PMI - SVC

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PMI - SVC

• I-80 Breakfast Roundtable
• Monthly Meeting
• Thursday, October 12, 2006
• 800 am 900 am

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September Meeting in Review

• 4.0 Project Management Integration
• 4.1 Project Initiation
• Output
• Project Charter
• Identified Business Need
• Identified Product Description
• Identified/Assigned Project Manager
• Identified Constraints
• Identified Assumptions
• Sample Project Charters

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October Meeting Overview

• 5.0 Project Scope Management
• 5.1 Scope Planning
• 5.2 Scope Definition
• 5.3 Create WBS
• 5.4 Scope Verification
• 5.5 Scope Change Control

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5.0 Project Scope Management

• What is Scope Management?
• Defining Scope work required
• Controlling Scope
• Controlling Scope Creep

Defining and managing the project scope
influences the projects overall success!
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5.1 Scope Planning Process

• Developing Project Scope Management Plan
• Describes how the team will define project scope
• Develop the detailed project scope statement
• Define and develop the detailed WBS
• Verify the project scope
• Control the project scope

Defining and managing the project scope
influences the projects overall success!
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5.1 Scope Planning Inputs

• Inputs
• Enterprise Environmental Factors
• Organizational Process assets
• Preliminary project scope statement
• Project Management Plan

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5.1 Scope Planning Inputs

• Inputs
• Enterprise Environmental Factors
• Organization culture
• Infrastructure
• Tools
• human resources
• personnel policies
• market place conditions
• Factors that could affect how the project scope
  is managed

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5.1 Scope Planning Inputs

• Inputs
• Organizational Process Assets
• Formal and informal policies
• Procedures
• Guidelines
• Historical information previous projects
  lessons learned
• Assets that could affect how project scope is
  managed

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5.1 Scope Planning Inputs

• Inputs
• Preliminary project scope statement
• Project Charter (4.1)
• Project Preliminary Scope Statement (4.2)
• Developed from information by the project
  initiator or sponsor
• Project and product objectives
• Product or service requirements and
  characteristics
• Product acceptance criteria
• Project boundaries
• Project requirements and deliverables
• Project constraints
• Project assumptions
• Initial project organization
• Initial defined risks
• Scheduled milestones
• Initial WBS
• Order of magnitude cost estimate
• Project configuration management requirements

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5.1 Scope Planning Inputs

• Inputs
• Project Management Plan (4.3)
• Actions necessary to define, integrate, and
  coordinate all subsidiary plans into a project
  management plan.
• The project management plan content varies upon
  application area and complexity of the project.

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5.1 Scope Planning Tools Techniques

• Tools Techniques
• Expert Judgment
• Templates, forms, standards

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5.1 Scope Planning Tools Techniques

• Tools Techniques
• Expert Judgment
• Expertise
• Specialized Knowledge or Training
• Possible Sources
• Other units within organization
• Consultants
• Stakeholders, including customers
• Professional and technical associations
• Industry groups

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5.1 Scope Planning Tools Techniques

• Tools Techniques
• Templates, forms, standards
• WBS Template
• Scope Management Plan Template
• Project Scope Change Control Forms
• Analysis Tools
• Product / Service Analysis
• Brainstorming
• Lateral Thinking

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5.1 Scope Planning Outputs

• Outputs
• Project scope management plan
• Provides guidance to the Project Management Team
  on how the project scope will be
• Defined
• Documented
• Verified
• Managed
• Controlled

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5.1 Scope Planning Outputs

• Outputs
• Components of the project scope management plan
  identifies the following processes
• Detailed Scope Statement
• Based on the preliminary project scope statement
• WBS
• Creation
• Maintenance
• Approval
• Completed Deliverables
• Formal Verification
• Formal Acceptance
• Control
• Changes Identified
• Changes Verified against Detailed Project Scope
  Statement
• Changes Processed
• Changes Linked to the Integrated Change Control
  Process

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5.1 Scope Management Plan

• Project Scope Management Plan
• Subsidiary Plan of the Project Management Plan
• Informal
• Broadly Framed
• Formal
• Highly Detailed
• Based on Project Needs

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Scope Planning Questions

• What must be done?
• Objectives and magnitude or scope of work
• How should it be done?
• Selection of Project Strategy.
• Who should do it?
• Roles and Responsibilities can be assigned
• By when must it be done?
• Scheduling is accomplished
• How much will it cost?
• The budget is developed
• How good does it have to be?
• Quality levels are determined
• What performance is required?
• Performance specifications are determined.

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Scope Planning - Mistakes

• First Common Mistake
• Not involving the right people in the planning
  process Do not involve the people implementing
  the plan
• Manager plans unilaterally
• Organizations utilize planning groups
• Results
• Difficult implementation
• Inaccurate estimates common error
• Overlooked worked
• Lack of commitment on the part of the people who
  execute the plan
• Giving someone a plan for which they had no input
  may result in them say There is no way I can do
  it that fast!
• Failure to consider that the person they are
  planning for is not working on the project
  full-time

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Scope Planning - Mistakes

• Second Common Mistakes
• Ready Fire Aim
• No time to really plan the project
• Need to get to doing the real work
• Results
• Disaster without good planning

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Project Definition

• What defines a Project?
• One-Time Job
• Definite Starting Point
• Definite Ending Point
• Clearly Defined Objectives/Scope
• Budget (usually)
• The difference between a project and a repetitive
  activity!

A project is a problem scheduled for solution.
Dr. J. M. Juran
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Scope Plan -Suggested Table of Contents

• Define Project Objectives
• Define Project Approach
• Define Commitments being assumed by the manager
  and key contributors
• Assumptions

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Scope Plan -Suggested Table of Contents

• Problem Statement
• Clearly define the problem to be solved by the
  project
• W/O a sound definition valuable resources could
  be wasted developing the right solution to the
  wrong problem
• Project Mission Statement
• Summary of the overall goal and purpose of the
  project, identifying the client and outlining the
  general approach to be followed in doing the work

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Scope Plan -Suggested Table of Contents

• Project Strategy
• A more specific statement is needed over the
  cursory mission statement so other people in the
  organization can decide if the proposed approach
  fits management strategies of the organization
• Example Managing subcontractors, technical
  methodology employed, make-or-buy decisions
  involved, etc.
• Statement of Project Scope
• Statement of what will and will not be done in
  the project
• Project scope statement establishes boundaries
• Project scope statement establishes deliverables
  at project close
• Project scope statement helps in controlling
  scope creep

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References

• A Guide to the Project Management Body of
  Knowledge (PMBOK Guide), Project Management
  Institute, 2004 Edition Third Edition CD-ROM,
  (pp. 51-64)
• Lewis, J. P., Project Planning, Scheduling
  Control A Hands-On Guide to Bringing Projects
  in on Time and on Budget

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Questions
Project Delivered. On time, On Scope, On Budget!
Closing
Controlling
Executing
Panning
Imitating