Apply Project Scope Management Techniques Project Scope Processes

Apply Project Scope Management Techniques Project Scope Processes – Part 2 Certificate IV in Project Management 17871 Qualification Code BSB 41507 Unit Code BSBPMG 401 A Apply Project Scope Management Techniques

Project Scope Management Processes PMBOK Project Scope Management Processes 5. 1 Collect Requirements 5. 2 Define Scope 5. 3 Create Work Breakdown Structure 5. 4 Verify Scope 5. 5 Control Scope Related processes from Project Integration Management – 4. 1 Develop Project Charter 4. 2 Develop Project Management Plan 4. 5 Perform Integrated Change Control PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

Project Scope Processes - Part 2 PMBOK Project Scope Management Processes 5. 1 Collect Requirements 5. 2 Define Scope 5. 3 Create Work Breakdown Structure 5. 4 Verify Scope 5. 5 Control Scope Related processes from Project Integration Management – 4. 1 Develop Project Charter 4. 2 Develop Project Management Plan 4. 5 Perform Integrated Change Control PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

Learning Objectives – Part 2 1. Understand of the processes required to manage Project Scope 2. Define the processes and work involved in constructing a work breakdown structure using different approaches 3. Explain the importance of scope verification and how it relates to scope definition and control. 4. Understand the importance of scope control and approaches to reduce scope-related problems 5. Define the measurement of scope management as part of Project Closure BSBPMG 401 A Apply Project Scope Management Techniques

Reading – Scope Processes Part 2 Please take some time to review the PMBOK Chapters 5. 3, 5. 4, 5. 5, 4. 6 This could take 30 to 45 minutes BSBPMG 401 A Apply Project Scope Management Techniques

5. 3 Create Work Breakdown Structure • The process of sub dividing project deliverables and project work into smaller, more manageable component. • It defines all the work to be undertaken by the project team in order to achieve the project objectives and create the required deliverables. • The WBS is initially created during scope planning and then refined as time, cost and human resource planning are undertaken • It forms the basis for the development of the project schedule and GANTT chart Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 3 Create Work Breakdown Structure • Inputs into the creation of the WBS include – ü Project Scope Statement ü Requirements documentation ü Organisational policies and procedures ü Project management methodology and lifecycle ü Lessons learned from previous projects ü Templates for WBS Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

WBS Possible Hierarchies • The WBS is made up work packages from phases, deliverables and activities, down to tasks at the lowest level. Project Phase Sub Project Deliverable Phase Work Package Deliverable Activity Work Package Task Activity Task BSBPMG 401 A Apply Project Scope Management Techniques

Types of WBS Diagrams • Deliverables can be broken down into Activities or Work Packages • Activities and Work Packages are typically broken down into Tasks • Project Phases could be replaced by Sub Projects or Deliverables depending on the size of the project Task 1 Phase 2 Phase 3 Deliverable 1 Deliverable 2 Deliverable 3 Activity 1 Activity 2 Activity 3 Work Package 1 Work Package 2 Task 3 Task 4 Task 5 Task 6 Work Package 3 Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 3 Create Work Breakdown Structure • Outputs from this process include – ü Work Breakdown Structure ü Definitions of Sub-projects, Deliverables and Work Packages ü WBS Dictionary (advanced concept, often applied to large Information Technology, Defence and Engineering projects) – Structured documentation of the components of the WBS including Sub -projects, Deliverables and Work Packages – Can define and allocate accounts to WBS components for cost and time tracking purposes – Can include high level sub-project plans and outsourcing or contracting information Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 4 Verify Scope • The process of formal review and acceptance of completed project deliverables • Occurs during the Monitoring and Control activities through both the Planning and Execution Phases • Involves the formal review and acceptance (sign off) for deliverables by the Project Sponsor or customer • This process is critical to the successful completion of a project Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

Verify Scope Vs Quality Control • Quality Control is generally performed before Scope Verification but they are often performed in parallel and many organisations do not make a distinction between the two activities • Scope Verification is primarily concerned with acceptance or handover of the deliverables • Quality Control is primarily concerned with the correctness of the deliverables against the quality requirements that were specified Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 4 Verify Scope • The primary inputs include – ü Project Scope Statement ü Work Breakdown Structure ü Requirements documentation ü Finalised deliverables • The primary outputs include – ü Accepted deliverables – sign off ü Change Requests Monitor ü Project documentation updates Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 5 Control Scope • The process of monitoring the status of both the project and product scope • Focuses on managing any changes to the scope baseline and understanding the flow on impacts to Time, Cost and Quality • All requested changes should be processed through the Perform Integrated Change Control process (4. 5) • Occurs during the Monitoring and Control activities through both the Planning and Execution Phases • Scope creep occurs when unapproved changes are undertaken Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 5 Control Scope • Change on projects is inevitable • Sometimes requirements and deliverables are overlooked during planning • Sometimes requirements need to change to accommodate the changing needs of the Project Sponsor or customer • Mandating some form of change control process is critical to project success Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 5 Control Scope • The goals of Change Control are to ü Influence the factors that cause scope changes ü Ensure changes are processed according to procedures developed as part of integrated change control ü Manage changes when they occur ü Increase the chance of meeting the overall objectives ü Define and obtain approval for changes to baselines for Scope, Cost and Time • The Project Manager has the primary responsibility for Change Control Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

5. 5 Control Scope • The primary inputs include – ü Scope baseline ü Scope management plan ü Change management plan and procedures ü Configuration management plan (if developed) ü Requirements management plan (if developed) • The primary outputs include – ü Updates to Scope baseline ü Updates to other baselines – Time and Cost ü Project document update ü Change requests Initiation Monitor Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

4. 5 Perform Integrated Change Control • The process of reviewing all change requests, including approving or rejecting changes and managing the flow on changes to all project deliverables and all components of the Project Management Plan • All requested changes should be identified through the Control Scope process (5. 5) • Occurs from project inception through to completion and is part of the Monitor and Control process group • Ideally only approved changes should be incorporated into the project Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

4. 5 Perform Integrated Change Control • The following change management activities are included – ü Influencing stakeholders and the project team to ensure only approved changes are implemented ü Reviewing, analysing and approving change requests quickly ü Understanding the complete impacts of the approved changes and managing their implementation ü Maintaining the integrity of project baselines for Scope, Time and Cost ü Co-ordinating changes across entire project Initiation Monitor Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

4. 5 Perform Integrated Change Control • The primary inputs include – ü Project management plan ü Configuration management plan (if developed) ü Change Requests ü Change Control procedures • The primary outputs include – ü Change request decisions ü Change request status updates ü Project management plan updates ü Updates to project deliverables Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4 th Edition BSBPMG 401 A Apply Project Scope Management Techniques

Assessment Activities Please proceed to Tests & Tasks and take the Project Scope Quiz. Be sure that you have completed the Project Scope Exercises and participated in the Forums. Best of Luck! These are all due at the end of Week 4 in the Course Delivery Schedule BSBPMG 401 A Apply Project Scope Management Techniques