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Project+ Chapter 3 Summary

2.0 Project Planning 2.1 Prepare a project scope document based on an approved project charter 1. Key Performance Indicators (KPIs): KPIs help to determine whether the project is on track and progressing as planned. KPIs can be monitored incrementally to determine performance and alert the PM when it is necessary to take action to get the project back on track. An example of KPI is the Earned-value. 2. Scope boundaries: Exclusions from scope are anything that isnt included as a deliverable or work of the project. Its important to document exclusions from scope so there is no misunderstanding about features or deliverables once the procut is complete. 3. Constraints: A constraint is anything that restrict os dictates the actions of the project team. Potential constraints can be regarding time, budget, scope or quality. As the project progresses and changes to scope are requested , scope may become a constraint that in turn drives changes to time, cost or qualitiy. 4. Assumptions: An assumption is an action, condition or an event that is believed to be true. Assumptions must be documented and validated. 5. Detailed Objectives: Objectives describe the overall goal the project hopes to achieve. Objectives should be measurable and verifiable. Objectives are often time-bound. 6. Final project acceptance criteria: Success criteria or acceptance criteria include the process and criteria used to determine that the deliverables are complete and satisfactorily meet expectations. This should include a definition of the specifications the delierables must meet in order to fulfill the expectations of stakeholders. 7. Validate scope statement with stakeholders: Once the scope statement is completed, a review session must be conducted to make sure that everyone is in agreement and there are no unresolved issues or missing information. Once the project team has resolved any outstanding issues, the scope statement is presented to all the stakeholders, including the project sponsor and the customer. A sign-off approval sheet must be attached at the back of the scope statement.

2.2 Use a Work Breawdown Structure (WBS) and WBS dictionary to organize project planning 1. Explain the benefits of WBS: a. The WBS is an input to numerous project management processes. b. WBS is an excellent tool for team building and team communication.The graphic representation of the major project deliverables allows team members to see the big picture and uderstand how their part in the project fits in. c. The link between a given work package and a major project deliverable can also help clarify the impact on individual team members. d. As new resources are added to the project, the WBS can help bring these new members up to speed.

e. AA detailed WBS will prevent critical work from being overlooked, and it will also help control change. f. WBS is useful when discussing staffing requirements or budgets. g. WBS is an excellent tool fir communicating with customers and stakeholders. Seeing the work of the project displayed on a WBS will hel to convey to the project team and the stakeholders the need for communicating at all levels of the project, coordinating work efforts, and adhering to the project scope. 2. Explain the levels of a WBS: The WBS is typically created using either a tree structure diagram: a. The project itself at the topmost level. b. The second level consists of the major deliverables, project phases, or subprojects that support the main project. c. The third level is called the work package level. This is the level where resources, time and cost estimates are determined. Work packages are assigned to team members or organizational units to complete the activities associated with this work.

3. Explain the purpose of a WBS: The WBS is a deliverables-oriented hierarchy that defines all the work of the project. Decomposition is the process of breaking down the high-level deliverables into smaller, more manageable work units. Once the work is broken down to the lowest level, it is possible to establish time estimates, resource assignments, and cost estimates.WBS can be a great way of visually communicating the project scope. 4. Identify the planning processes which utilize the WBS as an input a. Recruit Knowledgeable resources: Involving knowledgeable team members in the creation of a WBS is far more effective at communicating what the project is about than handing someone a completed WBS. b. Work trough all level two items before proceeding to the next level: It is important to remind the team to not decompose anything until all the high-level deliverables have been identified before start decomposing. c. Each item in a lower level is a component of the level above: Completing all the items at the lower levels of a WBS leads to the completion of the higher-level components. d. Define the work package level: Make sure you work the WBS to a level where the team feels comfortable that resources can be assigned and hel accountable completing the work, and estimates can be determined. e. Do no create a to-do list: You should not decompose work components into individual activities. The person who is assigned to the work package level is the one responsible for determining and managing all the activities that make up the work package.

Use the appropriate number of levels: Each major deliverable may have a different level of decomposition. 5. Critique a given WBS 6. Explain the purpose of WBS dictionary: This is where the WBS levels and work component descriptions are documented. Some of the elements included in the WBS dictionary are: a. Code of accounts identifier. b. Description o the work of the component. c. Organization responsible for completing the component. d. Resources. e. Cost estimates. f. Criteria for acceptance.

f.