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Project Scope Management Processes

Project Scope Management Processes

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Project Scope Management Processes

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  1. Manage Project ScopeProject Scope Processes Part 2Diploma of Project Management 17872Qualification Code BSB51507Unit Code BSBPMG502A

  2. Project Scope Management Processes PMBOK Project Scope Management Processes - 5.1 Collect Requirements 5.2 Define Scope 5.3 Create Work Breakdown Structure 5.4 Verify Scope 5.5 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

  3. Project Scope Processes - Part 2 PMBOK Project Scope Management Processes - 5.1 Collect Requirements 5.2 Define Scope 5.3 Create Work Breakdown Structure 5.4 Verify Scope 5.5 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

  4. Learning Objectives – Part 2 Understand of the processes required to manage Project Scope Define the processes and work involved in constructing a work breakdown structure using different approaches Explain the importance of scope verification and how it relates to scope definition and control. Understand the importance of scope control and approaches to reduce scope-related problems Define the measurement of scope management as part of Project Closure

  5. Reading – Scope Processes Part 2 • Please take some time to review the PMBOK Chapters 5.3, 5.4, 5.5, 4.5, 4.6 • This could take 30 to 45 minutes

  6. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  7. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  8. Project Project Project Deliverable Phase Sub Project Work Package Deliverable Phase Activity Work Package Deliverable Task Activity Work Package Task Activity Task WBS Possible Hierarchies • The WBS is made up work packages from phases, deliverables and activities, down to tasks at the lowest level.

  9. 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

  10. Monitor Initiation Planning Execution Close Control 5.3 Create Work Breakdown Structure • Outputs from this process include – • Work Breakdown Structure • Definitions of Sub-projects, Deliverables and Work Packages • WBS 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 Adapted from PMBOK 4th Edition

  11. Work Breakdown Structure • Which WBS hierarchy would you use for a small, medium and large project? • Why is the WBS different for differently sized projects. • What do you think of the Work Package component? When might it be useful? • What is the relationship between the WBS and the GANTT chart or Project Schedule? • Then go to the Forum on Work Breakdown Structures and provide comment on the questions that are posed. Comment Debate Reflect

  12. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  13. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  14. Monitor Initiation Planning Execution Close Control 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 updates Adapted from PMBOK 4th Edition

  15. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  16. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  17. Monitor Initiation Planning Execution Close Control 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 Adapted from PMBOK 4th Edition

  18. Monitor Initiation Planning Execution Close Control 5.5 Control Scope • The primary inputs include – • Scope baseline • Scope management plan • Change management plan and procedures • Configuration management plan (if developed) • Requirements management plan (if developed) • The primary outputs include – • Updates to Scope baseline • Updates to other baselines – Time and Cost • Project document update • Change requests Adapted from PMBOK 4th Edition

  19. Integrated Change Control Take some time to reflect on controlling project scope and integrated change control. What are the primary factors that are managed under Change Control? How will you ensure that all aspects of a Change Request are fully analysed? How will you avoid slippage due to the analysis of low priority Change Requests? Then go to the Forum on Integrated Change Control and provide comment on the questions that are posed. Comment Debate Reflect

  20. Post Implementation Reviews Take some time to reflect on the processes that occur at the completion of a project. How will you assess if the correct Scope has been delivered at the end of a project? Why might the Project Sponsor and Project Manager have differing opinions on the success of Project Scope? Then go to the Forum on Post Implementation Reviews and provide comment on the questions that are posed. Comment Debate Reflect

  21. Assessment Activities These are all due during Weeks 5 and 6 in the Course Delivery Schedule Please proceed to Tests & Tasks and take the Project Scope Quiz and Project Scope Knowledge Test. Be sure that you have participated in the Forums. Best of Luck!