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The Statement of Work and the Project Announcement
Perry recognizes that a key determinant for success or failure of a project is the adequacy of the definition. As described in Chapter 1, the project manager defines the project, or determines its vision (as mentioned in Chapter 4), goals, objectives, scope, responsibilities, and deliverables. He knows that good definition lays the groundwork for developing reliable plans. It also sets the stage for effective communication throughout the project cycle.
To define is to determine exactly the purpose and boundaries of the project. In other words,
What are the goals and objectives?
Who are the principal participants?
When must the project be finished?
Where will the project be executed?
How will the result be achieved?
Why is the project being launched?
What are the constraints/limitations of the project?
By answering such questions Perry can better execute the other functions of project management. However, getting answers to these and other questions is not easy. It requires considerable effort, largely by interviewing members of the steering committee, contacting the customer, and reviewing documentation (e.g., the contract between the company and the Smythe family).
The Statement of Work
Although a contract has been signed between GWI and the Smythe family, many details remain unaccounted for. Perry uses a statement of work (SOW) or, more informally, a statement of understanding to obtain and record answers to any remaining questions.
The SOW is a definitive agreement between the customer and the projects leadership about what is to be accomplished. Perry knows, however, that the SOW is more than an agreement between the major participants. It also sets the groundwork for effective communication, raises and addresses assumptions and potential conflicts, and gives direction overall.
The SOW, then, is a medium for defining what the project will accomplish and the overall approach to take. With an SOW Perry will have the answers to five Ws:
What is the product or service to be delivered?
Who are the primary participants, including the customers?
When must the project start and be completed?
Where will the project be undertaken?
Why is there a project?
More specifically, Perry will capture the following information:
Constraints or limitations on the work
Coordination requirements
Levels of support from participants
Major assumptions
Major responsibilities
Milestone dates
Quality criteria
Specific objectives
The onus is on Perry to acquire the data necessary to draft the SOW. It is also on him to draft the document and obtain final approval. To obtain that data, Perry has several options, which include examining data from earlier, similar projects; interviewing project sponsor, steering committee, vendors, or customers; reviewing existing documentation, such as memos or procedures with earlier customers; and reviewing lessons learned, if applicable, from earlier projects.
After collecting the data, Perry prepares a draft of the SOW, which follows this outline form:
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I. |
Introduction |
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II. |
Scope |
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III. |
Assumptions |
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IV. |
Constraints |
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V. |
Performance Criteria |
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VI. |
Product/Service description |
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The Art of Interviewing You dont have to be a Barbara Walters or Larry King to conduct effective interviews. You just need to follow a few principles: Determine the objectives of the interview. Is it specific information that you need or general background information? Determine whether you want to do a structured or an unstructured interview. Structured interviewing is asking a set of questions that help you get specific, often detailed information. You use it when the subject matter is clear and unambiguous. For example, use a structured interview to obtain specific information about a line item in a statement of work. Unstructured interviewing is asking open-ended questions and winging it. The interviewer controls the interview as it progresses. You use it when the subject matter is vague and greater insight into the subject matter is necessary. For example, use an unstructured interview to obtain an understanding of the customers expectations for a project. Follow proper interviewing etiquette by asking permission to record or tape sessions, asking clear and concise questions, keeping emotional distance from the response, listening actively, and scheduling interview sessions at the right time. Avoid engaging in a debate and do not introduce bias in your questions. If you follow these guidelines, interviewing will be a useful tool for acquiring information for your statement of work. |
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VII. |
Major Responsibilities |
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VIII. |
References |
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IX. |
Amendments |
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X. |
Signatures |
Exhibit 5-1 shows the draft SOW that Perry has prepared. When reviewing the draft, consider the purpose of each major section.
Introduction
This section describes the goal of the project. It provides the name of the project, gives reasons for its existence, names major players, and provides other pertinent information.
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The Art of Negotiation As a project manager, you will have plenty of opportunity to negotiate. You will have to negotiate resources, schedules, budgets, and quality with customers, team members, and senior management. Sometimes the negotiation will be formal, other times it will be informal. When negotiating, keep these principles in mind: Seek a win-win solution. Negotiation is not a victory over someone. Such victories are short-lived and can cause greater problems later on. Keep the commonalities between you and the person youre negotiating with in the forefront of your mind. Commonalities might include values, norms, tools, goals, or visions. By stressing whats common, you keep communication open. Be flexible. A rigid stance may leave you with nothing or even a lose-lose result. Be flexible by knowing what you value most and least. Pick the right time and place to negotiate, one that is comfortable for both parties. Being comfortable opens the dialogue. Know as much as possible about the person youre negotiating with. |
Scope
This section lists the projects boundariesthat is, what is and is not to be done. The scope is important for planning and also for minimizing changes.
Assumptions
This section lists any unsubstantiated ideas about the project. Assumptions may, for example, relate to levels of internal support or existing or market conditions. Assumptions are used in planning.
Constraints
Rarely does a project have unlimited resources at its disposal. Money, time, people, equipment, supplies, and facilities are often limited in quantity and quality. Recognizing such limitations early on enables realistic planning.
Exhibit 5-1. Statement of work (SOW).
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I.
Introduction II. Scope Announcements, including to friends, relatives, and newspapers Ceremony and reception locations Decorations and props Entertainment Flowers Food and beverages Hotel accommodations Invitations Lighting Music Photography Prewedding parties and rehearsals, including bachelor parties and bridal showers Sound Travel Videotaping Wedding attire Wedding feast and cake Wedding transportation
III. Assumptions Internal resources will be available to include electronic and staffing. Contracted services will perform when required. The project will have priority over existing projects. No legal problems will
occur in holding a wedding outside the IV. Constraints Culture differences may impede performance. Resources must continue to support other wedding projects. V. Performance Criteria VI. Product/Service
Description VII. Major Responsibilities Serve as the primary point of contact for the project. Develop and execute a comprehensive project plan. Keep the steering committee informed regarding progress. Use all resources efficiently and effectively. Evaluate changes to all baselines.
Periodic review of progress Guidance and direction, when necessary Reporting to the internal customer VIII. References Contract between GWI and the Smythe family Existing company policies and procedures IX. Amendments X. Signatures Project manager Steering committee members Internal customer |
Performance Criteria
This section describes the criteria for customer satisfaction. Often, it points to three criteria: cost, schedule, and quality. The project cannot, for example, cost more than a set amount; specific milestones or red-letter dates must be met; service or product specifications must be addressed. This information allows for meaningful planning and ensures that the project will address key concerns.
Product/Service Description
This section has an overall description of the product or service. This description might include the basic features, characteristics, components, or deliverables to be produced. The content may be a narrative or a diagram. This information is useful for developing a work breakdown structure.
Major Responsibilities
This section delineates the high-level tasks of major participants. These tasks will be given in finer detail in the work breakdown structure.
References
This section lists any documentation that governs the content of the SOW. The documents often provide more details for planning.
Amendments
The SOW is not something etched in stone, contrary to popular belief. It is a living document that probably will be modified from time to time. This section is for appending any agreed-upon changes that come later.
Signatures
This section contains the approvals of all principal decision makers. At minimum, it should have signatures of the project manager, executive sponsor, customer, and executive steering committee members. If the ultimate customer is external to the company, as with the Smythe Project, the customer is frequently the liaison with the external customer. If this is the case, the statement of work usually becomes part of the terms and conditions of the formal contract.
Exhibit 5-2 shows a flowchart for developing a statement of work.
The Project Announcement
With a completed SOW, Perry has one more task before he can start to plan: publishing a project announcement.
The project announcement is a widely distributed memoalbeit more than just another memo. It is also a way to give visibility to the project, communicate to everyone the priority of the project, and acquire the political muscle to compete with other projects.
Exhibit
5-2. Flowchart for statement of work.
Exhibit 5-3. Project announcement.
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Date: 15 January 2000 Subject: Smythe Project Perry Fitzberg has been designated the project manager for the Smythe Project. He will report directly to the executive steering committee, consisting of all functional vice-presidents of GWI. The
project must start no later than 30 January and be completed by 11 June 2000.
The wedding will occur in Amelia Amelia
Rainbow |
The key question is, Who will prepare and sign the memo? Being a self-starter, Perry prepares the memo himself and presents it to Amelia for signature. He believes she is the internal customer and sponsor for the project. In many circumstances, however, there is a distinction between the two. Exhibit 5-3 shows the announcement.
With publication of the project announcement, Perry can begin planning. The planning function, as described in Chapter 1, entails many tasks, which are covered in Chapters 6 through 8.
Questions for Getting Started
Provide answers to these questions about your project:
What are the goals and objectives of the project?
Who are the principal participants?
When must the project be started and finished?
Where will the project be executed?
Why is the project being launched?
How will the product or service be?
If you dont have the answers to any of the above, how are you going to get them?
By interview?
Document research?
Contact with the customer?
Is a statement of work, or understanding, necessary? If so, do you know what is contained in each of these sections:
Introduction?
Assumptions?
Constraints?
Performance criteria?
Product/service description?
Major responsibilities?
References?
Amendments?
Signatures?
Do you need a project announcement? If so, do you know:
Who will prepare it?
Who will sign it?
What the contents should be?
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