Scope Management v1.2

BEN610—PROJECT MANAGEMENT PRINCIPLES

Week Three—Project Scope Management

Queensland University of Technology

CRICOS No. 00213J

RemindersReminders

• Identify the three major problems you intend to investigate in Assessment Item 1 and perhaps discuss your approach with the tutor in Weeks 3 and 4Item 1 and perhaps discuss your approach with the tutor in Weeks 3 and 4.

• Frequently asked questions (FAQs) on BEN610 Assessment available under Feedback folder on BEN610 Blackboard

• Criterion Referenced Assessment (CRA) document available under Assessment folder on BEN610 Blackboard

• Assessment Item is due on Monday Week 6• Assessment Item is due on Monday Week 6

Revision

A program is a:a. Grouping of related tasks lasting one year or p g g y

less.

b Group of related projects managed in ab. Group of related projects managed in a coordinated way.

c Project with a cost over $1 millionc. Project with a cost over $1 million.

d. Sequence of steps constituting a project.

Anbari, F. T. (2009). Q&As for the PMBoK guide (4th ed.). Newtown Square, Pennsylvania: Project Management Institute.

• The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of thedetermined by the management and control needs of the organization or organizations involved in the project, is known as the:a. Project waterfall.

b. Project life cycle.

c. Project life stages.

d. Project Management Process Groups.


• Which of the following is NOT true about project stakeholders?a They are persons or organizations that are actively supportive of thea. They are persons or organizations that are actively supportive of the

project.

b. They are persons or organizations who are actively involved in the project.

c. They are persons or organizations whose interests may be positively or negatively affected by the performance or completion of theor negatively affected by the performance or completion of the project.

d. They are persons or organizations that may exert influence over the j i d li bl d h j bproject, its deliverables, and the project team members.


• In considering project stakeholders, the project management team must do all of the following EXCEPT:a Identify both internal and external stakeholdersa. Identify both internal and external stakeholders.

b. Determine project requirements and expectations of all parties involved.

c. As much as possible, create conflicts among various stakeholders to allow the project team to get its work done.

d Manage the influence of the various stakeholders in relation to thed. Manage the influence of the various stakeholders in relation to the project requirements to ensure a successful outcome.


• All of the following statements about the project life cycle and the product life cycle are true EXCEPT:a The product life cycle consists of generally sequential nona. The product life cycle consists of generally sequential, non‐

overlapping product phases determined by the manufacturing and control need of the organization.

b. The last product life cycle phase for a product is generally the product’s retirement.

c Generally a product life cycle is contained within the project lifec. Generally, a product life cycle is contained within the project life cycle.

d. Generally, a project life cycle is contained within one or more d lif lproduct life cycles.


• The linkages between Project Management Process Groups are best described by the following:a The work breakdown structure links Process Groupsa. The work breakdown structure links Process Groups.

b. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another.

c. Process Groups are linked by the outputs they produce—the output of one process generally becomes an input to another process or is a deliverable of the projectdeliverable of the project.

d. There are no significant links between discrete Process Groups.


• The relationship between Project Management Process Groups and project life cycle phases is best described by the following:following:a. They are unrelated, incompatible concepts.

b. They are the same concept described by different terms to satisfy y p y yapplication area extensions.

c. Phases cross Process Groups such that closing one Process Group provides an input to initiating the next phaseprovides an input to initiating the next phase.

d. Process Groups interact within each project phase and are normally repeated for each phase.


• All of the following are characteristics of Project Management Process Groups EXCEPT:a Project Management Process Groups are linked by the outputs theya. Project Management Process Groups are linked by the outputs they

produce.

b. The Process Groups are seldom either discrete or one‐time events; they are overlapping activities that occur throughout the project.

c. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phasestheir interactions apply to all projects or project phases.

d. When a project is divided into phases, the Process Groups are invoked as appropriate to effectively drive the project to completion i ll din a controlled manner.


• All of the following are true about the project scope management plan EXCEPT:a It provides guidance on how project scope will be defineda. It provides guidance on how project scope will be defined,

documented, managed, and controlled.

b. It provides guidance on how project scope will be verified.

c. It may be formal or informal, highly detailed, or broadly framed, based upon the needs of the project.

d It is separate from the project management pland. It is separate from the project management plan.


• All of the following are true about the project scope statement EXCEPT:a It is an output of the Verify Scope processa. It is an output of the Verify Scope process.

b. It describes, in detail, the project’s deliverables and the work required to create those deliverables.

c. It provides a common understanding of the project scope among project stakeholders.

d It may contain explicit scope exclusions that can assist in managingd. It may contain explicit scope exclusions that can assist in managing stakeholder expectations.


• Which of the following statements is true about the work breakdown structure (WBS)?a The WBS is a deliverable oriented hierarchical decomposition of thea. The WBS is a deliverable‐oriented hierarchical decomposition of the

work to be executed by the project team to accomplish the project objectives and create the required deliverables.

b. The WBS is an unstructured list of project activities in chart form.

c. The WBS is the same as the organizational breakdown structure (OBS)(OBS).

d. The WBS is the bill of materials (BOM) needed to accomplish the project objectives and create the required deliverables.


• What is the WBS typically used for?a. To organize and define the total scope of the project.

b To identify the logical person to be project sponsorb. To identify the logical person to be project sponsor.

c. To define the level of reporting that the seller provides the buyer.

d. As a record of when work elements are assigned to individuals.g


• The following is true about the WBS:a. The WBS is another term for the bar (Gantt) chart.

b Each descending level of the WBS represents an increasingly detailedb. Each descending level of the WBS represents an increasingly detailed definition of the project work.

c. Work not in the WBS is usually defined in the scope statement of the project.

d. The WBS shows only the critical path activities.


• What is the difference (as defined in PRINCE2) between tailoring and embedding?) g g

• What was the general three step approach we introduced in Week 2 to define development and delivery approaches?

Wh t th t di i f j t l it i• What are the two dimensions of project complexity in Dombkins WHOW matrix

• What general approach is suggested for projects with high• What general approach is suggested for projects with high uncertainty in both objectives and process?






Getting to Know the BEN610 Classg

Project Scope Managementj p g

21Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.103‐128


• Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the q y q pproject successfully

• Managing the project scope is primarily concerned with definingManaging the project scope is primarily concerned with definingand controlling what is and is not included in the project


Product vs Project ScopeProduct vs Project Scope

• Product Scope– The features and functions that characterise a product, service or result

• Project Scope– The work that needs to be done to deliver a product, service, or result with the specified features and functions



Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, p.104


Process of defining and documenting stakeholder’s needs to meet the project objectivesobjectives


Collecting RequirementsCollecting Requirements

Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.103‐128

Collecting Requirementsg q


Example—Requirements Traceability Matrix

Cagle, R. B. (2003). Blueprint for project recovery: A project management guide: The complete process of getting derailed projects back on track. New York: AMACOM.


Process of developing a detailed description of the project and product


Defining ScopeDefining Scope


Defining Scope


Milosevic, D. Z. (2003). Project management toolbox. Hoboken, New Jersey: Wiley, p.143


Process of subdividing the project deliverables and project work into smaller, more manageable componentsmanageable components


Create WBSCreate WBS


Create WBS


Work Breakdown StructureWork Breakdown Structure

A d li bl i t d hi hi l d iti• A deliverable‐oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create theaccomplish the project objectives and create the required deliverables (PMBoK 2006, pp.3‐4)

• Deliverable—Any unique and verifiable productDeliverable Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is deliverable that is subject to approval by the project sponsor oris subject to approval by the project sponsor or customer (PMBoK 2006, p.4)

Project Management Institute. (2006). Practice standard for work breakdown structures (2nd ed.). Newtown Square, Pennsylvania: Project Management Institute

PurposePurpose

• D fi th j t f k i t f d t d i• Define the project scope of work in terms of products and services (deliverables) both– what is in and out of scope

i t ll d t ll t d d i t l ti hi– internally and externally generated and inter‐relationship• Further decompose deliverables into components to support

configuration management• Provide a framework for:

– integrating intermediate deliverables and work packages with other aspects of initiation, planning, execution, monitoring and controlling, and closingclosing

– managing and communicating accountabilities and responsibilities, schedule, risk, performance, dependencies, budget, project status and progressprogress

• Underpins progressive elaboration of scope over project lifecycle

Project Management Institute. (2006). Practice standard for work breakdown structures (2nd ed.). Newtown Square, Pennsylvania: Project Management Institute, pp.1‐2

BenefitsBenefits

• Better communication to project sponsors, stakeholders, and team leaders

• More accurate estimation of tasks, risk, timelines and coststimelines, and costs

• Increased confidence that 100% of the work is identified and included

• A foundation for the control processes within• A foundation for the control processes within the processes

Project Management Institute. (2006). Practice standard for work breakdown structures (2nd ed.). Newtown Square, Pennsylvania: Project Management Institute, p.6

100% Rule100% Rule

h i l d % f h k d fi d• … the WBS includes 100% of the work defined by the project scope and captures ALL deliverables—internal, external and interim—in terms of the work to be completed

• …applies at all hierarchical levels, the sum of the work at the “child” level must equal 100% qof the work represented by the “parent”

• should not include any work that falls• … should not include any work that falls outside the project scope






Consequences of a Poor WBSConsequences of a Poor WBS

I l t j t d fi iti l di t i• Incomplete project definition leading to ongoing project extensions

• Unclear work assignments goals objectives orUnclear work assignments, goals, objectives, or deliverables

• Scope creep or unmanageable, frequently changing p p g q y g gscope

• Budget overrun• Missed deadlines on scheduled deliverables, or timeline slippage

• Unusable new product or feature• Unusable new product or feature• Failure to deliver on some elements of project scope.


QuestionQuestion

• Identify the knowledge areas and if possible the specific processes which depend upon the p p p pWBS

Some GuidelinesSome Guidelines

• I d li bl i t d j t ti iti t li t d• Is deliverable oriented—project activities are not listed• All WBS element names are nouns—no verbs• Includes only sufficient and necessary deliverables• Not based on timing or sequence dependencies—that is the project

schedule’s function• Not structured strictly by process or organizationNot structured strictly by process or organization• Includes all project deliverables—internal & external, interim and

final• Arranged in hierarchical structure contains at least two levels of• Arranged in hierarchical structure—contains at least two levels of

decomposition• Achieves sufficient level of decomposition—ultimately lowest level

WBS elements do not have overlapping responsibilitiesWBS elements do not have overlapping responsibilities• Use a coding structure which reflects the hierarchical

decomposition

WBS Creation Method

Advantages Challenges

Top‐Down • Structures project conveniently for status reporting

• Helps ensure projects are logically structured

• Requires constant attention that no work packages are overlooked

• WBS needs to be elaborated to sufficiently detailed level to permit

• Is valuable when brainstorming/discovering project deliverables

• Can accommodate additional deliverables as they are uncovered

sufficiently detailed level to permit management oversight and control

Bottom‐Up • Starts with all deliverables and works backwards into a project

• Confirms that all work packages are included

• Identifying all deliverables before producing the WBS

• Making sure work packages are logically grouped

• Can lose focus on big picture

WBS Standards • Formats are predefined• Enhances cross‐project WBS consistency

• Making a project fit the standard• Can lead to inclusion of unnecessary deliverables or failure to include project‐specific deliverables

• Not all projects fit into a highly structured set of WBS standards

WBS Templates • Provides a starting point for WBS creation • Requires a project fit the standardp• May help determine appropriate level of detail required

• Enhances cross‐project WBS consistency

• Can lead to inclusion of unnecessary deliverables or failure to include project‐specific deliverables

• Not all projects fit into a highly structured set of WBS templates


WBS Data DictionaryWBS Data Dictionary

Sample Data Dictionary Template

Project Management Theory and Practice

Project WBS Task No. Person Responsible

By Gary L. Richardson, Copyright Taylor and Francis Group, LLC © 2010, Publisher: CRC Press

Task Work Description (What work is authorized)Task Work Description (What work is authorized)Task Deliverable

Acceptance CriteriaDuration Cost $ Deliverables

Due Date Preceding Activity Team Member Assigned Team Member AssignedTotal

Succeeding ActivityResource Assigned PurchasingResource Assigned Purchasing

Approved by Project Manager Date

Conference Planning—Hierarchical Breakdown

Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, p.279

Mindmap RepresentationMindmap Representation


Hierarchical RepresentationHierarchical Representation

bli i1. Venue1.1 Venue requirements

1.2 Candidate venues

4. Publicity

4.1 Mail‐shot

4.2 Press release

1.3 Venue assessment

1.4 Selected and booked venue

2 Att d

5. Delegate handouts

5.1 Covers

5 2 Printed agenda2. Attendees2.1 Mail list (external)

2.2 Responses (external)

5.2 Printed agenda

5.3 Slides and notes

5.4 Satisfaction survey form

2.3 Booking arrangements

2.4 Final attendee list

3 Speakers

6. Conference logistics

6.1 Selected subject matter (external)

6.2 Agreed date(external)3. Speakers3.1 Speaker options

3.2 Speaker invitations

6.2 Agreed date(external)

6.3 Agreed programme

6.4 On‐the‐day staff

7 P i f l d3.3 Booked speakers 7. Previous conference lessons and materials (external)


Product Flow Diagram (or Logic Network)



Example Product Description


Role of Organizational Breakdown Structure

Project Management Institute. (2005). Practice standard for earned value management (2nd ed.). Newtown Square, Pennsylvania: Project Management Institute, p.3


Process of formalizing acceptance of the completed project deliverables


Verify ScopeVerify Scope


Verify ScopeVerify Scope



Process of monitoring the status of the project and product scope and managing changes to the scope baselinechanges to the scope baseline


Control ScopeControl Scope


Control Scope


Tools Sampler: Project in a BoxTools Sampler: Project in a Box

Tools Sampler: Project in a BoxTools Sampler: Project in a Box

Project in a BoxProject in a Box

Project in a Boxhttp://www projectinabox org uk/http://www.projectinabox.org.uk/





For Week 4For Week 4

• Please read PMBoK Chapters (Essential)• Please read PMBoK Chapters (Essential):– 2: Project Life Cycle and Organization

– 5: Project Schedule Management

• Read Burke Chaps 10 & 11 (Optional)p ( p )• You should have identified the three major project management problems you intend to investigate inmanagement problems you intend to investigate in Assessment Item 1 and have begun your analysis

Answers to Questions

• A program is a:a. Grouping of related tasks lasting one year or p g g y

less.

b Group of related projects managed in ab. Group of related projects managed in a coordinated way.

c Project with a cost over $1 millionc. Project with a cost over $1 million.

d. Sequence of steps constituting a project.PMBoK, Sect 1.4.2


• The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of thedetermined by the management and control needs of the organization or organizations involved in the project, is known as the:a. Project waterfall.

b. Project life cycle.

c. Project life stages.

d. Project Management Process Groups.

PMBoK, Sect 2.1


PMBoK, Sect 2.1

• Which of the following is NOT true about project stakeholders?a They are persons or organizations that are actively supportive ofa. They are persons or organizations that are actively supportive of

the project.

b. They are persons or organizations who are actively involved in the project.

c. They are persons or organizations whose interests may be positively or negatively affected by the performance or completion of theor negatively affected by the performance or completion of the project.

d. They are persons or organizations that may exert influence over the j i d li bl d h j bproject, its deliverables, and the project team members.

PMBoK, Sect 2.3


PMBoK, Sect 2.3

• In considering project stakeholders, the project management team must do all of the following EXCEPT:a Identify both internal and external stakeholdersa. Identify both internal and external stakeholders.




PMBoK, Sect 2.3


PMBoK, Sect 2.3

• In considering project stakeholders, the project management team must do all of the following EXCEPT:a Identify both internal and external stakeholdersOften called the ‘divide anda. Identify both internal and external stakeholders.


Often called the divide and conquer’ approach to stakeholder management



PMBoK, Sect 2.3


PMBoK, Sect 2.3

• All of the following statements about the project life cycle and the product life cycle are true EXCEPT:a The product life cycle consists of generally sequential nona. The product life cycle consists of generally sequential, non‐

overlapping product phases determined by the manufacturing and control need of the organization.

b. The last product life cycle phase for a product is generally the product’s retirement.

c. Generally a product life cycle is contained within the project lifec. Generally, a product life cycle is contained within the project life cycle.

d. Generally, a project life cycle is contained within one or more d lif lproduct life cycles.

PMBoK, Sect 2.1.2


PMBoK, Sect 2.1.2

• The linkages between Project Management Process Groups are best described by the following:a The work breakdown structure links Process Groupsa. The work breakdown structure links Process Groups.

b. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another.

c. Process Groups are linked by the outputs they produce—the output of one process generally becomes an input to another process or is a deliverable of the project.a deliverable of the project.

d. There are no significant links between discrete Process Groups.

PMBoK, Sect 3.1


PMBoK, Sect 3.1

• The relationship between Project Management Process Groups and project life cycle phases is best described by the following:following:a. They are unrelated, incompatible concepts.

b. They are the same concept described by different terms to satisfy y p y yapplication area extensions.

c. Phases cross Process Groups such that closing one Process Group provides an input to initiating the next phaseprovides an input to initiating the next phase.

d. Process Groups interact within each project phase and are normally repeated for each phase.

PMBoK, Sect 3.1 & 3.2


PMBoK, Sect 3.1 & 3.2

• All of the following are characteristics of Project Management Process Groups EXCEPT:a Project Management Process Groups are linked by the outputs theya. Project Management Process Groups are linked by the outputs they

produce.

b. The Process Groups are seldom either discrete or one‐time events; they are overlapping activities that occur throughout the project.

c. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases.their interactions apply to all projects or project phases.

d. When a project is divided into phases, the Process Groups are invoked as appropriate to effectively drive the project to completion i ll din a controlled manner.

PMBoK, Sects 3.1 & 3.2


PMBoK, Sects 3.1 & 3.2

• All of the following are true about the project scope management plan EXCEPT:a It provides guidance on how project scope will be defineda. It provides guidance on how project scope will be defined,

documented, managed, and controlled.

b. It provides guidance on how project scope will be verified.

c. It may be formal or informal, highly detailed, or broadly framed, based upon the needs of the project.

d It is separate from the project management pland. It is separate from the project management plan.

PMBoK, Sect 5.5.1.1


PMBoK, Sect 5.5.1.1

• All of the following are true about the project scope statement EXCEPT:a It is an output of the Verify Scope processa. It is an output of the Verify Scope process.

b. It describes, in detail, the project’s deliverables and the work required to create those deliverables.

c. It provides a common understanding of the project scope among project stakeholders.

d It may contain explicit scope exclusions that can assist in managingd. It may contain explicit scope exclusions that can assist in managing stakeholder expectations.

PMBoK, Sect 5.2.3.1


PMBoK, Sect 5.2.3.1

• Which of the following statements is true about the work breakdown structure (WBS)?a The WBS is a deliverable oriented hierarchical decomposition ofa. The WBS is a deliverable‐oriented hierarchical decomposition of

the work to be executed by the project team to accomplish the project objectives and create the required deliverables.

b. The WBS is an unstructured list of project activities in chart form.

c. The WBS is the same as the organizational breakdown structure (OBS)(OBS).

d. The WBS is the bill of materials (BOM) needed to accomplish the project objectives and create the required deliverables.

PMBoK, Sect 5.3


PMBoK, Sect 5.3

• What is the WBS typically used for?a. To organize and define the total scope of the project.

b To identify the logical person to be project sponsorb. To identify the logical person to be project sponsor.

c. To define the level of reporting that the seller provides the buyer.

d. As a record of when work elements are assigned to individuals.g

PMBoK, Sect 5.3


PMBoK, Sect 5.3

• The following is true about the WBS:a. The WBS is another term for the bar (Gantt) chart.

b Each descending level of the WBS represents an increasinglyb. Each descending level of the WBS represents an increasingly detailed definition of the project work.

c. Work not in the WBS is usually defined in the scope statement of the project.

d. The WBS shows only the critical path activities.

PMBoK, Sect 5.3


PMBoK, Sect 5.3

• What is the difference (as defined in PRINCE2) between tailoring and embedding?) g g

B h l d i h j• Both relate to adapting the project management framework:– Tailoring to the project context

– Embedding to the organizational contextEmbedding to the organizational context





A General ApproachStep 1: Map the Project Objective Uncertainty and Process Uncertainty Using the WHOW Matrix

Forsberg, K., Mooz, H., & Cotterman, H. (2005). Visualizing Project Management (3rd ed.). Hoboken, New Jersey: John Wiley & Sons, p. 354

A General ApproachA General ApproachStep 2: Use the project type to define the broad project life‐cycle approach

A General ApproachStep 3: Translate the project life cycle approach into one or a mix of development & delivery approaches

DevelopmentModels

Waterfall Spiral Vee

D l

DevelopmentMethod 1 ModularLump

Delivery

Linear SpiralDevelopment Method 2 Linear Spiral

MultipleSingle MultipleSingleSingle Multiple SingleDeliveryMethod

Forsberg, K., Mooz, H., & Cotterman, H. (2005). Visualizing Project Management (3rd ed.). Hoboken, New Jersey: John Wiley & Sons, p. 354



Level of Uncertainty in Project Objectives (WHAT)– Level of Uncertainty in Project Objectives (WHAT)

– Level of Uncertainty in Project Process (HOW)






A General ApproachA General ApproachStep 2: Use the project type to define the broad project life‐cycle approach

Scope Management v1.2

Documents

theprocessgroupsare

high whatgeneralapproachissuggestedforprojectswithhigh

whosenameandnumberare

explicit scope

verifyscope

product life

project life

projectinabox