This paper is an update of a paper
prepared for the June 2002 IPMA Conference in Berlin. It contains content from
various training materials developed for the World Bank. The current paper is
copyright to Robert Youker, © 2007.
Module 4: Analyzing the Project Context
- Identify relevant actors and factors.
- Determine the degree of dependency of the project on each actor or factor.
- Estimate the risk (for example, the probability of something going wrong) associated with each relevant actor or factor.
- Assess the degree of management control or influence over the actor or factor.
- Identify actors or factors that need special attention.
- Develop strategies for increasing control or influence, including informal linkages (for example, inviting a person to lunch) and formal linkages (for example, forming a committee).
- Develop a plan to cope with potential problems caused by actors and factors, especially those characterized by medium or high dependency, medium or high risk, and medium or low control.
Module 5: Refining Objectives, Scope, and Other Project Parameters
- Lead the project team in reviewing the project analysis report.
- Work with team members as a group to systematically review the project analysis report and to reach a common understanding of objectives, deliverables, organization structure, and other key parameters.
- Set the control period and level of detail.
- Develop product structure by listing major components and subcomponents.
- Review the overall budget and the budget for each deliverable.
- Clarify process structure (for example, life span sub phases, milestones, and decision gates) for the implementation phase of the project life span.
- Identify where a project is in its life span.
- Identify risks and resolve issues. Issues may relate to deliverables, schedule, budget, risks, and so forth.
- Make recommendations to management.
Module 6: Preparing the Work Breakdown Structure, Responsibility Matrix, and
Master Summary Schedule
- Convert the product structure into a tree diagram.
- Add necessary process-related work from the process structure to the work breakdown structure (WBS).
- Add the necessary organization-related work to the WBS.
- Adjust the level of detail of the WBS as required.
- Code the WBS.
- Create a responsibility matrix.
- Create a master summary schedule.