In this chapter, the learning objectives are: Understand the importance of scoping a project, how it defines what the project is to achieve, in what timeframe and at what cost; develop a comprehensive scope document and understand some of the practical techniques that can be applied in developing the content for the scope document; understand how the Scope Management Plan differs from the Scope document, and define and establish a process for change management in project environment.
CHAPTER Defining the Scope of a Project Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-1 Learning Elements 5.1 Understand the importance of scoping a project, how it defines what the project is to achieve, in what timeframe and at what cost 5.2 Develop a comprehensive Scope document and understand some of the practical techniques that can be applied in developing the content for the Scope document 5.3 Understand how the Scope Management Plan differs from the Scope document, and define and establish a process for change management in project environment Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-2 Introduction nswers the most obvious question, but also the most commonly overlooked one: hat problem is being solved by delivering this project? Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-3 Documents Output from Scoping Activities • • • • • Project Charter Project Scope document Work Breakdown Structure (WBS) Scope Management Plan Estimating Artefacts Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-4 How Scoping Fits into the Text Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-5 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-6 The Scope Process Step 1: Defining the Project Scope Step 2: Creating the Work Breakdown Structure (WBS) Step 3: Integrating the WBS with the Organisation Step 4: Estimating: Moving Towards a Draft Budget and Schedule Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-7 Step 1: Defining the Project Scope • The primary purpose is to define as clearly as possible the deliverable(s) of the project • To be used by the project sponsor and other stakeholders for measuring project success Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-8 Step 1: Defining the Project Scope (cont) • To clearly define the deliverable(s) for the end user • To focus the project on successful completion of its goals • Inadequate scope definition is a primary reason for project failure Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-9 Project Scope Checklist Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-10 The Triple Constraints (cont) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-12 The Triple Constraints (cont) • Constrain The original parameter is fixed The project must meet the completion date, specifications and scope of the project or budget • Enhance Given the scope of the project, which criterion should be optimised? • Accept For which criterion is it tolerable not to meet the original parameters? Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-13 Step 2: Creating the Work Breakdown Structure (WBS) • A hierarchical outline (map) that identifies the products and work elements involved in a project • Defines the relationship of the final deliverable (the project) to its subdeliverables and in turn their relationships to the work packages Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-14 Hierarchical Breakdown of the WBS Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-15 Creating the Work Breakdown Structure (WBS) • Facilitates evaluation of cost, time and technical performance of the organisation on a project • Provides management with information appropriate to each organisational level • Helps manage plan, schedule and budget Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-16 Creating the Work Breakdown Structure (WBS)(cont.) • Helps in the development of the organisation breakdown structure (OBS) which assigns project responsibilities to organisational units and individuals • Defines communication channels and assists in coordinating the various project elements Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-17 WBS Brainstorming Techniques hiteboards, Brainstorming, Post-Itđ Notes, Mind Maps, Facilitators Copyright â 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-18 Example of a Work Package or ‘Pack’ Contents Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-19 Step 3: Integrating the WBS with the Organisation epicts how the firm is organised to discharge its work responsibility for a project • Provides a framework to summarise organisation work unit performance • Identifies organisation units responsible for work packages • Ties the organisational units to cost control accounts Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-20 Integrating the WBS and OBS— House Build Example Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-21 Step 4: Estimating he journey from WBS to estimating and the creation of the budget schedule and resource matrix Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-22 The Scope Management Plan Typical contents • The process to be applied for all project change/variation requests • The process for scope verification • The process for deliverable acceptance • How lessons learned will be captured and applied within the project Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-23 Change/Variation Control Management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-24 Project Scope Integration Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-25 Key Terms • • • • • • • • • • • • • • • hierarchical decomposition milestone Organisation Breakdown Structure (OBS) outcomes outputs project charter project change management systems scope creep Scope document Scope Management Plan Statement of Work (SoW) the triple constraints WBS dictionary Work Breakdown Structure (WBS) work package Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-26 ... Gray, Project Management in Practice, 1e 5-2 3 Change/Variation Control Management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, ... Gray, Project Management in Practice, 1e 5-9 Project Scope Checklist Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-1 0 The. .. (WBS) Scope Management Plan Estimating Artefacts Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 5-4 How Scoping Fits into the