SCOPE-MANAGEMENT PLAN
KEADUE WWTP UPGRADE WORKS
KMCF ENGINEERING
DUBLIN ROAD
ATHLONE
2014
Table of Contents 1.0 INTRODUCTION .............................................................................................................................. 1 2.0 SCOPE MANAGEMENT APPROACH ..................................................................................................... 1 3.0 ROLES AND RESPONSIBILITIES ............................................................................................................ 1 4.0 SCOPE DEFINITION .......................................................................................................................... 3 5.0 PROJECT SCOPE STATEMENT ............................................................................................................. 3 6.0 WORK BREAKDOWN STRUCTURE ....................................................................................................... 4 7.0 SCOPE VERIFICATION ..................................................................................................................... 17 8.0 SCOPE CONTROL .......................................................................................................................... 17
1
1.0 INTRODUCTION
The Scope Management Plan provides the scope structure for Keadue wastewater treatment
plant. The scope management method is roles and responsibilities as they relate to project
scope, scope definition, verification and control measures; scope change control and the
projects work breakdown structure.
2.0 SCOPE MANAGEMENT APPROACH
The scope management will be the only responsible of the Project Manager for Keadue
wastewater treatment plant. The scope for this project is defined by the Scope Statement,
Work Breakdown Structure (WBS) and Work Breakdown Structure (WBS) Dictionary.
The Stakeholders and Project Manager will establish and support documentation for measuring
project scope which includes deliverable quality checklists and work performance
measurements.
The Planned scope changes may be initiated by the Project Manager, Stakeholders or any
member of the project team. All change requests will be submitted to the Project Manager
who will then evaluate the requested scope change. The acceptance of scope changes, the
Project Manager will update all project documents and communicate the scope change to all
stakeholders. Based on response and advice from the Project Manager and Stakeholders, the
Implementation Manager is responsible for the approval of the final project deliverables and
project scope.
3.0 ROLES AND RESPONSIBILITIES
The roles and responsibilities for keadue wastewater treatment plant upgrade works are
essential for this project success. The Project Manager and team will all play key roles in
managing the scope of this project. Project Manager and team members must be aware of their
responsibilities in order to ensure the work is performed on the project are within the
established scope throughout the entire duration of the Keadue wastewater treatment plant.
The Table 1.1 below defines the roles and responsibilities for the scope management of this
project.
2
Name Role Responsibilities
Cathal Fitzpatrick
Design Engineer (DE)
- Responsible for collecting requirements for the Project
- All design elements of the project - Reporting to the PM as required by the
Communications Management Plan - DE may not approve any project expenses
nor allocate any resources without PM approval
- Managed by the PM.
Ken Geelan Design Engineer (DE)
- Responsible for collecting requirements for the Project
- All design elements of the project - Reporting to the PM as required by the
Communications Management Plan - DE may not approve any project expenses
nor allocate any resources without PM approval
- Managed by the PM.
Mark OReilly Project Manager (PM)
- Measure and prove project scope - Make possible scope change requests - Facilitate impact assessments of scope
change requirements - Organize and facilitate scheduled change
control meetings - Communicate outcomes of scope change
requests - Responsible for acquiring human resources
for the project through coordination with Functional Managers
- Update project documents upon approval of all scope changes.
Mouhanad Cherbatji
Implementation Manager (IM)
- Monitoring and controlling the outcome of the project
- Development of Software package which will provide for any delays or issues with the construction of the overall project
- IM will report status to the PM - IMs performance will be evaluated by the
PM
3
Farah Liyana Azman
Research and Development Manager (RSD)
- Functional managers, are responsible providing resources for the project in accordance with the project operating plan
- Working with the PM to determine skill sets required
- Responsible for conducting performance appraisals of assigned resources based
Table 1.1- Scope Management Roles and Responsibilities
4.0 SCOPE DEFINITION
The scope for Keadue wastewater treatment plant was defined through a comprehensive
requirements collection process. There was analysis performed on the waste water treatment
plant. From this information, the project team developed the project requirements
documentation, the requirements management plan and the requirements traceability matrix.
The project description and deliverables were developed based on the requirements collection
process. This process of expert judgment provided feedback on the most effective ways to
meet the original requirements of providing a new requirement from which Keadue
wastewater treatment plant can improve its financial processes.
5.0 PROJECT SCOPE STATEMENT
The project scope statement provides a detailed description of the wastewater treatment
plant, deliverables and constraints. The scope statement includes what work should not be
performed in order to eliminate any implied but unnecessary work which falls outside the
wastewater treatment plant scope. This project includes the feasibility study, scheduling,
monitoring and control system and design. The deliverables for this project are a completed
design with the flexibility to modify and expand the application as necessary in the future. This
project is that support will be provided by the project manager and managers those sufficient
internal resources are available for the successful completion of this project.
4
6.0 WORK BREAKDOWN STRUCTURE
To manage the work successfully and complete this project, it will be subdivided into individual
work packages. The Project Manager will manage the work more effectively and manage the
projects scope as the project team will work on the tasks essential for project finishing point.
The project is broken down into: feasibility study, scheduling, monitoring and control system
and design. Each of these phases is then subdivided further down to work packages. (See
figure 1.1 WBS below).
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Overall Scheme Outline
Sche
dule
Feas
ibili
ty S
tudy
Mon
itor
ing
Syst
emB
ackg
roun
d St
udy
Planning Stage
Status: Yet to Begin
Assigned to: FarahIdentify Two Most Attractive Options
Status: Yet to Begin
Assigned to: FarahSource Detailed Information on Chosen Options
Status: Yet to Begin
Assigned to: Cathal Analyse Information (Value
Management, Construction Period
etc.)
Status: Yet to Begin
Assigned to: FarahExpand Selection
Critera
Status: In Progress
Assigned to: Cathal Generate List of Potential WWTP
Options
Status: In Progress
Assigned to: FarahDevelop Basic Selection Critera (P.E., Treatment Standard etc.)
Status: Yet to Begin
Assigned to: FarahApply Selection
Critera Status: Yet to Begin
Assigned to: FarahIdentify Most
Attractive Option
Status: In Progress
Assigned to: KenSource Generic Info.
On WWTP Construction
Status: Yet to Begin
Assigned to: KenGenerate Generic
Schedule from Sourced Data
Status: Yet to Begin
Assigned to: MouhanadIncorporate Monitoring System
into Generic Schedule
Status: Completed
Assigned to:Source Construction
Info. For Chosen WWTP Option
Status: Completed
Assigned to:Design Pipe Network & Size
Units for Chosen WWTP Option
Status: Completed
Assigned to:Tailor Generic Schedule to Suit Chosen WWTP
Option
Status: In Progress
Assigned to: MouhanadSouce Info. On
Monitring System Methodologies
Status: Yet to Begin
Assigned to: MouhanadDevelop Monitring System for Generic
WWTP Project
Status: Completed
Assigned to: FarahSource Info. On Site
to be DevelopedStatus: Completed
Assigned to: FarahSource Info. On
Current WWTP & Identify any Issues
Status: Completed
Assigned to: FarahIdentify any
Constraints within Site
Figure 1.1 - Work Breakdown Structure (WBS)
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To be more clearly defining the work necessary for project completion the WBS Dictionary is
used and it includes WBS Dictionary for each WBS element. The WBS Dictionary includes a
detailed description of work for each element and the deliverables and resource needs for that
element. The project team will use the WBS Dictionary as a statement of work for each WBS
element.
Feasibility Study - WBS Dictionary
Level WBS Code
Element Name Definition of Work Deliverables Resources
1 1 Feasibility
Study
Feasibility Study is
to decided on
various WWTP
A Feasibility
Study required
for the
Project.
2 1.1 Initiation The work to initiate
the project.
3 1.1.1
Consider
Possible
WWTPs
Gather information
on WWTPs from
printed material,
internet and other
various resources
List of
Potential
WWTP
Options.
Cathal
3 1.1.2
Conduct Desk Top Study
Carry out a desk top study on all information obtained on WWTPs from various sources
List of desk top study of WWTP for the project.
Cathal
3 1.1.3
Develop Basic Selection Criteria
Set up an excel sheet to analyse the chosen WWTPs with respect to P.E., overall size and cost in order to choose the most suitable system
An excel sheet of various chosen WWTPs.
Farah
7
2 1.2 Planning
The work for the
planning process for
the project.
3 1.2.1
Current and future working capacities of WWTP
Gather information about the current Keadue WWTP capacity and established a method to determine future capacities
List of information in relation to Keadue WWTP.
Farah
3 1.2.2
Research County Development Plan
Source information from Roscommon Co. Co. for developments in the Keadue area and other relevant information necessary
Information about Keadue area and other important information.
Cathal
3 1.2.3
Consider Required Effluent Standards
Search standards for information in relation to effluent requirements
List of important standards in relation to effluent.
Farah
3 1.2.4
Determination of Installation Requirements
Determine if any design work is required for the chosen WWTP
Design of chosen WWTP.
Cathal
3 1.2.5 Consult EPA Requirements
Determine if WWTPs perform to EPA standards
WWTPs make sure they are under EPA Standards.
Farah
2 1.3 Execution Work involved to
execute the project.
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3 1.3.1
Preliminary Design
Carry out any preliminary design work on WWTP.
List of Preliminary design work of WWTP.
Farah
3 1.3.2
Develop WWTP Option Checklist
Develop checklist of options to compare WWTPs
List of WWTPs options to compare to other WWTPs.
Cathal
3 1.3.3
Identify Most Attractive Options
Eliminate most non suitable WWTPs based on checklist to determine the most attractive option
List of most attractive Options.
Farah
3 1.3.4
Source Detailed Information on Chosen Options
Gather required information on chosen WWTPs
List of information of chosen WWTPs.
Cathal
3 1.3.5
Compare Technical Requirements
Compare and contrast various technological requirements between the chosen packages
Comprising of various technical requirements of chosen packages.
Farah
2 1.4 Control
The work involved
for the control
process of the
project.
3 1.4.1
Further Investigation of Required Effluent Standards
Source information in relation to required standards and carry out any checks/calculations in relation to sludge disposal etc.
Information of required Effluent Standards.
Farah
9
3 1.4.2
Operators and Machinery Required
Source information in relation to construction cost and labour for the chosen systems.
List of Information on construction cost and labour for the chosen Systems.
Cathal
3 1.4.3 Analyse Information
Analyse further information gathered previously in relation to construction and costs.
Analyse information in relation to construction and cost.
Farah
3 1.4.4
Identify Maintenance Costs, Eco-Footprint, Impact on Surroundings
Carry out various checks/calculations in relation to costs, eco footprint etc. of chosen WWTPs
List of various calculations and checks for cost etc.
Cathal
3 1.4.5 Apply Selection Criteria
Decide which WWTPs is most suitable based on selection criteria
Decision of which WWTPs is most suitable.
Farah
2 1.5 Closeout The work to close-
out the project.
3 1.5.1 Identify Most Suitable Option
The most suitable WWTP is chosen
Suitable WWTP is chosen for project
Cathal
3 1.5.2
Handover Information on Chosen Option to Scheduling Team
Official handover of chosen system to scheduling team to allow for the commencement of a site specific schedule
Give Information of chosen option to Scheduling team
Cathal
10
Scheduling - WBS Dictionary
Level WBS Code
Element Name Definition of
Work Deliverables Resources
1 4 Scheduling
All work to
develop the
schedule for
the upgrade
works at
Keadue WWTP.
A schedule of
works
required for
the project.
2 4.1 Initiation
The work to
initiate the
project.
3 4.1.1
Source Information on
the Construction of
WWTPs
Source general
information on
the
construction of
WWTPS. This
information is
not to be site
specific.
List of
information
on the
construction
of WWTPS.
Ken
3 4.1.2
Develop Generic
Schedule from
Sourced Data
By using the
general
information
sourced,
develop a
generic
schedule for
the
construction of
a typical
WWTP plant.
Generate a
schedule for
the
construction
of a WWTP.
Ken
11
3 4.1.3
Incorporating
Monitoring System
into Generic Schedule
Incorporate
the generic
monitoring
system into the
generic
schedule once
the system has
been handed
over by the
relevant
development
team.
Monitoring
System into
the generic
schedule.
Mouhanad
2 4.2 Planning
The work for
the planning
process for the
project.
3 4.2.1
Identify any
Preliminary Works
Required
Observe site
and identify
any works
required prior
to construction
(Fencing,
widening of
access route,
traffic
management
etc.)
Information
on
Preliminary
Works.
Ken
3 4.2.2
Identify any Site
Clearance Works
Required
Identify if any
site clearance
works are
required on
site.
If any need
for site
clearance
works.
Ken
12
3 4.2.3
Identify Sections of
Site Requiring
Demolition/Upgrading
Study plans of
existing site
with the aim of
identifying any
sections which
may be
kept/upgraded
in the planned
development.
Information
on site
requiring
demolition/
upgrading
into the
planned
development.
Ken
3 4.2.4
Identify
Existing/Required
Services
Identify
existing
services and
determine if
current
provisions are
sufficient for
planned
development.
Information
on existing
services and
if any
required
services.
Ken
2 4.3 Execution
Work involved
executing the
project.
3 4.3.1
Source Construction
Info. For Chosen
WWTP Option
Once chosen
WWTP details
have been
handed over to
the scheduling
team any and
all available
information
relating to said
WWTP is to be
sourced and
filed.
Information
for
Construction
schedule for
chosen
WWTP.
Ken
13
3 4.3.2
Design Pipe Network
& Size Units for
Chosen
Conduct any
design work
required. (Pipe
sizing, plant
design, pumps
sump design
etc.)
Design Pipe
sizing, plant
design and
pump sump
design.
Ken
3 4.3.3
Tailor Generic
Schedule to Suit
Chosen WWTP Option
Revisit generic
schedule and
update
accordingly to
suit chosen
WWTP option.
Schedule to
suit WWTP.
Ken
3 4.3.4 Develop Health &
Safety Plan
Develop H&S
plan for
planned
development.
Health and
Safety for
planned
development.
Ken
2 4.4 Control
The work
involved for
the control
process of the
project.
3 4.4.1
Compare Schedule
Contents/Timeframes
to Previous Similar
Projects
Examine
allocated
timeframes
and contents
and verify
them against
similar
projects
schedules.
Information
on Schedule
Contents and
timeframes
Ken
14
3 4.4.2
Test Monitoring
Systems Use of
Contingencies
Test
monitoring
systems ability
to provide for
common issues
and site, once
again verifying
the
contingencies
against similar
projects.
Monitoring
System's use
of
programme
contingencies
Mouhanad
2 4.5 Closeout
The work to
close-out the
project.
3 4.5.1
Document Systems
Performance and all
Lessons Learned
Compile all
documentation
relating to
similar and
conclude on
overall
performance.
Document
listing issues
relating to
project
Ken
3 4.5.2
Incorporate System
into Overall Package
for Official Handover
Handover final
schedule to
relevant
development
team to allow
the system to
be included in
overall
package.
System into
Overall
Package
Ken
15
Monitoring and Controlling - WBS Dictionary
Level WBS Code
Element Name Definition of
Work Deliverables Resources
1 4 Monitoring and
Controlling
All work to
develop the
Monitoring and
controlling
schedule for the
upgrade works at
Keadue WWTP.
List of
monitoring
and
controlling
schedule for
the upgrade
work.
2 4.1 Initiation
The work to
initiate the
project.
3 4.1.1
Source
Information of
monitoring
systems
Gather
information on
Monitoring
Systems from
printed material,
internet and
other various
resources
Information
on
monitoring
systems for
other
resources.
Mouhanad
3 4.1.2
Examine
relevant
legislation
Gather
information on
Monitoring
Systems from the
public works
contract for civil
engineering
works
Information
on
monitoring
systems from
the public
works
contract.
Ken
2 4.2 Planning
The work for the
planning process
for the project.
3 4.2.1
Consider
potential
sources of
delay
Gather
information on
potential sources
of delay for the
project
Information
on sources of
delay for the
project.
Mouhanad
16
3 4.2.2
Source data
required
allowed for
delay
Search for
information in
relation to
allowed days for
delay
Allowed the
amount of
days for
delay.
Ken
3 4.2.3
Develop
Monitoring
System for
Generic WWTP
Project
Set up an excel
sheet to analyse
sources of delay
with respect to
delay of project
Excel sheet
for analyse
sources of
delay for
project.
Mouhanad
2 4.3 Execution
Work involved
executing the
project.
3 4.3.1
Identify
potential
causes of delay
in WWTP site
Gather required
information for
causes of delay in
WWTPs
Information
of causes of
delay in
WWTP.
Mouhanad
3 4.3.2
Develop Delay
Costs relating
WWTP site
Carry out
calculation in
relation to delay
costs of WWTP
Results for
the amount
of delay
costs.
Mouhanad
Develop
automated
system to allow
for delays
Develop options
to allow for
delays in WWTP
Options to
allow for
delays in
WWTP
Mouhanad
2 4.4 Control
3 4.4.1
Test monitoring
system in
WWTP
Run monitoring
systems for
verified delays
and then analyse
results
Monitoring
system test
for verified
delays to
analyse
results
Mouhanad
17
3 4.4.2
Verified
monitoring
system against
similar projects
After running
monitoring
systems for
verified delays,
compare to
similar project
Compare
monitoring
systems to
other project
Mouhanad
2 4.5 Closeout
The work to
close-out the
project.
3 4.5.1
Incorporate
Monitoring
System into
Overall
Schedule
Officially
handover of the
construction
schedule to the
schedule
developer
Monitoring
System which
is in the
overall
schedule.
Mouhanad
7.0 SCOPE VERIFICATION
As the Keadue wastewater treatment plant progresses, the Project Manager will confirm
temporary project deliverables against the original scope as defined in the scope statement of
the WBS and WBS Dictionary.
When the Project Manager verifies that the scope meets the requirements defined in the
project plan, the Project Manager will meet for official approval of the deliverable. The project
work will remain within the scope of the project on a regular basis throughout the life of the
project.
8.0 SCOPE CONTROL
The Project Manager and the project team will work together for the control of the scope of the
project in Keadue wastewater treatment plant.
The project team will control the WBS Dictionary by using it as a declaration of work for each
WBS element. The project team will ensure that they perform the work described in the WBS
dictionary. The Project Manager will oversee the project team and the development of the
project to ensure that this scope control process if followed. If a change to the project scope is
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essential, the process for recommending changes to the scope of the project must be carried
out.
Any project team member can request changes to the project scope in Keadue wastewater
treatment plant. All change requirements must be submitted to the Project Manager in the
form of a project change request document. The Project Manager will then reconsider the
optional change to the scope of the project in Keadue wastewater treatment plant. The Project
Manager will then either deny the change request, because it might not apply to the aim of the
project or set up a change control meeting between the project team to reconsider the change
request additional and carry out an impact consideration of the change.
The project manager will give initial agreement to the change request. The Project Manager will
then formally submit the change request to the Change Control Board.
If the Change Control Board approves the scope change the Project Manager will then officially
accept the change by signing the project change control document.
When getting the approval of the scope change by the Change Control Board and the Project
Manager will update all project documents and communicate the scope change to all project
team members stakeholders for the Keadue wastewater treatment plant.
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SPONSOR ACCEPTANCE
Approved by the Project Sponsor:
__________________________________________ Date: ___________________
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