Scope Management

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Scope Management
Alassane DemeJulian MartinezMonica Vitor
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Scope Management Initiation
Initiation
Planning
Execution
Closing
Control

• Initiation formally recognizes the existence of a
  project or the start of a new phase.
• It links the project with the organizations
  objectives.
• Projects are typically authorized as the result
  of market demand, business needs, customer
  requests, technological advancements, or legal
  requirements.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
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Tools and Techniques (1/2)Project Selection
Methods
Initiation
Planning
Execution
Closing
Control

• Payback Period Length of time required to
  recover the cost of an investment
• NPV It compares the value of a dollar today
  versus the value of that dollar in the future.
• IRR Interest rate that makes NPV of all cash
  flows equal zero.

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Tools and Techniques (2/2)Expert Judgment
Initiation
Planning
Execution
Closing
Control

• Expertise provided by any group or individual
  with specialized knowledge sources include
  other areas, consultants, industry groups, or
  professional associations.
• ? Delphi Technique Iterative method used to
  obtain expert opinions on technical issues, scope
  of work, estimates or risk.
• Identify experts.
• Define the problem.
• Round 1 questions Broad understanding of the
  views of experts.
• Round 2 questions Based on round more they dig
  more into the topic.
• Round 3 questions Final questionnaire focused on
  supporting decision making.

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Outputs
Initiation
Planning
Execution
Closing
Control

• Project Charter Document that formally
  recognizes the project
• it includes a reference to the business need and
  the product description. It should be issued by a
  manager external to the project.
• Project Manager The PM is identified and
  assigned as early in the project as feasible.
• Constraints Predefined budget or contractual
  provisions.
• Assumptions They generally involve a degree of
  risk and, for planning purposes, should be
  considered true, real, or certain.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
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Scope Management Planning
Initiation
Planning
Execution
Closing
Control

• Process of developing a written scope statement
  as the basis for future project decisions.
• It takes as inputs the outputs from the Scope
  Management Initiation phase, i.e. product
  description, project charter, constraints, and
  assumptions.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
7
Tools and Techniques
Initiation
Planning
Execution
Closing
Control

• Product Analysis Better understanding of the
  product of the project systems engineering,
  value engineering, value analysis, function
  analysis, and quality function deployment.
• Benefit/Cost Analysis Estimating costs and
  returns for various project alternatives. Same
  methods as in Initiation phase.
• Alternatives Identification Different techniques
  used to generate different approaches to the
  project, e.g. brainstorming or lateral thinking.
• Expert judgment Same as in initiation phase
  expertise provided by people with specialized
  knowledge.

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Outputs
Initiation
Planning
Execution
Closing
Control

• Scope Statement Document basis for future
  decisions includes justification, product,
  deliverables, and objectives.
• Supporting Detail Includes documentation of all
  assumptions and constraints the amount of detail
  varies by application area.
• Scope Management Plan Describes how the project
  scope will be managed and how changes will be
  identified, classified and integrated. It might
  be formal or informal, depending on the needs of
  the project.

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Scope Definition
Initiation
Planning
Execution
Closing
Control

• Process of dividing or decomposing all the
  major project de-
• liverables into smaller elements or tangible
  items. This process
• must be completed for each of the project
  deliverables listed in
• the scope statement.
• ? Decomposition of a project
• Process of breaking a project into manageable
  chunks of work, resulting in parts of
  deliverables that constitute the final product
• easy to plan, manage, and schedule.
• The smallest level of a decomposed item is called
  a work
• package.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
10
Initiation
Planning
Execution
Closing
Control
Scope Definition Decompose

• Four Steps to Decompose a project
• 1) Identify all major deliverables (e.g. When
  building a house, Identify the grounds, the house
  structure, the utilities).
• 2) Determine cost duration. If they cannot be
  identified, you need to further split the
  deliverables (e.g. building materials can be
  categorized as plumbing, electrical mechanical
  systems).
• 3) Decompose major deliverables to the smallest
  possible element that can be reasonably planned
  managed (e.g. for the houses plumbing system,
  the smallest elements are putting in the
  faucets).
• 4) Clarify deliverables, so you can put them in
  sequence, schedule budget them.

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Initiation
Planning
Execution
Closing
Control
Scope Definition Decompose

• Advantages of Decomposition
• Estimates for cost, time resources are
  accurate.
• The small deliverables are easier to manage,
  resulting in
• negligible changes after the project starts.
• Each project deliverable can be assigned to a
  team member
• resulting in high levels of accountability.
• Controlling the project is easier because you
• can manage smaller pieces of it.

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Initiation
Planning
Execution
Closing
Control
Scope Definition WBS
A Work Breakdown Structure (WBS) is the
foundation for project planning is one of the
most important PM tools. A WBS is a standard way
to organize work. All project planning control
is based on WBS. A WBS can be set in an outline
or graphical format.
Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
13
Initiation
Planning
Execution
Closing
Control
Scope Definition WBS

• Organizing a WBS according to
• The phases in which the product will be
  developed.
• Based on the physical elements of the product or
  service, listing each element as a high level
  deliverable.
• The general project objectives that deliverables
  need to meet.
• Based on chronology of major steps in a products
  life cycle.
• Various locations, if the project is
  geographically dispersed.
• Functional departments, and then within each
  department, using the most appropriate WBS.

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Initiation
Planning
Execution
Closing
Control
Scope Definition WBS

• Other Breakdown Structures
• Bill of Material (BOM), is a breakdown of the
  physical elements needed to assemble a
  manufactured products.
• Contractual Work Breakdown Structure (CWBS), used
  to detail the WB of any project-related products
  or services provided by an external source.
• Organizational Breakdown Structure (OBS),
  identifies the deliverables assigned to
  functional dptm. within the organization.
• Resource Breakdown Structure (RBS), identifies
  the deliverables assigned to individuals within
  the organization.

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Initiation
Planning
Execution
Closing
Control
Scope Definition WBS

• WBS is an essential part of a project because
• Finalize the scope of a project because any work
  not listed in the WBS is outside the scope of the
  project.
• Plan the project.
• Outline a budget for the project.
• Link deliverables to available company resources.
• Establish accurate cost schedule estimates.
• Assign work responsibilities to specific team
  members.
• Monitor the progress of the project as a whole,
  since each deliverable is a measurable unit of
  work.
• Monitor schedules, costs performance throughout
  the project.
• Establish status-reporting procedures.

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Initiation
Planning
Execution
Closing
Control
Scope Definition WBS Three types of
deliverables

• ? High-level Deliverables, give a broad overview
  of the project (e.g. Built a house, H-LD is the
  structure).
• ? Summary deliverables, summarize the
  subordinate work packages (e.g. built a house,
  under structure foundation, framing, exteriors,
  interiors roof).
• ? Low-level deliverables, called work
  packages, are manageable units that can be
  planned, budgeted, scheduled, executed
  controlled effectively (e.g. built a house, WP
  for foundation is grade the site).

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Initiation
Planning
Execution
Closing
Control
Scope Definition Work Packages

• WP should be written as actions. WP gives the PM
  a basis for knowing if a project is running
  according to schedule. The smaller the WP, the
  easier it is to identify when corrective action
  must be taken to complete the project as planned.
• ? WP rules to manageable size
• WP should consist of 8 to 80 hours of work.
• WP must be limited to the duration extending
  between subsequent status report (e.g. weekly
  meetings, WP in one week).
• For each WP, the progress should be easy to track
  accountability should be easy to assign. If not
  the case, WP is too large.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
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Initiation
Planning
Execution
Closing
Control
Scope Definition WBS

• Steps to create a WBS
• Listing the breakdowns of deliverables.
• Reviewing with responsible individuals.
• Identifying data relevant to the WBS.
• Continually examine actual resource use.
• Comparing actual progress to scheduled
• progress.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
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Initiation
Planning
Execution
Closing
Control
Scope Definition WBS

• Benefits of a WBS
• The project team develops confidence in achieving
  its goals.
• WBS provides a framework where you can identify
  projects separately from organizations,
  accounting systems funding sources.
• A specific WP can help you estimate assign
  work.
• Responsibilities are clearly defined, resulting
  in accountability.
• Team members can focus their attention on
  projects objectives.
• Its easier to develop detailed plans
  documentation.

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Scope Verification Definition
Initiation
Planning
Execution
Closing
Control

• Scope Verification is the process of obtaining
  formal acceptance of the project scope by the
  stakeholders. It requires reviewing deliverables
  and work results to ensure that all were
  completed correctly and satisfactorily.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
21
Scope Verification Inputs
Initiation
Planning
Execution
Closing
Control

• Project Plan
• Product Documentation
• Scope Statement
• WBS
• Work Results

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Scope Verification Outputs
Initiation
Planning
Execution
Closing
Control
Scope Verification Tools Techniques

• ? Inspection
• Measuring
• Testing
• Reviews
• Audits
• ? Interviews.

• Formal Acceptance.
• ? Change Request.

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Scope Change Control Definition
Initiation
Planning
Execution
Closing
Control

• Scope Change Control is concerned with
• Influencing the factors which create scope
  changes to ensure that changes are beneficial.
• Determining that a scope change has occurred.
• Managing the actual changes when and if they
  occur.

Reference A guide to the Project Management
Body of Knowledge. Project Management Institute,
1996.
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Scope Change Control Inputs
Initiation
Planning
Execution
Closing
Control

• Scope Management Plan
• Performance Reports
• Change Requests

Scope Change Control Tools Techniques

• Change Control Board
• Change Control Mechanism
• Change Control Procedure

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Change Request Form Project Name Date Request
Submitted Title of Change Request Change Order
Number Submitted by (name and contact
information) Change Category ?Scope ?Schedule ?Co
st ?Technology ?Other Description of change
requested Events that made this change necessary
or desirable Justification for the change/why it
is needed/desired to continue/complete the
project Impact of the proposed change
on Scope Schedule Cost Staffing Risk Other
Suggested implementation if the change request is
approved Required approvals
Reference Schwable, Kathy, Information
Technology Project Management, Fourth Edition,
Thomson Course Technology, 2006. Found at
www.course.com/mis/schwable4e
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Scope Change Control Outputs
Initiation
Planning
Execution
Closing
Control

• Scope changes
• Corrective Actions
• Lessons learned

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Scope Management PMP Questions

• ? A work breakdown structure numbering system
  allows the staff to
• Systematically estimate costs of work breakdown
  structure elements
• Provide project justification
• Identify the level at which individual elements
  are found
• Use it project management software
• ? Which of the following is a KEY attribute of
  scope verification
• Improved cost estimates
• Customer acceptance of project efforts
• Improved schedule estimates
• An improved project management information system

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Scope Management PMP Questions

• ? As the project becomes more complex, the level
  of uncertainty in the scope
• Remains the same
• Decreases
• Decreases then increases
• Increases
• ? When should scope verification be done?
• At the end of the project
• At the beginning of the project
• At the end of each phase of the project
• During planning

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Scope Management PMP Questions

• ? The process of creating a work breakdown
  structure results in
• A project schedule
• Team buy-in
• A project completion date
• A list of risks
• ? A project manager may use __ to make sure the
  team clearly knows what work is included in each
  of their tasks
• A project scope of work
• A project charter
• A WBS dictionary
• A risk response plan

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Scope Management PMP Questions

• ? You have created the project charter, but
  could not get approved. Your manager and his boss
  have asked that the project begin immediately.
  Which of the following is the BEST thing to do?
• Set up an integrated change control process
• Show your manager the impact of proceeding
  without approval
• Focus on completing projects that have a signed
  charter
• Start work on only the critical path tasks
• ? The construction phase of a new software
  product is near completion. The next phase is
  testing and implementation. The project is two
  weeks ahead of schedule. What should the project
  manager be MOST concerned with before moving on
  to the final phase?
• Scope verification
• Quality control
• Performance reports
• Cost control

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Thanks for your time!!!