Project Management System Based on Work-Breakdown-Structure Process Model

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Project Management SystemBased on
Work-Breakdown-Structure Process Model

• Satoshi Awane

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Topics

1. Introduction
2. Summary of Pro-Navi and PRO-NAVI WBS
3. Project Management with Pro-Navi
4. Application example
5. Evaluation

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1. Introduction
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What is project management?

• What is Project?
• What is Project management?

Why a system to support project management is
needed?
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ISSUES of PROJECT MANAGEMENT

• Integrated management of process, work,
  outcomes, and know-how
• Mutual mapping with WBS process model
• -Clarify process/work/outcome at planning
• -Grasp project progress status
• -Standardize and navigate development process
• -Share knowledge outcomes, know-how, ..

We realized with PRO-NAVI
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2. Summary of Pro-Navi and PRO-NAVI WBS
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Pro-Navi System Structure
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Pro-Navi data structure

• Project information
• WBS
• Work related information
• Mutual dependency
• Common rules, etc.,
• Management information
• of a WORK
• Due dates
• Assigned member
• Status
• Outcomes(documents)

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Pro-Navi UI (User Interface)
Required document
Outcomes of former processes
WBS
Reference materials from outside
Hitachi standards
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PRO-NAVI WBS
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Characteristics of PRO-NAVI WBS

• Hold WBS structure as prototype Plus
• Mutual dependence of works
• Display necessary outside Information and Link
• Rules and work procedures, etc
• Relate WBSs work with SLCP-JFC98 activities and
  tasks
• A common frame for software centric development
  and trades

PLUS necessity level of works and leveling of
standards customization allowance
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3. Project Management with Pro-Navi
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PROJECT MANAGEMENT CYCLE

• P-D-C-(A)

Plan
Management System
Action
Do
Check
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Plan

• Apply standard WBS
• Choice of a prototype relevant to business field
• Add and modify work items
• Work items and schedule

WBS generation
WBS customization
Approval and notification
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PLANNING
Is a clarification ofProcess, works, outcomes.

• Generate WBS

• Embody Work step information

• Define management process of each work

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Embodiment of Work step information
Output
Work
Input
Outcomes of prior work Common rules Examples
Outcomes(document)
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Define management process of each work
OUTCOMES
WORK
Assign member Set due dates
Storate and approval rules
Issues
Bugs
Check and reporting method of Works progress
status
trace method of Outbreak and extinction
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Pro-Navi assisted Planning
essence
PRO-NAVI WBS
Pro-Navi System
tools
OUTCOMES
WORK
Assign member Set due dates
Issues
Bugs
Check and reporting method of Works progress
status
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Do

• Confirm ones work
• ExectutionOutcome making
• Gather information
• Check procedure
• Outcome registration and update

Confirm work
Execute work
Store outcome and report
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Project View
1
Check
ASSIGNEDorRegistration
PROGRESS STATUS
DUE DATE
Outcomes
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Register
Product File(s)
Procedures
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Reference
Prerequisite Works/ References materials ..
deadline failure
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Check

• Check ones progress
• Comparison of schedule and actual status (Grasp
  fact)
• Direct check of outcome
• Uniform management of
• outcomes

Work progress check
Comparison
Check outcomes
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Grasp project status

• Store ALL OUTCOMES AND WORK STATUS in PRO-NAVI
  data base.
• Then display
• on Project View

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4. Application example
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A railroad company ticket system

• Profile-
• 800 Kilo source lines of code
• 200 project members in 10 separate development
  locations.

• Why-
• To achieve high efficiency development and
  management level
• To share project progress status, product files
  and project common documents

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A railroad company ticket system

• EFFECT

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A railroad company ticket system

• Issue of the project management
• Product progress status gathering function
• example, to grasp project progress status, one
  needs to select a work in PRONAVI WBS display
  frame of the project view, and then check its
  progress work by work in product information
  display frame. This operation method has
  advantage in grasping percentage of completion of
  products, however, it costs effort to grasp
  project progress status, and requires a new
  function to sum up product progress.

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5. Evaluation
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Actual application record

• 1200 projects are using PRO-NAVI
• 310,000 files registered
• March, 2004.

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Evaluation from PRO-NAVI USERS

• Evaluations from PRO-NAVI users
• (1) Getting across job of the project standard
  document and project development plan to its
  project members has become easier.
• (2) Development errors due to version-mistakes
  have disappeared, because most recent products
  can be shared in a secured manner.
• (3) Search job for necessary products has become
  much easier.
• (4) Distribution job of products has become
  easier.
• (5) Hard copy document distribution has
  decreased.
• (6) Version management of products has become
  possible.
• (7) A project manager can easily verify the
  project status report, because the project
  manager can directly check the status of the
  product and its contents with PRO-NAVI.

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Analysis and Considerations

• EFFECTS
• Clarification and notification of project plan
  throughout the project.
• Correct grasp of project progress status.
• Higher quality, higher efficiency,
  standardization of the project due to easy access
  to products and common documents.
• NEXT STEP
• Easier project progress status gathering
• Eg., Automatic collection apparatus of project
  progress status based on products

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Thank you!
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WBS

• Work Breakdown Structure
• U.S. DoD Handbook (MIL-HDBK-881)
• PIMBOK(2000 edition)
• A deliverable-oriented grouping of project
  elements that organizes and defines the total
  work scope of the project. Each descending level
  represents an increasingly detailed definition of
  the project work...

We will also call each element of WBS as work
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Pro-Navis WBS concept

• Five layer breakdown concept of WBS
• 1Project
• 2Sub-project
• 3Phase
• 4Work Step
• 5Product
• Enforce to
• Use five layer Standard WBS
• PRO-NAVI WBS
• Customize if necessary

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History of standard PRO-NAVI WBSs
SUPPLIMENTARY
Hitachis standard proceduers

• Defined SE common WBS first
• Higher priority on Hitachis standard procedures
  and tools
• Then expanded to specific business fields and
  system types

WBS prototypes
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Effect calculation method
SUPPLIMENTARY
Applied projects
Extract Project management job, then NORMAILIZE
Hours worked etc
Non applied Similar projects
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QAWhats new?
SUPPLIMENTARY
WBS process model is introduced in the paper,
but the reason why it is designed in such five
layer means is not explained in detail. The
authors just give us some data and examples to
show that PRO-NAVI has been used widely and
gotten many good effects, but they do not tell us
why the system is welcome by so many developers
and project managers, and the most important
question, what is the differences compared with
other well-known WBS-based project management
systems?
With PRO-NAVI, ALL REQUIRED INFORMATION IS
DISPLAYED AT ONCE (U.S.PAT.) Project progress
status can be grasped without referring to
specific WBSs and Gantt Charts. Outcomes and
Know-how links are displayed together.
-gtManagers and leaders can directly check
assigned members reports with outputs.
Prototype WBS (SEE PLAN)
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QAEvidence of effects
SUPPLIMENTARY

1. I would wonder how the project management
   efficiency is improved 20. How 20 was reached?
2. Any companies/organizations are using PRO-NAVI?
   I cannot find any information about that which is
   supposed in the paper.
3. Any difficulties/drawbacks of the system?

The authors just give us some data and examples
to show that PRO-NAVI has been used widely and
gotten many good effects, but they do not tell us
why the system is welcome by so many developers
and project managers,
Project management efficiencyltlt Actual savings,
such as, Report writing effort is less,
communication effort is less and so
on. Difficult/drawbacks Comparison can be made
within local system (out of scope of the paper)
PRO-NAVI does not advance the state of the art,
but does appear to be comprehensive. Large
integration contractors in the United States have
systems similar to PRO-NAVI and see similar
benefits.