Scope Management Plan

SCOPE-MANAGEMENT PLAN

KEADUE WWTP UPGRADE WORKS

KMCF ENGINEERING

DUBLIN ROAD

ATHLONE

2014

Table of Contents 1.0 INTRODUCTION .............................................................................................................................. 1 2.0 SCOPE MANAGEMENT APPROACH ..................................................................................................... 1 3.0 ROLES AND RESPONSIBILITIES ............................................................................................................ 1 4.0 SCOPE DEFINITION .......................................................................................................................... 3 5.0 PROJECT SCOPE STATEMENT ............................................................................................................. 3 6.0 WORK BREAKDOWN STRUCTURE ....................................................................................................... 4 7.0 SCOPE VERIFICATION ..................................................................................................................... 17 8.0 SCOPE CONTROL .......................................................................................................................... 17

1

1.0 INTRODUCTION

The Scope Management Plan provides the scope structure for Keadue wastewater treatment

plant. The scope management method is roles and responsibilities as they relate to project

scope, scope definition, verification and control measures; scope change control and the

projects work breakdown structure.

2.0 SCOPE MANAGEMENT APPROACH

The scope management will be the only responsible of the Project Manager for Keadue

wastewater treatment plant. The scope for this project is defined by the Scope Statement,

Work Breakdown Structure (WBS) and Work Breakdown Structure (WBS) Dictionary.

The Stakeholders and Project Manager will establish and support documentation for measuring

project scope which includes deliverable quality checklists and work performance

measurements.

The Planned scope changes may be initiated by the Project Manager, Stakeholders or any

member of the project team. All change requests will be submitted to the Project Manager

who will then evaluate the requested scope change. The acceptance of scope changes, the

Project Manager will update all project documents and communicate the scope change to all

stakeholders. Based on response and advice from the Project Manager and Stakeholders, the

Implementation Manager is responsible for the approval of the final project deliverables and

project scope.

3.0 ROLES AND RESPONSIBILITIES

The roles and responsibilities for keadue wastewater treatment plant upgrade works are

essential for this project success. The Project Manager and team will all play key roles in

managing the scope of this project. Project Manager and team members must be aware of their

responsibilities in order to ensure the work is performed on the project are within the

established scope throughout the entire duration of the Keadue wastewater treatment plant.

The Table 1.1 below defines the roles and responsibilities for the scope management of this

project.

2

Name Role Responsibilities

Cathal Fitzpatrick

Design Engineer (DE)

- Responsible for collecting requirements for the Project

- All design elements of the project - Reporting to the PM as required by the

Communications Management Plan - DE may not approve any project expenses

nor allocate any resources without PM approval

- Managed by the PM.

Ken Geelan Design Engineer (DE)

- Responsible for collecting requirements for the Project

- All design elements of the project - Reporting to the PM as required by the

Communications Management Plan - DE may not approve any project expenses

nor allocate any resources without PM approval

- Managed by the PM.

Mark OReilly Project Manager (PM)

- Measure and prove project scope - Make possible scope change requests - Facilitate impact assessments of scope

change requirements - Organize and facilitate scheduled change

control meetings - Communicate outcomes of scope change

requests - Responsible for acquiring human resources

for the project through coordination with Functional Managers

- Update project documents upon approval of all scope changes.

Mouhanad Cherbatji

Implementation Manager (IM)

- Monitoring and controlling the outcome of the project

- Development of Software package which will provide for any delays or issues with the construction of the overall project

- IM will report status to the PM - IMs performance will be evaluated by the

PM

3

Farah Liyana Azman

Research and Development Manager (RSD)

- Functional managers, are responsible providing resources for the project in accordance with the project operating plan

- Working with the PM to determine skill sets required

- Responsible for conducting performance appraisals of assigned resources based

Table 1.1- Scope Management Roles and Responsibilities

4.0 SCOPE DEFINITION

The scope for Keadue wastewater treatment plant was defined through a comprehensive

requirements collection process. There was analysis performed on the waste water treatment

plant. From this information, the project team developed the project requirements

documentation, the requirements management plan and the requirements traceability matrix.

The project description and deliverables were developed based on the requirements collection

process. This process of expert judgment provided feedback on the most effective ways to

meet the original requirements of providing a new requirement from which Keadue

wastewater treatment plant can improve its financial processes.

5.0 PROJECT SCOPE STATEMENT

The project scope statement provides a detailed description of the wastewater treatment

plant, deliverables and constraints. The scope statement includes what work should not be

performed in order to eliminate any implied but unnecessary work which falls outside the

wastewater treatment plant scope. This project includes the feasibility study, scheduling,

monitoring and control system and design. The deliverables for this project are a completed

design with the flexibility to modify and expand the application as necessary in the future. This

project is that support will be provided by the project manager and managers those sufficient

internal resources are available for the successful completion of this project.

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6.0 WORK BREAKDOWN STRUCTURE

To manage the work successfully and complete this project, it will be subdivided into individual

work packages. The Project Manager will manage the work more effectively and manage the

projects scope as the project team will work on the tasks essential for project finishing point.

The project is broken down into: feasibility study, scheduling, monitoring and control system

and design. Each of these phases is then subdivided further down to work packages. (See

figure 1.1 WBS below).

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Overall Scheme Outline

Sche

dule

Feas

ibili

ty S

tudy

Mon

itor

ing

Syst

emB

ackg

roun

d St

udy

Planning Stage

Status: Yet to Begin

Assigned to: FarahIdentify Two Most Attractive Options

Status: Yet to Begin

Assigned to: FarahSource Detailed Information on Chosen Options

Status: Yet to Begin

Assigned to: Cathal Analyse Information (Value

Management, Construction Period

etc.)

Status: Yet to Begin

Assigned to: FarahExpand Selection

Critera

Status: In Progress

Assigned to: Cathal Generate List of Potential WWTP

Options

Status: In Progress

Assigned to: FarahDevelop Basic Selection Critera (P.E., Treatment Standard etc.)

Status: Yet to Begin

Assigned to: FarahApply Selection

Critera Status: Yet to Begin

Assigned to: FarahIdentify Most

Attractive Option

Status: In Progress

Assigned to: KenSource Generic Info.

On WWTP Construction

Status: Yet to Begin

Assigned to: KenGenerate Generic

Schedule from Sourced Data

Status: Yet to Begin

Assigned to: MouhanadIncorporate Monitoring System

into Generic Schedule

Status: Completed

Assigned to:Source Construction

Info. For Chosen WWTP Option

Status: Completed

Assigned to:Design Pipe Network & Size

Units for Chosen WWTP Option

Status: Completed

Assigned to:Tailor Generic Schedule to Suit Chosen WWTP

Option

Status: In Progress

Assigned to: MouhanadSouce Info. On

Monitring System Methodologies

Status: Yet to Begin

Assigned to: MouhanadDevelop Monitring System for Generic

WWTP Project

Status: Completed

Assigned to: FarahSource Info. On Site

to be DevelopedStatus: Completed

Assigned to: FarahSource Info. On

Current WWTP & Identify any Issues

Status: Completed

Assigned to: FarahIdentify any

Constraints within Site

Figure 1.1 - Work Breakdown Structure (WBS)

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To be more clearly defining the work necessary for project completion the WBS Dictionary is

used and it includes WBS Dictionary for each WBS element. The WBS Dictionary includes a

detailed description of work for each element and the deliverables and resource needs for that

element. The project team will use the WBS Dictionary as a statement of work for each WBS

element.

Feasibility Study - WBS Dictionary

Level WBS Code

Element Name Definition of Work Deliverables Resources

1 1 Feasibility

Study

Feasibility Study is

to decided on

various WWTP

A Feasibility

Study required

for the

Project.

2 1.1 Initiation The work to initiate

the project.

3 1.1.1

Consider

Possible

WWTPs

Gather information

on WWTPs from

printed material,

internet and other

various resources

List of

Potential

WWTP

Options.

Cathal

3 1.1.2

Conduct Desk Top Study

Carry out a desk top study on all information obtained on WWTPs from various sources

List of desk top study of WWTP for the project.

Cathal

3 1.1.3

Develop Basic Selection Criteria

Set up an excel sheet to analyse the chosen WWTPs with respect to P.E., overall size and cost in order to choose the most suitable system

An excel sheet of various chosen WWTPs.

Farah

7

2 1.2 Planning

The work for the

planning process for

the project.

3 1.2.1

Current and future working capacities of WWTP

Gather information about the current Keadue WWTP capacity and established a method to determine future capacities

List of information in relation to Keadue WWTP.

Farah

3 1.2.2

Research County Development Plan

Source information from Roscommon Co. Co. for developments in the Keadue area and other relevant information necessary

Information about Keadue area and other important information.

Cathal

3 1.2.3

Consider Required Effluent Standards

Search standards for information in relation to effluent requirements

List of important standards in relation to effluent.

Farah

3 1.2.4

Determination of Installation Requirements

Determine if any design work is required for the chosen WWTP

Design of chosen WWTP.

Cathal

3 1.2.5 Consult EPA Requirements

Determine if WWTPs perform to EPA standards

WWTPs make sure they are under EPA Standards.

Farah

2 1.3 Execution Work involved to

execute the project.

8

3 1.3.1

Preliminary Design

Carry out any preliminary design work on WWTP.

List of Preliminary design work of WWTP.

Farah

3 1.3.2

Develop WWTP Option Checklist

Develop checklist of options to compare WWTPs

List of WWTPs options to compare to other WWTPs.

Cathal

3 1.3.3

Identify Most Attractive Options

Eliminate most non suitable WWTPs based on checklist to determine the most attractive option

List of most attractive Options.

Farah

3 1.3.4

Source Detailed Information on Chosen Options

Gather required information on chosen WWTPs

List of information of chosen WWTPs.

Cathal

3 1.3.5

Compare Technical Requirements

Compare and contrast various technological requirements between the chosen packages

Comprising of various technical requirements of chosen packages.

Farah

2 1.4 Control

The work involved

for the control

process of the

project.

3 1.4.1

Further Investigation of Required Effluent Standards

Source information in relation to required standards and carry out any checks/calculations in relation to sludge disposal etc.

Information of required Effluent Standards.

Farah

9

3 1.4.2

Operators and Machinery Required

Source information in relation to construction cost and labour for the chosen systems.

List of Information on construction cost and labour for the chosen Systems.

Cathal

3 1.4.3 Analyse Information

Analyse further information gathered previously in relation to construction and costs.

Analyse information in relation to construction and cost.

Farah

3 1.4.4

Identify Maintenance Costs, Eco-Footprint, Impact on Surroundings

Carry out various checks/calculations in relation to costs, eco footprint etc. of chosen WWTPs

List of various calculations and checks for cost etc.

Cathal

3 1.4.5 Apply Selection Criteria

Decide which WWTPs is most suitable based on selection criteria

Decision of which WWTPs is most suitable.

Farah

2 1.5 Closeout The work to close-

out the project.

3 1.5.1 Identify Most Suitable Option

The most suitable WWTP is chosen

Suitable WWTP is chosen for project

Cathal

3 1.5.2

Handover Information on Chosen Option to Scheduling Team

Official handover of chosen system to scheduling team to allow for the commencement of a site specific schedule

Give Information of chosen option to Scheduling team

Cathal

10

Scheduling - WBS Dictionary

Level WBS Code

Element Name Definition of

Work Deliverables Resources

1 4 Scheduling

All work to

develop the

schedule for

the upgrade

works at

Keadue WWTP.

A schedule of

works

required for

the project.

2 4.1 Initiation

The work to

initiate the

project.

3 4.1.1

Source Information on

the Construction of

WWTPs

Source general

information on

the

construction of

WWTPS. This

information is

not to be site

specific.

List of

information

on the

construction

of WWTPS.

Ken

3 4.1.2

Develop Generic

Schedule from

Sourced Data

By using the

general

information

sourced,

develop a

generic

schedule for

the

construction of

a typical

WWTP plant.

Generate a

schedule for

the

construction

of a WWTP.

Ken

11

3 4.1.3

Incorporating

Monitoring System

into Generic Schedule

Incorporate

the generic

monitoring

system into the

generic

schedule once

the system has

been handed

over by the

relevant

development

team.

Monitoring

System into

the generic

schedule.

Mouhanad

2 4.2 Planning

The work for

the planning

process for the

project.

3 4.2.1

Identify any

Preliminary Works

Required

Observe site

and identify

any works

required prior

to construction

(Fencing,

widening of

access route,

traffic

management

etc.)

Information

on

Preliminary

Works.

Ken

3 4.2.2

Identify any Site

Clearance Works

Required

Identify if any

site clearance

works are

required on

site.

If any need

for site

clearance

works.

Ken

12

3 4.2.3

Identify Sections of

Site Requiring

Demolition/Upgrading

Study plans of

existing site

with the aim of

identifying any

sections which

may be

kept/upgraded

in the planned

development.

Information

on site

requiring

demolition/

upgrading

into the

planned

development.

Ken

3 4.2.4

Identify

Existing/Required

Services

Identify

existing

services and

determine if

current

provisions are

sufficient for

planned

development.

Information

on existing

services and

if any

required

services.

Ken

2 4.3 Execution

Work involved

executing the

project.

3 4.3.1

Source Construction

Info. For Chosen

WWTP Option

Once chosen

WWTP details

have been

handed over to

the scheduling

team any and

all available

information

relating to said

WWTP is to be

sourced and

filed.

Information

for

Construction

schedule for

chosen

WWTP.

Ken

13

3 4.3.2

Design Pipe Network

& Size Units for

Chosen

Conduct any

design work

required. (Pipe

sizing, plant

design, pumps

sump design

etc.)

Design Pipe

sizing, plant

design and

pump sump

design.

Ken

3 4.3.3

Tailor Generic

Schedule to Suit

Chosen WWTP Option

Revisit generic

schedule and

update

accordingly to

suit chosen

WWTP option.

Schedule to

suit WWTP.

Ken

3 4.3.4 Develop Health &

Safety Plan

Develop H&S

plan for

planned

development.

Health and

Safety for

planned

development.

Ken

2 4.4 Control

The work

involved for

the control

process of the

project.

3 4.4.1

Compare Schedule

Contents/Timeframes

to Previous Similar

Projects

Examine

allocated

timeframes

and contents

and verify

them against

similar

projects

schedules.

Information

on Schedule

Contents and

timeframes

Ken

14

3 4.4.2

Test Monitoring

Systems Use of

Contingencies

Test

monitoring

systems ability

to provide for

common issues

and site, once

again verifying

the

contingencies

against similar

projects.

Monitoring

System's use

of

programme

contingencies

Mouhanad

2 4.5 Closeout

The work to

close-out the

project.

3 4.5.1

Document Systems

Performance and all

Lessons Learned

Compile all

documentation

relating to

similar and

conclude on

overall

performance.

Document

listing issues

relating to

project

Ken

3 4.5.2

Incorporate System

into Overall Package

for Official Handover

Handover final

schedule to

relevant

development

team to allow

the system to

be included in

overall

package.

System into

Overall

Package

Ken

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Monitoring and Controlling - WBS Dictionary

Level WBS Code

Element Name Definition of

Work Deliverables Resources

1 4 Monitoring and

Controlling

All work to

develop the

Monitoring and

controlling

schedule for the

upgrade works at

Keadue WWTP.

List of

monitoring

and

controlling

schedule for

the upgrade

work.

2 4.1 Initiation

The work to

initiate the

project.

3 4.1.1

Source

Information of

monitoring

systems

Gather

information on

Monitoring

Systems from

printed material,

internet and

other various

resources

Information

on

monitoring

systems for

other

resources.

Mouhanad

3 4.1.2

Examine

relevant

legislation

Gather

information on

Monitoring

Systems from the

public works

contract for civil

engineering

works

Information

on

monitoring

systems from

the public

works

contract.

Ken

2 4.2 Planning

The work for the

planning process

for the project.

3 4.2.1

Consider

potential

sources of

delay

Gather

information on

potential sources

of delay for the

project

Information

on sources of

delay for the

project.

Mouhanad

16

3 4.2.2

Source data

required

allowed for

delay

Search for

information in

relation to

allowed days for

delay

Allowed the

amount of

days for

delay.

Ken

3 4.2.3

Develop

Monitoring

System for

Generic WWTP

Project

Set up an excel

sheet to analyse

sources of delay

with respect to

delay of project

Excel sheet

for analyse

sources of

delay for

project.

Mouhanad

2 4.3 Execution

Work involved

executing the

project.

3 4.3.1

Identify

potential

causes of delay

in WWTP site

Gather required

information for

causes of delay in

WWTPs

Information

of causes of

delay in

WWTP.

Mouhanad

3 4.3.2

Develop Delay

Costs relating

WWTP site

Carry out

calculation in

relation to delay

costs of WWTP

Results for

the amount

of delay

costs.

Mouhanad

Develop

automated

system to allow

for delays

Develop options

to allow for

delays in WWTP

Options to

allow for

delays in

WWTP

Mouhanad

2 4.4 Control

3 4.4.1

Test monitoring

system in

WWTP

Run monitoring

systems for

verified delays

and then analyse

results

Monitoring

system test

for verified

delays to

analyse

results

Mouhanad

17

3 4.4.2

Verified

monitoring

system against

similar projects

After running

monitoring

systems for

verified delays,

compare to

similar project

Compare

monitoring

systems to

other project

Mouhanad

2 4.5 Closeout

The work to

close-out the

project.

3 4.5.1

Incorporate

Monitoring

System into

Overall

Schedule

Officially

handover of the

construction

schedule to the

schedule

developer

Monitoring

System which

is in the

overall

schedule.

Mouhanad

7.0 SCOPE VERIFICATION

As the Keadue wastewater treatment plant progresses, the Project Manager will confirm

temporary project deliverables against the original scope as defined in the scope statement of

the WBS and WBS Dictionary.

When the Project Manager verifies that the scope meets the requirements defined in the

project plan, the Project Manager will meet for official approval of the deliverable. The project

work will remain within the scope of the project on a regular basis throughout the life of the

project.

8.0 SCOPE CONTROL

The Project Manager and the project team will work together for the control of the scope of the

project in Keadue wastewater treatment plant.

The project team will control the WBS Dictionary by using it as a declaration of work for each

WBS element. The project team will ensure that they perform the work described in the WBS

dictionary. The Project Manager will oversee the project team and the development of the

project to ensure that this scope control process if followed. If a change to the project scope is

18

essential, the process for recommending changes to the scope of the project must be carried

out.

Any project team member can request changes to the project scope in Keadue wastewater

treatment plant. All change requirements must be submitted to the Project Manager in the

form of a project change request document. The Project Manager will then reconsider the

optional change to the scope of the project in Keadue wastewater treatment plant. The Project

Manager will then either deny the change request, because it might not apply to the aim of the

project or set up a change control meeting between the project team to reconsider the change

request additional and carry out an impact consideration of the change.

The project manager will give initial agreement to the change request. The Project Manager will

then formally submit the change request to the Change Control Board.

If the Change Control Board approves the scope change the Project Manager will then officially

accept the change by signing the project change control document.

When getting the approval of the scope change by the Change Control Board and the Project

Manager will update all project documents and communicate the scope change to all project

team members stakeholders for the Keadue wastewater treatment plant.

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SPONSOR ACCEPTANCE

Approved by the Project Sponsor:

__________________________________________ Date: ___________________