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project Development Management (Scope Management )

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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 Development Management (Scope Management )

  1. 1. SCOPE MANAGEMENT Chapter 5
  2. 2. 2 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. 5-2
  3. 3. 3 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) 5-3
  4. 4. 4 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. 5-4
  5. 5. 5 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 5-5
  6. 6. 6 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. 5-6
  7. 7. 7 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. 5-7
  8. 8. 8 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. 5-8
  9. 9. 9 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. 5-9
  10. 10. 10 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, 5-10
  11. 11. 11 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
  12. 12. 12 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 5-12
  13. 13. 13 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
  14. 14. 14 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. 5-14
  15. 15. 15 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. 5-15
  16. 16. 16 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.
  17. 17. 1717 PMPTraining inTurkey budget visas transportation trainees Hotel arraignments trainer
  18. 18. 1818 PMPTraining inTurkey visas application documents Submit application Get passport an send to trainees trainees announce Receive applications Receive payment Send passports Hand training material
  19. 19. 19 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. 5-19 Re organize , reorder . Ione sldie for all WB
  20. 20. 20 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. 5-20
  21. 21. 21 DEFINING AWORK PACKAGE Lowest level in WBS Deliverable result One owner mini project Milestones Fits organization Trackable 5-21
  22. 22. 22Copyright ©2016 Pearson Education, Inc. Deliverables are major project components PARTIALWBS (FIGURE 5.3) Work Packages are individual project activities (lowest level in WBS) 5-22
  23. 23. 23 SAMPLEWBS IN MS PROJECT 2013 (FIGURE 5.6) 5-23
  24. 24. 24 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.
  25. 25. 25 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
  26. 26. 26Copyright ©2016 Pearson Education, Inc. INTERSECTION OFTHEWBS AND OBS (FIGURE 5.7) PAGE 180 5-16
  27. 27. 27Copyright ©2016 Pearson Education, Inc. COST ACCOUNT ROLLUP USING OBS (FIGURE 5.9) 5-27
  28. 28. 28 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…. 5-28
  29. 29. 29 RESPONSIBILITY ASSIGNMENT MATRIX (FIGURE 5.10) 5-29 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….
  30. 30. 30 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 5-30
  31. 31. 31 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 5-21
  32. 32. 32 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 5-32
  33. 33. 33 5.5 CONTROL SYSTEMS Configuration control Design control Trend monitoring Document control Acquisition control Specification control 5-33 Scope /Quality
  34. 34. 34 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. 5-34 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.
  35. 35. 35 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 5-35
  36. 36. 36 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 5-26
  37. 37. 37 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. 5-37

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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