Module 5 Session 5.3 Visual 1 Module 5 Refining Objectives, Scope, and Other Project Parameters...

Module 5 Session 5.3 Visual 1

Module 5

Refining Objectives, Scope, and Other Project Parameters

Session 5.3 Preparing the Product and Process Structures


Module 5

Module 6

Module 7

Module 5Review PAR refine key parameters

Module 6Continue refining

Module 7Produce detailedschedule

The product and process structureProject analysis report (PAR)

(approval document)

Productstructure

Other key project

parameters

Work breakdown structure (WBS)

Responsibility matrix

Master summary schedule

Activity-based schedule (CPM)

Project implementation plan

Processstructure


Product structure

Process structure

for implementation

Instructional objectives

Create (refine) a product and process structure for a project

Describe how the control period relates to the level of detail used on the product and process structures

• Objectives

• Deliverables

• Life-cycle phases

PAR

The learner will be able to:


Product structure: a hierarchicaldescription of the major components of each project deliverable or

end item

Component: a major part of a deliverable

Subcomponent: a part of a component

Element: a part of a subcomponent

Each phase may have different deliverables

The product structure


Characteristics of the product structure

Hierarchical structure (top-down)

Each level describes the major parts of the immediately preceding level

Each product piece has one and only one place

Outline format is typical (can be a tree diagram)

Most have 3 to 6 levels of detail

Only nouns appear on product structure


Simplified product structure of a house project

0 House project1.1 House (Structure)

1.1.1 Site1.1.2 Foundation1.1.3 Frame1.1.4 Roof1.1.5 Systems

1.2 Landscaping1.3 Manuals

Level

Levelname

0

Projectname

1

Deliverables

2

Component

3

Sub-component


Product structure: benefits

Clarifies scope (deliverables)

Helpful for all size projects

Essential for projects with many or complex deliverables

Promotes shared understanding

Reduces errors of omission

Serves as multipurpose common framework


The process structure

A planned life cycle promotes efficiency, productivity, and quality. Define milestones (major events)

Specify decision gates

Specify documentation requirements for gates

Agree on decision makers and participants at gates

Agree on criteria for decision making

Design Build Inspect Terminate

The process structure: The sequence of actions that result in creation of the deliverables


Process structure benefits

Improves project quality, efficiency, and productivity

Reduces errors of omission

Creates a game plan that clarifies expectations and promotes coordination


Formal process structure benefits

Improves overall communication and contact

Common framework and vocabulary for phases, subphases, process elements, and decision points

Consistency in naming activities during detailed scheduling

Clarifies expectations

Sets up creation of master summary schedule (module 6)

The project team should always plan the process structure carefully


Level of detail

Product structure?

Process structure?

How far do we go?

Influenced by control period—how frequently progress is measured


Projects have several levels of detail

Top Months

Middle

Operating

Weeks

Days

Different levels of management need different amounts of detail

* This is called levels of indenture*

Management level

Control period SUMMARY PLAN

DETAILED PLAN

Weeks

Month

Days


How much disaggregation is enough?

Time

Product structure Process structure (life cycle)

Deliverable (House)

Component (Roof) Component

Subcomponent

(Rafters)

Subcomponent

(Shingles)

Subcomponent

(Plywood skin)

Phase 1 Phase 2 Phase 3

Subphase Subphase

Element Element Process

element

Subelement Subelement

Process

element

Process

element

Process

element


Setting level of detail

A) Control period– How frequently do I measure progress?

– Time interval between measurements

E) Detailed schedule– Unit of time for activity-level planning

(module 7)

– What pieces of work should I measure?

B) Level of detail

C) Product structure

Process structure

D) Disaggregation

(modules 6 and 7)

THINKTHINKAHEADAHEAD


Control period and level of detail

Shorter control periods usually need more detail

Longer control periods usually need less detail

Rule of thumb: Unit of time for activities is always one level less than control period’s

Control period

Quarter

Month

Week

Day

Activity unit of time

Months

Weeks

Days

HoursDAYS

WEEKS

M T W Th F

1 2 3 4

1 2 3

QUARTER

MONTH


M6M6

Control period, activity duration, and management control

Situation Illustration

Management impact(Middle management)

Activity 1Activity 1

A) Control period smaller

than activity duration

Control period: month

Activity duration: quarters

No control Not enough detail No insight on progress until month 4

Activity 2Activity 2

M1M1 M2M2 M3M3 M4M4 M5M5



B) Control period equal to

activity duration


Activity duration: months

M1 M2 M3 M4 M5 M6

A1.1A1.1 A1.2A1.2 A1.3A1.3

Weak control





C) Control period about 1 unit greaterthan activityduration


Activity duration: weeks

Strong control Appropriate detail



M1 M2

A1.11A1.11 A1.12A1.12 A1.13A1.13

A2.20A2.20 A2.21A2.21


Weak control Too much detail




D) Control period much greater than activity duration


Activity duration: days

A1.03

M1

A1.01 A1.02 A1.30


Influences on length of control period

Level of management

Length of project

Degree of risk

Level of experience of workers


Control period and level of management

Control period varies with management levels

Closer to the work, the shorter the control period

Control periodTopmanagement

Operational

Time

House project

Owner: Weekly reports “Is the roof on?”

Contractor: 2 days “Are the shingles laid?”

Subcontractor: Twice per day “How many square feet are finished?”


Control period and project length

Control period related to length of project

Shorter projects usually have shorter control periods

Longer projects usually have longer control periods

Length of project (3 months)

Weekly control period

Activities inday units

Length of project (3 years)

M1 M2 M3 Y1 Y2 Y3

Monthlycontrol period

Activities inweekly units


Control period and risk The greater the risk, the shorter the control period

Shortening the control period can provide greater control

Redefining the control period influences the level of detail needed

Problems can result in resetting the control period

1 Day

New controlperiod

2 Days

Old control period


Control period and experience

Worker experience influences control period

Experiencedworkers

Need lesssupervision

Longercontrolperiod

Lessdetail

Inexperiencedworkers

Need moresupervision

Shortercontrolperiod

Moredetail


Projectimplementation

plan

Management level

Length

Risk

Experience

Product structureProcess structure

Planning framework(module 6)

Activity-basedscheduling

Summary: Control period or level of detail

Control period

Level of detail

Module 5

Module 6

Module 7

Unit of timefor activities


Optional discussion questions


OBJECTIVES

DELIVERABLES

A five-room house.

House (structure)

Landscape

Manuals

PRODUCT STRUCTURE

OTHER SECTIONS

PARPARPARPAR

Creating the product structure Start with the deliverables

Review other sections


House product structure0 House project

1.1 House (Structure)

1.2 Landscape

1.3 Manuals

Level 0 1DeliverablesProject


1.2 Landscape

1.3 Manuals

Level 0 1DeliverablesProject

House product structure (continued)


1.1.1 Site1.1.2 Foundation1.1.3 Frame1.1.4 Roof 1.1.5 Systems

1.2.1 Plantings1.2.2 Lawn



1.1.1 Site1.1.2 Foundation1.1.3 Frame1.1.4 Roof 1.1.5 Systems

1.2 Landscape

1.3 Manuals

1.2.1 Plantings1.2.2 Lawn

Level 0 1 2 3

1.1.5.1 Electrical1.1.5.2 Plumbing1.1.5.3 Telephone

House product structure (continued)


Creating the process structure

PARPAR

2 months

PlanPlan3 months

ConstructConstruct

1 week

InspectInspect

1 week

TerminateTerminate

Start with the project schedule in the PAR

Develop detail through team discussion

For each (sub)phase, clarify: Actions

Decision gates

Documentation

Personnel involved

Criteria for decision making

Project schedule for implementation phase


Implementation process - house project

Plan Construct Inspect Terminate

Implementation phase


More detail improves control

= milestone

Plan Construct Inspect Terminate

Mobilize Procure Build Clean up

Implementation phase

End projectStart operations

Plans approved Facility complete

Subphase

Process elements


Summary - Module 5 Goal: Organize and disaggregate work for better

planning and control

The product and process structures createa framework for disaggregation

The level of detail is related to the control period

The length of the control period isinfluenced by: Level of management

Length of project

Degree of risk

Level of experience of the workers


Summary - Module 5 (continued)

The analysis of the product and process structures yields: Shared understanding of deliverables and processes

Fewer errors of omission

Improved team communication, coordination, and control

The development of the product and process structures should be a team effort

Refining key project parameters and the PAR is necessary The PAR can be out of date

The PAR is not sufficiently detailed

The team needs to develop a shared understanding



Refining the PAR is beneficial

Common vocabulary

Shared understanding of objectives

Reduced miscommunication

Increased commitment

Better alignment within team

Greater efficiency and productivity



Review the PAR systematically: Analyze

Escalate

Document

Projects are special undertakings Temporary

Problem or need-oriented

No two are exactly alike

Every project should be carefully planned and systematically managed


Module 5

Module 6

Module 7

Module 5Review PAR refine key parameters

Module 6Continue refining

Module 7Produce detailedschedule


Project analysis report (PAR)(approval document)

Productstructure

Other key project

parameters

Work breakdown structure (WBS)

Responsibility matrix

Master summary schedule

Activity-based schedule (CPM)

Project implementation plan

Processstructure


End-of-module discussion questions

How does the length of the control period influence the level of detail of the product and process structures?

Comment on the value of developing well-defined product and process structures.


End-of-module discussion questions (continued)

What would the product and process structures look like for an education project, such as a new mathematics curriculum for a high school?

Module 5 Session 5.3 Visual 1 Module 5 Refining Objectives, Scope, and Other Project Parameters...

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Transcript of Module 5 Session 5.3 Visual 1 Module 5 Refining Objectives, Scope, and Other Project Parameters...