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T2 Part A Q D Boundaries
T2 Part A Q D Boundaries
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2.1 – Identify, negotiate and document project boundaries
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By the end of this chapter, you should be able to:
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Explain what is meant by a WBS and its use in documenting project boundaries
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Identify how to account for negotiated boundaries
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Outline the benefits of identifying project boundaries
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Document the boundaries of a relevant project.
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Project boundaries
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It is important to clearly establish the boundaries of your oject at the very beginning. Boundaries ensure
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that the scope of the project is clearly defined in detail. They should be measurable so that you can
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continually check expectations and targets against the actual progress and boundaries of the project.
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Identifying project boundaries will ensure that your team are able to manage their own activities, since
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they understand the limits of their role and the project. It also makes the project management
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processes easier, as they should need to exercise less direct control to keep the project within the
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expected scope.
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If boundaries are not identified the individuals and teams within your project will not be able to carry
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out their responsibilities. There will be no foundation for controlling performance within the project or
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for making delegations.
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Boundaries may include:
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Constraints/Exclusions
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o these outline any limitations on the project,
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particularly in relation to what is not included
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within the scope of the project
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Product/service specifications
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these set out exactly what product/service is
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expected, including required characteristics
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and specific processes, in order to meet the
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needs of stakeholders
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Project deliverables
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these are the specific results of the process of
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the project.
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Documenting project boundaries
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It is essential to clearly document the boundaries of your project. In doing so, you will ensure that all
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stakeholders can work towards a common goal fully informed of the limits of the project. It will also
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provide a yardstick against which the success of the project can be measured.
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Statement of work
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One of the most common ways of documenting the boundaries of your project is through creating a
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scope statement, sometimes also known as a statement of work (SOW). It is a document that clearly
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sets out and defines the scope of the entire project.
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The SOW should clearly define the boundaries relating to:
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Budgets
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Schedules, milestones and deadlines
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Necessary resources
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The roles of team members and relevant personnel/stakeholders
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Exact deliverables.
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Work breakdown structure
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A Work Breakdown Structure (WBS) organises your project into smaller, more manageable sections. It
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should represent a flowchart in which all elements are logically connected. The scope and boundaries
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will be defined into chunks that the project team can understand. Each level of the WBS then provides
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further definition and detail.
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The elements within the WBS are the tasks related to a project. These are illustrated in a way that
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portrays their relationships to each other and the project as a whole. A WBS can help a project manager
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to predict outcomes based on various scenarios and this means that good, informed decisions can be
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made about potential changes. It can, therefore, identify areas in which the project might exceed its
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scope or boundaries.
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A work breakdown structure may include:
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Activity and task descriptors
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o these will briefly summarise the breakdown elements
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High‐level deliverables framework
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these are the major deliverables of the project
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o they can be broken down into lower deliverable until
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you have manageable tasks
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Multi‐level task granulation
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o multi‐level task granulation involves combining tasks of differing importance and
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it allows you to plan more effectively
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Work breakdown task dictionary
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this contains every detail that is necessary to complete your project
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o it provides definitions for each component in your WBS.
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Negotiating project boundaries
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Throughout the course of any project, the boundaries will inevitably be pushed. This may be through
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circumstances beyond your control or perhaps by stakeholders requesting changes. In scoping the
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project correctly and specifically, you should be able to factor for at least some issues which may
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challenge the boundaries of your project.
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Overestimate
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It is always tempting to underestimate how long a particular task or project might take, or how much
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something might cost. However, rarely does everything go entirely to plan. Interruptions, problems and
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distractions all occur that can take away from your anticipated targets. Missing your targets then has
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the effect of forcing you or the team to play catch up, which can have a detrimental effect on the quality
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of your work. Where possible, allow more time, money and resources than you think you’ll need. It’s
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better to include them in your plan and then not need them, than it is to find yourself panicking and
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cutting corners.
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Specify expectations and meanings
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At the beginning of any project, you will sit down with the
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stakeholders and outline what the deliverables of the project are. It is
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important that you ensure get sufficient specificity from the
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stakeholder to allow you to plan effectively and efficiently achieve the
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project deliverables. For example, the stakeholder might request that you
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design them a new lamp. This is where you would need to clarify
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exactly what they want. Is it a floor, wall or table lamp? What
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colour? What materials? By asking detailed questions up front, you
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will be able to define the boundaries of your project.
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Also, remember that you can specify what is explicitly not included within the scope of your project.
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Using the lamp example, for instance, you might clearly explain that you will not design a lightbulb to go
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with the lamp. This will further prevent shifting boundaries.
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Communication
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Keep in regular contact with all members of your project team and with all relevant stakeholders. This
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way, if there are any changes that need to occur to the boundaries of the project, they can be
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accounted for early and incorporated into the project plans. It is much easier to address small issues as
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they arise than it is to present the stakeholder with a finished product that doesn’t satisfy them, forcing
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you to make considerable changes which will cost further time and money.
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