BSBPMG502A Manage Project Scope Manage Project Scope Project Scope Processes Part 1 Diploma of...

BSBPMG502A Manage Project Scope

Manage Project Scope

Project Scope Processes Part 1

Diploma of Project Management 17872Qualification Code BSB51507

Unit Code BSBPMG502A


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


Project Scope Processes - Part 1

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 –



4.5 Perform Integrated Change Control

PMBOK 4th Edition


Learning Objectives – Part 1

1. Understand of the processes required to manage Project Scope

2. Explain the scope planning process and describe the contents of a scope management plan

3. Describe the process for developing a project scope statement using the project charter and preliminary scope statement

4. Understand the importance of defining measurable project objectives and success criteria

5. Reflect on the Project Scope management processes of your organisation or others you have experienced


Reading – Scope Processes Part 1

Please take some time to review the PMBOK Chapters 4.1, 4.2, 5.1, 5.2

This could take 30 to 45 minutes



• The process of developing a document that formally defines and authorises a project by documenting the initial requirements that will satisfy the needs of the Project Sponsor and stakeholder

• The high level Project Scope is formulated during this process

• The Project Charter establishes a partnership between the Project Sponsor or client and the Project Manager

• Occurs during the Initiation Phase

Adapted from PMBOK 4th Edition

Initiation Planning Execution Close

Monitor

Control



• Inputs into the Project Charter -

Business need or rationale

Product and project description

Strategic Plan

Business Case

Regulations and standards

Contractual requirements

Methodologies, policies and procedures




• Common contents of a Project Charter –Project purpose or justificationProject objectives – should be measurableProject descriptionHigh level requirementsHigh level risks or overall risk analysisPreferred timeframeEstimated high level budgetHigh level project structure – Project Sponsor, Project

ManagerAuthorisation or Governance processes

PMBOK 4th Edition


Types of Project Charters

• You may know a Project Charter by a different name as they can vary depending on your industry or the particular methodology being applied

• Some common names for Project Charters include –

Project Brief

Concept Paper

High Level Plan

Statement of Work

• Sample Project Charter templates are available to download from the links as you enter the Learning Programme for the Course Site – check which bit!!!


• It is critical that the project objectives and success criteria and measurable, otherwise progress and success are difficult to achieve

• The recommended method is SMART• Make sure all your objectives are –

S pecific M easurable A chievable R ealistic, and T ime Bound

Project Objectives


Project Objectives

1. Take some time to research SMART objectives online and to reflect on the following questions.

2. In your experience, how many project objectives are formulated using SMART principles?

3. What advantages do SMART objectives have for the Project Manager and the Project Sponsor?

4. What would motivate someone to deliberately set loose objectives?

5. Then go to the Forum on Project Objectives and provide comment on the questions that are posed.

Research Practice Comment



• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.

• Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time

• It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5)



Monitor

Control


• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards

• The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement

• There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process

• The other key knowledge areas have discrete processes for planning that are defined in their process groups





• The Project Management Plan –can be composed of subsidiary plans for each of the 8 key

knowledge areas or these planning elements can be included into one integrated end product

can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied

Can only be changed via a Change Request once it has been baselined

defines how all aspects of the project are to be undertaken through the Execution Phase

establishes the mechanisms and processes to Monitor and Control the project

defines how the project is to be Closed



Monitor

Control



• Inputs into the Project Management Plan –Project Charter

Subsidiary plans developed in other planning processes

Industry standards and regulations

Organisational policies and procedures

Project management methodology

Project management tools

Planning templates

Knowledge from past projects

Expert judgement and advice



Monitor

Control



• Common inclusions in the Project Management Plan –Project lifecycle and project management processes

Selected tools and techniques

Project objectives and how these will be achieved

Change Management Plan

Baselines for Scope, Time and Cost

Performance measurement and status reporting processes

Governance structure

Team structure

Subsidiary plans if required



Monitor

Control


Scope Management Plan

• The Scope Management Plan is a critical output of this process and is critically connected to the process to Define Scope (5.2)

• Good practice is to assemble the different scope definition and planning outputs into one integrated document

• Common inclusions in the Scope Management Plan –

Project scope statement

Scope baseline

Processes to Monitor and Control scope

Configuration management (advanced concept, often applied to Information Technology projects)

Change Control process

Assumptions, dependencies and constraints



Monitor

Control


5.1 Collect Requirements

• The process of defining and documenting the needs of stakeholders

• Encompasses the requirements related to the specific characteristics of any end products being delivered by the project

• Large projects will often define the requirements at a high level during this process and then allow for a more detailed requirements definition process at the beginning of project execution

• Relates to project success measures• Occurs during Planning Initiation Planning Execution Close

Monitor

Control




• Inputs to Collect Requirements

Project Charter

Stakeholder needs and expectations

Rough specifications

• Tools and techniques to Collect Requirements


Questionaries Ranking

MindMapping

InterviewsBrainstorming

Workshops

Focusgroups

Surveys

PrototypeObservationResearch



• Common requirements documentation includes –

Objectives and success measures

Functional requirements – how an end product must perform

Non functional requirements – not related to product performance, could include optional characteristics, cosmetic details and other organisational requirements

Quality requirements

Acceptance criteria

Support and training requirements

Assumptions and constraints Initiation Planning Execution Close

Monitor

Control




• Outputs of this process include –

Requirements documentation as per previous slide

Requirements Management Plan (advanced concept, often applied to large Information Technology, Defence and Engineering projects)

– Detailed plan of how the requirements will be planned, tracked and reported

– Especially important where the project is large enough to have a Requirements Workstream or Sub-Project

Requirements Traceability Matrix (advanced concept, often applied to large Information Technology, Defence and Engineering projects)

– Links requirements to their origin in order to trace them through the project lifecycle

– Can be linked to objectives, high level requirements, testing



5.2 Define Scope

• The process of developing a detailed description of the project and end products

• A detailed scope statement is critical to project success

• Refines high level deliverables and dependencies

• Clarifies and resolves assumptions and constraints documented during the Initiation phase

• Good practice dictates that the detailed scope must be signed off by the Project Sponsor and key stakeholders

• Undertaken during Planning Initiation Planning Execution Close

Monitor

Control



5.2 Define Scope

• The inputs into Define Scope are –

Project Charter

Requirements Documentation

• The outputs from Define Scope are –

Project Scope Statement

Product scope description

Product acceptance criteria

Project deliverables and exclusions

Project assumptions and constraints

Project dependencies


Monitor

Control



Assumptions & Constraints

1. Take some time to reflect on Assumptions, Constraints and Dependencies and why they may be important when defining and managing project scope.

2. Look up the definition of Assumptions, Constraints and Dependencies in the dictionary and the PMBOK.

3. Why are Assumptions so important to project planning and risk management processes?

4. How will you ensure that Dependencies are monitored and controlled during your projects?

5. Then go to the Forum on Assumptions & Constraints and provide comment on the questions that are posed.

Research Practice Comment


Next Steps

Please proceed to Scope Processes Part 2

in the Learning Program.

Best of Luck!

BSBPMG502A Manage Project Scope Manage Project Scope Project Scope Processes Part 1 Diploma of...

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