11

BEC 3324: Project Management Year III Semester II Session 4

2/28/13

FMSC - USJ

BY: H K edit Master subtitle style Click to Amarasinghe

Project Scope Management

22

Lecture Outline Project Scope Management

Collect Requirements The process of defining and documenting stakeholders needs to meet the project objectives. Define Scope The process of developing a detailed description of the project and product. Create WBS The process of subdividing project deliverables and project work into smaller, more manageable components. Verify Scope The process of formalizing acceptance of the completed project deliverables.
2/28/13 Control Scope The process of monitoring the

Scope
33

In the project context, the term scope can refer to:

Product

scope

The features and functions that characterize a product, service, or result; and/or
Project

scope

The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. 2/28/13

Collect Requirements
44

Collect Requirements is the process of defining and documenting stakeholders needs to meet the project objectives. The projects success is directly influenced by the care taken in capturing and managing project and product requirements. Requirements include the quantified and documented needs and expectations of the sponsor, customer, and other stakeholders. These requirements need to be elicited, analyzed, and recorded in enough detail to be measured once project execution begins.
2/28/13 Collecting requirements is defining and managing customer expectations. Requirements become the

Cont
55

Group Decision Making Techniques There are multiple methods of reaching a group decision, for example:

Unanimity - Everyone agrees on a single course of action. Majority - Support from more than 50% of the members of the group. Plurality - The largest block in a group decides even if a majority is not 2/28/13 achieved.

66

Collect Requirements Inputs/ Outputs

2/28/13

Define Scope
77

Define Scope is the process of developing a detailed description of the project and product. The preparation of a detailed project scope statement is critical to project success and builds upon the major deliverables, assumptions, and constraints that are documented during project initiation. During planning, the project scope is 2/28/13 defined and described with greater

88

Define Scope Inputs/ Outputs

2/28/13

Detailed Scope Statement

99

The detailed project scope statement includes following, either directly, or by reference to other documents:

Product scope description - Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation. Product acceptance criteria - Defines the process and criteria for accepting 2/28/13 completed products, services, or results.

Cont
10 10

Project constraints - Lists and describes the specific project constraints associated with the project scope that limits the teams options, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. When a project is performed under contract, contractual provisions will generally be constraints. Information on constraints may be listed 2/28/13 in the project scope statement or in a

Create WBS
11 11

Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The work breakdown structure (WBS) is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables, with each descending level of the WBS 2/28/13

12 12

Create WBS Inputs/ Outputs

2/28/13

WBS
13 13

The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables, with each descending level of the WBS representing an increasingly detailed definition of the project work. The planned work is contained within the lowest level WBS components, which are called work packages. 2/28/13

Decomposition
14 14

Decomposition of the total project work into work packages generally involves the following activities:
Identifying

and analyzing the deliverables and related work, and organizing the WBS, the upper WBS levels into lower level detailed components, and assigning identification codes to the WBS components, and that the degree of decomposition
2/28/13

Structuring

Decomposing Developing Verifying

Structures of WBS
15 15

The WBS structure can be created in a number of forms, such as:

Using phases of the project life cycle as the first level of decomposition, with the product and project deliverables inserted at the second level Using major deliverables as the first level of decomposition Using subprojects which may be developed by organizations outside the2/28/13 project team, such as contracted work.

Verify Scope
16 16

Verify Scope is the process of formalizing acceptance of the completed project deliverables. Verifying scope includes reviewing deliverables with the customer or sponsor to ensure that they are completed satisfactorily and obtaining formal acceptance of deliverables by the customer or sponsor.
2/28/13

17 17

Verify Scope Inputs/ Outputs

2/28/13

Control Scope
18 18

Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process. Project scope control is also used to manage the actual changes 2/28/13 they when

19 19

Scope Control Inputs/ Outputs

2/28/13

Variance Analysis
20 20

Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline and deciding whether corrective or preventive action is required.
2/28/13

2121

End of Session 04

Thank you
2/28/13