|
Project Scope Management |
|
| Knowledge Areas |
Major Processes desc. |
Primary Inputs |
Tools & Techniques |
Primary Outputs |
| SCOPE |
|
|
|
|
| Scope Planning |
Creating a project scope management plan that
documents how the project scope will be defined, verified, controlled and how
the work breakdown structure will be created and defined. |
1. Project charter
2. Preliminary Project Scope Statement
3. Project Management Plan
4. Organizational Process Assets
5. Enterprise environmental factors |
1. Expert Judgment
2. Templates, forms, standards |
1. Project Scope Management Plan |
| Scope Definition |
Developing a detailed project scope statement
as the basis for future project decisions. |
1. Project charter
2. Preliminary Project Scope Statement
3. Project Scope Management Plan
4. Organizational Process Assets
5. Approved Change requests |
1. Product analysis
2. Stakeholder analysis
3. Alternatives Identification
4. Expert Judgment
|
1. Project Scope Statement
2. Project Scope Management plan (updates)
3. Requested changes
|
| Create WBS |
Subdividing the major project
deliverables and project work into smaller more manageable components |
1. Project Scope
Statement
2. Project Scope Management Plan
3. Organizational Process Assets
4. Approved Change requests |
1. Work Breakdown Structure
Templates
2. Decomposition
|
1. Project Scope Statement (Updates)
2. Project Scope Management plan (updates)
3. Scope baseline
4. Work Breakdown Structure
5. WBS dictionary
6. Requested changes |
| Scope Verification |
Formalizing acceptance of the
completed project deliverables. |
1. Project Scope Statement
2. Project Scope Management Plan
3. WBS dictionary
4. Deliverables |
Inspection |
1. Accepted deliverables
2. Requested Changes
3. Recommended corrective actions |
| Scope Control |
Controlling changes to the project scope. |
1. Project Scope Statement
2. Project Scope management plan
3. Work breakdown structure
4. WBS dictionary
5. Work Performance information
6. Performance reports
7. Approved Change requests
|
1. Variance analysis
2. Re planning
3. Change Control system
4. Configuration Management system |
1. Project Scope Statement (updates)
2. Scope Baseline (updates)
3. Work Breakdown Structure (updates)
4. WBS Dictionary (updates)
5. Project Management plan (updates)
6. Organizational Process Assets (Updates)
7. Recommended Corrective action
8. Requested changes
|
|
|
|
|
|
|
|
Project Scope Management
|
|
processes required to ensure that the project includes only the work required
to complete the project successfully
|
|
Project Scope Management Plan
|
|
Provides guidance on how project scope will be defined, documented, verified,
managed and controlled by project management team. It includes
-
A process to prepare detailed project scope statement based on preliminary
project scope statement
-
A process that enables creation of WBS also establishes how WBS will be
maintained and approved
-
How formal verification and acceptance of the completed project deliverables
will be obtained
-
A process to control changes to project scope, it is directly linked to
integrated change control
|
|
Scope Statement Contain |
|
1.Project Objectives
2.Product Scope Description
3.Project Requirement
4.Project Boundaries
5.Project Deliverables
6.Product Acceptance Criteria
7. Constraints
8. Assumptions
9.Project Organization
10.Initial identified risks
11.Schedule Milestones
12.Fund Limitation
13.Cost Estimate
14.Project Configuration Management Requirements
15.Specifications
16.Approval Requirements
|
|
Rolling Wave Planning |
|
The Project Management team usually waits until the deliverable or subproject
is clarified so the details of the WBS can be developed. This is referred as
rolling wave planning. So Work to be performed in the near future is planned to
the low level of the WBS, where as work to be performed far into the future can
be planned at the relatively high level of the WBS.
|
|
Break Down Structures
|
|
-
Work Break Down Structure (WBS)
-
Organizational Breakdown Structure (OBS)
-
Resource Breakdown Structure (RBS)
-
Risk Breakdown Structure (RBS)
-
Bill of Materials (BOM) – Hierarchical tabulation of physical assemblies,
subassemblies & components needed to fabricate a manufactured product.
|
|
WBS Dictionary
|
|
For each WBS Component, WBS dictionary includes a “Code of
Account Identifier”, a statement of work, responsible organization, and a list
of schedule milestones. Other information can be Contract information, Quality
requirements and technical reference.
|
|
Scope Baseline |
|
Approved detailed project Scope statement, WBS and WBS dictionary are the scope
baseline.
|
|
Scope
Verification |
|
to verify that the work done satisfies the scope of the project. It must be
done at the end of each phase. A similar activity during closure is Product
Verification. Focuses on customer acceptance/performance measurement, not
change to project scope. Scope Verification is normally done after quality
control (which checks for product correctness) but these two processes can be
performed in parallel. Occur during the control phase of the project, not at
the end. The review at the end of the project phase is called phase exit, stage
gate, or kill point.
|
|
Inspection |
|
Are called Reviews, Product Reviews, Audits and Walkthroughs.
|
|
Scope Creep |
|
Uncontrolled changes are often referred as project
scope creep
|
|
Variance
Analysis |
|
Project performance is measurements are used to assess the magnitude of
variation. It includes finding the cause of variation relative to the scope
baseline. |
|
Constraints |
|
A constraint is an applicable restriction that will
affect the performance of the project. For example, a predefined budget is a
constraint |
|
Assumptions
|
|
Assumptions are factors that, for planning purposes, are considered to be true,
real, or certain. |
|
Decomposition
|
|
(1st level – Project phases, 2nd level – Deliverables (Break down till cost
estimates can be done, verify decomposition correctness) ) lowest level of the
WBS may be referred to as work packages. Work not in the WBS is outside the
scope of the project.
|
|
Management by Objective (MBO) |
|
determining company’s objective and how the project fits into them. MBO focuses
on the goals of an activity rather than the activity itself (manager is
responsible for results rather than performing certain activities)
|
|
Project Scope |
|
the work that must be done in order to deliver a
product; completion is measured against the project plan. It includes meetings,
reports, analysis and all the other parts of PM.
|
|
Product Scope |
|
features and functions that are to be included in a
product; completion is measured against the Product requirements. It can be
supplied as a result of a previous project to determine the requirements
|
|
Design Scope |
|
contain the detailed project requirements (used for
FP contract) |
|
Scope Definition
|
|
subdividing major project deliverables
|
|
Decomposing
|
|
subdividing project work packages into smaller, more manageable components
(activities/action steps). The heuristic (rule of thumb) used in project
decomposition is 80 hours.
|
|
Scope Management Plan |
|
describes how scope will be managed and how changes will be integrated into
project; also includes assessment of expected stability of project scope. (e.g.
project manager would refer to the Scope Management Plan to make a change)
|
|
Stakeholder Management |
|
the project manager must identify the stakeholders,
determine their needs and expectations, then manage and influence expectations
to ensure project success. Project success depends primarily on customer
satisfaction. |
|
WBS |
|
subdividing project deliverables into smaller, more
manageable components. It is a deliverable-oriented grouping of project
elements that organizes and defines the total scope of the project. It is a
communication tool and it describes what needs to be done and what skills are
required. Anything missing in the WBS should be added. The 1st level should be
the project life-cycle (not product). The WBS is created by the team (helps to
get buy-in) and it is used to make certain that all the work is covered. It
provides a basis for estimating the project and helps to organize the work. Its
purpose is to include the total project scope of all the work that must be done
to complete the project. Defines the project’s scope baseline. |
|
WBS Dictionary |
|
Defines each item in the WBS, including description
of the work packages and other planning info such as schedule dates, cost
budgets and staff assignments. It helps reduce Scope Creep and increases
understanding. WBS dictionary can be used as a part of Work Authorization
system to inform team members of when their work package is going to start,
schedule milestones and other info. |
|
Scope Statement |
|
Define and record Requirements.
A documented description of the objectives, work content, deliverables, and end
product; it includes a description of project assumptions and constraints.
Provides stakeholders with a common understanding of the scope of the project
and is a source of reference for making future project decisions |
|
Statement of Work
|
|
a narrative description of products or services to be
supplied under contract.
|
|
Work Package |
|
deliverable at the lowest level of WBS. They are
control points in the WBS and are used for assignments to work centers. They
are used to pass a group of work for further breakdown in the executive
organization.
|
|
Cost Account |
|
one level above the Work Package.
|
|
Assumptions |
|
factors that, for planning purposes, are considered
to be true, real or certain The principal sources of project failure are
organizational factors, poorly identified customer needs, inadequate specified
project requirements, and poor planning and control.
|
|
Most Change Requests are the result
of: |
|
An external event
-
An error or omission in defining the scope of the product
-
An error or omission in defining the scope of the project
-
A value-adding change
A Change Request is the most effective way of handling the disconnect between
what users actually want and what management thinks they want. The project
manager’s role related to project change is to influence the factors that
affect change. He should ask for a change order and look for impacts to the
triple constraint. Scope Changes on project can be minimized by spending more
time developing the scope baseline. If there is enough reserve to accommodate a
change, the Project Manager can approve the change (we are paid to manage the
scope completion within our budget and reserves)
|
|
|
|
|
|
|
|
|
|