Defining the Scope of a Project

5/20/2018 Defining the Scope of a Project

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5-1Copyright 2013 McGraw-Hill Education (Australia) Pty Ltd

Pearson, Larson, Gray, Project Management in Pract ice, 1e

CHAPTER 5

Defining the Scope

of a Project


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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 thatcan 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 andestablish a process for change management in

project environment.


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Introduction

Answers the most obvious question, but also

the most commonly overlooked one:

What problem is being so lved b y del iver ing

th is project?


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Documents Output from

Scoping Activities Project Charter

Project Scope document

Work Breakdown Structure (WBS)

Scope Management Plan

Estimating Artefacts


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How Scoping Fits into the Text


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Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e

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


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Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e

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.


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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 primaryreason for project failure.


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Project Scope Checklist


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The Triple Constraints


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5-12Copyright 2013 McGraw-Hill Education (Australia) Pty LtdPearson, Larson, Gray, Project Management in Pract ice, 1e

The Triple Constraints (cont)


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The Triple Constraints (cont)

Constrain

The original parameter is fixed. The projectmust meet the completion date, specifications

and scope of the project or budget.

EnhanceGiven the scope of the project, which criterion

should be optimised?

AcceptFor which criterion is it tolerable not to meet

the original parameters?


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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 sub-

deliverables and in turn their relationships to

the work packages.


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Hierarchical Breakdown of the WBS


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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.


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Creating the Work Breakdown

Structure (WBS)(cont.)

Helps in the development of the

organisation breakdown structure (OBS)

which assigns project responsibilities toorganisational units and individuals.

Defines communication channels and

assists in coordinating the variousproject elements.


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WBS Brainstorming Techniques

Whiteboards, Brainstorming, Post-It Notes,

Mind Maps, Facilitators


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Example of a Work Package

or Pack Contents


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Step 3: Integrating the WBS

with the Organisation

Depicts 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 controlaccounts.


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Integrating the WBS and OBS

House Build Example


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Step 4: EstimatingThe journey from WBS to estimating and the creation of

the budget schedule and resource matrix.


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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.


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Change/Variation Control

Management


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Project Scope Integration

K T


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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

Defining the Scope of a Project

Documents

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