SPM Presentation Group 01 (OMEGA)

7/28/2019 SPM Presentation Group 01 (OMEGA)

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Project Scope

Management

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GROUP MEMEBERS

10-SE-28(SAMIA ISHTIAQ)

10-SE-26(ANAM EJAZ)

10-SE-78(JAMILA SHAKEEL)

10-SE-128(SARA USMANI)10-SE-120(AZEEM-UN NISA)

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Project Scope Management

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Scope

The sum of the products, services, and results to be provided

as a project.

Includes all the work involved in creating the products of the

project and the processes used to create them. It defines

what is or is not to be done


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Which way to define Scope?

There are numerous ways to define. Ideally several ways

should be used. Each looks

at the situation from a different perspective and will elicit

different information. We

look at three main ways . They are:

Define Deliverables

Define Boundaries

Define Requirements

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Deliverables

are products produced as part of a project, such ashardware or software, planning documents, or meetingminutes

The project team and stakeholders must have the same

understanding of what products will be produced as aresult of a project and how theyll be produced

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TYPES OF SCOPE

Product Scope

The features and functions that characterize a

product service, or result.

Completion is measured against the productrequirements.

Project Scope

The work that must be done in order to deliver aproduct, service, or result with the specified featuresand functions.

Completion measured against the project plan.

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Scope management

is the function ofcontrolling a project in terms of its

goals and objectives.

Checking to ensure that one is completing work

Saying No to additional work not in the charter

Preventing extra work

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Includes the processes required to ensure that the project

accomplishes all of the work required, and onlythe work

required, to achieve the purpose of project success.

Is primarily concerned with defining and controllingwhat

is or what is not included in the project.

Involves managing both product and project scope.

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Scope management

consists of:

1)Scopeinitiation

2)Scope planning

3) Scope definition 4) Create WBS

5) Scope verification

6) Scope reporting

7) Scope Control

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Scope initiation

Scope planning

Scope definition

Create WBS

Scope verification

Scope reporting

Scope Control


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Scope initiation

Scope initiation is the process of formallyrecognizing the existence of a project within an

organization. A project starts because a need is

identified within the organization. An organizational

need can be triggered by problems, opportunities, orbusiness requirements, including:

Market demand

Business need

Customer request Technological advance

Legal requirement

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In actuality, a project develops a solution to addressa need. However, before undertaking a project, it iscrucial to verify that the project corresponds with the

overall organization strategy. With most projects, there is more than one approach

to take to achieve the needed result. The commonapproach is to have experts brainstorm a list ofavailable methods. Other creativity-enhancing

methods (such as lateral thinking) are alsopossibilities to increase the likelihood of developinga good approach to a project.

After a list of approaches has been developed, onemust be selected. An approach is suitable only if theapproach meets all performance, cost, time, andscope requirements, and if the risks andconsequences are acceptable. Among the selectionmethods that can be used are a decision model andexpert judgment

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Scope initiation

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Input

Product description

Strategic Plan

Historical information

Tools andTechniques

Project Selection

Methods

Expert judgment

Output

Project CharterProject manager

identified

Constraints and

assumption


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Decision models Benefit Measurement Methods: a comparative

approach, including scoring models, benefit

contribution, or economic models. Constrained Optimization Methods: mathematical

models.

Expert judgment

Expert judgment is often required to assess theinputs to this process. Such expertise can comefrom:

Consultants

Other teams within the organization

Professional associations When the optimal strategy is selected, the

organization needs to identify and assign a projectmanager to the authorized project.

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Scope Planning

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Scope Planning is the process of creating a project scope

management plan that documents how the project scope will

be defined, verified, controlled and how the work breakdown

structure (WBS) will be created and defined.

Focuses on thinking ahead to determine How will I do

this?


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Scope Planning

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Tools andTechniques

Expert judgment

Templates, forms,

standards

Inputs

Enterprise

environmental

factors

Organizationalprocess assets

Project charter

Preliminary project

scope statement

Project managementplan

Outputs

Project scope

management plan

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Scope Planning

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Inputs

Enterprise Environmental Factors:

Any or all external, internal organizational environmental factors

that surround or influence the projects success.

Conditions that could affect how project scope ismanaged like organizational culture, infrastructure,

human resources, market conditions, etc.

Organizational Process Assets:The formal and informal procedures and policies that could

impact how the projects scope is managed.

Processes, procedures, and historical information

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Scope Planning

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Inputs

Project Charter:

The document that formally authorizes a project and provides

the PM with the authority to apply organizational resources to

project activities

Preliminary Project Scope Statement:

The definition of the project what needs to be done

Project Management Plan:

Defines how the project is to be executed, monitored,

controlled, and closed

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Scope Planning

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Tools and Techniques

Expert Judgment:

Expert judgment is related to how equivalent projects have

managed scope and is used in developing the project scope

management plan.

Templates, Forms and Standards:

Templates could include WBS templates, scope management

plan template and project scope change control forms.

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Scope Planning

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OutputsProject Scope Management Plan:

A document that provides guidelines on how project scope will

be defined, documented, verified, managed and controlled by

the project management team.

Control how change requests for project scope statement

will be processed.

Project scope management plan is contained in, or is a

subsidiary of, the project management plan.

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Scope Definition

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Scope Definition is the process of developing a detailed project

scope statement to be used as the basis for future project

decisions.

Primarily concerned with what is and what is not included

in the project. Takes into account constraints and assumptions that were

documented during project initiation.

Stakeholders needs, wants, and expectations are

analyzed and converted into requirements.

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Scope Definition

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Tools andTechniques

Product analysis

Alternativesidentification

Expert judgment

Stakeholder analysis

Inputs

Organizational

process assets

Project charter

Preliminary projectscope statement

Project scope

management plan

Approved change

requests

Outputs

Project scope

statement

Requested changes

Project scopemanagement plan

(update)

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Scope Definition

InputsOrganizational Process Assets:

The formal and informal procedures, policies that could impact

how the projects scope is managed.

Project Charter

The document that formally authorizes a project and provides

the PM with the authority to apply organizational resources to

project activities.

Preliminary Project Scope Statement

The definition of the project what needs to be done.

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Scope Definition

InputsProject Scope Management Plan

A document that provides guidelines on how project scope willbe defined, documented, verified, managed, and controlled bythe project management team.

Approved Change RequestsDocumented, authorized changes to expand or contract projectscope.

Can also modify policies, project management plans,procedures, costs, or budgets, or revise schedules.

Can impact project scope, quality, estimated costs, orproject schedule.

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Scope Definition


Product Analysis:Method for translating project objectives into tangibledeliverables and requirements.

Includes techniques such as product breakdown, systemanalysis, functional analysis. Used to translate projectobjectives into tangible deliverables and requirements.

Alternative Identification:Technique used to generate different approaches to execute

and perform the work of the project. Includes techniques such as brainstorming.

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Scope Definition

Tools and TechniquesExpert Judgment:

Expert judgment is related to how equivalent projects have

managed scope and is used in developing the project scope

management plan. Expertise (specialized education or past experience)

Stakeholder Analysis:

Stakeholder analysisidentifies the influence and interests of the

various stakeholders and documents their needs, wants, and

expectations. The analysis selects, prioritizes and qualifies the

needs and expectations to create requirements.

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Scope DefinitionOutputsProject Scope Statement:

Describes, in detail, the projects deliverables and the workrequired to create those deliverables. It provides a commonunderstanding of the project scope among all projectstakeholders and describes the projects major objectives. Italso:

allows the project team to perform more detailed planning

guides the project teams work during execution provides the baseline for evaluating whether requests for

changes or additional work are contained within or outside the

projects boundaries

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Scope Definition

OutputsRequested Changes:Requested changes to the Project Management Plan and itssubsidiary documents may be developed during the ScopeDefinition process.

Requested changes are processed for review anddisposition through Integrated Change Control process.

Project Scope Management Plan (Updates):The Project Scope Management Plan component of the Project

Management Plan may need to be updated to include approvedchange requests resulting from the projects Scope Definitionprocess.

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Create WBS

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Create the WBS (Work Breakdown Structure) is the processof subdividing the major project deliverables and project work

into smaller, more manageable components.

The WBS is a deliverable-oriented hierarchical decomposition

of the work to be executed by the project team to accomplish

the project objectives and create the required deliverables.

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WBS

The WBS is the foundation of the project. The WBS:

Organizes and defines the total scope of the project.

Subdivides the project work into smaller, more

manageable pieces of work.

Provides the ability to plan the work and represents an

increasingly detailed definition of the work.

Ends with work packages, which are the lowest-level of

components and can be scheduled, cost estimated,

monitored, and controlled

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WBS

The WBS creation involves:

The identification of the major components of the

work scope. The major components must be in sync

with how you will manage the overall project.

Deciding if cost, schedule, and quality can be

effectively managed at this level of detail. If not, the

component needs to be broken down into another

level of detail.

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Create WBS

Tools andTechniques

Work breakdownstructure templates

Decomposition

Inputs

Organizational

process assets

Project scope

statement

Project scope

management plan

Approved change

requests

Outputs

Project scope

statement

(updates)

Work breakdown

structure

WBS dictionary

Scope baseline

Project scope

management plan(Updates)

Requested

changes

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Create WBS

InputsOrganizational Process Assets:

The formal and informal procedures, policies and guidelines

that could impact how the projects scope is managed.

Project Scope Statement:

Describes, in detail, the projects deliverables and the work

required to create those deliverables. It also provides a

common understanding of the project scope among all project

stakeholders and describes the projects major objectives.

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Create WBS

InputsProject Scope Management Plan:

A document that provides guidelines on how project scope will

be defined, documented, verified, managed and controlled by

the project management team.

Approved Change Requests

Documented, authorized changes to expand or contract project

scope.

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Create WBS

Tools and TechniquesWork Breakdown Structure Templates:

Reuse WBS from a previous project.

Most projects within a given organization may have

the same or similar project life cycles and similardeliverables required from each phase.

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Create WBSTools and Techniques

Decomposition:Subdividing the major project deliverables into smaller, more

manageable components until the deliverables are defined to

the work package level.

Different deliverables have different levels ofdecomposition.

Decomposition of total project work generally involves

the following activities: Identifying the deliverables and related work.

Structuring and organizing the WBS. Decomposing the upper WBS levels into lower level detailed

components.

Developing and assigning identification codes to WBS

components.

Verifying the degree of decomposition of the work is necessaryand sufficient.

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Create WBS Example

This WBS is illustrative only. I t is not intended to represent the full project scope of any specific

project, nor to imply that this is the only way to organize a WBS on this type of project

Systems

Engineering

Management

Supporting

PM Activities

Project

Management

Aircraft

System

Equipment

Training

Services

Facilities

Data

Mock-ups

Development

Operational

Test

TechnicalOrders

Management

Data

Engineering

Data

Support

Equipment

OrganizationalLevel

Depot

Level

Intermediate

Level

Construction

Maintenance

Facilities

Test

Test

Evaluations

Air

Vehicle

CommunicationAirframe Engine Navigation Fire Control

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Create WBS

OutputsProject Scope Statement (Updates):

Approved changes are included in the Project Scope

Statement.

Work Breakdown Structure:

A deliverable-oriented hierarchical decomposition of the work to

be executed by the project team to accomplish the project

objectives and create the required deliverables.

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Create WBS

OutputsWBS Dictionary:

A companion document to the WBS that describes each

component of the WBS, including: work package descriptions,

defined deliverables, list of associated activities andmilestones, schedule dates, cost budgets, and staff

assignments.

Each component of a WBS is assigned a unique identifier.

Collectively, these unique identifiers are known as the code of

accounts.

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Create WBS

OutputsScope Baseline:

The approved detailed Project Scope Statement and its

associated WBS and WBS Dictionary make up the Scope

Baseline for the project. Measurements of project success include whether the

project requirements and Scope Baseline have been

met.

Project Scope Management Plan (Updates):

If approved change requests result from the Create WBS

process, then the project Scope Management Plan may be

need to be updated to include approved changes.

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Create WBS

OutputsRequested Changes:

Requested changes to the project Scope Statement and its

components may be generated from the Create WBS process.

These may be processed for review and approval through the

Integrated Change Control processes of an organization.

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Scope Verification

Scope Verification is the process of formalizing acceptance ofthe completed project deliverables.

Scope Verification includes:

Obtaining formal acceptance of the project scope by the stakeholders(sponsor, client, customer, etc.).

Reviewing deliverables and work results to ensure that all were

completed correctly and satisfactorily.

Determining completion, especially if the project is terminated early.

The scope verification process should establish and document the

level and extent of completion.

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Scope Verification

Tools andTechniques

Inspection

Inputs

Project scope

statement

WBS dictionary

Project scopemanagement plan

Deliverables

Outputs

Accepted

deliverables

Requested changes

Recommendedcorrective actions


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Scope Verification

InputsProject Scope Statement:

Describes, in detail, the projects deliverables and the work

required to create those deliverables. It also provides a

common understanding of the project scope among allproject stakeholders and describes the projects major

objectives.

WBS Dictionary:

A document that describes each component of the WBS.

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Scope Verification

InputsProject Scope Management

A document that provides guidelines on how project scope

will be defined, documented, verified, managed, and

controlled by the project management team.

Deliverables:

Any unique and verifiable product, result, or capability to

perform a service that must be produced to complete a

process, phase, or project.

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Scope Verification

Tools and TechniquesInspection:

Inspection includes activities such as measuring, examining

and verifying that work and deliverables conform to

requirements and product acceptance criteria. Many arevariously called:

Product reviews

Reviews

Audits

Walkthroughs

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Scope Verification

OutputsAccepted Deliverables:

Documents completed deliverables that have been accepted.

Requested Changes:

Requested changes generated from the Scope Verificationprocess are processed for review and disposition through the

Integrated Change Control process.

Recommended Corrective Actions:Recommendations required to bring expected future project

performance into conformance with the Project Management

Plan.

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SCOPE REPORTING

determines whattypes of information reported, who

receives copies, when, andhowinformation is

acquired and disseminated.

Typical project reports may contain

1. Cost status

2. Schedule status

3. Technical performance

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Scope Control

Project Scope Control is concerned with influencing the factors

that create project scope changes and controlling the impact of

those changes.

Change is inevitable, thereby must have some type of

change control process. Scope Control assures that all requested changes are

processed through the Integrated Change Control

process.

Scope Control is proactive, rather than reactive.

Uncontrolled changes are often referred to as

SCOPE CREEP.

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Scope Control

Tools andTechniques

Change control system

Variance analysis

Replanning

Configurationmanagement system

Inputs

Project scope

statement

Work breakdown

structure

WBS dictionary

Project scope

management plan

Performance reports

Approved change

requests

Work performance

information

OutputsProject scope statement

(updates)

Work breakdown

structure (updates)

WBS dictionary (updates)Scope baseline (updates)

Requested changes

Recommended corrective

action

Organizational processassets (updates)

Project management plan

(updates)

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Scope Control

InputsProject Scope Statement:Describes, in detail, the projects deliverables and the workrequired to create those deliverables. It also provides acommon understanding of the project scope among all project


WBS Dictionary:A document that describes each component of the WBS.

Work Performance InformationInformation on the status of the project activities beingperformed to accomplish the project work.

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Scope Control

InputsWork breakdown structure

Defines the project scope baseline

Performance reports

Provide information on scope performance

Alert team of problems in the futureChange requests

Oral, written, direct, indirect, internal, external

Result from: External event, error or omission, value-adding change,responding to risk

Scope management plan

- A document that provides guidelines on how project scope will

be defined, documented, verified, managed, and controlled by

the project management team

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Scope Control


Change Control System:Defines the procedures by which the project scope and product scope can

be changed.

Variance Analysis:A method for resolving the total variance. Determining the cause of

variance relative to the scope baseline and deciding whether corrective

action is required.

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Scope Control


Replanning:Approved change requests affecting the project scope can require

modifications to WBS and WBS Dictionary, Project Scope Statement and

the Project Scope Management Plan.

Configuration Management System:A collection of formal documented procedures used to apply technical and

administrative direction to a project.

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Scope Control

OutputsProject Scope Statement (Updates):Describes, in detail, the projects deliverables and the workrequired to create those deliverables. It also provides acommon understanding of the project scope among all project


Work Breakdown Structure (Updates):A deliverable-oriented hierarchical decomposition of the workto be executed by the project team to accomplish the project

objectives and create the required deliverables.WBS Dictionary (Updates):

A document that describes each component of the WBS.

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Scope Control

OutputsScope Baseline (Updates):

The approved detailed Project Scope Statement and its associated WBS and

WBS Dictionary make up the Scope Baseline for the project.

Requested Changes:Requested changes generated from the Scope Control process are processed

for review and disposition through the Integrated Change Control process.

Recommended Corrective Actions

Documented recommendations required to bring expected future projectperformance into conformance with the Project Management Plan.

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Scope Control

Outputs Organizational Process Assets (Updates):The formal and informal procedures, policies and guidelines

that could impact how the projects scope is managed.

Project Management Plan (Updates)The formal approved document that defines how the project is

executed, monitored, and controlled.

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Managing project scope

When projects go over budget or miss milestones, the

cause can often be traced back to the scope management

phase. In many cases, you will find that taking the time to

establish a strong scope management process in the

beginning of a project can save you unnecessaryproblems later on in project development. By taking the

time to plan and define the project scope at the beginning

of a project, you can see the hurdles before you reach

them and to mitigate potential team issues and projectcosts before they happen.

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10 Reasons Projects Fail

Poorly defined scope

Insufficient, incomplete planning

Lack of senior management support

Little or no risk analysis

Lack of necessary resources

Ineffective communications planning

Lack of user focus and participation

Poor monitoring and evaluation

Ineffective change control

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THANKS

SPM Presentation Group 01 (OMEGA)

Documents

Transcript of SPM Presentation Group 01 (OMEGA)