07 PROJECT CYCLE A

8/8/2019 07 PROJECT CYCLE A

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SESSION 7

The Project Cycle Part 1



Eight Things You Need to Know



Project Definition



Project Definition



Project Definition



Charter

Par Heading

1. Project Need/Opportunity

2. Final Product/Deliverable

3. H

igh Level Deliver

ables4. Milestones

5. Limits and Exclusions A ssumptions Potential Barriers

6. S cope statements

In Scope Out of Scope

7. Technical/ Functional Requirements



Charter

Par Heading

8. Organizational Arr angements Project Governance Project Team Project Reporting A rrangements

9. Stakeholder A nalysis

10. Budget Estimate



Charter

³ Thus, the Project Charter providesa broad definition and essentially mandate the project and based on

this it is possible to break down work to be performed (throughthe Work Breakdown Structure),and then to put the work into asequence (with network diagramming) and on a time line

(scheduling, using techniquessuch as the Gant/Schedule BarChart´)



Project Definition

Broad scope and mandateBroad scope and mandate

Work Breakdown Structure (Work Breakdown Structure (WBSWBS) )

Integrating the WBS with theIntegrating the WBS with theOrganization StructureOrganization Structure

Coding the WBS for the InformationCoding the WBS for the InformationSystemSystem



Creating the Work Breakdown Structure

Work Breakdown Structure (WBS):

A hier ar chical outline (map) that identifies theproducts (deliverables) and work elements involved in

a project;

Defines t he r elationship of the final deliverable(the project) to its sub deliverables, and in turn, their relationships to work packages (collection of elementsrelated to work that must be done);

Best suited for design and build projects that havetangible outcomes rather than process-orientedprojects.




WBS

Facilitates evaluation of cost, time, and technicalperformance of the organization on a project

Provides management with information appropriate toeach organizational level

Helps in the development of the organization breakdownstructure (OBS), which assigns project responsibilities toorganizational units and individuals

Helps manage plan, schedule, and budget

Defines communication channels and assists incoordinating the various project elements



Work Package

It is output-oriented (not output in itself)in that it:

Defines work ( what);

Identifies time to complete a work package(how long);

Identifies a time-phased budget to complete a

wor

k package(cost ± linked to a cost cent

r

e); Identifies resources needed to complete a work

package (how much)



Work Package

It is output-oriented (not output in itself)in that it:

Identifies a single person responsible for units

of work ( who); Identifies monitoring points (milestones) for

measuring success;

Roughly 10

days maximum(80

hour

s) ±experience shows.









Project Definition







Example



Project Definition



The Work-Package

It is output-oriented (not output in itself) in that it:

Defines work ( what);

Identifies time to complete a work package (how long);

Identifies a time-phased budget to complete a work package(cost ± linked to a cost centre);

Identifies resources needed to complete a work package (how much);

Identifies a single person responsible for units of work ( who);

Identifies monitoring points (milestones) for measuringsuccess;

Roughly 10 days maximum (80 hours) ± experience shows.





³RingFence´



Project Definition









1. TY PE FIN A L DELIV ER A BLE2. TY PE IN SUB DELIV ER A BLES



3. INDENT A LL SUB DELIV ER A BLES(CRE A TES REL A TIONSHIPS)



4. INSERT A ND TY PE T A SKS TH A T A RE REL A TED TO RESPECTIV ESUB DELIV ER A BLES



5. INDENT ACTIVITES TO RELE VA NTSUB-DELIV ER A BLE

(CRE A TES REL A TIONSHIPS)

















35



FIGURE 4.1

SCOPE

RESOUR CES

DELIV ERY

CLIM A TE

TIME





Labor

MaterialDirect Cost

Office rent Electricity

Indirect Cost



Labor Material Proratedcosts

Other



R 100

R 100

R 100

R 300

R 100

R 100

R 100

R 300

R 600

R 600

R 300

R 300

R 900

R 300

R 300

R 300

R 1500 R 1000

R 600R 400

R 100

R 100

R 100

R 100 R 200

R 200

R 200

R 2100



R 1000

R 600R 400

R 100

R 100

R 100

R 100 R 200

R 200

R 200

Cost Centre



07 PROJECT CYCLE A

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