Project Scope Management - PDF Free Download

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Project Management Process Groups Project Integration Management Knowledge Areas Initiating Planning Executing Scope Time Cost Quality Human Resources Communications Monitoring & Controlling 1 5. 5. 2 3 4 5 6 Closing Risk Procurement Stakeholders Project Scope Management

Project Scope Management Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 5.1 Plan Scope Management: defining the scope 5.2 Collect Requirements: stakeholder needs 5.3 Define Scope: describe scope 5.4 Create WBS: scope breakdown 5.5 Validate Scope: accepting deliverables 5.6 Control Scope: monitor scope Outputs.1 Scope management plan.2 Requirements management plan Outputs.1 Requirements documentation.2 Requirements traceability matrix Outputs.1 Project scope statement.2 Project documents updates

5.3 Create WBS Inputs Tools & Techniques Outputs What & Why?.1 Scope management plan.2 Project scope statement.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets.1 Decomposition.2 Expert judgment.1 Scope baseline.2 Project documents updates The process of subdividing project deliverables and work into smaller, more manageable components It provides a structured vision of what has to be delivered

5.3 Create WBS Inputs Tools & Techniques Outputs.1 Scope management plan.2 Project scope statement.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets.1 Decomposition.2 Expert judgment.1 Scope baseline.2 Project documents updates Scope Management Plan (5.1): Specifies how to create the WBS from the detailed project scope statement and how the WBS will be maintained and approved. Project Scope Statement (5.3): Describes the work that will be performed and excluded. Also lists and describes internal or external restrictions or limitations that may affect the project execution Requirements Documentation (5.2): Provides understanding of what the project needs to produce and deliver

Project Title Project Life Cycle Rita 2013, p175 Decomposition: Breaking down the scope into work packages Can be done with a top-down or bottom-up approach Work Packages: The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed EXAM: What we may call a task PMI calls an activity

Work Packages Are the bottom line of a WBS Are achieved when the deliverable can be: Realistically and confidently estimated Completion time is known (at a high level +/-) Completed without the need for more information Can be outsourced or contracted out

5.3 Create WBS A WBS is not a list - Why? Rita 2013, p174

List vs WBS A list does not show the relationships between deliverables A list is usually created by 1 person but a WBS is created with input from the project team and stakeholders. When someone is a part of the process they are more likely to buy-in to the project. Looking at the WBS brings a quick understanding of the project It is not easy to understand a project by looking at a list Creating the WBS helps make it feel more achievable A WBS shows the hierarchy of the project making it easier to see how deliverables relate to each other

Sample WBS Software Product Release 5.0 Project Management Product Requirements Detail Design Construct Integration and Test Planning Software Software Software Software Meetings User Documentation User Documentation User Documentation User Documentation Administration Training Program Materials Training Program Materials Training Program Materials Training Program Materials The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project. Figure 5-12. Sample WBS Organized by Phase

Sample WBS Aircraft System Project Management Training Data Air Vehicle Support Equipment Facilities Test and Evaluation System Engineering Management Equipment Training Technical Orders Organizational Level SE Base Buildings Mock-ups Supporting PM Activities Facilities Training Engineering Data Intermediate Level SE Maintenance Facility Operational Test Services Training Management Data Depot Level SE Developmental Test Test Airframe Engine Communication System Navigation System Fire Control System The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project. Figure 5-13. Sample WBS with Major Deliverables

PMI WBS Rules The WBS is not an organizational chart The WBS is created with the help of a team Each level is a smaller piece of the previous level The entire project is included The WBS includes only deliverables that are required for the project (if it s not in the WBS it s not part of the project) 100% rule: the sum of the work at the child level must equal 100% of the work represented by the parent

Control Account Rita 2013, p177 Control Account A control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement When complete: assign identification numbers to the WBS.

WBS - the foundation Don t just create the WBS and forget about it. Use it as the foundation for planning everything that comes next.

A WBS is: Is a graphic representation of the hierarchy of the project Identifies all of the deliverables Exists for all projects Forces you to think through all aspect of the project Can be reused for other projects Does not show dependencies The exam may use the term deconstruction instead of decomposition

The exam will not ask what is a WBS? but rather how it can help manage a project. For example: A change request is made - the WBS can help see if the request is within the planned scope You can easily see how a change request may impact other parts of the scope Using the WBS as a communication tool Help new team members see their roles.

WBS Dictionary Inputs Tools & Techniques Outputs.1 Scope management plan.2 Project scope statement.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets.1 Decomposition.2 Expert judgment.1 Scope baseline.2 Project documents updates WBS Dictionary: A description of the work to be done for each WBS work package. For example: milestones, acceptance criteria, durations, interdependencies, account information, charge codes, assumptions or constraints related to that work, specific schedule requirements, technical references, cost estimates & etc. This information may be contained in the WBS but is a PMI term to know & understand.

5.3 Create WBS Inputs Tools & Techniques Outputs.1 Scope management plan.2 Project scope statement.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets.1 Decomposition.2 Expert judgment.1 Scope baseline.2 Project documents updates Scope Baseline: The approved version of a scope statement, WBS and WBS dictionary Baseline: used to measure progress It can be changed only through formal change control procedures and is used as a basis for comparison. A change to the scope requires a change to the WBS, WBS dictionary and the Project Scope Statement

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