Project scope is everything about a project , work content as well as expected outcomes
Project Scope is :
1 Naming all activities to be performed.
2 Resources needed.
3 End product.
4 Quality of product
5 Goals.
6 Constraints and limitations
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CHAPTER 5
LEARNING OBJECTIVES
After completing this chapter, you should be able to:
1. Understand the importance of scope management for
project success.
2. Understand the significance of developing a scope
statement.
3. Construct a Work Breakdown Structure for a project.
4. Develop a Responsibility Assignment Matrix for a
project.
5. Describe the roles of changes and configuration
management in assessing project scope.
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PMBOK CORE CONCEPTS
Project Management Body of Knowledge (PMBoK) covered in
this chapter includes:
1. Develop Project Charter (PMBoK 4.1)
2. Plan Scope Management (PMBoK 5.1)
3. Collect Requirements (PMBoK 5.2)
4. Define Scope (PMBoK 5.3)
5. Create WBS (PMBoK 5.4)
6. Validate Scope (PMBoK 5.5)
7. Control Scope (PMBoK 5.6)
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PROJECT SCOPE
Project scope is everything about a project , work
content as well as expected outcomes
Project Scope is :
1. Naming all activities to be performed.
2. Resources needed.
3. End product.
4. Quality of product
5. Goals.
6. Constraints and limitations.
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PROJECT SCOPE
Scope management is the function of
controlling a project in terms of its goals and
objectives and consists from the concept to the
closing :
1) Conceptual development. 4) Scope reporting
2) Scope statement 5) Control systems
3)Work authorization 6) Project closeout
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5.1-CONCEPTUAL DEVELOPMENT
The process that addresses project objectives by
finding the best ways to meet them.
1. Problem or need statement.
2. Requirements gathering.
3. Information gathering.
4. Constraints
5. Alternative Analysis.
6. Project objectives.
7. Business case.
8. Statement of work.
9. Project charter.
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5.1- CONCEPTUAL DEVELOPMENT
1. Problem or need statement.
• This is the statement of goals.
• Why there is a need for the project.
• What is the problem to be solved.
• What will project do.
• Read example page 168.
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5.1-CONCEPTUAL DEVELOPMENT
2. Requirements gathering.
Demands , customer needs and specifications of the project.
Determine where we wish to be compared to where we are.
Product related requirements.
Quality requirement .
Performance requirements.
3. Information Gathering
• Clear information about current status, , target dates, supplier
options, top management support to the project.
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5.1-CONCEPTUAL DEVELOPMENT
4-Constraints.
• Any restrictions that may affect the project.
Time , schedule, or client specific need.
5- Alternative analysis
• Find the best way of intervention to solve the project problem,
among many options. ( screening of choices to get the best)
• This has two benefits:
• 1- provide the team with better understanding of the project,
• 2- offers a choice of approach of how to address the problem.
6- Project objectives :
Provide final refined project objectives aligned with outcomes, resources
needed and timing.
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5.1-CONCEPTUAL DEVELOPMENT
7- Business case :
• The organization’s justification for this project.
• Finding out the benefits from this project and its relation to
the strategy.
• BC should have :
• Clear Need .
• Feasibility study showing a feasible project.
• SWOT analysis.
• Cost of conducting the project and returns compared to
other projects.
• expected time for expending the money of the project.
• financial commitment, justification, cost, risk from not
doing the project,
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5.1 CONCEPTUAL DEVELOPMENT
8- A Statement of Work is a detailed narrative description of the
work required for a project. Read SOW page 170. ( end of
conceptual stage is SOW).
Effective SOWs contain:
1. Introduction and background : history of the organization and
problem statement.
2. Objectives .
3. Technical description of the project :
4. Timeline and milestones.
5. Clear scope : tasks , requirements, specifications and if a
contract express what a contractor shall submit.
6. Deliverables.
7. Project duration
8. Schedule . 5-11
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5.1 CONCEPTUAL DEVELOPMENT
9- Project charter
• Many organizations establish after the SOW.
• A document issued by the project initiator or sponsor formally
sanctioning existence of project and authorizes project manager
to begin applying organizational resources to project activities
• Is created once project sponsors have done their “homework”
to verify that there is:
a business case for the project.
elements of project are understood.
company-specific information for the project has been applied.
• Demonstrates formal company approval of the project
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5.2 SCOPE STATEMENT
Creating the documentation and approval of all important
project parameters prior to proceeding to the development
phase. Key steps :
1. Establish project goal criteria to include:
a) cost
b) schedule
c) performance
d) review and approval “gates”
e) Deliverables : any measurable , tangible verifiable
outcome , result or item that must be [produced to
complete a project or part of the project
2. Develop management plan for project
3. Establish a Work Breakdown Structure
4. Create a scope baseline 5-13
Continue editing here
according to the book , make
it easy and clear, ,
Make the order cear
Need - problem
statement(SOW)- scope
statement ( contract) .
Implementation
Remove not required sides
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5.2 SCOPE STATEMENT
2. Develop management plan for project :
Organization structure for the project including reporting structure.
Procedures and policies under which the team will work.
Reporting structure.
Job description.
Responsibility assignment matrix.
3. Establish a Work Breakdown Structure : The process of
subdividing project work into deliverables and smaller, more
manageable components that constitutes the deliverables .
It identifies every thing in the project.
4. Creating a scope baseline : document that provides
summery description of each component of the project’s
goals including basic budget and schedule of each activity .
The final step in the scope statement is the scope baseline
which is the final approved version of the scope to be done.
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WORK BREAKDOWN STRUCTURE (WBS)
A deliverable-oriented grouping of project elements
which organizes and defines the total scope of the
project. Each descending level represents an
increasingly detailed definition of a project
component. Project component may be products or
services.
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WBS EXAMPLE
GROUP PRESENTATION
16
1. Refine project title
2. Assign research responsibilities
3. Develop outline for the assignment.
4. Assign team members to put presentation together.
5. Produce draft paper
6. Proofread and correct draft.
7. Refine class presentation.
8. Turn in paper and make presentations.
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DEFINING AWORK PACKAGE
The smallest indivisible unit of the WBS.
Composed of sort duration tasks that have defined time and cost
estimate.
Consume resources.
Example : room for training in the above example and visas.
Deliverables and sub deliverables shall not have cost and duration
by their own . WB does have
Project WBS shall not exceed four levels : Project , deliverables, sub
deliverable, and work packages .
Each work package shall have a description. Fig 5.5 .
Deliverable cost comes as a result of rolling up of all costs of all WB
forming this deliverable or sub.
Work packages are assigned identifier number called cost center or
cost account for controlling costs.
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Re organize , reorder . Ione sldie for all WB
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DEFINING A PROJECTWORK PACKAGE
P183
1. Work package forms lowest level in WBS.
2. Work package has a deliverable result.
3. Work package has one owner.
4. Work package may be considered by its owner as a project in
itself.
5. Work package may include several milestones.
6. Work package should fit organizational procedures and culture.
7. The optimal size of a work package may be expressed in terms
on labor hours, calendar time, cost, reporting period, and risks.
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DEFINING AWORK PACKAGE
Lowest level in WBS
Deliverable result
One owner
mini project
Milestones
Fits organization
Trackable
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WORK BREAKDOWN STRUCTURE PURPOSE
WBS serves six main purposes:
1. Echoes project objectives : every thing in the WBS reflect
a project goal.
2. Organization chart for the project : shows logical relation
between activities and deliverables.
3. Creates logic for tracking and controlling costs, schedule,
and performance specifications .
4. Communicates project status .
5. Improves project communication
6. Demonstrates control structure for the prject.
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ORGANIZATIONAL BREAKDOWN
STRUCTURE
Organizational Breakdown Structure (OBS) allows
1. Work definition by assigning work packages to
owners.
2. Owner assignment of work packages either person
or department.
3. OBS links cost, activity & responsibility
4. Through the cost control account each work
package budget is assigned to department.
5. Each work package is assigned single cost account
and a cost a account may has more than one
package. See fig 5.7 page 180. 5-25
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RESPONSIBILITY ASSIGNMENT MATRIX
1. To identify assign an individual for each task in the
project.
2. Called linear responsibility chart.
3. Developed with the WBS .
4. Not only shows person assigned to the task but who
supports and who is responsible and….
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RESPONSIBILITY ASSIGNMENT MATRIX
(FIGURE 5.10)
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1. To identify an individual for each task in the project.
2. Called linear responsibility chart.
3. Developed with theWBS .
4. Not only shows person assigned to the task but who supports and who is responsible
and….
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5.3WORK AUTHORIZATION
The formal “go ahead” to begin work.
Contractual documentation possesses some key identifiable
features:
Contractual requirements
Valid consideration : what you get for a job you perform.
Contracted terms : replays, penalty, liquidated damages.
Contracts range from:
Lump Sum or
Turnkey Cost Plus
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5.4 SCOPE REPORTING
Determines what types of information reported, who
receives copies, and when and how information is
acquired and disseminated.
Typical project reports contain:
1. Cost status , earned value , variance.
2. Schedule status , delays or updates.
3. Technical performance status
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REASONSWHY PROJECTS FAIL
Politics
Naïve promises
Naïve optimism of youth
Startup mentality of fledgling entrepreneurial companies
“Marine Corps” mentality
Intense competition caused by globalization
Intense competition caused by appearance of new technologies
Intense pressure caused by unexpected government regulations
Unexpected and/or unplanned crises
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5.5 CONTROL SYSTEMS
Configuration control
Design control
Trend monitoring
Document control
Acquisition control
Specification control
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Scope /Quality
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CONFIGURATION MANAGEMENT
A system of procedures that monitors emerging
project scope against the baseline. It requires
documentation and management approval on any
change to the baseline.
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Configuration Management is defined as:
Baseline is defined as:
The project’s scope fixed at a specific point in time
– for example, the project’s scheduled start date.
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PROJECT CHANGES
Occur for one of several reasons:
Initial planning errors, either technological or human
Additional knowledge of project or environmental
conditions
Uncontrollable mandates
Client requests
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PROJECT CLOSEOUT
The job is not over until the paperwork is done…
Closeout documentation is used to:
Resolve disputes
Train project managers
Facilitate auditing
Closeout documentation includes:
Historical records
Post project analysis
Financial closeout
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SUMMARY
1. Understand the importance of scope
management for project success.
2. Understand the significance of developing a
scope statement.
3. Construct a Work Breakdown Structure for a
project.
4. Develop a Responsibility Assignment Matrix for a
project.
5. Describe the roles of changes and configuration
management in assessing project scope.
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