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Project Management and Change Management PowerPoint Presentation
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Project Management and Change Management

Project Management and Change Management

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Project Management and Change Management

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    1. Project Management and Change Management Lecture 3 Scope Management

    2. Scope Scope is the sum of the products and services to be provided as a project A concise and accurate description of the end products or deliverables of the project That meet specified requirements As agreed between the project stakeholders

    3. Scope Management Project Scope Management includes the processes required to: Ensure that the project includes all of the work required And only the work required to complete the project successfully

    4. Scope management consists of Initiation Planning Definition Verification Change Control

    5. Scope Initiation The phase where the organisation commits to beginning a project or commits to moving to the next phase of the project Normally occurs as management’s response to the recognition of a problem, business need or opportunity

    6. Scope initiation - inputs Product description Strategic plan Project selection method Historical Information

    7. Scope Initiation – Tools and Techniques Project Selection Methods e.g. quantitative cost measurement, scoring models Expert judgement e.g. expert panel, objective brain storming

    8. Scope Initiation - Outputs Project charter Project manager identified / assigned Constraints Assumptions

    9. Project Charter After deciding what project to work on, it is important to formalize projects A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project

    10. Sample Project Charter

    11. Sample Project Charter

    12. Scope planning Inputs include: the product description, project charter, constraints and assumptions Methods include: product analysis, benefit/cost analysis; identifying alternatives and expert judgment Outputs include: scope statement, supporting detail and scope management plan.

    13. Scope planning Involves developing a written scope statement that includes the project justification, the major deliverables and the project objectives

    14. Scope Statement Forms the basis for an agreement between the project team and the project customer by identifying project objectives and the major project deliverables Normally written by project manager in conjunction with the project team

    15. Scope statement Justification – business reason Product description – a summary of the product description Deliverables- a summary of all deliverables whose full and satisfactory delivery means the project is complete Objectives – time, cost , quality

    16. Scope management plan A subsidiary element of the overall management plan Describes how project scope will be managed Describes how scope changes will be integrated into the project Should also include a clear description of how scope changes will be identified and classified

    17. Scope Definition Involves decomposing the major deliverables into smaller, more manageable components to provide better control WBS

    18. What is WBS WBS is the name given to a technique in project management in which the project is broken down into manageable chunks A WBS provides a central organising concept for the project. That is a common framework for Planning, Scheduling, cost estimating, budgeting, configuring, monitoring and controlling the entire project

    19. Partitioning the Project You need to decompose the project into manageable chunks ALL projects need this step Divide & Conquer Two main causes of project failure Forgetting something critical Ballpark estimates become targets How does partitioning help this?

    20. Project Elements A project has : Functions Activities Tasks

    21. Function Management activity Often Spanning the life of the project Examples: Change Management, Risk Management and project Management

    22. Activity An element of work with expected duration, cost and resources Can be subdivided into other activities or tasks

    23. Task Lowest level of activity on the project Typically not shown on preliminary WBS ( too granular) Smallest unit of work in the real schedule

    24. Typical WBS

    25. Work Breakdown Structure: WBS Hierarchical list of project’s work activities 2 Formats Outline (indented format) Graphical Tree (Organizational Chart) Uses a decimal numbering system Ex: 3.1.5 0 is typically top level Includes Development, Mgmt., and project support tasks Shows “is contained in” relationships Does not show dependencies or durations

    26. WBS Contract WBS (CWBS) First 2 or 3 levels High-level tracking Project WBS (PWBS) Defined by PM and team members Tasks tied to deliverables Lowest level tracking

    27. A Full WBS Structure Up to six levels (3-6 usually) such as Upper 3 can be used by customer for reporting (if part of RFP/RFQ) Different level can be applied to different uses Ex: Level 1: authorizations; 2: budgets; 3: schedules