Day 2 Scope R02.pdf
- 1. 1 Project Management Day (2) 1 Dr Mohamed Elfarran
- 2. Course Outline Day 1: Introduction + Project Integration Management. Day 2: Project Scope Management. Day 3: Project Schedule Management. Day 4: Project Cost Management. Day 5: Project Risk Management. Day 6: Scrum. Day 7: Final Presentation Day! Dr Mohamed Elfarran 2
- 3. 3 Dr Mohamed Elfarran Project Scope Management 3
- 4. Project Scope Management Project scope Management Includes the processes required to ENSURE that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. ● Preventing extra work or gold plating. ● You should give the customer what exactly they asked for, no more and no less. ● Giving any extras is a waste of time and adds no benefit to the project. Dr Mohamed Elfarran 4
- 6. Processes Orientation Planning Monitoring & Controlling Dr Mohamed Elfarran 6
- 7. Product Scope & Project Scope ● Product Scope: The features and functions that characterized a product, services or result. ○ Completion of Product Scope is measured against the Product Requirements. ● Project Scope: The work performed to deliver a product, services or result with the specified feature and function. ○ Completion of Project Scope is measured against the Project management Plan and the scope baseline for the project. Dr Mohamed Elfarran 7
- 8. 8 Dr Mohamed Elfarran Scope Management Plan Dr Mohamed 5.1
- 9. Plan Scope Management Plan scope management is the process of creating scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provide guidance and direction on how scope will be managed through the project. This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013) Dr Mohamed Elfarran 9 5.1
- 10. Plan Scope management Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, figure 5-2, Page 107. Dr Mohamed Elfarran 10 5.1
- 11. Project Scope Management Processes 1. Planning scope: determining how the project’s scope and requirements will be managed 2. Collecting requirements: defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them 3. Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement 4. Creating the WBS: subdividing the major project deliverables into smaller, more manageable components 5. Validating scope: formalizing acceptance of the project deliverables 6. Controlling scope: controlling changes to project scope throughout the life of the project 5.1 Dr Mohamed Elfarran 11
- 13. Collect Requirements Dr Mohamed Elfarran 5.2
- 14. Collect requirements is the process of determining, documenting, and managing stakeholders needs and requirements to meet objectives. The key benefit of this process is that it provides the basis for defining the product scope and project scope. This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013) Collect Requirements Dr Mohamed Elfarran 15 5.2
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- 16. 17 Collect Requirements, Tools & tech. ● Voting Voting is a collective decision making technique and as assessment process having multiple alternatives with an expected outcome in the form future actions. Voting techniques incl.: − Unanimity: everyone agrees − Majority: more than 50% − Plurality: the largest block 17 Dr Mohamed Elfarran 5.2
- 17. 18 Collect Requirements, Tools & tech. 18 Dr Mohamed Elfarran ● Affinity Diagram Affinity diagram allow large numbers of ideas to be classified into groups for review and analysis. 5.2
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- 19. 20 Collect Requirements, Tools & tech. ● Mind mapping Mind Mapping consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and generate new ideas. 20 Dr Mohamed Elfarran 5.2
- 20. 21 Collect Requirements, Tools & tech. ● Nominal group technique Nominal group technique enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization. Nominal group technique consisting of four steps: − A question or problem is posed to the group. − The moderator writers down the ideas on a flip chart until all ideas are recorded. − Each recorded idea is discussed until all group members have a clear understanding. − Individuals vote privately to prioritize the ideas 21 Dr Mohamed Elfarran 5.2
- 21. 22 Collect Requirements, Outputs ● Requirements documentation The requirements describes how individual requirements meets the business need for the project. − Business requirements. − Stakeholders requirements. − Solution requirements. − Transition and readiness requirements. − Project requirements. − Quality requirements. 22 Dr Mohamed Elfarran 5.2
- 22. 23 Collect Requirements, Outputs ● Requirements Traceability Matrix The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. tracing requirements includes but not limited to: − Business needs, opportunities, goals & objectives. − Project objectives. − Project scope and WBS deliverable. − Product development, etc. 23 Dr Mohamed Elfarran 5.2
- 23. 24 Requirements Traceability Matrix 5.2 Dr Mohamed Elfarran 24
- 24. Define the Scope Dr Mohamed Elfarran 5.3
- 25. Define scope Define scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries and acceptance criteria. Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, figure 5-7, Page 120. Dr Mohamed Elfarran 26 5.3
- 26. Define scope Dr Mohamed Elfarran 27 5.3
- 27. 28 Define Scope, Outputs ● Project Scope Statement ○ Is the description of the project scope, major deliverables, assumption, and constraints. ○ It describes the project deliverables in details and the work required to create those deliverables. ○ It also provide a common understanding of the project scope among all project stakeholders, it’s includes: ■ Product scope description. ■ Deliverables. ■ Acceptance criteria. ■ Project exclusion. 28 Dr Mohamed Elfarran 5.3
- 28. 29 Dr Mohamed Elfarran Create WBS 5.4
- 29. 30 WBS Definition 30 A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project 5.4 Dr Mohamed Elfarran
- 30. Create WBS Create WBS is the process of subdividing project deliverables and project works onto smaller, more manageable components. The key benefit of the process is that it provides a framework of what has to be delivered. Dr Mohamed Elfarran 31 5.4
- 31. Create WBS Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, figure 5-9, Page 125. Dr Mohamed Elfarran 32 5.4
- 32. 33 Approaches to Developing WBSs 1. Using guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSs 2. The analogy approach: Review WBSs of similar projects and tailor to your project 3. Decomposition 1. The top-down approach: Start with the largest items of the project and break them down 2. The bottom-up approach: Start with the specific tasks and roll them up 3. Mind-mapping approach: Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas 33 Dr Mohamed Elfarran 5.4
- 33. 34 Create WBS, Tools & Techniques ● Decomposition Decomposition is a technique used for dividing and subdividing of project scope and project deliverables into smaller, more manageable parts, the works package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. The level of decomposition is often guided by the degree of control needed to effectively Manage the project. 34 Dr Mohamed Elfarran 5.4
- 34. 35 WBS Levels Example ○ The Top Level of the WBS is Project Title. ○ The First Level is most commonly the same as the Project Phases. ○ The Second & Later levels break the project into smaller pieces. ○ 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. 35 Dr Mohamed Elfarran 5.4
- 35. 36 Sample WBS 36 Dr Mohamed Elfarran 5.4
- 36. 37 Sample WBS 37 Dr Mohamed Elfarran ج ب أ مستشفي 1 والرخص التصاريح 2 التصميم 3 األنشاءات 4 الفرش 5 المعدات 6 البشرية الموارد 7 الخامات 8 واألعالن الدعاية 5.2 طبى 5.1 أدارى 3.1 رقم مبني A 3.2 رقم مبني B 3.3 رقم مبني C 2.1 المعمارية 2.2 األنشائية 2.4 الميكانيكية 2.3 الكهربائية 3.3.1 المعمارية C 3.3.2 األنشائية C 3.3.4 الميكانيكية C 3.3.3 الكهربائية C 1.2 الطبية 1.1 المباني والمرافق 1.2.1 األدارية 1.2.2 المهنة مزاولة 1.1.1 المياة 1.1.2 الكهرباء 1.1.3 الغاز 1.1.4 التليفونات 4.2 طبى 4.1 أدارى 5.2.1 طبية أجهزة 5.1.1 مكتبي 5.1.2 نظافة 4.1.1 مكتبي 4.1.2 قاعات انتظار 4.2.1 مرضى غرف 4.2.2 عمليات غرف 6.2 طبى 6.1 أدارى 6.2.1 أطباء 6.1.2 أمن 6.1.3 نظافة 6.2.2 تمريض 6.1.1 مدير 7.2 طبى 7.1 أدارى 7.2.1 األدوية 7.1.2 نظافة مواد 7.2.2 طبية مستلزمات 7.1.1 مكتبية خامات 5.4
- 37. 38 Types of Organizing WBS: ● By Product ● By Phase(Level) ● By Project Management Process Groups Dr Mohamed Elfarran 38 5.4
- 38. 39 Figure 5-3. Sample Intranet WBS Organized by Product Dr Mohamed Elfarran 39 5.4
- 39. 40 Figure 5-4. Sample Intranet WBS Organized by Phase Dr Mohamed Elfarran 40 5.4
- 40. 41 Figure 5-5. Intranet WBS and Gantt Chart in MS Project 41 Dr Mohamed Elfarran (Organized by Phase) 5.4
- 41. 42 Figure 5-6. Intranet Gantt Chart Organized by Project Management Process Groups 42 Dr Mohamed Elfarran 5.4
- 42. 43 Create WBS, Outputs ● Scope baseline The scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. Component of the scope baseline incl.: - Project scope statement - WBS - Work package - Planning package - WBS dictionary 43 Dr Mohamed Elfarran 5.4
- 43. 44 Create WBS Outputs ● WBS Dictionary - Code of account, - Description of works, - Assumptions and constraints, - Statement of work, - Responsible organization, - Schedule milestone, - Resources required, - Cost Estimate, - Quality requirement, - Acceptance criteria, - Technical references, and - Agreement information 44 Dr Mohamed Elfarran 5.4
- 44. 45 WBS Dictionary 45 Dr Mohamed Elfarran 5.4
- 45. 46 Dr Mohamed Elfarran Validate Scope 5.5
- 46. 47 Validate Scope Validate Scope The process of formalizing acceptance of the completed project deliverables. ● The key benefit of this process is that it brings objectivity to the acceptance process and increases the probability of final product, services, or result acceptance by validating each deliverable. 47 Dr Mohamed Elfarran *This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017) 5.5
- 47. 48 Validate Scope ● Difference between validation scope & quality control: ○ Scope verification is primarily concerned with customer acceptance of the deliverables. ○ Quality control is primarily concerned with correctness of work; meeting the quality requirements specified for the deliverables. ● Control Quality is generally performed before validation scope, but these two processes may be performed in parallel. 48 Dr Mohamed Elfarran 5.5
- 48. 49 Validate Scope 49 Dr Mohamed Elfarran Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, figure 5-15, Page 163. 5.5
- 49. 50 Validate Scope, Inputs Verified Deliverables ○ Verified deliverables are project deliverables that are completed and checked for correctness through the Control Quality Process. *This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017) 50 Dr Mohamed Elfarran 5.5
- 50. 51 Validate Scope, Tools & Tech. ● Inspection Inspection includes activities such as measuring, examining , and validating to determine whether work and deliverables meet requirements and product acceptance criteria. Also referred to as reviews, product reviews, and walkthroughs. 51 Dr Mohamed Elfarran Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 163. 5.5
- 51. 52 Validate Scope, outputs ● Accepted deliverables Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor. Formal documentation received from customer or sponsor Acknowledging stakeholders acceptance of the project’s deliverables is forwarded to the close project or phase process. 52 Dr Mohamed Elfarran Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 163. 5.5
- 53. 54 Control Scope ● Control scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. ● The key benefit of this process is that the scope baseline is maintained throughout the project. 54 Dr Mohamed Elfarran *This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017) 5.6
- 54. 55 Control Scope ● Ensures all requested changes and recommended corrective or preventive actions are processed through the perform integrated change control process. ● Manage the actual changes when and as they occur and integrating them with the other control processes. ● Uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as project scope creep. 55 Dr Mohamed Elfarran 5.6
- 55. 56 Control Scope 56 Dr Mohamed Elfarran Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, figure 5-17, Page 167. 5.6
- 56. 57 Control Scope, Tools & Tech. ● Data analysis ○ Variance analysis used the to compare the baseline to the actual results and determine if the variance is within the threshold amount or if corrective or preventive action is appropriate. ○ Trend analysis Examines the project performance over time to determine if the performance is improving or deteriorating. 57 Dr Mohamed Elfarran 5.6
- 57. 58 Control Scope, Outputs ● Work performance information Includes correlated and contextualized information on how the project and product scope are performing compared to the scope baseline. It can include the categories of the changes received, the identified scope variance and their causes, how they impact schedule or cost and the forecast of the future scope performance. 58 Dr Mohamed Elfarran 5.6
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- 59. Best Practices for Avoiding Scope Problems Keep the scope realistic. Don’t make projects so large that they can’t be completed. Break large projects down into a series of smaller ones. Involve users in project scope management. Assign key users to the project team and give them ownership of requirements definition and scope verification. 5.6 Dr Mohamed Elfarran 60
- 60. Follow good project management processes. As described in this chapter and others, there are well-defined processes for managing project scope and others aspects of projects. Best Practices for Avoiding Scope Problems 5.6 Dr Mohamed Elfarran 61
- 61. Day Summary Project scope management includes the processes required to ensure that the project addresses all the work required, and only the work required, to complete the project successfully Main processes include ○ Define scope management ○ Collect requirements ○ Define scope ○ Create WBS ○ Validate scope ○ Control scope 62 Dr Mohamed Elfarran
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