PMP Training - 05 project scope management
Download as PPTX, PDF40 likes23,001 views
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
PMP Training - 05 project scope management
- 1. Created by ejlp12@gmail.com, June 20105 - Project Scope ManagementProject Management Training
- 2. Project Scope ManagementMonitoring &Controlling ProcessesPlanningProcessesEnter phase/Start projectExit phase/End projectInitiatingProcessesClosingProcessesExecutingProcesses
- 3. Project Scope ManagementProcess to ensure that the project includes all-and-only the work required, to complete the project successfullyScope can refer to Product Scope & Project ScopeScope Management Plan (part of Develop Project Mgmt Plan)How will I do the scope?Provides guidance on how project scope will be defines, documented, verified, managed, and controlled by project management teamDon’t assume that requirements were determined before project began (not part of the project)
- 4. Attitude to say no to unnecessary scope. It should go to project approval process5.1 Collect RequirementsThe process of defining and documenting stakeholders’ needs to meet the project objectiveBalance stakeholder’s requirement: prioritizing requirement & resolve conflicts
- 5. Collect Requirement Techniques (1)INTERVIEWS: Directly talk with stakeholdersFOCUS GROUPS: Interactive discussion with qualified Stakeholders & Subject matter expertsFACILITATED WORKSHOPS: Focused cross functional stakeholders.JAD Joint application design, QFD Quality function developmentHelps determine critical characteristic of new product developmentStart by collecting customer need - VOC: Voice of the Customers
- 6. Collect Requirement Techniques (2)GROUP CREATIVITY TECHNIQUES: Brainstorming, Nominal group technique: enhance brainstorming with voting and rankingDelphi Technique: some expert answer questionnaire and give anonimity feedback Idea/mind mapping, Affinity Diagram: sort idea into groupsGROUP DECISION MAKING TECHNIQUES: Unanimity, Majority (>50%), Plurality, Dictatorship
- 7. Affinity DiagramRequirement sorted into groups by similaritiesEasier to see additional scope (risk) that have not been identifiedImage Source: PMP Exam Preparation 6th Edition, Rita Mulcahy
- 8. Collect Requirement Techniques (3)QUESTIONNAIRE AND SURVEYS: wide number of respondentsOBSERVATION/JOB SHADOWING: viewing individual in their environmentPROTOTYPES: early feedback by providing a working model
- 9. Balance Stakeholder’s RequirementThere is a need to balance stakeholder’s requirement Some issue are so complex they cannot be resolved by PM aloneFacilitate the resolution of competing requirement, consider: business case, project charter, project scope statement, project constraintsWhat you can do:
- 10. Conflict resolution, team building, meeting, problem solving skills, escalation, approval from stakeholderStakeholder request to do or add something that is not related to the reason of project created should be rejected!
- 11. Requirement DocumentOutput of the Collect Requirement processHelps make sure the requirements clear and unambiguous.How will we know if the work we do will acceptability meet this requirement?Rule of thumbSpecific (Unambiguous)Measurable (How will we know we have finished?)Achievable (Can we do it?)Relevant (Is it the right thing to do?)Timed (When will we do it?)
- 12. 5.2 Define ScopeProcess of developing a detailed description of the project and productProject scope statement may includes product scope, deliverables, product acceptance criteria, out of scope, additional risk, constraints & assumptions
- 13. Define ScopeConcern with what is and is not included in the project and its deliverablesYou should maintain a realistic schedule and budget that can achieve the project’s scopeIteration process should be done to maintain itLooking for options to adjust the projectAnalyze the objective and description of the product stated by the customer/sponsor and turn them into tangible deliverables.Project lifecycle termProduct Analysis
- 14. Project Scope StatementThe primary result of the Define Scope processAlong with the WBS and WBS dictionary, comprise the scope baseline is part of project management plan.May includes:Product scopeDeliverablesProduct acceptance criteriaWhat is not part of the project (out of scope)Additional risksConstraints and assumptions :Constraints: factors that limit the team’s optionsAssumptions: Things that assumed to be true (may not be true)
- 15. 5.3 Create WBSProcess of subdividing project deliverables and project work into smaller, more manageable components.WBS does not show dependencies
- 16. Dividing work package into activities is part of the time management process (Define Activities)Create WBSWBS includes the project management works.Work package: lowest level WBS component which can be scheduled, cost estimated, monitored and controlled.WBS Structure can be organized byPhasesMajor deliverablesSubprojects e.g. contracted workBeware of excessive decomposition. It can lead to non-productive management effort, inefficient use of resources (performing work)Control account: management control point for performance measurement (one or more work packages)WBS dictionary provides more detailed components, e.g. description of work, responsible organization, acceptance criteriaAgreed Scope baseline includes project scope statement, WBS, WBS dictionary
- 17. WBS SampleImage Source: Practice Standard for WBS 2nd Edition. PMI © 2006
- 18. WBS100% rule: WBS includes 100% of the work defined by project scope and capture ALL deliverables (external, internal, interim) in term of work to be completed including project management.WBS creation method:Top-DownBottom upWBS StandardWBS TemplatesDon’t mind with WBS viewOutline ViewTabular ViewTree structure view (vertical, horizontal, centralized)
- 19. WBS Dictionary SampleIncludes (but not limited to):Code of account identifierDescription of workResponsible organizationList of schedule milestoneAssociated schedule activitiesResource requiredCost estimatesQuality requirementsAcceptance criteriaTechnical referencesContract InformationImage Source: Practice Standard for WBS 2nd Edition. PMI © 2006
- 20. WBS Dictionary Sample (2)Source: http://www.brighthub.com/office/project-management/articles/52388.aspx
- 21. 5.4 Verify ScopeProcess of formalizing acceptance of the completed project deliverables.
- 22. Verify ScopeDifferent with quality control which concerned with correctness of deliverables. Can be performed before or parallel
- 23. NOT making sure you have the right scope during project planning
- 24. But, to gain formal acceptance of deliverables during monitoring and control.Inspection = review, product reviews, audits, walkthroughsMeasuring, examining, verifying to determine work and deliverables are meet requirement & product acceptance criteria
- 25. Control ScopeProcess of monitoring the status of the project and product scope and managing changes to the scope baselineThe cause and degree of variance relative to the scope baselineDecide corrective/preventive action required
- 26. Control ScopeRelation with Perform Integrated Change Control ProcessNeed for scope change during Control ScopePotential impact to scope found in Control Cost, Control Schedule, etc.Perform Integrated Change Control* Accept or reject the change? *Return to Control Scope to process the approved changeImage redrawn from: PMP Exam Preparation 6th Edition, Rita Mulcahy
- 27. Next topic: Project Time ManagementThank You