Ejemplo De Declaracion

CHAPTER FOUR Defining the Project

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Select a dream

Use your dream to set a goal

Create a plan

Consider resources

Enhance skills and abilities

Spend time wisely

Start! Get organized and go

… it is one of those acro-whatevers, said Pooh.*

Project managers in charge of a single small project can plan and schedule the project tasks without much formalplanning and information. However, when the project manager must manage several small projects or a large complex project, a threshold is quickly reached in which the project manager can no longer cope with the detail.

This chapter describes a disciplined, structured method for selectively collecting information to use through all phases of the project life cycle, to meet the needs of allstakeholders (e.g., customer, project manager), and to measure performance against the strategic plan of the organization. The method suggested is a selective outline of the project called the work breakdown structure. The early stages of developing the outline serve to ensure that all tasks are identified and that participants of the project have an understanding of what is to be done. Once the outlineand its detail are defined, an integrated information system can be developed to schedule work and allocate budgets. This baseline information is later used for control. With the work of the project defined through the work breakdown structure, the chapter concludes with the process of creating a communication plan used to help coordinate project activities and follow progress.

The fivegeneric steps described herein provide a structured approach for collecting the project information necessary for developing a work breakdown structure. These steps and the development of project networks found in the next chapters all take place concurrently, and several iterations are typically required to develop dates and budgets that can be used to manage the project. The old saying “We cancontrol only what we have planned” is true; therefore, defining the project is the first step.

Step 1: Defining the Project Scope

Defining the project scope sets the stage for developing a project plan. Project scope is a definition of the end result or mission of your project—a product or service for your client/customer. The primary purpose is to define as clearly as possible thedeliverable(s) for the end user and to focus project plans. As fundamental and essential as scope definition appears, it is frequently overlooked by project leaders of well-managed, large corporations.

Research clearly shows that a poorly defined scope or mission is the most frequently mentioned barrier to project success. In a study involving more than 1,400 project managers in the United States andCanada, Gobeli and Larson found that approximately 50 percent of the planning problems relate to unclear definition of scope and goals. This and other studies suggest a strong correlation between project success and clear scope definition. The scope document directs focus on the project purpose throughout the life of the project for the customer and project participants.

The scope should bedeveloped under the direction of the project manager and customer. The project manager is responsible for seeing that there is agreement with the owner on project objectives, deliverables at each stage of the project, technical requirements, and so forth. For example, a deliverable in the early stage might be specifications; for the second stage, three prototypes for production; for the third, asufficient quantity to introduce to market; and finally, marketing promotion and training.

Your project scope definition is a document that will be published and used by the project owner and project participants for planning and measuring project success. Scope describes what you expect to deliver to your customer when the project is complete. Your project scope should define the results...