Pmp Chapter 5 2004

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Akram Al-Najjar, PMPPlanning & Cost Control Manager

PMP

Preparation Training

Your key in Successful Project Management

Akram Al-Najjar, PMP.Planning & Cost Control Manager

[email protected]+20105394312Source: pmbok guide 2004 Slide 2

Project Management Processes

InitiatingProcesses

PlanningProcesses

ControllingProcesses

ExecutingProcesses

ClosingProcesses

Commitment toexecuting project

Approach toexecuting project

Monitoring, measuring, andtaking corrective action

Coordinating people and

other resources

Formal productacceptance andend of project

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Project Management Framework



Chapter 5

Project

Scope Management

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AGENDA

Scope Management Processes What is Scope Management?How does the PMBoK® Guide describe

Scope Management?Discussion



n Scope Planning

n Scope Definition

n Create WBS

n Scope Verification

n Scope Control

Processes required to ensure that the project includes all the work required, and only the work

required, to complete the project successfully.

Project Scope Management

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Project Scope Management

n Preventing extra work or gold plating.

You should give the customer what they asked for, no more and no less. Giving any extras is a waste of time and adds no benefit to the project. !



5.1Scope Planning

5.3Create WBS

5.4ScopeVerification

5.2ScopeDefinition

5.5Scope Control

Planning Controlling

Process Orientation

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Scope

• Product scope – The features and functions that are to be included in a product or service

• Project scope – The work that must be done in order to deliver a product with the specified features and functions

• Successful completion of product scope is measured against the requirements; projectscope is measured against the plan



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Scope Planning

n Defining and managing the project scope influences the project’s overall success. Each project requires a careful balance of tools, data sources, methodologies, processes and procedures, and other factors to ensure that the effort expended on scoping activities is commensurate with the project’s size, complexity and importance



Scope Planning “continues”

n The project management team documents decisions in the scope management plan. The scope management plan is a planning tool describing how the team will define the scope, develop the detailed scope statement, define and develop the work breakdown structure, verify the scope, and control the scope

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Scope Planning “continues”

Inputs1. Environmental and

Organizational Factors2. Organizational Process Assets3. Project Charter

4. Preliminary Project Scope Statement

5. Project Management Plan

Tools & Techniques1. Expert Judgment2. Templates, Forms,

and Standards

Outputs1. Scope

Management Plan



Scope PlanningInputs

1. Enterprise Environmental Factorsn Organization’s culture and structure

n Infrastructure (facilities & capital equipment)

n Tools

n Existing Human Resources

n Personnel policies.

n Marketplace conditions

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n Organizational Process assets– They are the formal and informal policies, procedures, and guidelines that could impact how the project’s scope is managed. Those of particular interest to scope planning are:n Organizational policies as they pertain to scope planning and

management

n Organizational procedures related to scope planning and management

n Historical information about previous projects, which should be considered during scope planning. Information may be located in prior projects’ lesson learned project archives




3. Project Charter

The document that formally authorized a project, and address thefollowing information:

n Requirements that satisfy stakeholder needs, wants, and expectation.

n Business need, high level product description, or product requirements.

n Project purpose and justification.


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n Assigned project manager and authority level.

n Summary milestone schedule.

n Stakeholders influence.

n Functional organizations and their participation.

n Organizational, environmental & external assumptions.

n Organizational, environmental & external constraints.

n Business case justification the project, including return on investment.

n Summary budget.




Sample Project Charter

Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 2002 Projected Finish Date: December 4, 2002 Project Manager: Kim Nguyen, 691-2784, [email protected] Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: • Update the IT inventory database to determine upgrade needs • Develop detailed cost estimate for project and report to CIO • Issue a request for quotes to obtain hardware and software • Use internal staff as much as possible to do the planning, analysis, and installation

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Sample Project Charter

Name Role Responsibility Walter Schmidt, CEO Project Sponsor Monitor project Mike Zwack CIO Monitor project, provide

staff Kim Nguyen Project Manager Plan and execute project Jeff Johnson Director of IT Operations Mentor Kim Nancy Reynolds VP, Human Resources Provide staff, issue memo

to all employees about project

Steve McCann Director of Purchasing Assist in purchasing hardware and software

Sign-off: (Signatures of all above stakeholders) Comments: (Handwritten comments from above stakeholders, if applicable)

Roles and Responsibilities:



4. Preliminary project scope statementThe project scope statement:

n Is the definition of the project- What needs to be accomplished.

n Addresses and documents the characteristics and boundaries of the project and its associated products and services, as well asthe method of acceptance and scope control, it includes:

• Project and product objectives

• Product or service requirements and characteristics.


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• Product acceptance criteria.• Project boundaries.• Project requirements and deliverables.• Project constraints.• Project assumptions.• Initial project organization.• Initial defined risk.• Schedule milestones.• Initial WBS.• Order of magnitude cost budget.• Project configuration management requirements.• Approval requirements.




5. Project Management Plann Define how the project is executed, monitored, controlled and

closed.

n Document the collection of outputs of the planning processes of the planning processes groups, its includes:

• Project management processes selected by the project management team.

• The level of implementation of each process.


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• The descriptions of the tools and techniques to be used for accomplishing those processes.

• How the selected processes will be used to manage the specific project, including dependencies and interactions and the essential input and outputs.

• How work will be executed to accomplish the project objective.

• How changes will be monitored and controlled.

• How configuration management will be performed.




• How integrity of the performance measurement baseline will be maintained and used.

• The needs and techniques for communication among

stakeholders.

• The selected project life cycle and, for multi phase project, the associated project phases.

• Key management review for content, extent and timing to

facilitate addressing open issues and pending decisions.


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Tools & Techniques

n Expert Judgment: Expert judgment is used in developing detailed scope statements, work breakdown structures, and scope management plans.

n Templates, Forms, and Standards: They include work breakdown structure templates, change control forms, and scope change control forms

Scope Planning



Outputs

n Scope Management Plan: It provides guidance on how project scope will be defined, documented, verified, managed by the project management team. The components of a scope management plan include:n A process to describe the preparation of a detailed scope

statement based upon the preliminary project scope statementn A process that enables the creation of the WBS from the detailed

project scope statementn A process that specifies how formal verification or acceptance of

the completed project deliverables and its companion WBS will beobtained.

n A process to control how requests for changes to the detailed project scope statement will be processed. This process is directly linked to integrated change control.

n The scope management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project

Scope Planning

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Scope Definition

n The preparation of a detailed project scope statement build upon the major deliverables, assumptions, and constraints that are documented in the preliminary project scope statement during initiation, and is critical to project success



Inputs1. Product charter2. Project Scope management Plan

3. Preliminary Project Scope Statement4. Organizational process Assets5. Approved Change Requests

Tools & Techniques1. Product Analysis2. Alternatives Identification3. Expert Judgment4. Stakeholders Analysis

Outputs1. Project Scope

Statement (detailed)2. Requested change3. Scope Management

Plan (updates)

Scope Definition “continue”

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Inputs

1. Project Charter: If charters or preliminary scope statements are not used in a performing organization, comparable information needs to be acquired or developed and then used to develop the detailed project scope statement

2. Preliminary Project Scope Statement

3. Project Scope Management Plan 4. Organizational Process Assets5. Approved Change Requests: They can trigger a

change to project quality, scope, cost or schedule. Change requests are often identified while the work of the project is ongoing, and can occur in many forms: oral or written, direct or indirect, externally or internally, legally or contractually mandated, or optional



Tools & Techniques

1. Product analysis: Techniques to develop a better understanding of the product (e.g., systems engineering, value engineering, function analysis, quality function deployment)

2. Alternative Identification: It is a technique used to generate different approaches to the work of the project. A variety of general management techniques are often used here, the most common of which is brainstorming.

3. Expert judgment4. Stakeholders Analysis

• Identification the influence and interest of the various stakeholders and document their needs, wants, and expectations

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Output

n Project Scope Statement (Detailed): It describes, in detail, the project’s deliverables and the work required to create those deliverables. The scope statement also provides a common understanding among all stakeholders, describes the project’s major objectives, enables the team to perform more detailed planning, guides the team’s work during execution, and provides the baseline for evaluating whether client requests for changes or additional work fall within or outside the project’s boundaries.



Outputn The detailed scope statement includes, either

directly or by reference to other documents:n Project and Scope objectivesn Project Scope Descriptionn Project Boundariesn Project Deliverablesn Product acceptance criterian Project Constraintsn Project assumptionsn Initial Project Organizationn Initial Defined risksn Schedule milestonesn Order of Magnitude Cost Estimaten Project Configuration management requirementsn Approval Requirements

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Output

n Project Management Plan (Updates): The project management plan should be updated to include changes to the scope management plan that result from changes to the scope definition process. Requested changes (additions, modification, revisions) to the project management plan and its subsidiary plans are processed through integrated change control

• Requested changes



Create The Work Breakdown Structure

n A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project

n It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes

n You need a WBS to create a Gantt chart, do critical path analysis, and to use earned value analysis

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Create WBS “continue”

Inputs1. Organizational Process Assets2. Project Scope statement “detailed”3. Project Management Plan4. Approved change requests

Tools1. WBS templates2. Decomposition

Outputs1. Project Scope

Statement (updated)2. Work breakdown

structure 3. WBS dictionaries4. Scope Baseline5. Project Scope

Management Plan “updates ”

6. Requested Changes



Inputs

1. Project Scope Statement (Detailed)

2. Project Management Plan

3. Project Scope Management Plan

4. Approved change requests

Create WBS

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Tools & Techniquesn WBS Templates – Use a WBS from a previous project

or a standard template to develop a WBS for this project

n Decomposition – Subdividing major project deliverables into smaller, more manageable components until the deliverables are defined to the work package level. The work package level is the point at which cost and schedule can be reliably estimated, and will support managing activities throughout the project life cycle

Create WBS



Outputs

n Work Breakdown Structure and Dictionary: For

each WBS element, the WBS dictionary includes a statement of

work, a list of associated activities, and a list of milestones.

Other information can include the responsible organization, start

and end dates, resources required, an estimate of cost, charge

number, contract information, quality requirements, and

technical references to facilitate performance of work. Each WBS

element should be cross-referenced, as appropriate, to other

WBS elements in the WBS dictionary.

n Scope Baseline : Approved Scope statement , WBS and

WBS dictionary are the scope baseline

Create WBS

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WBS DefinitionDeliverable oriented grouping of

project elements that organizes and defines the total

scope of the project

Hardware Services Data



WBS Levels Example

Create WBS

n The Top Level of the WBS is Project Title.

n The First Level is most commonly the same as theProject Phases.

n The Second & Later levels break the project into smaller pieces.

n The Lowest Level that the project manager will manage the project to, is called the Work Package. This Work may be broken down again by the person or persons completing the work.

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Project Scope ManagementSample WBS

Project

Deliverable 3Phase 2Phase 1 Subproject 4 Subproject n

2.1

2.1.32.1.22.1.1

2.1.3.1 2.1.3.2

2.1.3.1.2

2.1.3.1.1

2.1.3.1



WBS related conceptsn Code of accounts: Uniquely identifies each

element of the WBS

n Work packages: A deliverable at the lowest level of the WBS

n WBS dictionary: Work component descriptions, which typically include work package descriptions, as well as other planning information such as schedule dates, cost budgets, and staff assignments.

Create WBS

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Sample of WBS in IT Projects

Figure 4-6a. Sample Intranet WBS Organized by Product



Sample of WBS in IT Projects Figure 4-6b. Sample Intranet WBS

Organized by Phase

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Sample of WBS in IT Projects Table 4-3. Intranet WBS in Tabular Form1.0 Concept

1.1 Evaluate current systems1.2 Define Requirements

1.2.1 Define user requirements1.2.2 Define content requirements1.2.3 Define system requirements1.2.4 Define server owner requirements

1.3 Define specific functionality1.4 Define risks and risk management approach1.5 Develop project plan1.6 Brief web development team

2.0 Web Site Design3.0 Web Site Development4.0 Roll Out5.0 Support



W.B.S

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Sample of WBS in IT Projects Figure 4-7. Intranet WBS and Gantt Chart in Microsoft Project

WBS Gantt Chart



Sample of WBS in IT Projects Figure 4-8. Intranet WBS and Gantt Chart Organized by PM Process Groups

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Typical WBS

ProjectPlanning

1.1.1

ProjectControl

1.1.2

ProjectData

1.1.3

ProjectManagement1.1

ProductDesign

1.2.1

SystemsIntegration

1.2.2

Test &Evaluation

1.2.3

SystemsEngineering

1.2

CPUAcquisition

1.3.1

AuxiliaryEquipment

1.3.2

PrinterAcquisition

1.3.3

HardwareAcquisition

1.3

OperatingSystem

1.4.1

Database1.4.2

ApplicationDevelopment1.4.3

SoftwareDevelopment1.4

FacilityPlans

1.5.1

FacilityModification

1.5.2

FacilityInstallation

1.5.3

FacilitiesModifications1.5

TrainingPlans

1.6.1

TrainingCourses

1.6.2

TrainingDevelopment1.6

InformationSystem

1.



Scope Verification

n Scope Verification is the process of obtaining the stakeholders’ formal acceptance of the completed project scope. Verifying the scope includes reviewing deliverables and work results to ensure that all were completed satisfactorily. If the project is terminated early, the scope verification process should establish and document the level and extent of completion

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Inputs1. Project scope

statement2. WBS dictionary3. Project scope

management plan4. Deliverables

Tools1. Inspections

Outputs1. Acceptance

deliverables2. Requested changes3. Recommended

corrective actions

Scope Verification

Scope Verification



Inputs

1. Project scope statement

2. WBS dictionary

3. Project scope management plan

4. Deliverablesn The deliverables are those that have been fully or

partially completed, and are an outputs of the direct and manage project execution process.

Scope Verification

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n Inspection – Includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements.

nAlso referred to as reviews, product

reviews, audits, and walk-through.

Tools & Techniques

Scope Verification



Outputs

Scope Verification

1. Acceptance deliverables

• Documents the deliverables that have been completed

and accepted and the ones that have not been accepted and the reasons for non-acceptance.

• Acknowledging stakeholders acceptance of the project

deliverables.

2. Requested changes

3. Recommended corrective actions

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Scope Change Control

• A process for controlling changes to project scope by:n Influencing factors which create scope changes, in

order to ensure the changes are agreed upon

n Assuring that all requested changes are processed according to the project integrated change control

n Managing the actual changes when they occur

The system includes the paperwork, tracking systems, and approval levels necessary for authorizing changes



Change Control Process

• Steps for changing official project documents

• Change Control Board (CCB) – Responsible for approving or rejecting change requests

• Procedures for handling those changes that may be approved without prior review

• The scope change control process is a subsidiary process of the overall project control process

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Inputs1. Project scope statement2. WBS3. WBS dictionary4. Project Scope management plan5. Performance reports6. Approved change requests7. Work performance information

Tools1. Change Control System2. Variance Analysis3. Re-planning4. Configuration Management System

Outputs1. Project scope statement (updates)2. WBS (updates)3. WBS dictionary (updates)4. Scope baseline (updates)5. Requested changes6. Recommended corrective actions7. Org. process Assets (updates)8. Project management plan

(updates)

Scope Change ControlScope Control



1. Project scope statement2. WBS3. WBS dictionary4. Project Scope management plan5. Performance reports

n Provide information on project work Performance, such as interim deliverables that have been completed.

6. Approved change requestsn Any modification to the agreed-upon project scope

baseline.

Inputs

Scope control

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7. Work performance informationn Schedule progress showing status information.n Deliverables that have been completed and those not

completed.n Schedule activities.n Extent to which quality standard are met.n Costs authorized and incurred.n ETC the schedule.n % physically completedn Lessons learned.n Resource utilization detail.

Inputs

Scope control



Tools & Techniques

1. Change control system• Defines the procedures by which the project scope and

product scope can be changed, includes the documentation, tracking systems & approval levels necessary for authorizing changes.

2. Variance analysis• Determining the cause of variance relative to the scope

baseline and deciding whether corrective action is required.

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Tools & Techniques

3. Re-planning

4. Configuration management system

n Provides procedures for the status of the deliverables,

and assures that requested changes to the project scope

and product scope are thoroughly considered and

documented before being processed through the

Integration Change Control process.



Outputs

Scope control

1. Project scope statement (updates)

2. WBS (updates)

3. WBS dictionary (updates)

4. Scope baseline (updates)

5. Requested changes

6. Recommended corrective actions

7. Organizational process Assets (updates)

8. Project management plan (updates)

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nAny questions