1. SEPM
Presentation
Presented By:
Yogesh Kumar Sahu -301602219061
Piyush Kumar Verma -301602219031
Topics :
● Creation of Work Breakdown Structures
● Scope Verification
● Scope Control
● Project Scheduling
● Procurement Management

2. ➢ Creating the Work Breakdown Structures
● A Work Breakdown Structure includes dividing a large and complex project into
simpler, manageable and independent tasks.
● The root of this tree (structure) is labelled by the Project name itself.
● For constructing a work breakdown structure, each node is recursively
decomposed into smaller sub-activities, until at the leaf level, the activities
becomes undividable and independent.
● It follows a Top-Down approach.

3. ➢ Steps of Work Breakdown Structures :
● Step-1: Identify the major activities of the project.
● Step-2: Identify the sub-activities of the major activities.
● Step-3: Repeat till undividable, simple and independent activities are created.
➢ Uses :
● It allows to do a precise cost estimation of each activity.
● It allows to estimate the time that each activity will take more precisely.
● It allows easy management of the project.
● It helps in proper organisation of the project by the top management.

4. ➢ Scope Verification
● In broad terms, verification can be regarded as a ‘process of determining whether
a software development phase has been correctly carried out’ (Schach, 1996).
● Scope verification is a process that is carried out under specification analysis phase.
● In this phase client’s requirements are analyzed and interpreted in order to produce a
specification document which will contain project scope of work.
● Project scope verification is an important process in ensuring that the project team
delivers exactly what the customer requested (Brewer & Dittman, 2010) and also in
ensuring that project scope changes are minimal (Schwalbe, 2011). It is the process
that formalizes the acceptance of the project scope.

5. ● Various tools and techniques have been suggested for project scope verification
process (Schwalbe, 2011; Schach, 1996) and these include:
○ Inspection – the customer or user inspects the work after it is delivered. • Prototyping –
working replica of the planned system.
○ Use case modeling – a tool used to model business events in order to gain better
understanding of user requirements.
○ Joint application design – a technique used to promote greater involvement of key project
stakeholders in system development.
○ Walkthrough – A document is carefully checked by a team of software professionals.
● Any of these tools and techniques may be applied in the process of project scope
verification. In order for project scope verification to proceed smoothly, scope
definition has to be done thoroughly. A well defined project scope is a pre-cursor
for successful project scope control, project success and customer satisfaction. The
next section discusses work breakdown structure which plays an important role in
defining a project scope

6. ➢ Scope Control
● Scope control is part of the Monitor & Controlling Process Group and focuses on project
management. It’s the process of managing changes in projects and has been deemed a
method by PMBOK (Project Management Body of Knowledge).
● Scope Control consists of Project Scope (size of the project) and Product Scope (size of
the product). Project scope shows the total amount of work to be done, in order to
achieve the desired outcome. Product scope is about all the functions related to the end-
result, such as product features, functions, service and quality. In short, it’s about
quantity and quality.

7. ➢ Project Scheduling :
● Project schedule simply means a mechanism that is used to communicate and
know about the tasks that are needed and have to be done or performed and which
organizational resources will be given or allocated to these tasks and in what time
duration or time frame work is needed to be performed.
● Effective project scheduling leads to success of project, reduced cost, and
increased customer satisfaction.
● Scheduling in project management means to list out activities, deliverables, and
milestones within a project that are delivered.
● It contains more notes than your average weekly planner notes. The most common
and important form of project schedule is Gantt chart.

8. ➢ Project Scheduling Process :

9. ➢ Resources required for Development of Project :
● Human effort
● Sufficient disk space on server
● Specialized hardware
● Software technology
● Travel allowance required by project staff, etc.
➢ Advantages of Project Scheduling :
● There are several advantages provided by project schedule in our project management:
○ It simply ensures that everyone remains on same page as far as tasks get completed,
dependencies, and deadlines.
○ It helps in identifying issues early and concerns such as lack or unavailability of
resources.
○ It also helps to identify relationships and to monitor process.
○ It provides effective budget management and risk mitigation.

10. ➢ Procurement Management :
➔ Procurement is the act of obtaining goods, supplies, and/or services. Therefore,
project procurement is obtaining all of the materials and services required for the
project.
➔ Project procurement management encompasses the processes used for making
sure project procurement is successful.
➔ Project procurement management includes three primary processes. These are:
◆ Plan procurements
◆ Conduct procurements
◆ Administer (or control) procurements

11. 1. Planning procurement :
● Planning procurement involves a series of steps that help determine which
resources an organization needs for project completion and the extent of its
budget.
● Project procurement managers often consider the following aspects when
planning for procurement:
○ The materials and resources required to complete the project
○ The materials and resources they already have and which need to be outsourced
○ Contract requirements for outside purchases
○ Delivery date requirements
2. Conducting procurement :
● After planning for procurement, project procurement managers assess bids from
vendors and select partnerships based on their project needs. Any vendor
negotiations often take place during this phase of procurement and all involved
parties sign the agreed-upon contracts. Project procurement managers may also
make payments for products and services at this time.

12. 3. Administrating or Controlling procurement :
● Once contracts become active, procurement control and management are
important parts of maintaining partnerships with vendors and ensuring the
services and products function as they're intended throughout the course of
the project. Controlling procurement often includes:
○ Evaluating regular internal status updates
○ Reviewing contractor agreements
○ Reviewing progress and performance updates from vendors
○ Conducting inspections and audits
○ Assessing work orders
○ Issuing additional payment as necessary

13. Open For Queries….
Thank You!!