BSBPMG401A Apply Project Scope Management Techniques1
Apply Project ScopeManagement Techniques
Project Scope Processes – Part 2Week 4
Certificate IV in Project Management 17871Qualification Code BSB41507
Unit Code BSBPMG401A
BSBPMG401A Apply Project Scope Management Techniques2
Project Scope Processes - Part 2
PMBOK Project Scope Management Processes -5.1 Collect Requirements5.2 Define Scope5.3 Create Work Breakdown Structure5.4 Verify Scope5.5 Control Scope
Related processes from Project Integration Management –4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.5 Perform Integrated Change Control
PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques3
5.3 Create Work Breakdown Structure
• The process of sub dividing project deliverables and project work into smaller, more manageable component.
• It defines all the work to be undertaken by the project team in order to achieve the project objectives and create the required deliverables.
• The WBS is initially created during scope planning and then refined as time, cost and human resource planning are undertaken
• It forms the basis for the development of the project schedule and GANTT chart
Initiation Planning Execution Close
Monitor
ControlAdapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques4
5.3 Create Work Breakdown Structure
• Inputs into the creation of the WBS include –Project Scope Statement
Requirements documentation
Organisational policies and procedures
Project management methodology and lifecycle
Lessons learned from previous projects
Templates for WBS
Initiation Planning Execution Close
Monitor
ControlAdapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques5
WBS Possible Hierarchies
• The WBS is made up work packages from phases, deliverables and activities, down to tasks at the lowest level.
Work Package
Deliverable
Phase
Project
Activity
Task
Deliverable
Phase
Sub Project
Project
Work Package
Activity
Activity
Work Package
Deliverable
Project
Task
Task
BSBPMG401A Apply Project Scope Management Techniques6
Project
Phase 1 Phase 2 Phase 3
Deliverable 1 Deliverable 2 Deliverable 3
Activity 1 Activity 2 Activity 3
Task 1 Task 2 Task 3
WorkPackage 1
WorkPackage 2
WorkPackage 3
Task 4 Task 5 Task 6
Types of WBS Diagrams
• Deliverables can be broken down into Activities or Work Packages
• Activities and Work Packages are typically broken down into Tasks
• Phases could be replaced by Sub Projects or Deliverables depending on the size of the project
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques7
5.3 Create Work Breakdown Structure
• Outputs from this process include –Work Breakdown Structure
Definitions of Sub-projects, Deliverables and Work PackagesWBS Dictionary (advanced concept, often applied to large Information
Technology, Defence and Engineering projects)
– Structured documentation of the components of the WBS including Sub-projects, Deliverables and Work Packages
– Can define and allocate accounts to WBS components for cost and time tracking purposes
– Can include high level sub-project plans and outsourcing or contracting information
Initiation Planning Execution Close
Monitor
ControlAdapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques8
5.4 Verify Scope
• The process of formal review and acceptance of completed project deliverables
• Occurs during the Monitoring and Control activities through both the Planning and Execution Phases
• Involves the formal review and acceptance (sign off) for deliverables by the Project Sponsor or customer
• This process is critical to the successful completion of a project
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques9
Verify Scope Vs Quality Control
• Quality Control is generally performed before Scope Verification but they are often performed in parallel and many organisations do not make a distinction between the two activities
• Scope Verification is primarily concerned with acceptance or handover of the deliverables
• Quality Control is primarily concerned with the correctness of the deliverables against the quality requirements that were specified
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques10
5.4 Verify Scope
• The primary inputs include –Project Scope Statement
Work Breakdown Structure
Requirements documentation
Finalised deliverables
• The primary outputs include –Accepted deliverables – sign off
Change Requests
Project documentation updatesInitiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques11
5.5 Control Scope
• The process of monitoring the status of both the project and product scope
• Focuses on managing any changes to the scope baseline and understanding the flow on impacts to Time, Cost and Quality
• All requested changes should be processed through the Perform Integrated Change Control process (4.5)
• Occurs during the Monitoring and Control activities through both the Planning and Execution Phases
• Scope creep occurs when unapproved changes are undertaken Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques12
5.5 Control Scope
• Change on projects is inevitable
• Sometimes requirements and deliverables are overlooked during planning
• Sometimes requirements need to change to accommodate the changing needs of the Project Sponsor or customer
• Mandating some form of change control process is critical to project success
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques13
5.5 Control Scope
• The goals of Change Control are to -Influence the factors that cause scope changes
Ensure changes are processed according to procedures developed as part of integrated change control
Manage changes when they occur
Increase the chance of meeting the overall objectives
Define and obtain approval for changes to baselines for Scope, Cost and Time
• The Project Manager has the primary
responsibility for Change Control Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques14
5.5 Control Scope
• The primary inputs include –Scope baselineScope management planChange management plan and proceduresConfiguration management plan (if developed)Requirements management plan (if developed)
• The primary outputs include –Updates to Scope baselineUpdates to other baselines – Time and CostProject document updateChange requests
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques15
4.5 Perform Integrated Change Control
• The process of reviewing all change requests, including approving or rejecting changes and managing the flow on changes to all project deliverables and all components of the Project Management Plan
• All requested changes should be identified through the Control Scope process (5.5)
• Occurs from project inception through to completion and is part of the Monitor and Control process group
• Ideally only approved changes should be
incorporated into the project Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques16
4.5 Perform Integrated Change Control
• The following change management activities are included –
Influencing stakeholders and the project team to ensure only approved changes are implemented
Reviewing, analysing and approving change requests quickly
Understanding the complete impacts of the approved changes and managing their implementation
Maintaining the integrity of project baselines for Scope, Time and Cost
Co-ordinating changes across entire projectInitiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques17
4.5 Perform Integrated Change Control
• The primary inputs include –Project management planConfiguration management plan (if developed)Change RequestsChange Control procedures
• The primary outputs include –Change request decisionsChange request status updatesProject management plan updatesUpdates to project deliverables Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques18
4.5 Perform Integrated Change Control
What are the main things that should appear in your change control process?
Generally, how do you document processes?
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG401A Apply Project Scope Management Techniques19
Team Assignment Criteria
Team AssignmentComponents
Marks Basic Competency Higher Competency
Project Scope Definition 2 Briefly states what is included of the scope of the project
States what is IN scope and what is OUT of scope
Project Objectives and Requirements
3 Objectives statedHigh level requirements documented
Objectives stated in measurable terms using SMART
Project Success Criteria 3 Success criteria stated in terms of scope, time, cost and quality
Additional success criteria statedSuccess criteria stated in measurable terms using SMART
Constraints, Assumptions and Dependencies
4 Project constraints are listed in terms of timeframe and budgetAssumptions are listedDependencies are identified if they exist
Outstanding issues are listed for resolution by the Project SponsorImpacts of invalid assumptions is analysed
Project Approach and High Level Deliverables
4 Work Breakdown Structure documented Work Breakdown Structure documented in terms specific deliverables and the activities required to develop these
Scope Management Process (Change Control)
4 Basic scope management process documentedBasic Change Control form provided
Sophisticated scope management process documentedSophisticated Change Control form provided
Total 20 13 to 16 17 to 20
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