Lecture 6_PM4P_Scope Mgmt

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP- ₂

PROJECT SCOPE MANAGEMENT

Scope affects the TIME needed and COST and the RESOURCES needed so it has a major impact on planning

This in turn affects the relationship between Expectations and Deliverables

Project Charter does not clear the details of project requirements so PM get clearance from stakeholder and sponsor as COLLECT REQUIREMENT

Validated requirement --- Define Scope In and Out of project

Work Breakdown Structure --- Graphical Version of scope

When the Execution is complete check the deliverable against Scope Statement, the WBS and approved change requests. This is VERIFY SCOPE

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INITIATING _PLANNING _EXECUTING _{MON & CON} _CLOSING • Collect

Requirement

• Define Scope

• Create WBS

• Verify Scope

• Control Scope

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Collect Requirements

Defining and

documenting stakeholder’s need to meet the

project objectives

•

Define Scope. Developing a detailed

description of the project and product

•

Create WBS. Subdivide project

deliverables and work into smaller, more

manageable components

•

Verify Scope. Formalizing acceptance of

completed project deliverables

•

Control Scope. Monitoring the status of

the project and product scope and managing

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A

project is successful

when it meets the

expectations of the stakeholders.

•

The

Project Charter

gives the Project Manager

the authority to lead the project and also describes

the expectations of the sponsor.

•

The Project Management Plan

is a plan

about how the project will be managed. This is

distinct from a project plan, which describes the

actual work to be done.

•

Changes

will always happen and the Integrated

Change Control Process allows this to be managed

in a structured way.

•

Closure

is important as a signal to everybody that

the project life cycle has ended. The closure

processes also include Lessons Learned. Closure

processes can also be applied to phases,

sub-projects and programs.

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COLLECT REQUIRMENT

Inputs

1. Project Charter

2. Stakeholder

Register

Tools &

Techniques

1. Interviews

2. Focus Groups

3. Facilitated Wksps

4. Group Creativity

Techniques

5. Group Decision

making Techniques

6. Questionnaire and

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COLLECT REQUIRMENT

Inputs

1. Project Charter

2. Stakeholder

Register

PC is used to provide high lvl proj req and

high lvl product description of the proj

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COLLECT REQUIRMENT

Tools and Techniques

Interview

is a formal / informal apch to discover

info from stakeholders by talking to them directly

Focus Group

brings together prequalified

stakeholders and SMEs to learn about their expectations

and attitude

Facilitated Workshops

focused sessions that bring

key-cross functional stakeholders together to define the

product. Interactive group nature, well facilitated sessions

can build trust, foster relationships, and improve

communication

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COLLECT REQUIRMENT

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Group Creativity Technique

•

Brain Storming

used to generate and collect

multiple ideas related to project and product

requirements

•

Nominal Group Technique

Enhances

brainstorming with a voting process for ranking and

prioritization

•

The Delphi Technique

Selected group of

experts answers questionnaire and provide

feedback with anonymity

•

Idea/mind mapping

Ideas created under

Brainstorming are consolidated as single map to

reflect commonality and diferences

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COLLECT REQUIRMENT

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Group Decision Making Technique

•

Unanimity

Everyone agrees on a single

course of action

•

Majority

Support from more than 50% of the

member of the group

•

Plurality

The largest block in the group

decides even if the majority is not achieved

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COLLECT REQUIRMENT

Questionnaires and Surveys

written set of Qs to

accumulate quick information from wide / broad audience.

Observations

direct way of viewing the individuals…

mostly used by HR…... Job shadowing …. Participant

observer

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP- USA 13

COLLECT REQUIRMENT

Outputs

1. Requirement

Docus

2. Requirement

Management Plan

3. Requirement

Traceability Matrix

RD Requirement must be

unambiguous (measurable and testable), traceable, complete, consistent and acceptable to key stakeholders.

Format may differ for various organizations

Go thru page 110 PMBOK

RMP documents how the requirements will be analyzed, documented and

managed throughout the project Go thru page 110 PMBOK

The RTM is a table that links req to

their origin and trace those throughout the project life cycle.

It’s a mean to track and ensure that req is delivered at the end.

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DEFINE SCOPE

Inputs

1. Project Charter

2. Requirement

Documentation

3. Organizational

process assets

Tools &

Techniques

1. Expert Judgment

2. Product Analysis

3. Alternative

Identification

4. Facilitated

Workshop

Outputs

1. Project Scope

Statement

2. Project

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DEFINE SCOPE

Inputs

1. Project Charter

2. Requirement

Documentation

3. Organizational

process assets

OPA

•

Policies, procedures, and templates for

a project scope statement

•

Project files from previous projects and

•

Lesson learned from previous phases

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DEFINE SCOPE

Tools &

Techniques

1. Expert Judgment

2. Product Analysis

3. Alternative

Identification

4. Facilitated

Workshop

Product Analysis

• Effective tool in case of product as opposed to service or result

• Accepted methods for translating high-level product description into tangible deliverables • Includes tech such as product breakdown,

system analysis, requirement analysis,

system engineering, value engineering and value analysis.

Alternative Identification

• Identify alternatives by using various

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DEFINE SCOPE

Outputs

1. Project Scope

Statement

2. Project

Documentation

Updates

•

PSS

describes in details the project’s deliverables and the work req to create those deliverables

• Provides common understanding of the project scope among the stakeholders

• Make it easier to manage stakeholders, expectations

• Helps in detailed planning, guidance during execution and a baseline to keep track of the requirements

PSS includes

• Product Scope Description

• Product acceptable criteria

• Project deliverables

• Project exclusions

• Project Constraint

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CREATE WBS

Inputs

1. Project Scope

Statement

2. Requirement

Documentations

3. Organizational

process assets

Tools &

Techniques

1. Decomposition

Outputs

1. WBS

2. WBS Dictionary

3. Scope Baseline

4. Project document

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CREATE WBS

Tools &

Techniques

1. Decomposition

Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level

The work package level is the lowest level in WBS, where cost and duration for the activity can be easily estimated and

managed

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CREATE WBS

Outputs

1. WBS

2. WBS Dictionary

3. Scope Baseline

4. Project document

updates

WBS defines eah deliverable and the decomposition of the deliverables into work packages.

WBS Dictionary has a detailed description of work and technical documentation for each WBS element.

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VERIFY SCOPE

Inputs

1. Project

Management Plan

2. Requirement

Documentations

3. Requirement

traceability matrix

4. Validated

deliverables

Tools &

Techniques

1. Inspection

Outputs

1. Accepted

deliverables

2. Change Requests

3. Project document

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP- USA 27

VERIFY SCOPE

Inputs

1. Project

Management Plan

2. Requirement

Documentations

3. Requirement

traceability matrix

4. Validated

deliverables

PM Plan includes Proj Scope Statement, WBS and WBS dictionary

Req Docus lists all the project, product,

technical and other types of req along with acceptance criteria.

Req Traceability matrix links req to their

origin and tracks them throughout the project life cycle

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VERIFY SCOPE

Tools &

Techniques

1. Inspection

Inspection includes activities like measuring, examining, and verifying to determine whether work and deliverables meet requirements and product acceptance criteria

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VERIFY SCOPE

Outputs

1. Accepted

deliverables

2. Change Requests

3. Project document

updates

Accepted Deliverables

That meet the acceptance criteria are formally signed off

Change requests

Those completed deliverables completed but NOT formally approved may require change request for defect repair

Project Documents Updates

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Performed Integrated Change Control

Inputs

1. Project

Management Plan

2. Work performance

information

3. Change requests

4. Enterprise

Environmental

Factors

5. Organizational

process assets

Tools &

Techniques

1. Expert Judgment

2. Change control

meetings

Outputs

1. Change requests

status updates

2. Project

management plan

updates

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CONTROL SCOPE

Inputs

1. Project

Management Plan

2. Requirement

Documentations

3. Requirement

traceability matrix

4. Validated

deliverables

Tools &

Techniques

1. Variance analysis

Outputs

1. Work performance

measurements

2. Organization process assets updates

3. Change requests 4. Project management

plan updates

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CONTROL SCOPE

Inputs

1. Project Management Plan 2. Requirement Documentations 3. Requirement traceability matrix 4. Validated deliverables

PM Plan includes Proj Scope Statement, WBS and WBS dictionary

Req Docus lists all the project, product,

technical and other types of req along with acceptance criteria.

Req Traceability matrix links req to their

origin and tracks them throughout the project life cycle

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CONTROL SCOPE

Tools &

Techniques

1. Variance Analysis

Project performance measurement are used to assess the magnitude of variation from the original scope base line

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CONTROL SCOPE

Work Performance Measurements

Measurements include planned Vs actual technical performance or other scope performance measurements. This

information is documented and communicated to stakeholder

Change requests can include preventive or corrective actions defect repair

Project Documents Updates

Any document that define the product or report status on product completion

Outputs

1. Work performance

measurements

2. Organization process assets updates

3. Change requests 4. Project management

plan updates

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PROJECT SCOPE MANAGEMENT

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Project Charter

is not part of any change

management plan, once issued it is not

changed, but amendments are made in

Project Management Plan through

CHANGE REQUESTS

•

Control Account is a management control

point where scope, cost and schedule are

integrated and compared to the earned value

for performance measurement

•

Scope Verification

is primarily concerned

with correctness of the deliverable WHILE

•

Quality Control is primarily concerned

with correctness of the deliverables and

meeting the quality requirements specified for

the deliverables

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•

The WBS

is derived from project scope

statement

•

Uncontrollable changes are often referred

as Project Scope Creep

•

Scope Verification is primarily concerned

with correctness of the deliverable WHILE

•

Change Request may results into

CORRECTIVE or PREVENTIVE actions or DEFECT

REPAIR

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