Project Scope Management.pptxUnderstand the importance of project schedules and good project time management
- 1. MPAIRWE LAUBEN 2023/A/MIT/4119/W AMPUMUZA DALTON 2023/A/MCS/4110/W ATUHAIRWE HEATHER 2023/A/MIT/4120/W TURYATEMBA JAMES 2023/A/MCS/4104/W
- 3. Definition Project scope management includes the description of the boundaries of the project. It defines what the project will deliver and what it will not deliver. Scope refers to all the work involved in creating the products (deliverable) of the project and the processes used to create them Deliverables refers to what will be provided as a product of a project A product is anything that can be offered to a market to solve a problem, or to satisfy a want or need
- 4. With scope management , managers can easily stay on track and ensure that all the deadlines are being followed thought the project. A well defined scope managed project avoids such common issues Constantly changing requirements Pivoting the project direction when you are already midway Realizing that the final out come isn’t what is expected Going over the estimated or discussed budget Falling behind the project deadlines Scope management establishes the control factors of the project to address elements that might change during the project life cycle Importance of Scope Management
- 5. Phases of a Project life cycle
- 6. Phases of project Scope Management
- 7. Planning scope management Scope planning is a crucial part of project management that involves defining and documenting a list of specific project goals, deliverables, tasks, costs, and deadlines In the first process in project scope management, you create a scope plan document that you can refer It includes: Detailed project scope statement Breakdown of all the project requirements Expected project deliverables Project change control process
- 8. 2. Collecting requirements 2. Collecting requirements The next step is to work out stakeholder requirements and expectations. You will be required to document all the project requirements, expectations, budgets, and deliverables through interviews, surveys, and focus groups. At the end of the collection requirements stage, one should have the Following: -Functional as well as non-functional requirements -Stakeholder requirementsBusiness requirements -Support and training requirements Project requirements Note: -Project Charter:A project charter is a formal document that authorizes the initiation of a project. It serves as a foundational reference point for the project, outlining its objectives, scope, stakeholders, constraints, and other essential details. -Stakeholder Register:A stakeholder register is a document that identifies and details all individuals, groups, or entities with an interest in a project.
- 9. 3. Defining the scope At this step, one needs to turn the requirements into a well- detailed description of the service or product that you are trying to deliver through the project. You will then have a project scope statement that you can then refer to throughout your project. While it is important to list what is in the scope of the project, it is just as important to note down what is out of the project scope. Any kind of inclusions to the scope would then have to go through the entire change control process to ensure the team is only working on things that they are supposed to work on. Note: -Organizational Process Assets (OPAs) are the collective knowledge, resources, and assets within an organization that are used to support and influence the execution of projects and project management processes. -Expert judgment is a decision-making technique used in project management and various other fields. -Product analysis is a method used in product development and management to thoroughly examine and understand a product or service. -Alternatives identification is a problem-solving or decision-making process where various potential solutions, options, or courses of action are systematically identified and considered. -Facilitated workshops are structured, collaborative sessions designed to bring together a group of individuals, often from diverse backgrounds or roles within an organization, to work together on a specific task or objective.
- 10. 4 Work Breakdown Structure (WBS) The WBS is a hierarchical decomposition(breaking down the deliverables into more manageable parts) of the project scope into smaller, more manageable work packages or tasks. -It breaks down the project into manageable components, making it easier to plan, execute, and control.Scope Management Plan: This plan outlines how project scope will be defined, validated, and controlled throughout the project. It defines roles and responsibilities, change control procedures, and the process for addressing scope-related issues. You can useproject management software for this step of the process to assign and priotize project tasks which will make it easier to track the entire progress of the project and avoid any unnecessary bottlenecks. Start with major project deliverables or phases Not all branches need the same level of decomposition! Decompose into “Work Packages” 8-80 Hour Rule - Don’t break work down too much Work package is a task at the lowest level of the WBS that the project manager is using to monitor and control the project
- 11. Verify scope In this step, the scope and deliverables that you have recorded need to be sent to project executives and stakeholders to get the necessary approvals. -Scope validation needs to be done before starting the project to ensure that if something goes wrong then it is easy to find where it went wrong. -Scope verification also ensures project success. It provides assurance that the project has delivered what was promised, meets stakeholder expectations, and aligns with the project's objectives. - Properly documented scope verification helps in resolving disputes and ensuring that the project's goals have been achieved
- 12. Controlling scope -Project managers need to ensure that as the project begins, it always stays within the defined scope. In case there are some things that need to change, then the proper change control process should be followed. -Scope control also involves monitoring and controlling changes to project scope. Any changes to the project scope should go through a formal change control process to assess their impact on the project's objectives, timeline, and budget. - The scope management plan guides this process. Configuration Management: Configuration management ensures that project documentation, deliverables, and changes are properly documented, tracked, and controlled.
- 13. Schedule management in project management refers to the process of developing, maintaining, and controlling the project schedule. It involves defining the project's timeline, identifying tasks and activities, establishing dependencies, and ensuring that the project stays on track to meet its deadlines and milestones"
- 14. Schedule management plan includes the following information: Project schedule model development: Many projects include a schedule model, which contains project activities with estimated durations, dependencies, and other planning information that can be used to produce a project schedule. The scheduling methodology and the scheduling tool to use when developing the project schedule model: Some projects will use critical path or critical chain methodologies, for example, while simpler projects might focus only on milestones. Level of accuracy and units of measure: This section discusses how accurateschedule estimates should be and determines whether time is measured inhours, days, or another unit. Control thresholds: Variance thresholds, such as ±10%, are established for monitoring schedule performance. Rules of performance measurement: For example, if earned value management(EVM) will be used, this section specifies how. Reporting formats: This section describes the format and frequency of schedulereports required for the project. Process descriptions: The schedule management plan also describes how all
- 15. A good project schedule includes: Start and end date, Milestones, Phases, Assignments, Dependencies, Resources The sequencing process involves evaluating the reasons for dependencies and the different types of dependencies. Dependencies A dependency or relationship pertains to the sequencing of project activities or tasks There are three basic reasons for creating dependencies among project activities: Mandatory dependencies are inherent in the nature of the work being performed on a project. They are sometimes referred to as hard logic. For example, you cannot test code until after the code is written. Discretionary dependencies are defined by the project team. For example, a project team might follow good practice and not start the detailed design of a new information system until the users sign off on all of the analysis work. External dependencies involve relationships between project and non-project activities. For example, the installation of a new operating system and other software may depend on delivery of new hardware from an external supplier.
- 17. Scheduling tools and techniques GANTT Chart This is a horizontal bar chart plotted over time (e.g. days, weeks or months). Each activity is shown as a bar (its length based on a time estimate). Schedule Network Analysis / Network diagram The schedule network is a graphical display (from left to right across a page) of all logical interrelationships between elements of work
- 18. Critical Path Analysis Method Critical path analysis identifies the sequence of activities in a project that, if delayed, will delay the project's completion“ PERT (Program Evaluation and Review Technique) PERT charts differ from CPM charts in the way times are calculated for activities. They allow better for uncertainty. For each activity, three estimates of time are obtained: the shortest time (SP), the longest time (LT) and the most likely time (MT). The estimate assigned for the activity is a weighted average of these three estimates. The formula is: Expected time = (SP + 4(MT) + LT) /6.
Editor's Notes
- #13: A schedule, in the context of project management, refers to a timeline or plan that outlines the sequence of activities, tasks, and events required to complete a project