1. Diploma Project Management
Captain Cook College
Sharon Boyle

2.  Discussed results for Activity 1,2 & 3
 Scope can change formally or it can creep
scope changes formally
◦ scope creeps
 Practiced WBS development on Manly Food &
Wine Festival
 Reinforced the steps within Scope for a
complex project.
 ?Began the scope management plan for Fred’s
Sheds

3.  Scoping exercise
◦ I prefer more verbs (doing words)
◦ Most of your items were nouns
(naming words)
◦ These must be turned into tasks to
estimate duration & costs.
◦ Deliverables are NOT deliveries

4. Deliverables Deliveries
 A direct products  Sent by someone
of the project with an invoice
which have been
agreed upon by
the client or
sponsor

5.  At each stage of Project management
we:
 collect inputs,
 use tools & techniques
 produce outputs.

6.  In establishing Scope Requirements must be
collected.
 This varies according to client or sponsor
◦ Some not negotiable – its in the tender
◦ Some this is a long stage
◦ Some may change their mind
 Likely to be a longer process if project is
internal
 Let’s discuss why

7.  1. Conduct project authorisation activities
 2. Conduct project scope definition activities
 3. Manage application of scope controls

8. Assessment Description of Assessment item Due dates
Item No.
No. 1. Scoping exercise re Great Tastes of Manly - 14/12/12
Sticky notes exercise & sort into inclusions Sharon@captaincookcollege.qld.edu.au
exclusions & assumptions
No 2. Fred's Shed Scope management plan - 14/12/12
including - Scope statement & WBS Sharon@captaincookcollege.qld.edu.au
No 3.1 Variation to Scope & Variation register 14/12/12
No 3.2 Sharon@captaincookcollege.qld.edu.au
No 4. Fred's Sheds Performance Review checklist Sharon@captaincookcollege.qld.edu.au
Q 1, 2, 3 & Activities on LMS COMPLETED & Submitted through LMS
Written & No other assessment required from LMS
Oral

10. Contents
1. Introduction
2. Roles & Responsibilities
3. Requirements and Definitions
4. Constraints and Assumptions
5. Workbreakdown Structure - WBS
6. Acceptance Criteria
7. Change Management

11.  But what about changes?
◦ How do we follow what changes are to come?
◦ Fred’s bid has been accepted by Mr Jones who now
wants a large, heavy and expensive weather vane
erected on the front of the shed. See photo.
◦ Do we accept the change as a variation?
◦ What will it do to scope?
◦ How should we document?

13.  What is it about…?

14.  How to measure changes?
 How has the project changed?

15.  Nice to get one change all settled but
 Where & how to keep track of all this?
 Who needs to know

16. 1. Initiation of change –
Client or
Project Manager or Team Member
2. Completion of change/variation –
what is the impact
3. Present to Client/sponsor
4. Secure approval
5. Enter Change register

18.  Variation for Fred’s shed – Weathervane
 Be a little imaginative – it’s a big
weathervane.
 Variation Register – its all got to be filed

19.  http://www.youtube.com/watch?v=WeFwaa7
XBSo

20.  Complete the Performance review checklist.
 Does this checklist meet the reasonable
needs for a project assessment.
 Make changes to this

21.  Introductory Powerpoint
 Feedback & revision
 Progress with Scope Management Plan?
 Morning Tea
 Assessment Items 3.1 & 3.2
 Lunch
 Performance review tool
 LMS Activities 3 & Written/Oral

22.  Project management with monkeys
 http://www.youtube.com/watch?v=HDu5Wo8
Yh1k

23.  Read the question
◦ Then read the question again.
 PMBOK style
 Inputs Tools & Outputs
techniques
 Your work only
◦ Don’t copy & paste – even if good source found
◦ Help colleagues but submit your work only
 Work in – Results out
◦ Please be patient you are now one of 18
◦ If you are here on time I can get to your work quicker