Pmp Chapter 5 2004
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2/12/2006
PMP Preparation Training Your key in Successful Project Management Akram Al-Najjar, PMP Planning & Cost Control Manager
Project Management Processes Commitment to executing project Initiating Processes
Approach to executing project Planning Processes
Controlling Processes Monitoring, measuring, and taking corrective action
Coordinating people and other resources Executing Processes
Closing Processes
Formal product acceptance and end of project Akram Al-Najjar, PMP.
Source: pmbok guide 2004
Slide 2
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Project Management Framework
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 3
Planning & Cost Control Manager [email protected] +20105394312
Chapter 5
Project Scope Management
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 4
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
AGENDA Scope Management Processes What is Scope Management? How does the PMBoK® Guide describe Scope Management? Discussion
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 5
Planning & Cost Control Manager [email protected] +20105394312
Project Scope Management Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. n
Scope Planning
n
Scope Definition
n
Create WBS
n
Scope Verification
n
Scope Control
Source: pmbok guide 2004
Slide 6
Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Project Scope Management n
Preventing extra work or gold plating. You should give the customer what they asked for, no more and no less. Giving any extras is a waste of time and adds no benefit to the project. !
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Planning & Cost Control Manager [email protected] +20105394312
Slide 7
Process Orientation Planning 5.1 Scope Planning
Controlling
5.2 Scope Definition
5.4 Scope Verification
5.3 Create WBS
5.5 Scope Control Akram Al-Najjar, PMP.
Source: pmbok guide 2004
Slide 8
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope • Product scope – The features and functions that are to be included in a product or service • Project scope – The work that must be done in order to deliver a product with the specified features and functions • Successful completion of product scope is measured against the requirements; project scope is measured against the plan
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 9
Planning & Cost Control Manager [email protected] +20105394312
Slide 10
Planning & Cost Control Manager [email protected] +20105394312
Akram Al-Najjar, PMP. Source: pmbok guide 2004
2/12/2006
Scope Planning n
Defining and managing the project scope influences the project’s overall success. Each project requires a careful balance of tools, data sources, methodologies, processes and procedures, and other factors to ensure that the effort expended on scoping activities is commensurate with the project’s size, complexity and importance
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Scope Planning n
Slide 11
Planning & Cost Control Manager [email protected] +20105394312
“continues”
The project management team documents decisions in the scope management plan. The scope management plan is a planning tool describing how the team will define the scope, develop the detailed scope statement, define and develop the work breakdown structure, verify the scope, and control the scope
Akram Al-Najjar, PMP.
Source: pmbok guide 2004
Slide 12
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning
“continues”
Tools & Techniques 1. Expert Judgment 2. Templates, Forms, and Standards Inputs 1. Environmental and Organizational Factors
Outputs 1. Scope Management Plan
2. Organizational Process Assets
3. Project Charter 4. Preliminary Project Scope Statement 5. Project Management Plan Source: pmbok guide 2004
Akram Al-Najjar, PMP. Slide 13
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 1. Enterprise Environmental Factors n
Organization’s culture and structure
n
Infrastructure (facilities & capital equipment)
n
Tools
n
Existing Human Resources
n
Personnel policies.
n
Marketplace conditions Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 14
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs n
Organizational Process assets– They are the formal and informal policies, procedures, and guidelines that could impact how the project’s scope is managed. Those of particular interest to scope planning are: n
Organizational policies as they pertain to scope planning and management
n
Organizational procedures related to scope planning and management
n
Historical information about previous projects, which should be considered during scope planning. Information may be located in prior projects’ lesson learned project archives
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 15
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 3. Project Charter The document that formally authorized a project, and address the following information: n
Requirements that satisfy stakeholder needs, wants, and expectation.
n
Business need, high level product description, or product requirements.
n
Project purpose and justification.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 16
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs n
Assigned project manager and authority level.
n
Summary milestone schedule.
n
Stakeholders influence.
n
Functional organizations and their participation.
n
Organizational, environmental & external assumptions.
n
Organizational, environmental & external constraints.
n
n
Business case justification the project, including return on investment. Summary budget. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 17
Planning & Cost Control Manager [email protected] +20105394312
Sample Project Charter Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 2002 Projected Finish Date: December 4, 2002 Project Manager: Kim Nguyen, 691-2784, [email protected] Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: • Update the IT inventory database to determine upgrade needs • Develop detailed cost estimate for project and report to CIO • Issue a request for quotes to obtain hardware and software • Use internal staff as much as possible to do the planning, analysis, and installation
Akram Al-Najjar, PMP. Source: pmbok guide 2004
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Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Sample Project Charter Roles and Responsibilities: Name Walter Schmidt, CEO Mike Zwack
Role Project Sponsor CIO
Kim Nguyen Jeff Johnson Nancy Reynolds
Project Manager Director of IT Operations VP, Human Resources
Steve McCann
Director of Purchasing
Responsibility Monitor project Monitor project, provide staff Plan and execute project Mentor Kim Provide staff, issue memo to all employees about project Assist in purchasing hardware and software
Sign-off: (Signatures of all above stakeholders) Comments: (Handwritten comments from above stakeholders, if applicable)
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 19
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 4. Preliminary project scope statement The project scope statement: Is the definition of the project- What needs to be accomplished.
n
Addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the method of acceptance and scope control, it includes:
n
•
Project and product objectives
•
Product or service requirements and characteristics.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 20
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs •
Product acceptance criteria.
•
Project boundaries.
•
Project requirements and deliverables.
• •
Project constraints. Project assumptions.
•
Initial project organization.
•
Initial defined risk.
• •
Schedule milestones. Initial WBS.
•
Order of magnitude cost budget.
•
Project configuration management requirements.
•
Approval requirements. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 21
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 5. Project Management Plan Define how the project is executed, monitored, controlled and closed.
n
Document the collection of outputs of the planning processes of the planning processes groups, its includes:
n
•
Project management processes selected by the project management team.
•
The level of implementation of each process.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 22
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs •
The descriptions of the tools and techniques to be used for accomplishing those processes.
•
How the selected processes will be used to manage the specific project, including dependencies and interactions and the essential input and outputs.
•
How work will be executed to accomplish the project objective.
•
How changes will be monitored and controlled.
•
How configuration management will be performed. Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312
Slide 23
Source: pmbok guide 2004
Scope Planning Inputs •
How integrity of the performance measurement baseline will be maintained and used.
•
The
needs
and
techniques
for
communication
among
stakeholders. •
The selected project life cycle and, for multi phase project, the associated project phases.
•
Key management review for content, extent and timing to facilitate addressing open issues and pending decisions.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 24
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning
Tools & Techniques n
Expert Judgment: Expert judgment is used in developing detailed scope statements, work breakdown structures, and scope management plans.
n
Templates, Forms, and Standards: They include work breakdown structure templates, change control forms, and scope change control forms Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 25
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning
Outputs n
Scope Management Plan: It provides guidance on how project scope will be defined, documented, verified, managed by the project management team. The components of a scope management plan include: n n n
n
n
A process to describe the preparation of a detailed scope statement based upon the preliminary project scope statement A process that enables the creation of the WBS from the detailed project scope statement A process that specifies how formal verification or acceptance of the completed project deliverables and its companion WBS will be obtained. A process to control how requests for changes to the detailed project scope statement will be processed. This process is directly linked to integrated change control. The scope management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 26
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Definition n
The preparation of a detailed project scope statement build upon the major deliverables, assumptions, and constraints that are documented in the preliminary project scope statement during initiation, and is critical to project success
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Planning & Cost Control Manager [email protected] +20105394312
Slide 27
Scope Definition
“continue”
Tools & Techniques 1. 2. 3. 4.
Product Analysis Alternatives Identification Expert Judgment Stakeholders Analysis
Inputs 1. 2.
Product charter Project Scope management Plan
3. 4. 5.
Preliminary Project Scope Statement Organizational process Assets Approved Change Requests Source: pmbok guide 2004
Outputs 1. 2. 3. Slide 28
Project Scope Statement (detailed) Requested change Scope Management Akram Al-Najjar, PMP. Plan (updates) Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Inputs 1.
Project Charter: If charters or preliminary scope statements are not used in a performing organization, comparable information needs to be acquired or developed and then used to develop the detailed project scope statement
2. Preliminary Project Scope Statement 3. 4. 5.
Project Scope Management Plan Organizational Process Assets Approved Change Requests: They can trigger a change to project quality, scope, cost or schedule. Change requests are often identified while the work of the project is ongoing, and can occur in many forms: oral or written, direct or indirect, externally or internally, legally or contractually mandated, or optional Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 29
Planning & Cost Control Manager [email protected] +20105394312
Tools & Techniques 1.
Product analysis: Techniques to develop a better understanding of the product (e.g., systems engineering, value engineering, function analysis, quality function deployment)
2.
Alternative Identification: It is a technique used to generate different approaches to the work of the project. A variety of general management techniques are often used here, the most common of which is brainstorming.
Expert judgment 4. Stakeholders Analysis 3.
•
Identification the influence and interest of the various stakeholders and document their needs, wants, and expectations Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 30
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Output n
Project Scope Statement (Detailed): It
describes, in detail, the project’s deliverables and the work required to create those deliverables. The scope statement also provides a common understanding among all stakeholders, describes the project’s major objectives, enables the team to perform more detailed planning, guides the team’s work during execution, and provides the baseline for evaluating whether client requests for changes or additional work fall within or outside the project’s boundaries.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 31
Planning & Cost Control Manager [email protected] +20105394312
Output n
The detailed scope statement includes, either directly or by reference to other documents: n n n n n n n n n n n n n
Project and Scope objectives Project Scope Description Project Boundaries Project Deliverables Product acceptance criteria Project Constraints Project assumptions Initial Project Organization Initial Defined risks Schedule milestones Order of Magnitude Cost Estimate Project Configuration management requirements Approval Requirements Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 32
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Output n
Project Management Plan (Updates): The project management plan should be updated to include changes to the scope management plan that result from changes to the scope definition process. Requested changes (additions, modification, revisions) to the project management plan and its subsidiary plans are processed through integrated change control
• Requested changes Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 33
Planning & Cost Control Manager [email protected] +20105394312
Create The Work Breakdown Structure n
A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project
n
It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes
n
You need a WBS to create a Gantt chart, do critical path analysis, and to use earned value analysis Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 34
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Create WBS
“continue”
Tools 1. 2.
WBS templates Decomposition
Outputs 1.
Inputs 1. 2. 3. 4.
Organizational Process Assets Project Scope statement “detailed” Project Management Plan Approved change requests
2. 3. 4. 5.
6. Source: pmbok guide 2004
Slide 35
Project Scope Statement (updated) Work breakdown structure WBS dictionaries Scope Baseline Project Scope Management Plan “updates ” Akram Al-Najjar, PMP. Planning & CostChanges Control Manager Requested [email protected] +20105394312
Create WBS
Inputs 1.
Project Scope Statement (Detailed)
2.
Project Management Plan
3.
Project Scope Management Plan
4.
Approved change requests
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 36
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Create WBS
Tools & Techniques n
WBS Templates – Use a WBS from a previous project or a standard template to develop a WBS for this project
n
Decomposition – Subdividing major project deliverables into smaller, more manageable components until the deliverables are defined to the work package level. The work package level is the point at which cost and schedule can be reliably estimated, and will support managing activities throughout the project life cycle
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 37
Planning & Cost Control Manager [email protected] +20105394312
Create WBS
Outputs n
Work Breakdown Structure and Dictionary: For each WBS element, the WBS dictionary includes a statement of work, a list of associated activities, and a list of milestones. Other information can include the responsible organization, start and end dates, resources required, an estimate of cost, charge number, contract information, quality requirements, and technical references to facilitate performance of work. Each WBS element should be cross-referenced, as appropriate, to other WBS elements in the WBS dictionary.
n
Scope Baseline : Approved Scope statement , WBS and WBS dictionary are the scope baseline Source: pmbok guide 2004
Slide 38
Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
WBS Definition Deliverable oriented grouping of project elements that organizes and defines the total scope of the project Hardware
Services
Data
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 39
Planning & Cost Control Manager [email protected] +20105394312
Create WBS
WBS Levels Example n
The Top Level of the WBS is Project Title.
n
The First Level is most commonly the same as the Project Phases.
n
The Second & Later levels break the project into smaller pieces.
n
The Lowest Level that the project manager will manage the project to, is called the Work Package. This Work may be broken down again by the person or persons completing the work.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 40
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Project Scope Management
Sample WBS Project
Phase 1
Phase 2
Deliverable 3
Subproject 4
Subproject n
2.1
2.1.1
2.1.2
2.1.3.1 2.1.3.1
2.1.3
2.1.3.2
2.1.3.1.1 2.1.3.1.2 Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 41
Planning & Cost Control Manager [email protected] +20105394312
Create WBS
WBS related concepts n
Code of accounts: Uniquely identifies each element of the WBS
n
Work packages: A deliverable at the lowest level of the WBS
n
WBS dictionary: Work component descriptions, which typically include work package descriptions, as well as other planning information such as schedule dates, cost budgets, and staff assignments. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 42
Planning & Cost Control Manager [email protected] +20105394312
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Sample of WBS in IT Projects Figure 4-6a. Sample Intranet WBS Organized by Product
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 43
Planning & Cost Control Manager [email protected] +20105394312
Sample of WBS in IT Projects Figure 4-6b. Sample Intranet WBS Organized by Phase
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 44
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Sample of WBS in IT Projects Table 4-3. Intranet WBS in Tabular Form 1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support Akram Al-Najjar, PMP. Source: pmbok guide 2004
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Planning & Cost Control Manager [email protected] +20105394312
Slide 46
Planning & Cost Control Manager [email protected] +20105394312
W.B.S
Akram Al-Najjar, PMP. Source: pmbok guide 2004
2/12/2006
Sample of WBS in IT Projects Figure 4-7. Intranet WBS and Gantt Chart in Microsoft Project
WBS
Gantt Chart
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 47
Planning & Cost Control Manager [email protected] +20105394312
Sample of WBS in IT Projects Figure 4-8. Intranet WBS and Gantt Chart Organized by PM Process Groups
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 48
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Typical WBS Information System 1.
Project Management 1.1
Systems Engineering 1.2
Hardware Acquisition 1.3
Software Development 1.4
Facilities Modifications 1.5
Training Development 1.6
Project Planning 1.1.1
Product Design 1.2.1
CPU Acquisition 1.3.1
Operating System 1.4.1
Facility Plans 1.5.1
Training Plans 1.6.1
Project Control 1.1.2
Systems Integration 1.2.2
Auxiliary Equipment 1.3.2
Database 1.4.2
Facility Modification 1.5.2
Training Courses 1.6.2
Project Data 1.1.3
Test & Evaluation 1.2.3
Printer Acquisition 1.3.3
Application Development 1.4.3
Facility Installation 1.5.3
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 49
Planning & Cost Control Manager [email protected] +20105394312
Scope Verification
n
Scope Verification is the process of obtaining the stakeholders’ formal acceptance of the completed project scope. Verifying the scope includes reviewing deliverables and work results to ensure that all were completed satisfactorily. If the project is terminated early, the scope verification process should establish and document the level and extent of completion
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 50
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Verification
Scope Verification Tools 1. Inspections
Inputs 1. Project scope statement 2. WBS dictionary 3. Project scope management plan 4. Deliverables Source: pmbok guide 2004
Outputs
1. Acceptance deliverables 2. Requested changes 3. Recommended corrective actions Akram Al-Najjar, PMP. Slide 51
Planning & Cost Control Manager [email protected] +20105394312
Scope Verification
Inputs 1.
Project scope statement
2. WBS dictionary 3. Project scope management plan 4. Deliverables n
The deliverables are those that have been fully or partially completed, and are an outputs of the direct and manage project execution process. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 52
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Verification
Tools & Techniques n
Inspection – Includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements. nAlso referred to as reviews, product reviews, audits, and walk-through.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 53
Planning & Cost Control Manager [email protected] +20105394312
Scope Verification
Outputs 1.
Acceptance deliverables •
Documents the deliverables that have been completed and accepted and the ones that have not been accepted and the reasons for non-acceptance.
•
Acknowledging stakeholders acceptance of the project deliverables.
2. Requested changes 3. Recommended corrective actions Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 54
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Change Control • A process for controlling changes to project scope by: n
n
n
Influencing factors which create scope changes, in order to ensure the changes are agreed upon Assuring that all requested changes are processed according to the project integrated change control Managing the actual changes when they occur
The system includes the paperwork, tracking systems, and approval levels necessary for authorizing changes Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 55
Planning & Cost Control Manager [email protected] +20105394312
Change Control Process • Steps for changing official project documents • Change Control Board (CCB) – Responsible for approving or rejecting change requests • Procedures for handling those changes that may be approved without prior review • The scope change control process is a subsidiary process of the overall project control process Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 56
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Control
Scope Change Control Tools 1. 2. 3. 4.
Change Control System Variance Analysis Re-planning Configuration Management System Outputs
Inputs 1. 2. 3. 4. 5. 6. 7.
Project scope statement WBS WBS dictionary Project Scope management plan Performance reports Approved change requests Work performance information Source: pmbok guide 2004
1. 2. 3. 4. 5. 6. 7. 8.
Project scope statement (updates) WBS (updates) WBS dictionary (updates) Scope baseline (updates) Requested changes Recommended corrective actions Org. process Assets (updates) Akram Al-Najjar, Project management plan PMP. Planning & Cost Control Manager (updates) [email protected] Slide 57 +20105394312
Scope control
Inputs 1.
Project scope statement
2. WBS 3. WBS dictionary 4. Project Scope management plan 5. Performance reports n
Provide information on project work Performance, such as interim deliverables that have been completed.
6. Approved change requests n
Any modification to the agreed-upon project scope baseline. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 58
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope control
Inputs 7. Work performance information n n
Schedule progress showing status information. Deliverables that have been completed and those not completed.
n
Schedule activities.
n
Extent to which quality standard are met.
n
Costs authorized and incurred. ETC the schedule.
n
% physically completed
n
Lessons learned.
n
Resource utilization detail.
n
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 59
Planning & Cost Control Manager [email protected] +20105394312
Tools & Techniques 1.
Change control system •
Defines the procedures by which the project scope and product scope can be changed, includes the documentation, tracking systems & approval levels necessary for authorizing changes.
2. Variance analysis •
Determining the cause of variance relative to the scope baseline and deciding whether corrective action is required. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 60
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Tools & Techniques 3. Re-planning 4. Configuration management system n
Provides procedures for the status of the deliverables, and assures that requested changes to the project scope and product scope are thoroughly considered and documented
before
being
processed
through
the
Integration Change Control process. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 61
Planning & Cost Control Manager [email protected] +20105394312
Scope control
Outputs 1.
Project scope statement (updates)
2.
WBS (updates)
3.
WBS dictionary (updates)
4.
Scope baseline (updates)
5.
Requested changes
6.
Recommended corrective actions
7.
Organizational process Assets (updates)
8.
Project management plan (updates)
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 62
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
n
Any questions
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 63
Planning & Cost Control Manager [email protected] +20105394312
PMP Preparation Training Your key in Successful Project Management Akram Al-Najjar, PMP Planning & Cost Control Manager
Project Management Processes Commitment to executing project Initiating Processes
Approach to executing project Planning Processes
Controlling Processes Monitoring, measuring, and taking corrective action
Coordinating people and other resources Executing Processes
Closing Processes
Formal product acceptance and end of project Akram Al-Najjar, PMP.
Source: pmbok guide 2004
Slide 2
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Project Management Framework
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 3
Planning & Cost Control Manager [email protected] +20105394312
Chapter 5
Project Scope Management
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 4
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
AGENDA Scope Management Processes What is Scope Management? How does the PMBoK® Guide describe Scope Management? Discussion
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 5
Planning & Cost Control Manager [email protected] +20105394312
Project Scope Management Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. n
Scope Planning
n
Scope Definition
n
Create WBS
n
Scope Verification
n
Scope Control
Source: pmbok guide 2004
Slide 6
Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Project Scope Management n
Preventing extra work or gold plating. You should give the customer what they asked for, no more and no less. Giving any extras is a waste of time and adds no benefit to the project. !
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Planning & Cost Control Manager [email protected] +20105394312
Slide 7
Process Orientation Planning 5.1 Scope Planning
Controlling
5.2 Scope Definition
5.4 Scope Verification
5.3 Create WBS
5.5 Scope Control Akram Al-Najjar, PMP.
Source: pmbok guide 2004
Slide 8
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope • Product scope – The features and functions that are to be included in a product or service • Project scope – The work that must be done in order to deliver a product with the specified features and functions • Successful completion of product scope is measured against the requirements; project scope is measured against the plan
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 9
Planning & Cost Control Manager [email protected] +20105394312
Slide 10
Planning & Cost Control Manager [email protected] +20105394312
Akram Al-Najjar, PMP. Source: pmbok guide 2004
2/12/2006
Scope Planning n
Defining and managing the project scope influences the project’s overall success. Each project requires a careful balance of tools, data sources, methodologies, processes and procedures, and other factors to ensure that the effort expended on scoping activities is commensurate with the project’s size, complexity and importance
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Scope Planning n
Slide 11
Planning & Cost Control Manager [email protected] +20105394312
“continues”
The project management team documents decisions in the scope management plan. The scope management plan is a planning tool describing how the team will define the scope, develop the detailed scope statement, define and develop the work breakdown structure, verify the scope, and control the scope
Akram Al-Najjar, PMP.
Source: pmbok guide 2004
Slide 12
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning
“continues”
Tools & Techniques 1. Expert Judgment 2. Templates, Forms, and Standards Inputs 1. Environmental and Organizational Factors
Outputs 1. Scope Management Plan
2. Organizational Process Assets
3. Project Charter 4. Preliminary Project Scope Statement 5. Project Management Plan Source: pmbok guide 2004
Akram Al-Najjar, PMP. Slide 13
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 1. Enterprise Environmental Factors n
Organization’s culture and structure
n
Infrastructure (facilities & capital equipment)
n
Tools
n
Existing Human Resources
n
Personnel policies.
n
Marketplace conditions Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 14
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs n
Organizational Process assets– They are the formal and informal policies, procedures, and guidelines that could impact how the project’s scope is managed. Those of particular interest to scope planning are: n
Organizational policies as they pertain to scope planning and management
n
Organizational procedures related to scope planning and management
n
Historical information about previous projects, which should be considered during scope planning. Information may be located in prior projects’ lesson learned project archives
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 15
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 3. Project Charter The document that formally authorized a project, and address the following information: n
Requirements that satisfy stakeholder needs, wants, and expectation.
n
Business need, high level product description, or product requirements.
n
Project purpose and justification.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 16
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs n
Assigned project manager and authority level.
n
Summary milestone schedule.
n
Stakeholders influence.
n
Functional organizations and their participation.
n
Organizational, environmental & external assumptions.
n
Organizational, environmental & external constraints.
n
n
Business case justification the project, including return on investment. Summary budget. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 17
Planning & Cost Control Manager [email protected] +20105394312
Sample Project Charter Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 2002 Projected Finish Date: December 4, 2002 Project Manager: Kim Nguyen, 691-2784, [email protected] Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: • Update the IT inventory database to determine upgrade needs • Develop detailed cost estimate for project and report to CIO • Issue a request for quotes to obtain hardware and software • Use internal staff as much as possible to do the planning, analysis, and installation
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 18
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Sample Project Charter Roles and Responsibilities: Name Walter Schmidt, CEO Mike Zwack
Role Project Sponsor CIO
Kim Nguyen Jeff Johnson Nancy Reynolds
Project Manager Director of IT Operations VP, Human Resources
Steve McCann
Director of Purchasing
Responsibility Monitor project Monitor project, provide staff Plan and execute project Mentor Kim Provide staff, issue memo to all employees about project Assist in purchasing hardware and software
Sign-off: (Signatures of all above stakeholders) Comments: (Handwritten comments from above stakeholders, if applicable)
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 19
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 4. Preliminary project scope statement The project scope statement: Is the definition of the project- What needs to be accomplished.
n
Addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the method of acceptance and scope control, it includes:
n
•
Project and product objectives
•
Product or service requirements and characteristics.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 20
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs •
Product acceptance criteria.
•
Project boundaries.
•
Project requirements and deliverables.
• •
Project constraints. Project assumptions.
•
Initial project organization.
•
Initial defined risk.
• •
Schedule milestones. Initial WBS.
•
Order of magnitude cost budget.
•
Project configuration management requirements.
•
Approval requirements. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 21
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning Inputs 5. Project Management Plan Define how the project is executed, monitored, controlled and closed.
n
Document the collection of outputs of the planning processes of the planning processes groups, its includes:
n
•
Project management processes selected by the project management team.
•
The level of implementation of each process.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 22
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning Inputs •
The descriptions of the tools and techniques to be used for accomplishing those processes.
•
How the selected processes will be used to manage the specific project, including dependencies and interactions and the essential input and outputs.
•
How work will be executed to accomplish the project objective.
•
How changes will be monitored and controlled.
•
How configuration management will be performed. Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312
Slide 23
Source: pmbok guide 2004
Scope Planning Inputs •
How integrity of the performance measurement baseline will be maintained and used.
•
The
needs
and
techniques
for
communication
among
stakeholders. •
The selected project life cycle and, for multi phase project, the associated project phases.
•
Key management review for content, extent and timing to facilitate addressing open issues and pending decisions.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 24
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Planning
Tools & Techniques n
Expert Judgment: Expert judgment is used in developing detailed scope statements, work breakdown structures, and scope management plans.
n
Templates, Forms, and Standards: They include work breakdown structure templates, change control forms, and scope change control forms Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 25
Planning & Cost Control Manager [email protected] +20105394312
Scope Planning
Outputs n
Scope Management Plan: It provides guidance on how project scope will be defined, documented, verified, managed by the project management team. The components of a scope management plan include: n n n
n
n
A process to describe the preparation of a detailed scope statement based upon the preliminary project scope statement A process that enables the creation of the WBS from the detailed project scope statement A process that specifies how formal verification or acceptance of the completed project deliverables and its companion WBS will be obtained. A process to control how requests for changes to the detailed project scope statement will be processed. This process is directly linked to integrated change control. The scope management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 26
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Definition n
The preparation of a detailed project scope statement build upon the major deliverables, assumptions, and constraints that are documented in the preliminary project scope statement during initiation, and is critical to project success
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Planning & Cost Control Manager [email protected] +20105394312
Slide 27
Scope Definition
“continue”
Tools & Techniques 1. 2. 3. 4.
Product Analysis Alternatives Identification Expert Judgment Stakeholders Analysis
Inputs 1. 2.
Product charter Project Scope management Plan
3. 4. 5.
Preliminary Project Scope Statement Organizational process Assets Approved Change Requests Source: pmbok guide 2004
Outputs 1. 2. 3. Slide 28
Project Scope Statement (detailed) Requested change Scope Management Akram Al-Najjar, PMP. Plan (updates) Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Inputs 1.
Project Charter: If charters or preliminary scope statements are not used in a performing organization, comparable information needs to be acquired or developed and then used to develop the detailed project scope statement
2. Preliminary Project Scope Statement 3. 4. 5.
Project Scope Management Plan Organizational Process Assets Approved Change Requests: They can trigger a change to project quality, scope, cost or schedule. Change requests are often identified while the work of the project is ongoing, and can occur in many forms: oral or written, direct or indirect, externally or internally, legally or contractually mandated, or optional Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 29
Planning & Cost Control Manager [email protected] +20105394312
Tools & Techniques 1.
Product analysis: Techniques to develop a better understanding of the product (e.g., systems engineering, value engineering, function analysis, quality function deployment)
2.
Alternative Identification: It is a technique used to generate different approaches to the work of the project. A variety of general management techniques are often used here, the most common of which is brainstorming.
Expert judgment 4. Stakeholders Analysis 3.
•
Identification the influence and interest of the various stakeholders and document their needs, wants, and expectations Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 30
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Output n
Project Scope Statement (Detailed): It
describes, in detail, the project’s deliverables and the work required to create those deliverables. The scope statement also provides a common understanding among all stakeholders, describes the project’s major objectives, enables the team to perform more detailed planning, guides the team’s work during execution, and provides the baseline for evaluating whether client requests for changes or additional work fall within or outside the project’s boundaries.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 31
Planning & Cost Control Manager [email protected] +20105394312
Output n
The detailed scope statement includes, either directly or by reference to other documents: n n n n n n n n n n n n n
Project and Scope objectives Project Scope Description Project Boundaries Project Deliverables Product acceptance criteria Project Constraints Project assumptions Initial Project Organization Initial Defined risks Schedule milestones Order of Magnitude Cost Estimate Project Configuration management requirements Approval Requirements Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 32
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Output n
Project Management Plan (Updates): The project management plan should be updated to include changes to the scope management plan that result from changes to the scope definition process. Requested changes (additions, modification, revisions) to the project management plan and its subsidiary plans are processed through integrated change control
• Requested changes Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 33
Planning & Cost Control Manager [email protected] +20105394312
Create The Work Breakdown Structure n
A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project
n
It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes
n
You need a WBS to create a Gantt chart, do critical path analysis, and to use earned value analysis Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 34
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Create WBS
“continue”
Tools 1. 2.
WBS templates Decomposition
Outputs 1.
Inputs 1. 2. 3. 4.
Organizational Process Assets Project Scope statement “detailed” Project Management Plan Approved change requests
2. 3. 4. 5.
6. Source: pmbok guide 2004
Slide 35
Project Scope Statement (updated) Work breakdown structure WBS dictionaries Scope Baseline Project Scope Management Plan “updates ” Akram Al-Najjar, PMP. Planning & CostChanges Control Manager Requested [email protected] +20105394312
Create WBS
Inputs 1.
Project Scope Statement (Detailed)
2.
Project Management Plan
3.
Project Scope Management Plan
4.
Approved change requests
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 36
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Create WBS
Tools & Techniques n
WBS Templates – Use a WBS from a previous project or a standard template to develop a WBS for this project
n
Decomposition – Subdividing major project deliverables into smaller, more manageable components until the deliverables are defined to the work package level. The work package level is the point at which cost and schedule can be reliably estimated, and will support managing activities throughout the project life cycle
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 37
Planning & Cost Control Manager [email protected] +20105394312
Create WBS
Outputs n
Work Breakdown Structure and Dictionary: For each WBS element, the WBS dictionary includes a statement of work, a list of associated activities, and a list of milestones. Other information can include the responsible organization, start and end dates, resources required, an estimate of cost, charge number, contract information, quality requirements, and technical references to facilitate performance of work. Each WBS element should be cross-referenced, as appropriate, to other WBS elements in the WBS dictionary.
n
Scope Baseline : Approved Scope statement , WBS and WBS dictionary are the scope baseline Source: pmbok guide 2004
Slide 38
Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
WBS Definition Deliverable oriented grouping of project elements that organizes and defines the total scope of the project Hardware
Services
Data
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 39
Planning & Cost Control Manager [email protected] +20105394312
Create WBS
WBS Levels Example n
The Top Level of the WBS is Project Title.
n
The First Level is most commonly the same as the Project Phases.
n
The Second & Later levels break the project into smaller pieces.
n
The Lowest Level that the project manager will manage the project to, is called the Work Package. This Work may be broken down again by the person or persons completing the work.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 40
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Project Scope Management
Sample WBS Project
Phase 1
Phase 2
Deliverable 3
Subproject 4
Subproject n
2.1
2.1.1
2.1.2
2.1.3.1 2.1.3.1
2.1.3
2.1.3.2
2.1.3.1.1 2.1.3.1.2 Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 41
Planning & Cost Control Manager [email protected] +20105394312
Create WBS
WBS related concepts n
Code of accounts: Uniquely identifies each element of the WBS
n
Work packages: A deliverable at the lowest level of the WBS
n
WBS dictionary: Work component descriptions, which typically include work package descriptions, as well as other planning information such as schedule dates, cost budgets, and staff assignments. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 42
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Sample of WBS in IT Projects Figure 4-6a. Sample Intranet WBS Organized by Product
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 43
Planning & Cost Control Manager [email protected] +20105394312
Sample of WBS in IT Projects Figure 4-6b. Sample Intranet WBS Organized by Phase
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 44
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Sample of WBS in IT Projects Table 4-3. Intranet WBS in Tabular Form 1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 45
Planning & Cost Control Manager [email protected] +20105394312
Slide 46
Planning & Cost Control Manager [email protected] +20105394312
W.B.S
Akram Al-Najjar, PMP. Source: pmbok guide 2004
2/12/2006
Sample of WBS in IT Projects Figure 4-7. Intranet WBS and Gantt Chart in Microsoft Project
WBS
Gantt Chart
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 47
Planning & Cost Control Manager [email protected] +20105394312
Sample of WBS in IT Projects Figure 4-8. Intranet WBS and Gantt Chart Organized by PM Process Groups
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 48
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Typical WBS Information System 1.
Project Management 1.1
Systems Engineering 1.2
Hardware Acquisition 1.3
Software Development 1.4
Facilities Modifications 1.5
Training Development 1.6
Project Planning 1.1.1
Product Design 1.2.1
CPU Acquisition 1.3.1
Operating System 1.4.1
Facility Plans 1.5.1
Training Plans 1.6.1
Project Control 1.1.2
Systems Integration 1.2.2
Auxiliary Equipment 1.3.2
Database 1.4.2
Facility Modification 1.5.2
Training Courses 1.6.2
Project Data 1.1.3
Test & Evaluation 1.2.3
Printer Acquisition 1.3.3
Application Development 1.4.3
Facility Installation 1.5.3
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 49
Planning & Cost Control Manager [email protected] +20105394312
Scope Verification
n
Scope Verification is the process of obtaining the stakeholders’ formal acceptance of the completed project scope. Verifying the scope includes reviewing deliverables and work results to ensure that all were completed satisfactorily. If the project is terminated early, the scope verification process should establish and document the level and extent of completion
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 50
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Verification
Scope Verification Tools 1. Inspections
Inputs 1. Project scope statement 2. WBS dictionary 3. Project scope management plan 4. Deliverables Source: pmbok guide 2004
Outputs
1. Acceptance deliverables 2. Requested changes 3. Recommended corrective actions Akram Al-Najjar, PMP. Slide 51
Planning & Cost Control Manager [email protected] +20105394312
Scope Verification
Inputs 1.
Project scope statement
2. WBS dictionary 3. Project scope management plan 4. Deliverables n
The deliverables are those that have been fully or partially completed, and are an outputs of the direct and manage project execution process. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 52
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Verification
Tools & Techniques n
Inspection – Includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements. nAlso referred to as reviews, product reviews, audits, and walk-through.
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 53
Planning & Cost Control Manager [email protected] +20105394312
Scope Verification
Outputs 1.
Acceptance deliverables •
Documents the deliverables that have been completed and accepted and the ones that have not been accepted and the reasons for non-acceptance.
•
Acknowledging stakeholders acceptance of the project deliverables.
2. Requested changes 3. Recommended corrective actions Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 54
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Change Control • A process for controlling changes to project scope by: n
n
n
Influencing factors which create scope changes, in order to ensure the changes are agreed upon Assuring that all requested changes are processed according to the project integrated change control Managing the actual changes when they occur
The system includes the paperwork, tracking systems, and approval levels necessary for authorizing changes Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 55
Planning & Cost Control Manager [email protected] +20105394312
Change Control Process • Steps for changing official project documents • Change Control Board (CCB) – Responsible for approving or rejecting change requests • Procedures for handling those changes that may be approved without prior review • The scope change control process is a subsidiary process of the overall project control process Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 56
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope Control
Scope Change Control Tools 1. 2. 3. 4.
Change Control System Variance Analysis Re-planning Configuration Management System Outputs
Inputs 1. 2. 3. 4. 5. 6. 7.
Project scope statement WBS WBS dictionary Project Scope management plan Performance reports Approved change requests Work performance information Source: pmbok guide 2004
1. 2. 3. 4. 5. 6. 7. 8.
Project scope statement (updates) WBS (updates) WBS dictionary (updates) Scope baseline (updates) Requested changes Recommended corrective actions Org. process Assets (updates) Akram Al-Najjar, Project management plan PMP. Planning & Cost Control Manager (updates) [email protected] Slide 57 +20105394312
Scope control
Inputs 1.
Project scope statement
2. WBS 3. WBS dictionary 4. Project Scope management plan 5. Performance reports n
Provide information on project work Performance, such as interim deliverables that have been completed.
6. Approved change requests n
Any modification to the agreed-upon project scope baseline. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 58
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Scope control
Inputs 7. Work performance information n n
Schedule progress showing status information. Deliverables that have been completed and those not completed.
n
Schedule activities.
n
Extent to which quality standard are met.
n
Costs authorized and incurred. ETC the schedule.
n
% physically completed
n
Lessons learned.
n
Resource utilization detail.
n
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 59
Planning & Cost Control Manager [email protected] +20105394312
Tools & Techniques 1.
Change control system •
Defines the procedures by which the project scope and product scope can be changed, includes the documentation, tracking systems & approval levels necessary for authorizing changes.
2. Variance analysis •
Determining the cause of variance relative to the scope baseline and deciding whether corrective action is required. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 60
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
Tools & Techniques 3. Re-planning 4. Configuration management system n
Provides procedures for the status of the deliverables, and assures that requested changes to the project scope and product scope are thoroughly considered and documented
before
being
processed
through
the
Integration Change Control process. Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 61
Planning & Cost Control Manager [email protected] +20105394312
Scope control
Outputs 1.
Project scope statement (updates)
2.
WBS (updates)
3.
WBS dictionary (updates)
4.
Scope baseline (updates)
5.
Requested changes
6.
Recommended corrective actions
7.
Organizational process Assets (updates)
8.
Project management plan (updates)
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 62
Planning & Cost Control Manager [email protected] +20105394312
2/12/2006
n
Any questions
Akram Al-Najjar, PMP. Source: pmbok guide 2004
Slide 63
Planning & Cost Control Manager [email protected] +20105394312
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