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Assignment # 2: Faculty of Graduate Studies Engineering Management Program

The document discusses project management concepts including project plans, work breakdown structures (WBS), and statements of work. It provides detailed descriptions of each concept. A project plan outlines the entire project at a high level, while the WBS and schedule detail lower level tasks. The statement of work defines all work needed to complete the project through deliverables and tasks.

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ann94b
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83 views

Assignment # 2: Faculty of Graduate Studies Engineering Management Program

The document discusses project management concepts including project plans, work breakdown structures (WBS), and statements of work. It provides detailed descriptions of each concept. A project plan outlines the entire project at a high level, while the WBS and schedule detail lower level tasks. The statement of work defines all work needed to complete the project through deliverables and tasks.

Uploaded by

ann94b
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Faculty of Graduate Studies

Engineering Management Program

Assignment # 2

Prepared by:
Nour Heresh

Hiba Abu Issa

Yasmeen Awad
11–19 How do the customer and contractor know if each one completely
understands the statement of work, the work breakdown structure, and the
program plan?

The project plan serves as the master blueprint, whereas the WBS and project schedule
nail down the details of specific tasks within the project plan.

Project plan

A project plan is a formal approved document that defines how the project will be
executed, monitored and controlled. The project team should use this as a blueprint to
broadly guide the project. A project plan is often a document created with a word
processing tool.
Think of it as the culmination of all of the planning efforts compiled into a single
document. Pull together all of the materials that describe what the project is about, how
it will be conducted, what it will deliver, when it will take place, what it will cost and who
will be involved. The content of the project plan should contain/describe the following:

 Introduction and summary


 Goals and objectives
 Problem statement and quantified business benefits
 Current state and future state
 Scope (in and out)
 Approach
 Major milestones and their timelines
 Project tasks and products
 Tools and techniques to be employed
 Communication management
 Project organization, key roles
 Resource plan
 Cost plan
 Project budget
 Project risks, assumptions and dependencies
 Project standards and definitions
 Project risk management approach
 Issue management approach
 Change control procedures
 Downstream impact and considerations
 Configuration management procedures
 Quality management plan
 Detailed descriptions of tools, technology, techniques used

Work breakdown structure

A WBS is a logical decomposition (breaking into smaller pieces) and hierarchal


representation of work needed to execute a project. This decomposition of work is
called a "work package." The level of decomposition is based on the extent to which the
project will need to be managed. If additional visibility into the progress is needed,
additional decomposition is recommended.

A WBS doesn't have a time component, predecessors or dependencies. So why bother


creating a WBS when you can create a project schedule instead? By developing a
WBS, one can focus on the deliverables and nothing but the deliverables. It allows an
uncluttered focus on the work that often gets lost in a project schedule whose focus is
time and dependencies.

Statement of Work

A Statement of Work, also known as SOW is a simple narrative statement of all the
work needing to be completed on a project. Using concise and clear terminology, the
statement of work discusses the services required in order to complete the project, the
deliverables throughout the course of the project, and defines the tasks that need to be
accomplished.
Information in a Statement of Work is presented in an outline format and includes:

 Project Scope: Information on the project in terms of what it is supposed to be,


who it is for, etc.
 Title: The name the project is to be referred as.
 Introduction: Brief Description of the services required to complete the project.
 Estimate Value: The estimated total cost of the project.
 Objectives: What the project aims to accomplish when it is complete.
 Background: Lets everyone know what happened to cause need for the project.
 Requirements: What will be needed in order to complete the project:
 Tasks and Deliverables (Work Breakdown Structure): A small chart of everything
that needs to be done and the deliverables expected.
 Project Specifications: Specifics regarding how the project is to be completed.
 Technical Organization: Information on the technical requirements and
organization of where the project will be completed.
 Method and Source of Acceptance: How the project deliverables and deadlines
will be approved.
 Reporting Requirements: Requirements of the project status in reporting to the
client.
 Project Management Control Policy: Discusses how the project will be handled in
terms of meetings, demos, and prototypes.
 Change Management Control Policy: Discusses how changes will be handled.
 Copyright Information: Information regarding who the copyright of the project will
belong to when it is complete.

11–26 You have just been instructed to develop a schedule for introducing a
new product into the marketplace. Below are the elements that must appear in
your schedule. Arrange these elements into a work breakdown structure (down
through level 3), and then draw the arrow diagram. You may feel free to add
additional topics as necessary.
● Production layout ● Review plant costs ● Market testing ● Select distributors ● Analyze selling cost ●
Lay out artwork ● Analyze customer reactions ● Approve artwork ● Storage and shipping costs ●
Introduce at trade show ● Select salespeople ● Distribute to salespeople ● Train salespeople ● Establish
billing procedure ● Train distributors ● Establish credit procedure ● Literature to salespeople ● Revise
cost of production ● Literature to distributors ● Revise selling cost ● Print literature ● Approvals* ●
Sales promotion ● Review meetings* ● Sales manual ● Final specifications ● Trade advertising ●
Material requisitions

(* Approvals and review meetings can appear several times.)


11–35 A major utility company has a planning group that prepares budgets
(with the help of functional groups) and selects the projects to be completed
within a given time period. You are assigned as a project manager on one of the
projects and find out that it should have been started “last month” in order to
meet the completion date. What can you, the project manager, do about this?
Should you delay the start of the project to replan the work?

Update the scope and schedule baselines then notify your stakeholders and implement

the change.

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