Transcript
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Programme : BBA
Semester
Subject Code: IB 0006
Subject Name: Project Planning and Scheduling
Unit Number: 4
Unit Title : Planning the work scope
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Introduction
The scope is the most important element to understand about
any project. All planning and allocation of resources are
anchored to this understanding. Scope creep is a significant
risk in software development projects. We discuss why this is
so, and how to avoid or at least mitigate the risk. New softwareis usually developed as a result of a customer identifying a
need.
The Project Management Institute Project Management Body
of Knowledge (PMBOK) defines product scope as the featuresand functions that are to be included in a product or service.
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Objectives
To assess scope, schedule and cost estimates in planning
To understand Work Break Down structure
To understand authority and responsibility in an organization
To assess Scope of the Project and its Objectives
To understand approach and strategies for effective
implementation of planning
To assess integration a project requires
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Planning and Control
All work (including programs, projects, and cost center
accounts) should be planned and controlled in accordance
with the following minimum requirements:
Planning must clearly relate cost and schedule to the scopeof work
Planning must identify desired performance and technology
levels.
Planning must be based on the current best estimates of
the eventual cost, schedule, and scope of work.
Scope, schedule, and cost estimates must be defined and
documented. The basis for planning (estimates) must be
documented and available for review by a knowledgeable
group of peers.
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Work Breakdown Structure
The WBS is a product-oriented hierarchy of the scope of
work, and is embodied in a numbering structure that provides
a system for organizing the scope in a logical manner.
A properly prepared WBS should facilitate the following:
Ensure better understanding of work
Planning of all work
Identifying end products and deliverables
Defining work in successively greater detailRelating end items to objectives
Assigning responsibility for all work
Estimating cost and schedules
Planning and allocating company resources
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Scope of the Project and its Objectives
Defining the Project:
Have you ever had a project that took longer than was
expected, cost more, or ended up totally different than the
original plan? You're not alone. Most projects sway from theinitial idea, but they shouldn't and don't have to. By keeping the
proper scope of your project, you will be able to finish on time,
on budget, and with fewer headaches.
Quality is hard to define but some companies use standardswhich set the quality parameters. A danger is where the cost
and time limits are precise and the project is not. This will allow
the project scope to grow without control and will place the
manager under great pressure.
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Internal environment
The internal environment is essentially all the factors that can
be controlled by the organization. These factors are usually
things like technology advancement, e-commerce,
andbusiness expansion.
The factors that constitute the internal environment:
Value System
Vision, Mission and ObjectivesManagement Structure and Nature
Internal Power Relationship
Human Resources
Company Image and Brand Equity
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Planning Basis:
The planning basis section provides for the documentation of
key approaches, assumptions, requirements and other factors
considered during preparation of the PMP.
The following topics are addressed in this section.
Project deliverables / end products
Requirements
ConstraintsApproaches / strategies
Key assumptions
Specifically excluded scope
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Project Specifications
Project specifications are a part of the statement of work.
Specifications are used for man-hour, equipment, and material
estimates. Small changes in a specification can cause large
cost overruns.
Milestone Schedules:
Project milestone schedules contain such information as:
Project start date
Project end date
Other major milestones
Data items (Deliverables or Reports)
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Schedules
All work should be scheduled.
A management summary schedule that encompasses major
customer and management requirements should be developed.
The management summary schedule should correspond to theupper levels of the WBS, and should identify major and key
milestones.
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Metrics for Business Case:
Opportunity options (sales volume, market share, and follow
Resource requirements (team knowledge, requirements, and
skill set).
Refined project costs
Refined savings
Benefits (financial, strategic, payback).
Risks.
Exit strategies.
Overall complexity.
Technology complexity and constraints
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Project Charter:
The project charter may be prepared in quite a detailedmanner including the following:
The scope baseline / scope statement
Scope and objectives of the projects (SOW)
Specifications
Broad WBS
Timing
Spending Plan
The Management Plan
Resources requirements and man loading
Resources of key personnel
Organizational relationship and structure
Responsibility assignment matrix
Support required from other organizations
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Managing Project Scope
Ok, you're about to kick-off a project you're managing. The
scope and budget are set, the team knows what they're
delivering, and everyone is ready to begin. You're confident
that hours have been allocated appropriately, but you alsoknow how easy it is for scope to slip away from you - you need
to keep a good handle on this project to ensure the team
doesn't squander their hours and push the project over budget.
In this article, I'll review some solid tactics you can employ to
progressively manage your project budget and maintain totalvisibility from beginning to end.
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There are seven essential elements that need to be included in
the project definition:
A clear description of the business problem and the solution to
that problem
A description of the benefits of completing the project (the
business case)
A concise (25-30 word) definition of the project schedule, scope
and budget)
A list of the major deliverables (which, when delivered, completely
satisfy the scope of the project), including what is in scope and
out of scope for each
A priority matrix which summarizes the sponsor's priorities for theschedule, scope and budget parameters that define the project
Target customers for the project deliverables
Project dependencies (committed dates and commitments to/from
other projects)
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Create a Work Breakdown Structure (WBS)
The WBS is the foundation of the project plan. The WBS is a
hierarchical logical structure that represents all the work
necessary to produce all the project deliverables. By doing so it
organizes and defines the total scope of the project. Work that
is not in the WBS is outside the scope of the project.
Integrating Scope with Schedules
Project start and end dates, if known, must be included. Other
major milestones such as review meetings, prototype available,procurement, testing, and so on, should also to be identified.
The last topic, data items, is often overlooked.
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