Project Scope Statements

During this evening presentation (Wednesday: 9.00pm-11.20pm), there are many of you didn't mention about the project scope statements. Project scope statements are very important while building your WBS. Project scope statement is one of the key input in WBS together with 'Requirements Documentations' and 'Organizational Process Asset'.

A detailed project scope statements contains six elements:
1. product scope description (details all the features and function a product must have)
2. project deliverables (details all the work that needs to be done to complete the project)
3. product acceptance criteria (outline the requirement the project must meed before stakeholders accept the final product or service)
4. project constraints (specify the limitations and restrictions the project faces)
5. project assumption (factor that are considered to be true about a project)
6. project exclusions (clearly stipulate what is not included in the project)

Questions?
How do the elements of project scope statements contribute to creating the WBS?

Answers?
-project deliverables assist in identifying what tasks should be included in the WBS
-the product scope description assists in the process of breaking down deliverables in the WBS
-project exclusions help identifying what tasks are not appropriate to include in the WBS


Regards


MZA

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Why WBS

You use a WBS to plan and monitor projects, others;
-defining roles and responsibilities
-allowing better control
-facilitating project scheduling
-facilitating accurate cost estimates

To create a WBS, you decompose a project into high-level categories like phases, deliverables or sub-projects, based on the nature of a project. Once you have define the upper level of decomposition, you break these down into tasks, sub-tasks, and work packages, which are the smallest units of work.

The top level in any WBS is the project name, which represent the ultimate goal of the project. This is called Level 1. This is the starting point for the breakdown you will create.

It's at the second level that you have to decide how best to structure project work. This means identifying the broadest division you can break it down into.

There is no right and wrong method of structuring a WBS. It will depend on the size and nature of the project, and on a company or personal preferences. For example, you might choose to structure the second level of a WBS in different ways:
-Phases
-Major deliverables or sub-projects
-External sub-projects

Once you have decided on the upper structure for a WBS, you need to break it down into task, sub-task and work packages.

Tips:
-turn WBS 90' and you will get project form start to finish
-WBS should identify work product (deliverables: result of the effort)
-list your components as nouns instead of verbs (WBS tell you what should be achieved)

Regards

MZA

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PM-WBS Question

Description:

As part of a project to build a sports stadium you're managing a sub-project to construct the automatic all-whether roof. Level 2 of the WBS displays the phases manufacturing, electronic and controls and testing. Level 3 contains two deliverables for electronics and controls, wiring and computerization. The WBS dictionary describes the work the computerization deliverable requires as installing the management hardware and software, and customizing the installation.

You are required to:
1. Construct the WBS
2. Determine the dependencies on Level 3
3. Create the WBS dictionary

MZA

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