Expert answer:Week 2 Assignment
Expert answer:Scope Statement, Work Breakdown Structure (WBS), and WBS dictionaryThis week’s focus is on project planning, which includes writing a clearly defined project scope statement, and then creating a WBS. Use the Cool Widgets scenario, required reading, and Weekly Lecture as the basis for this assignment.Create a clear scope statement for the Cool Widgets training project. Ensure your scope statement is specific, clear, and succinct to anyone who reads it (even to someone outside your project team). Review the scenario and see pages 121 to 123 in your text for more information on creating a good scope statement.Open the Project Status Report Template in Microsoft (MS) Word.Add your name (as the project manager).Enter today’s date. All project documents need to be dated. The projects status is a moment in time.Add the scope statement you created from the scenario.Select the overall status color and write it where indicated.Include the elements that are completed and any issues discovered in the appropriate areas in the template.Use the Snipping Tool (Links to an external site.)Links to an external site. or other tool to capture the relevant portion of the MS Project work breakdown structure (WBS) you created in this week’s lab, and copy and paste the WBS into the appropriate area in your Project Status Report.At the bottom of the report, create a WBS Dictionary.
week_2_lecture.docx
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Week 2 – Project Management’s Essential Elements
This week we continue with our examination of common elements in project
management.
Project Charter (Done in the Initiation Phase of the Project Life Cycle)
Larson and Gray (2014) and Project Management Institute (PMI) (2013) indicate that the
project charter is the initiating document that authorizes the project. PMI further
indicates that charter is issued by the sponsor. In practice though, the sponsors
probably won’t write out the project charter; instead, they will verbally go over the
charter with the project manager. The project manager will need to take the
information, write the charter, and then have it approved by the sponsors.
The Guide to the Project Management Body of Knowledge (PMBOK® Guide) by PMI
further identifies the major elements of a project charter which are:
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The project’s purpose or justification,
Measurable objectives and the criteria for success
High-level project description and boundaries
Project assumptions and constraints
High level schedule that identifies the projects key milestone
Summary budget
List of stakeholders
Requirements for the project to be deemed a success and by whom The project
manager and their level of responsibility
Name and responsibility of the sponsor or other person(s) authorizing the project
charter (PMI, 2017, pp. 81).
The project charter is one of the most important documents in project management. It
provides the project manager with the authority to proceed. The project charter is the
major outcome of the project defining or initiation process.
Project Scope (Created in the Planning Phase of the Project Life Cycle)
The project scope is a progressively elaborated version of the project charter.
The project scope outlines the project deliverables and “sets the stage for developing a
project plan” (Larson & Gray, 2014, p. 102). Project deliverables can be many things
including creating a new product, enhancing an existing service, improving an existing
process, or developing a new organizational structure (PMI, 2013). Larson and Gray
(2014, pp. 102-103) and the Project Management Institute (PMI, 2017, p. 155) both
outline the elements needed in a good project scope and charter.
There are some minor differences between the two perspectives. Larson & Gray’s project
scope has more detail and includes the project’s limits and exclusions, while PMI’s
project scope is used to elaborate on the project deliverable and the project focus. The
project scope an organization creates may include elements of both versions. However,
for this course, we will use PMI’s version.
The project scope may also be referred to as the Statement of Work (SOW). This term
can often be found in contracts, such as those for construction or engineering projects.
However, for discussion clarity in this course, we will refer to it as the project scope or
just ‘the scope’.
In general, the project charter is a high-level document that authorizes the project,
identifies the project scope, and provides a detailed description of the
deliverables. Note that the project deliverable is the major outcome of the project’s
initiation stage and the scope is a deliverable within the project management plan.
The Project Scope Statement
The project scope statement is a short statement that provides an overview of what the
project is. It is often 1-5 sentences that give the heart of the project. The scope
statement is often put at the top of all project documents (along with the project name,
date, and project manager) to define the project and keep the project’s scope
(objectives) in the forefront.
The project scope statement must stand on its own, meaning anyone who is unfamiliar
with the project can read it and understand what the project is. The project scope
provides:
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A description of the project
The project’s deliverables
What needs to be done to accept the project
What the project does not include (PMI, 2017, p 155)
In this week’s assignment, you will be writing a project scope statement for the Cool
Widget case study.
Work Breakdown Structure (WBS)
“A WBS dictionary s a document that describes the deliverables on the WBS in more
detail” (Schwalbe, 2016, p.129). The WBS dictionary clearly identifies and defines the
terminology, tasks, elements, and assumptions used in the WBS. It provides a glossary of
definitions and assumptions of the project so that all readers of the WBS understand the
content.
One of the major tools used to finalize a scope baseline is the work breakdown structure
(WBS). The WBS is a hierarchical structure that can be pictured similar to an
organization chart or an outline that you might develop before writing an assignment.
This is a simple example of a WBS that might be used for a home project. Projects are
made up of a list of major deliverables that include work packages.
The WBS is developed in terms of ‘deliverables’ rather than actions – notice that the top
elements in the example below are nouns, e.g. budget, lawn. A work package is the
lowest level of defined work where cost and duration can be managed (PMI, 2013,
p.128). This is where the actions take place – note that the work packages are described
by at least one verb and one noun, e.g. Obtain requirements, buy seed.
Back Yard Improvement Project
1. Create Budget
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1.1 Obtain project requirements (project charter)1.2 Visit stores and obtain costs
1.3 Interview contractors and obtain quotations
1.4 Put together a budget for the entire project
New Patio
2.1 Select Contractor
2.2 Finalize patio design
2.3 Get permits
2.4 Contractor builds patio
2.5 Accept/reject deliverable
Lawn
3.1 Buy seed
3.2 Prepare yard for seed planting
3.3 Plant seed
3.4 Water lawn
Flower Garden
4.1 Design flower garden
4.2 Buy flowers
4.3 Plant flowers
4.4 Water flowers
A WBS may also include other information including time estimates and task
responsibilities. The WBS then is used to populate and create the project schedule. A
WBS is also created so that each group of activities can be assign to individuals and/or
groups. A WBS can be created in Microsoft Project software (MS Project), many of the
alternative commercial/freeware programs or in an Excel worksheet.
Work Breakdown Structure in MS Project – This Week’s Lab
For your WBS assignment you will use MS Project in the virtual lab and create your WBS
using the Cool Widgets training scenario provided in the classroom. See pages 123-138
in your Schwalbe text for more information, examples, and best practices. Take extra
time reviewing page 128.
Note: Throughout this course, you will be updating and improving upon (adding Gantt
chart and critical path) and reusing the WBS you create this week. Spending a little extra
time now will save you work in the future. Remember to save your work inside Practice
Labs so you can access it again.
Remember all interactive assignments are due Friday.
Work Breakdown Structure Dictionary
Work breakdown structure (WBS) also has a WBS dictionary. A WBS dictionary
describes the deliverables on the WBS in detail (Schwalbe, 2016, p.129). The WBS
dictionary clearly identifies and defines the terminology, tasks, elements, and
assumptions used in the WBS. It provides a glossary of definitions and assumptions of
the project so that all readers of the WBS understand the content. See Schwable or the
PMBOK Guide for additional details on what is included in the WBS.
Project Status Report
The project status report is a vitally important document to the success of a project. The
status report gives sponsors and stakeholders informed and provides a clear picture of
the health and progress of the project. The status report also helps keep
miscommunication about the project to a minimum by setting expectations and
addressing issues as they arise. A clear project status report identifies the issues that
must be addressed to avoid impacting the completion date of the project. It also helps
minimize scope creep.
You will have the opportunity to create a WBS, a WBS dictionary, and a project status
report using the Cool Widgets scenario in the activities this week.
Key Terms This Week and Throughout the Course
Project
Projects are temporary activities with a distinct beginning and end (PMI, 2013) that are
set up to produce a “unique product, service, or result” (Larson & Gray, 2013, p. 6).
Projects are unique because they bring together people from multiple functions to work
outside of normal routines (PMI, 2013).
Project Charter
A project charter is a document that identifies the project and the business case for the
project. The project sponsor signs the project charter to kick off the project.
Project Management Institute® (PMI)
The Project Management Institute® (PMI) is the primary credentialing and certification
body in the project management field in the United States. PMI is also the creator of the
Project Management Body of Knowledge (PMBOK® Guide) which is an industry and an
American National Standard (ANSI) for project management terminology and practices
(PMI, 2013).
Project Management Plan
Think of it as the overall high level plan for the project that will be used as the baseline
to guide the project. The project management plan document briefly describes the
projects scope, timeline and costs (Schwalbe, 2016, p. 114-115).
Project Manager
A manager with the knowledge and specific skills to realize business value from projects
(McKay and Ellis, 2014).
Project Objective
The objective of the project or what are you trying to accomplish. This is one to four
sentences that tells what the project is trying to do. An objective answers the who,
what, when, and how much. This statement needs to be clear, succinct, and stand on its
own its own.
Project Scope
The document that outlines the description and requirements for the product or service
that the project team will deliver. The scope also defines what goes into the project,
which is called the statement of work (PMI, 2013, p. 68). A progressively elaborated
version of the project objective, the project charter, and the project scope statement.
The project scope is created in the planning phase of the project.
The project scope includes the project scope statement along with additional details
needed to work the project including the schedule management plan (think Work
Structure [WBS]). See the PMBOK® Guide for more information.
Project Scope Statement
The project scope statement is a short statement that provides an overview of the
project scope. It is often 1-5 sentences that give the heart of the project. The scope
statement is often included on all project documents to keep the project’s scope
(objectives) in the forefront.
Project Sponsor
The person, normally a company executive, who initiates the project, supports the
projects, and either provides or gains approval for financial resources.
Project Stakeholders
Internal or external individuals, groups, or organizations who may affected by the
project (PMI, 2013).
Project Status Report
The project status report is a vitally important document to the success of a project. The
status report gives sponsors and stakeholders informed and provides a clear picture of
the health and progress of the project. The status report also helps keep
miscommunication about the project to a minimum by setting expectations and
addressing issues as they arise. A clear project status report identifies the issues that
must be addressed to avoid impacting the completion date of the project. It also helps
minimize scope creep.
Strategy
How organizations decide how they will compete (Larson and Gray, 2013). It is also the
means for non-profits and governments to determine how they will serve their members
or citizens best with limited resources.
Work Breakdown Structure (WBS)
The WBS is a hierarchical breakdown of the project and the work the project team needs
to do (PMI, 2013, p. 202). A simple WBS can be created in MS Word or Excel. However,
many projects (including the project you will do in this course) will be done using a
specific project management software program.
Work Breakdown Structure Dictionary
A document that provides detailed information about the various deliverables,
activities, and schedules of each component of the project (PMI, 2013, p. 202). The WBS
dictionary helps the project document stand on its own and provides vital information
about the project. Deliverable, activity, and scheduling information about each
component in the work breakdown structure.
Work Package
The work that is the lowest unit of the work breakdown structure (PMI, 2013, p. 128).
Costs and time can easily be estimated and managed for the work package
References
Larson, E. W., & Gray, C. F. (2014). Project management: The managerial process (6th ed.).
New York: McGraw Hill.
McKay, D. & Ellis, T.J. (2014, January). Tracking the flow of knowledge in IT organizations;
The impact of organizational learning factors and project learning practices on project
success. Paper presented at the 47th Hawaii International Conference on Systems
Sciences, Kona, HI. Retrieve
from http://ieeexplore.ieee.org/xpl/articleDetails.jsp?tp=&arnumber=6759241&search
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C+Donald+S %29 (Links to an external site.)Links to an external site.
Project Management Institute (PMI). (2013). A guide to the project management body of
knowledge (PMBOK® Guide) (5th ed.). Newtown Square, PA: PMI.
Project Management Institute. (2017). A guide to the project management body of
knowledge (PMBOK®) (6th ed.). Newtown Square, Pa: Author. Retrieved from:
https://ashford.instructure.com/courses/1470/external_tools/retrieve?display=borderless
&url=https%3A%2F%2Flibrary.ashford.edu%2FAccount%2FLtiLogin.aspx%3Fcusto
m_redirectresource%3Dhttps%3A%2F%2Flibrary.ashford.edu%2Fezproxy.aspx%3Furl%3
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Schwalbe, K. (2016). Revised An introduction to project management fifth addition: With
a brief guide to Microsoft Project Professional 2016 (5th ed.). Minneapolis, MN:
Schwable publishing.
Tjahjana, L., Dwyer, P., Habib, M. (2009). The Program Management Office Advantage.
New York: American Management Association.
PMBOK® Guide is a registered mark of the Project Management Institute, Inc.
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