Operational Definitions and Project Quality

Individuals working on a project should have an eye for detail, as it is an important aspect of quality. What kind of quality details do you keep in mind throughout a project?

Operational definitions focus on many kinds of details. Perhaps these include details you have also considered. Operational definitions describe what something is and how it is measured by the quality control process.

Operational definitions, sometimes referred to as metrics, are used to measure quality. They are quality assurance inputs that project management teams used to indicate the specifics about the quality of their projects.

For example, to define the testing process of a new pharmaceutical drug, the operational definition must describe the drug's composition, the type of study conducted, the variables tested, and the subjects used.

Defining how something is measured can be challenging, as there are many details to consider. To simplify this process, an operational definition answers the following three questions.

1. What is measured?
For example, A.L. Textiles manufactures a wide variety of textile products for industry and commerce. To be sure each material conforms to its intended purpose, the operational definition details the makeup of the textile and indicates how it is measured for quality.

2. How is it measured?
A.L. Textiles measures the durability of the medical uniform style AJ347. The product is 65 percent polyester and 35 percent cotton. It's available in adult sizes, small to extra large, and comes in colors white, gray/blue, and green.

3. When is it measured?
The durability of uniform style AJ347 is measured after initial manufacturing by washing the garment 300 times. The condition of the garment is recorded on a check sheet. In addition, the durability of the uniform is measured after any necessary product rework.

Remember, operational definitions are used to measure quality. They indicate the specifics about the quality of a project's product or service. In particular, they describe what something is, describe how it is measured, and describe when it is measured.

Outputs of Project Quality Planning

The project quality planning process results in a number of outputs, in the form of actual documents or documented items. Operational definitions, checklists, and inputs to other processes are three important outputs of the quality planning process. Details about these three outputs are provided below.

1. Operational definition
An operational definition, also called a metric in some application areas, is a description of what something is and how it is measured by the quality control process. Operational definitions are quality planning outputs project management teams can use to indicate the specifics about the quality of their projects.

For example, an operational definition that describes meeting schedule deadlines must also include details such as start and finish times for every activity.

2. Checklists
Quality planning, and any other activity involving steps to a process, use checklists. Checklists are structured tools for confirming that all steps to a process have been performed. They can be specific to particular activities and industries. Checklists are not always complicated. They can be as simple as a brief list phrased, "Do this!"

Checklists are important for quality planning because they help you verify a project's quality. You can use information from quality planning inputs, as well as quality planning tools and techniques, to develop the checklists for a project.

Some organizations have standardized checklists that ensure frequently performed activities are carried out with consistency. Alternatively, sometimes checklists are purchased from commercial service providers or professional associations.

3. Inputs to other processes
Sometimes the process of quality planning detects a need for activity in another project management area. These quality planning outputs are usually not anticipated at the onset of a project. These unanticipated outputs are called inputs to other processes.

In summary, inputs to quality planning, as well as quality planning tools and techniques, result in a number of outputs. These quality planning outputs help management teams stay focused on the quality details of a project.

The Outputs of Project Activity Definition

Taking the time to clearly define project activities reduces the chance for costly project delays. The process of defining project activities results in new or revised project documents or documentable items. These are the outputs of the activity definition phase of the project.

In any given project, there are three main outputs of activity definition: the activity list; supporting detail and WBS updates.

• the activity list
  The first and most obvious output of activity definition is the activity list. The activity list results from using the WBS to decompose the project into a series of activities to be performed. To ensure completeness and adherence to project scope, the activity list should be developed and organized as an extension of the Work Breakdown Schedule (WBS).
  

• supporting detail
  The second output of activity definition is supporting detail. Once an activity is defined, the next step is to clarify how it should be performed. To do this, you need to take into account project assumptions and constraints.
  
  Consider the example of Telecom Corporation's VPN project. The development of a new corporate web site is going on at the same time as the VPN project. The assumption that the web site development project uses standard technologies compatible with the VPN project must be documented in the supporting detail.
  
  The constraints imposed by the existing client infrastructure affect project activities and must be included in the supporting detail.
  

• Work Breakdown Schedule (WBS) updates
  The third and final output of project activity definition are WBS updates. The WBS helps identify which activities to include in a project. If a missing deliverable is identified during the activity definition process, you must update the WBS to include that deliverable. You should also update the scope statement since it is a related document that includes a list of the project deliverables. Any changes in the deliverables must be reflected in the WBS and related documentation.
  

The outputs from activity definition include the activity list, supporting detail, and WBS updates. These outputs serve as important inputs to the next task required of a project management team—activity sequencing.

The Inputs to Project Activity Definition

When a project reaches the activity definition phase, certain documents or documentable items have already been established. These "inputs to activity definition" include the Work Breakdown Schedule (WBS), scope statement, historical informaiton, constraints, assumptions, and expert judgment.

• Work Breakdown Schedule (WBS)
  One of the principle inputs to activity definition is the WBS. This document defines project tasks and deliverables.
  

• scope statement
  The scope statement refers directly to project justification, project objectives, project deliverables, and project product description.
  

• historical information
  Historical information is another important input to activity definition. Consider activities required on previous, similar projects in defining current project activities. After all, if something works, why not repeat it?
  

• constraints
  Constraints are also an input to project activity definition. A constraint is anything that can limit the project management team's options.
  

• assumptions
  Assumptions are the fourth input to activity definition. For planning purposes, assumptions are factors that are considered to be true. Over the course of the project, these factors may turn out to be true or false.
  
  Assumptions always carry a degree of risk. For example, if assumptions about materials or costs are false, a project may be delayed or exceed its budget.
  

• expert judgment
  The final input to activity definition is expert judgment. Expert judgment is advice from people with specialized knowledge or training that directly relates to your project. Some sources of expert judgment are:
  

experienced employees in the organization
outside consultants
professional associations
industry watch groups.

The inputs to activity definition are an important part of any project. These documents and documentable items help the project manager and team to determine project deliverables and the tools and techniques needed to achieve the deliverables.

Historical Information and Scope Definition

Norman Cousins—writer, editor, and renowned Federalist—once said, "History is a vast early warning system."

Information from past projects can serve as an early warning system for your current project by giving you considerable insight when you're defining project scope. This type of scope definition input is referred to as historical information. Information from past projects that will be helpful in defining the current project scope includes the following.

1. Previous project documentation
You can find previous project documentation in the form of outputs from other planning processes. When collecting historical information, you should limit your search to documentation generated from similar projects.

The emphasis should be on identifying areas in which other similar projects were particularly successful. This information is easily found in the project development data that is included within a project's scope specifications.

You also should look for information that may have caused problems, such as scope omissions. This information is commonly found in the lessons learned output created during project wrap-up.

2. Personal experience
You also can gather historical information from personal experience. For example, the first working experience with a client provides insight into that client's preferences. Since you already know the client's likes and dislikes, you can apply this knowledge to your next project and make scope definition changes in advance.

You also can draw on the personal experiences of your co-workers. For example, a person who has worked on a project similar to the one for which you are defining the scope may provide you with useful information.

The lessons learned from previous projects provide early warning signs for potential project scope problems. Using historical information as an input to scope definition will result in more successful projects and happier clients.

Other Inputs to Project Scope Definition

When defining project scope, you may find that the formal scope planning documents are not always a sufficient source of information. What other sources can you tap into to get the information you need, so you can accurately define project scope?

One source of additional information that contributes to scope definition is outputs from other project planning processes. Outputs of the planning processes in the other knowledge areas can be inputs to defining project scope.

Typically, other planning processes are underway simultaneously with scope planning. The outputs that result from many of these planning processes should be reviewed during scope definition because they often contain valuable information that can be used when defining the project's scope. Oftentimes, the outputs from other planning processes have an impact on the defined scope for a project.

Although you can review other management areas when defining your project scope, you should review four key areas that produce outputs to determine if these outputs have an impact on project scope definition. The four areas you should review are listed below.

• Project cost management. This area ensures that a project is completed within the approved budget. Since scope definition involves cost estimating, outputs from this area that should be used as inputs to scope definition will focus on resource planning, cost estimating, and cost budgeting.

• Project time management. This area ensures timely project completion. Since project scope definition requires duration estimates, outputs from this knowledge area that should be used as inputs to scope definition focus on activity definition, activity sequencing, and schedule development.

• Project human resource management. This area helps a project manager make the most effective use of team members. Since scope definition requires resource projections, outputs from this area that should be used as inputs to scope definition concern organizational planning and staff acquisition.

• Project quality management. This area ensures that the project will satisfy the needs for which it was undertaken. Since scope definition requires defining deliverables for client satisfaction, outputs from this area will focus on quality planning, quality assurance, and quality control.

Given the importance of the scope definition process, you should seek out all available supporting information. Outputs of the four project management areas described above are excellent inputs that can help you accurately and efficiently define your project scope.

Two Inputs to Project Scope Definition

Project success can depend on how well you define the scope of your project, but defining project scope can be a daunting task. Is there any information that can give you a running start on this critically important activity?

The answer is yes. Two source documents—project constraints and project assumptions—are important inputs to scope definition. These documents are typically produced during scope planning activities.

1. Project constraints
One source document that contains information required for scope definition is project constraints. Constraints are factors that limit the management team's options when it comes to scope. It is important that project managers understand the constraints facing their projects so they can adapt their definitions to overcome any limitations. Two types of constraints are described below.

A fixed budget in a contract is an important consideration during scope definition. For example, you may have to use lower-quality supplies due to limited funds.

Regulatory constraints also can limit your options. For example, design specifications may have to be altered to adhere to the regulation laws of a city or state.

2. Project assumptions
The second source document that contains a list of information required for scope definition is project assumptions. Assumptions are factors that, for scope definition purposes, will be considered to be true, real, or certain. It also is important to note that assumptions generally involve a certain degree of risk.
Assumptions that can affect scope definition involve the expectations surrounding the project. When defining the scope, it is important for the project manager to ensure that everyone involved in the project has the same expectations as to deliverables, final product, and roles and responsibilities.

Project constraints and assumptions are two important inputs to scope definition. Not only will they help you set project boundaries, but they also will help you ensure that everyone involved in the project has the same expectations.