20.500.12556/DKUM-16498 Uporaba WBS modelov za oblikovanje objekta projekta The Use of WBS Models in Forming the Object of the Project Osrednja tema naloge je obvladovanje obsega v projektih (Project Scope Management), ki opisuje procese v obrambnem delovnem okolju, ki nastajajo ob preverjanju, ali projekt vključuje vse in samo potrebno delo, da ga uspešno zaključimo, to je: kako opredeliti obseg v projektu za pridobitev materialnih sredstev ob ugotovitvi obstoja grožnje. Najprej opredelimo projekt kot (determinirani) enkratni proces doseganja ciljev, nato namen projekta v obliki namenskih ciljev, s katerimi odpravimo grožnjo ali rešimo problem ali izkoristimo priložnost, ki omogočajo določitev objektnih ciljev in s tem objekta projekta. Poudarimo pomembnost natančne opredelitve namena in objekta projekta s pomočjo opredelitve namenskih in objektnih ciljev projekta. Namenski končni cilj (Cn), ki zaokrožuje vse namenske podcilje, je tisti sklepni del projekta, ki ga določa njegov naročnik, skozi njega merimo uspešnost projekta, in izhaja iz strategije. Objektni končni cilj (Co), ki združuje vse objektne podcilje, pomeni vse tiste projektne rezultate ali izdelke projekta, s katerimi so izpolnjeni vsi pogoji za doseganje namenskega končnega cilja, torej tisti cilj oziroma projektni rezultat, za katerega je odgovoren vodja projekta, in s katerim dosegamo učinke izvedbe projekta. V času izvajanja projekta moramo ves čas analizirati, ali se projekt izvaja tako, da bo zagotovljeno doseganje namenskih ciljev skladno s strategijo. Vsaka sprememba strategije in s tem namenskih ciljev med izvajanjem projekta povzroči, da je treba postaviti nove objektne cilje, plan projekta je treba dopolniti z aktivnostmi za doseganje novih rezultatov, vse to pa ima navadno negativni vpliv na planirane roke, stroške in kakovost. Objektni končni cilj (Co) je torej materializacija namenskega končnega cilja (Cn). To pa na obrambnem področju pomeni opredelitev materialnega (-ih) obrambnega (-ih) sredstva (-ev) oziroma z drugimi besedami določitev objekta in obsega v projektu. Poskušamo pokazati, da lahko vse to dosežemo s pomočjo kreiranja Strukturirane členitve dela (WBS) in razvijanja le-te v času preko mejnikov skozi faze življenjskega cikla proizvoda. Prav tako poskušamo objektivizirati opredelitev objekta projekta s pomočjo Strukturirane členitve dela (WBS) kot orodja, ki: - statično opredeljuje in jasno razčlenjuje (v odnosu do objekta projekta oziroma končnega izdelka) materialna sredstva v sestavne komponente, s tem da tudi pojasnjuje razmerja med komponentami in razmerja med aktivnostmi, ki jih je potrebno opraviti. - dinamično opredeljuje in jasno razčlenjuje (v odnosu do objekta projekta oziroma končnega izdelka) preko mejnikov materialna sredstva v sestavne komponente skozi celotni življenjski ciklus proizvoda — od ideje do izločitve iz uporabe; s tem opredeljuje objekt projekta oziroma končni izdelek in tako tudi spreminja konfiguracijo projekta. Spremembe se odražajo na orodju samem. V nalogi uporabljamo metode dela, ki jih priporočata priročnika MIL — Handbook 881A (Standard MIL — 881A) in A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) Third Edition ©2004 Project Management Institute), za kreiranje orodja WBS (Work Breakdown Structure — Strukturirana členitev dela). Ugotavljamo, da Strukturirana členitev dela (WBS) omogoča: - kot statično orodje definirati obseg projekta, tako da opredeli elemente obsega projekta kot tudi strukturo po nivojih in medsebojne odnose, - kot dinamično orodje kreirati/spreminjati/razvijati strukturo členitve dela glede na fazo oziroma mejnik v življenjskem ciklu proizvoda, - kot orodje verificirati elemente obsega projekta in njihovo strukturo po nivojih, - kot orodje kontrolirati gibanje stroškov elementov obsega projekta in strukturo stroškov po nivojih. Teoretične opredelitve preverjamo na primerih, ki smo jih izvedli in uporabili v praksi ter potrjujejo navedbe v uporabljeni literaturi. The central topic of this paper is Project Scope Management. The topic deals with the procedures within the defence area taking place during the verification process which is aimed at finding out whether the project includes, and is limited to, the work necessary for successful completion of the project. Upon the identification of a threat and on the basis of a properly defined project scope, the necessary resources for the project can be determined. Initially, the project is defined as a (determined) one-off process of achieving goals. Then the purpose of the project is defined in a form of purpose-oriented goals, aimed at removing the threat, solving the problem or taking advantage of the opportunity. Those goals enable the setting of object-oriented goals and thus of the object of the project. The following definitions of the project’s purpose-oriented goals and object-oriented goals illustrate the importance of precisely defining the project’s purpose and object. The purpose-oriented end goal (Cn) comprising all the purpose-oriented subgoals is the final part of the project which is determined by the contracting authority. It is used as the basis for measuring the performance of the project and it is derived from the strategy. The object-oriented end goal (Co) combining all the object-oriented subgoals represents the total number of results or deliverables of the project which facilitate the fulfilment of all the conditions necessary for achieving the purpose-oriented end goal. The object-oriented end goal or project result is the responsibility of the project manager and it is used in order to achieve the effects gained through the implementation of the project. During the implementation of the project, it has to be constantly assessed whether the project is implemented in a manner that ensures the achievement of the purpose-oriented goals in accordance with the strategy. Each change in the strategy and thus in the purpose-oriented goals during the implementation of the project means that new object-oriented goals need to be set, and the project plan has to be supplemented with activities aimed at achieving new results. All these factors have an impact on the planned deadlines, costs and quality. The object-oriented end goal (Co) is therefore the materialisation of the purpose-oriented end goal (Cn). Within the context discussed in the herein, it represents the definition of the material defence resource (s) or, in other words, the determination of the project object and scope. An attempt has been made to prove that all this can be attained by means of creating a Work Breakdown Structure (WBS) and developing this WBS in time through milestones throughout the phases of the product's life cycle. Another attempt has been made to make the definition of the object or final deliverable of the project more objective by using the Work Breakdown Structure (WBS) as a tool which: - In a static manner, defines and clearly breaks down (in relation to the object or final deliverable of the project) the material resources into component parts, and thus also explains the relations between the component parts, as well as the relations between the activities which need to be performed. - In a dynamic manner, defines and clearly breaks down (in relation to the object or final deliverable of the project), through milestones, the material resources into component parts throughout the product’s life cycle – from the idea to the disposal. Thus, it defines the object or the final deliverable of the project and changes the configuration of the project. Changes are reflected in the tool itself . In conclusion, it can be stated that the Work Breakdown Structure (WBS): - As a static tool, enables the definition of the project scope by determining the elements of the project scope and the structure by levels, as well as the relationships between the elements. - As a dynamic tool, it enables the WBS creation/change/development in accordance with the phase or milestone in the product's life cycle. - As a tool, it enables Namenski cilj projekta Objektni cilj projekta Strukturirana členitev dela (WBS) Modeli strukturirane členitve dela (WBS) Strukturirana členitev dela (WBS) kot statično orodje Strukturirana členitev dela (WBS) kot dinamično orodje Purpose-oriented goal of the project Object-oriented goal of the project Work Breakdown Structure (WBS) Work Breakdown Structure (WBS) models Work Breakdown Structure (WBS) as a static tool Work Breakdown Structure (WBS) as a dynamic tool true true false Slovenski jezik Angleški jezik Specialistično delo 2010-10-22 11:55:29 2011-04-20 13:38:15 2022-04-13 08:12:57 2023-12-20 03:36:30 2010 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 6842899 URN:SI:UM:DK:WLQQSI8X SPEC_Purgaj_Franc_2010.pdf SPEC_Purgaj_Franc_2010.pdf 1 64E0E8F6C1A0111218157F5E60F8FC27 b9ec11179f420209fe5d2ab9d72fc081eca5bedbc978229b491dab8fddc29793 a949e1ae-7c04-11eb-bb7a-00155d0001ca 20.500.12556/dkum/d1bb21c3-5a61-486b-8b4d-ffcfc7803b1a https://dk.um.si/Dokument.php?lang=slv&id=18737 Fakulteta za organizacijske vede 0 0 0