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Module 5

Module 5 Refining Objectives, Scope, and Other Project Parameters Session 5.3 Preparing the Product and Process Structures. The product and process structure. Project analysis report (PAR) (approval document). Module 5. Module 5 Review PAR refine key parameters.

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Module 5

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  1. Module 5Refining Objectives, Scope, and Other Project ParametersSession 5.3 Preparing the Product and Process Structures

  2. The product and process structure Project analysis report (PAR) (approval document) Module 5 Module 5 Review PAR refine key parameters Productstructure Other key project parameters Processstructure Module 6 Module 6 Continue refining Work breakdown structure (WBS) Responsibility matrix Master summary schedule Module 7 Activity-based schedule (CPM) Module 7 Produce detailed schedule Project implementation plan

  3. 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 Product structure PAR • Objectives • Deliverables • Life-cycle phases Process structure for implementation The learner will be able to:

  4. Product structure: a hierarchical description of the major components of each project deliverable or end itemComponent: a major part of a deliverable Subcomponent: a part of a componentElement: a part of a subcomponent Each phase may have different deliverables The product structure

  5. 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

  6. Simplified product structure of a house project 0 House project 1.1 House (Structure) 1.1.1 Site 1.1.2 Foundation 1.1.3 Frame 1.1.4 Roof 1.1.5 Systems 1.2 Landscaping 1.3 Manuals Level 0 Projectname 1 Deliverables 2 Component 3 Sub-component Level name

  7. 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

  8. 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

  9. Process structure benefits • Improves project quality, efficiency, and productivity • Reduces errors of omission • Creates a game plan that clarifies expectations and promotes coordination

  10. 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

  11. Level of detail • Product structure? • Process structure? How far do we go? Influenced by control period—how frequently progress is measured

  12. Management level Control period Projects have several levels of detail SUMMARY PLAN Top Months Month Weeks Middle Weeks DETAILED PLAN Operating Days Days Different levels of management need different amounts of detail * This is called levels of indenture*

  13. How much disaggregation is enough? Product structure Process structure (life cycle) Deliverable (House) Phase 1 Phase 2 Phase 3 Component (Roof) Component Subphase Subphase Subcomponent (Rafters) Subcomponent (Plywood skin) Subcomponent (Shingles) Element Element Process element Process element Process element Process element Subelement Subelement Time

  14. 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? C) Product structure Process structure B) Level of detail THINK AHEAD D) Disaggregation (modules 6 and 7)

  15. 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 QUARTER 1 2 3 MONTH 1 2 3 4 WEEKS Control period Quarter Month Week Day Activity unit of time Months Weeks Days Hours M T W Th F DAYS

  16. Control period, activity duration, and management control Situation Illustration M1 M2 M3 M4 M5 M6 A) Control period smaller than activity duration Control period: month Activity duration: quarters Activity 1 Activity 2 Management impact (Middle management) • No control • Not enough detail • No insight on progress until month 4

  17. Control period, activity duration, and management control Situation Illustration B) Control period equal to activity duration Control period: month Activity duration: months M1 M2 M3 M4 M5 M6 A1.1 A1.2 A1.3 Management impact (Middle management) • Weak control

  18. M1 M2 A1.12 A1.13 A1.11 A2.20 A2.21 Control period, activity duration, and management control Situation Illustration C) Control period about 1 unit greaterthan activityduration Control period: month Activity duration: weeks Management impact (Middle management) • Strong control • Appropriate detail

  19. M1 A1.01 A1.02 A1.03 A1.30 Control period, activity duration, and management control Situation Illustration D) Control period much greater than activity duration Control period: month Activity duration: days Management impact (Middle management) • Weak control • Too much detail

  20. Influences on length of control period • Level of management • Length of project • Degree of risk • Level of experience of workers

  21. Control period and level of management • Control period varies with management levels • Closer to the work, the shorter the control period Topmanagement Control period Time Operational 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?”

  22. Length of project (3 years) Length of project (3 months) M1 M2 M3 Y1 Y2 Y3 Monthlycontrol period Weekly control period Activities inweekly units Activities inday units 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

  23. 2 Days Old control period New control period 1 Day 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

  24. Control period and experience Longer control period Experiencedworkers Need lesssupervision Lessdetail Worker experience influences control period Inexperiencedworkers Need moresupervision Shorter control period Moredetail

  25. Summary: Control period or level of detail Management level Length Risk Experience Level of detail Control period Module 5 Product structure Process structure Unit of time for activities Planning framework(module 6) Module 6 Activity-basedscheduling Module 7 Projectimplementationplan

  26. Optional discussion questions

  27. Creating the product structure • Start with the deliverables • Review other sections PRODUCT STRUCTURE DELIVERABLES PAR House (structure) Landscape Manuals OBJECTIVES A five-room house. OTHER SECTIONS

  28. House product structure 0 House project 1.1 House (Structure) 1.2 Landscape 1.3 Manuals Level 0 1 Project Deliverables

  29. House product structure (continued) 0 House project 1.1 House (Structure) 1.1.1 Site 1.1.2 Foundation 1.1.3 Frame 1.1.4 Roof 1.1.5 Systems 1.2 Landscape 1.2.1 Plantings 1.2.2 Lawn 1.3 Manuals Level 01 Project Deliverables

  30. House product structure(continued) 0 House project 1.1 House (Structure) 1.1.1 Site 1.1.2 Foundation 1.1.3 Frame 1.1.4 Roof 1.1.5 Systems 1.1.5.1 Electrical 1.1.5.2 Plumbing 1.1.5.3 Telephone 1.2 Landscape 1.2.1 Plantings 1.2.2 Lawn 1.3 Manuals Level 0 1 2 3

  31. Creating the process structure • 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 PAR Project schedule for implementation phase 2 months Plan 3 months Construct 1 week Inspect 1 week Terminate

  32. Implementation process - house project Implementation phase Plan Construct Inspect Terminate

  33. Implementation phase Subphase Plan Construct Inspect Terminate End project Start operations Mobilize Procure Build Clean up Process elements Plans approved Facility complete = milestone More detail improves control

  34. 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

  35. 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

  36. Summary - Module 5 (continued) Refining the PAR is beneficial Common vocabulary Shared understanding of objectives Reduced miscommunication Increased commitment Better alignment within team Greater efficiency and productivity

  37. Summary - Module 5 (continued) 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

  38. Summary - Module 5(continued) Project analysis report (PAR) (approval document) Module 5 Module 5 Review PAR refine key parameters Productstructure Other key project parameters Processstructure Module 6 Module 6 Continue refining Work breakdown structure (WBS) Responsibility matrix Master summary schedule Module 7 Activity-based schedule (CPM) Module 7 Produce detailed schedule Project implementation plan

  39. 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.

  40. 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?

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