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5/20/2018 Defining the Scope of a Project
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5-1Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
CHAPTER 5
Defining the Scope
of a Project
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5-2Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
Learning Elements
5.1 Understand the importance of scoping a project,how it defines what the project is to achieve, in
what timeframe and at what cost.
5.2 Develop a comprehensive Scope document and
understand some of the practical techniques thatcan be applied in developing the content for the
Scope document.
5.3 Understand how the Scope Management Plan
differs from the Scope document, and define andestablish a process for change management in
project environment.
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5-3Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
Introduction
Answers the most obvious question, but also
the most commonly overlooked one:
What problem is being so lved b y del iver ing
th is project?
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5-4Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
Documents Output from
Scoping Activities Project Charter
Project Scope document
Work Breakdown Structure (WBS)
Scope Management Plan
Estimating Artefacts
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5-5Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
How Scoping Fits into the Text
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5-6Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
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Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
The Scope Process
Step 1: Defining the Project Scope
Step 2: Creating the Work Breakdown
Structure (WBS)
Step 3: Integrating the WBS with the
Organisation
Step 4: Estimating: Moving Towards a
Draft Budget and Schedule
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Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Step 1: Defining the
Project Scope The primary purpose is to define as clearly as
possible the deliverable(s) of the project. To be used by the project sponsor and other
stakeholders for measuring project success.
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5-9Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
Step 1: Defining the
Project Scope (cont)
To clearly define the deliverable(s) for the end
user.
To focus the project on successful completion
of its goals.
Inadequate scope definition is a primaryreason for project failure.
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5-10Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
Project Scope Checklist
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5-11Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Pract ice, 1e
The Triple Constraints
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5-12Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
The Triple Constraints (cont)
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5-13Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
The Triple Constraints (cont)
Constrain
The original parameter is fixed. The projectmust meet the completion date, specifications
and scope of the project or budget.
EnhanceGiven the scope of the project, which criterion
should be optimised?
AcceptFor which criterion is it tolerable not to meet
the original parameters?
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5-14Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Step 2: Creating the Work
Breakdown Structure (WBS) A hierarchical outline (map) that identifies
the products and work elements involved in
a project. Defines the relationship of the final
deliverable (the project) to its sub-
deliverables and in turn their relationships to
the work packages.
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5-15Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Hierarchical Breakdown of the WBS
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5-16Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Creating the Work
Breakdown Structure (WBS)
Facilitates evaluation of cost, time and
technical performance of the organisation on
a project.
Provides management with information
appropriate to each organisational level.
Helps manage plan, schedule and budget.
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5-17Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Creating the Work Breakdown
Structure (WBS)(cont.)
Helps in the development of the
organisation breakdown structure (OBS)
which assigns project responsibilities toorganisational units and individuals.
Defines communication channels and
assists in coordinating the variousproject elements.
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5-18Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
WBS Brainstorming Techniques
Whiteboards, Brainstorming, Post-It Notes,
Mind Maps, Facilitators
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5-19Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Example of a Work Package
or Pack Contents
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5-20Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Step 3: Integrating the WBS
with the Organisation
Depicts how the firm is organised to discharge
its work responsibility for a project.
Provides a framework to summarise
organisation work unit performance.
Identifies organisation units responsible
for work packages.
Ties the organisational units to cost controlaccounts.
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5-21Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Integrating the WBS and OBS
House Build Example
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5-22Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Step 4: EstimatingThe journey from WBS to estimating and the creation of
the budget schedule and resource matrix.
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5-23Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
The Scope Management Plan
Typical contents The process to be applied for all project
change/variation requests.
The process for scope verification. The process for deliverable acceptance.
How lessons learned will be captured and applied
within the project.
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5-24Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Change/Variation Control
Management
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5-25Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Project Scope Integration
K T
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5-26Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e
Key Terms hierarchical decomposition
milestone
Organisation Breakdown Structure (OBS)
outcomes
outputs
project charter
project change management systems
scope creep
Scope document
Scope Management Plan
Statement of Work (SoW)
the triple constraints
WBS dictionary
Work Breakdown Structure (WBS)
work package
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