. Now we have our FIRST Baseline!
Baselines are the blueprints for managing the project. They MUST be established BEFORE the project starts.
Baselines are not supposed to change, but they do more often than we want. A changed baseline signifies a drastic change in the project objectives
SCOPE BASELINE is the basis for all others:
Schedule Baseline
Budget Baseline
Risk Baseline
Any other Objective Baseline
University of Southern California, Industrial & Systems Engineering
11/10/2018

16. Embedded & Long-Term Objectives
What are the NEXT steps
Let’s look at PMBOK® structure (Handout):
Chapter 1 – Introduction
Chapter 2 – Organizational Influences & Project Life-Cycle
Chapter 3 – Project Management Processes & Interactions
Chapter 4 – Project Integration Management (handout)
Chapter 5 – Project Scope Management
Chapter 6 – Project Time Management
Chapter 7 – Project Cost Management
Chapter 8 – Project Quality Management
Chapter 9 – Project Human Resource Management
Chapter 10 – Project Communication Management
Chapter 11 – Project Risk Management
Chapter 12 – Project Procurement Management
Chapter 13 – Project Stakeholder Management S T C
Primary Objectives
Embedded & Long-Term Objectives
University of Southern California, Industrial & Systems Engineering
11/10/2018

17. Project Planning based on P.O.
Tomorrow’s Discussion
University of Southern California, Industrial & Systems Engineering
11/10/2018