Chapter 4
The project scope definition, priorities, and breakdown structure are the keys to nearly
every aspect of managing the project. The scope definition provides focus and emphasis
on the end item(s) of the project. Establishing project priorities allows managers to
make appropriate trade-off decisions. The structure helps ensure all tasks of the project
are identified and provides two views of the project?one on deliverables and one on
organization responsibility. The WBS avoids having the project driven by organization
function or by a finance system. The structure forces attention to realistic requirements
of personnel, hardware, and budgets. Use of the structure provides a powerful framework
for project control that identifies deviations from plan, identifies responsibility,
and spots areas for improved performance. No well-developed project plan or control
system is possible without a disciplined, structured approach. The WBS, OBS, and cost
account codes provide this discipline. The WBS will serve as the database for developing
the project network which establishes the timing of work, people, equipment,
and costs.
PBS is often used for process-based projects with ill-defined deliverables. In small
projects responsibility matrices may be used to clarify individual responsibility.
Chapter 6
Many project managers feel the project network is their most valuable exercise and
planning document. Project networks sequence and time-phase the project work, resources,
and budgets. Work package tasks are used to develop activities for networks.
Every project manager should feel comfortable working in an AON environment.
The AON method uses nodes (boxes) for activities and arrows for dependencie ...