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PART TWO A Project, Start to Finish
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The project sponsor leaves the company unexpectedly. The sponsor s successor does not know anything about what you are doing. (s 3 and 12) Think about a project you know about or were involved in that failed or ran into a lot of trouble. Did it su er from any of the mistakes listed in Table 6-1 If so, what were they How would you manage that project if you were in charge ( 6) You have been asked to implement changes to the way the analysis stage is done at your company. Which changes would you implement rst What training would be needed Prepare a case demonstrating the value of these improvements. (s 3 and 6)
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CHAPTER
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Design: What Are We Making How Will We Do It
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In the design stage, the project team takes on the challenge of designing the product or service, while the project manger faces these three tasks:  Creating the team, and leading it to complete its work.  Planning the rest of the project, including the work plan, schedule, budget, risk plan, quality plan, and more.  Keeping the customer and the sponsor informed, managing expectations, and getting approval for the design and the entire project schedule, budget, and work plan. This chapter is relatively short for two reasons. Firstly, we have de ned many of the most important tools and concepts already, and now we need only make reference to them. Secondly, during the design stage, our work is widening out. In the concept and analysis stages, we focused on the customer, and worked
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PART TWO A Project, Start to Finish
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mostly with communications and scope de nition. In the design stage, our focus turns inwards towards what the team will do, and how we will do it. But we need to plan all aspects of how the team will bring the project to successful completion: time, cost, quality, risk, and more. So you will not nd most of the tools for the design stage in this chapter. They are in Part Three.
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In This
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          Key points of the design stage Resources assigned to the design stage Roles in the design stage Inputs of the design stage Process of the design stage Outputs of the design stage Conclusion Our case study: Putting the pieces together Your project for learning Questions for learning
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Key Points of the Design Stage
As we begin design, the purpose and goal of the project are clear. They are de ned in the project overview and the business case, and detailed in the customer s requirements speci cation. Now the question is: How will we get there For the technical team, that is mostly a matter of deciding what we will build that will do what the user wants it to do. As project managers, we chart the work path to our target.
KEY POINT
The Core of Project Design
Even if we are managing a simple project where the work is routine for the team, the three things we want to create are a work breakdown structure (WBS), a schedule, and a budget. The WBS comes rst, because an accurate schedule and budget, and all the other plans as well, are built from a good WBS. Be sure to read 10 and practice creating work breakdown structures with your team.
CHAPTER 7 Design
There are eight elements to our work in the design stage:  Building the team. Some people say that the key to project success is de ning the right job and then getting the right people to do it. There is a lot of truth in that. Now that we know what we are making, we can de ne the skills needed for the job. Using the techniques in 12 we can create the best team of sta and consultants for the job.  Creating the design speci cation is actually the work of the project, not the work of managing the project. But we should understand what it is our team is doing.  Communications: How much should the sponsor and customers be involved Traditionally, technical project teams would nish analysis and wave goodbye to the customer, saying, Now, we know what you want. Leave us alone to design and build it. We ll see you when it s ready for testing. Experience has shown that this does not work. We need to keep in touch with our customers.  Preparing a work breakdown structure is our most important planning task. A careful, detailed WBS will increase the accuracy of our time and cost estimates, and simplify and improve the quality of our quality, risk, and procurement plans.  Detailed time and cost estimation is possible once the WBS is complete.  Planning for quality control and quality assurance during design is key to project success.  Risk assessment and risk planning are a team e ort during the design stage.  Making procurement decisions is done during the design stage. Let us look at each of these items more closely.
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