Professional Documents
Culture Documents
PCM-3
PCM-3
PCM-3
and Contract
Management
Scope
What is included and what is not
included in the project?
Scope Components
Requirements Documentation
WBS explains/details the project scope WBS is created at the start of the project WBS represents a clear description of
and is Progressively Elaborated the project deliverables and scope
Hierarchical decomposition of the total scope of work to be Each descending level of the WBS represents an increasing
carried out by the project team to accomplish the project detailed definition of the project work
objectives and create the required deliverables
WORK
Supports the definition of all work required to Constructed to illustrate and define the Is linked to an objective or tangible result that
achieve an objective, tangible result hierarchy of deliverables. Organization into is refereed to as a deliverable
“Parent-Child” relationship
WBS can be thought of as a “Deliverable”
breakdown structure
WORK
BREAKDOWN WBS is a deliverable-oriented hierarchical
decomposition of the work to be executed by the
STRUCTURE project team
• A term used for work • An entry in the WBS • Any single WBS
• Meaning and that can be at any Component and its
placement of the level associated WBS
word varies with attributes contained
application area, within an individual
industry and brand of WBS
project management
software
WBS Levels
Depth of a WBS is
dependent upon Multi-level hierarchy The specific number of
• The size of the project describing the entire scope levels should be appropriate
• The complexity of the project to be accomplished by the for effective management of
• Level of detail needed to plan and performing organization the project
manage it
The 100% Rule
The sum of the work at the “child” level must equal 100% of the work represented by the
“parent”
The WBS should not include any work that falls outside the actual scope of work, i.e., it
cannot include more than 100% of the work
100% rule applies to activity level: The work represented by the activities in each work
package must add up to 100% of the work necessary to complete the work package
The 100% Rule
Work Package
A DISTINCT, SCHEDULED WORK PACKAGE WORK PACKAGES DEFINE ACTIVITIES ARE THE SO PLANNED WORK IS
PORTION OF WORK DECOMPOSITION RESULT THE PROJECT AND ACTIONS TO COMPLETE CONTAINED IN THE
PERFORMED DURING THE IN ACTIVITIES THAT NEED PRODUCT DELIVERABLES THOSE DELIVERABLES LOWER LEVEL OF WBS
COURSE OF A PROJECT TO BE SCHEDULED (WHAT?) (HOW?) KNOWN AS WORK
PACKAGE AND DURING
SCHEDULING THESE
WORK PACKAGES ARE
FURTHER DECOMPOSE TO
ACTIVITIES
CONSEQUENCES OF A POORLY DEVELOPED
WBS
Often project failures are Incomplete Project Unclear work Scope Creep or
traced back to poorly Definition leading to assignments, goals, unmanageable,
developed or nonexistent ongoing project objectives or frequently changing
WBS extensions deliverables scope
Capital requirements
Types of Requirements
Non-production requirements
Purchase Specifications (Discussion Points)
Safety
Size Colour Durability Flexibility
requirements
Conditions of
Labeling ....
use
Specification Type Where Appropriate
Brand or trade name • For commonly used item.
• When related to a brand name will differentiate your product.
• When quality is more important than cost.
Supplier/industry codes • For simple items.
• To facilitate purchases from a particular supplier.
Samples • When it is difficult to assess quality prior to purchase.
• When showing what is required is easier than describing it in writing or otherwise
specifying it.
Technical specification • When suppliers do not possess the required design expertise.
• Where the organization wishes to keep the design expertise in-house
• Where there are complex interfaces with existing equipment.
• Where the buyer is prepared to accept the risk of the design not resulting in the
required performance.
Composition specification • For products as raw materials, commodities and food products.
• When safety or enviornmental considerations are critical.
• When performance depends on composition.
Functional/performance specification • When suppliers have greater expertise than the purchaser.
• Where innovation is valued.
• When technology is changing rapidly in the supplying industry.
Quantity Forecasting
Demand and Supply Forecasting
methodology: Qualitative
When & where something is needed The lead-time available to the Reinforce through contractual terms
supplier & arrangements
Specifying delivery: Point of delivery
Full address Contact person Restrictions on deliveries Access to premises Supervision and
(timings, weight & size of confidentiality (services)
delivery vehicles and
packages)
Specifying delivery: Transport & packing