Overview PM Project Scope Management Training PM Semarang

Overview PM & Project Scope Management Training PM Semarang, 16 -17 Juni 2008

Project Characteristics v Temporary v Unique product/service/result v Progressive elaboration v Constrained by limited resources PT Rekayasa Industri 2 To become a new and innovative energy company

Project Management The application of knowledge, skills, tools, and techniques to project activities to meet project requirements based on stakeholder needs & expectations PT Rekayasa Industri 3 To become a new and innovative energy company

How to meet Project Requirements ? By balancing competing demands among: quality cost time scope PT Rekayasa Industri 4 To become a new and innovative energy company

PM Knowledge Areas v v v v v Project Project Project Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management Integration Management PT Rekayasa Industri 5 To become a new and innovative energy company

Areas of Expertise Needed by the Project Team PM Body of Knowledge (PMBOK) PMBOK guide Application area knowledge, standards & regulations Interpersonal skills General management knowledge & skills PT Rekayasa Industri Understanding the project environment 6 To become a new and innovative energy company

Generic Project Life Cycle Total project life cycle Cost & staffing level Initial phase Intermediate phases plan Final phase accomplish time PT Rekayasa Industri 7 To become a new and innovative energy company

Adding Value vs Cost to Change high Total project life cycle Opportunity to add value Cost to changes low PT Rekayasa Industri Project time 8 To become a new and innovative energy company

Risk vs Amount at Stake high Total project life cycle Uncertainty & risk Amount at stake low PT Rekayasa Industri Project time 9 To become a new and innovative energy company

Project Stakeholders Individuals and organizations that are actively involved in the project, or whose their interests may be positively or negatively affected as a result of project execution or project completion PT Rekayasa Industri 10 To become a new and innovative energy company

Relation between Stakeholders & Project project Project sponsor PM PM team Project stakeholder PT Rekayasa Industri 11 To become a new and innovative energy company

Stakeholders’ Influence over Time Influence of stake holders high Cost of changes low PT Rekayasa Industri Project time 12 To become a new and innovative energy company

Typical Sequence of Phases in a Project Life Cycle idea Inputs Phases PM outputs PM team Intermediate Initial charter plan acceptance baseline progress Scope statement Final approval handover Project deliverables PT Rekayasa Industri 13 To become a new and innovative energy company

Product & Project Life Cycles Product life cycle Business plan Project Life Cycle PT Rekayasa Industri Operation upgrade idea Initial Divestment product Intermediate 14 Final To become a new and innovative energy company

Organizational structure Functional Matrix Projectized little moderate high Almost none 0 -95% 85 -100% Part time Full time character PM authority % staff assigned fulltime to project PM’s role PT Rekayasa Industri 15 To become a new and innovative energy company

Project Management Processes Monitoring & control Plan planning Do initiating Act PT Rekayasa Industri Check closing executing 16 To become a new and innovative energy company

Project Boundaries Project deliverables Monitoring & control End users planning Project initiator/ sponsor Project inputs initiating closing executing Project records Process assets Project boundaries PT Rekayasa Industri 17 To become a new and innovative energy company

Process Groups Interact in a Project Monitoring & Control Level of process interaction Planning Executing Initiating Closing PT Rekayasa Industri 18 time To become a new and innovative energy company

PM Process Group Triangle Monitoring & control planning Project process groups initiating closing executing Life cycle phase Monitoring & control planning initiating Monitoring & control planning closing initiating executing PT Rekayasa Industri phase Monitoring & control planning closing initiating executing 19 executing To become a new and innovative energy company

PM Process Groups vs PM Knowledge Areas process Initiati knowledge ng Scope Time Cost Quality Human Resource Communicati on Risk Procurement Executin g Plannin g Monitorin Closing g& Control n o d e t a r o s b n a o l i e s s e e b s t o x T ne e h t Integration PT Rekayasa Industri 20 To become a new and innovative energy company

PT Rekayasa Industri 21 To become a new and innovative energy company

Project Scope Management Includes the processes required to ensure that the project includes all the work and only the work required to complete the project successfully. Project Scope Management is primarily concerned with controlling what is and what is not in the project Remember, Scope Management include: 1. Constantly checking to make sure you are completing all the work 2. Saying no to additional work not included in the project or not part of the project charter 3. Preventing extra work or gold plating PT Rekayasa Industri 22 To become a new and innovative energy company

Failure to Satisfy Customer needs PT Rekayasa Industri 23 To become a new and innovative energy company

Develop Project Charter Develop Preliminary Project Scope Statement Project Charter Develop Project Management Project Scope Plan Management Plan Approved Change Requests Approved Corrective Actions Approved Change Requests Scope Planning Preliminary Project Scope Statement Definition Project Management Plan Requested Changes Project Scope Statement Project Scope Management Plan (Updates) Enterprise Environmental Factor Requested Changes Create WBS Organizational Process Asset Project Scope Statement Updates Work Breakdown Structure WBS Dictionary Project Scope Management Plan (Updates) Scope Baseline Direct & Manage Project Execution Deliverables Performance Reports Close Project PT Rekayasa Industri Scope Verification Work Performance Information Organizational process assets (updates) Recommended Corrective Actions Requested Changes Accepted Deliverables Scope Control 24 Requested Changes Recommended Corrective Actions Project Management Plan (Updates) Project Scope Statement (Updates) WBS Dictionary (Updates) Scope Baseline (Updates) Integration Change Control To become a new and innovative energy company

5. 1 Scope Planning Creating a project scope management plan that documents how the project scope will be defined, verified, controlled, and how the WBS will be created and defined PT Rekayasa Industri 25 To become a new and innovative energy company

Scope Planning Definition The process of progressively elaborating and documenting the project work (project scope) that produces the product of the project PT Rekayasa Industri 26 To become a new and innovative energy company

Scope Statement v Identify the key deliverables of the project v Identify what to be done to deliver the project v Output from Scope Planning v A basis to keep your project on track PT Rekayasa Industri 27 To become a new and innovative energy company

Scope Misinterpretation PT Rekayasa Industri 28 To become a new and innovative energy company

Project Scope Statement Provides a basis for common understanding of the project scope among all project stakeholders and describes the project’s major objectives. Detailed project scope statement include: • Project objective • Product scope description • Project requirements • Project boundaries • Project deliverables • Product acceptance criteria • Project Constraint • Project assumptions • Approval requirement PT Rekayasa Industri 29 To become a new and innovative energy company

Project Scope Management Plan The project scope management plan provides guidance on how project scope will be defined, documented, verified, managed and controlled by management team. PT Rekayasa Industri 30 To become a new and innovative energy company

Scope Management Plan v A document to describe how scope and scope changes will be managed When we can decided that the scope still the same or change: % of deviation, classification PT Rekayasa Industri 31 To become a new and innovative energy company

Project Charter The project charter is the document that formally authorizes a project. The project charter should address the following information: 1. Requirement s that satisfy customer, sponsor, and other stakeholder needs, wants and expectations 2. Business needs, high level project description, or product requirements that the project is undertaken to address 3. Project Purpose or justification 4. Assigned Project Manager and authority level 5. Summary milestone schedule 6. Stakeholder influences 7. Functional organizations and their participation 8. Organizational, environmental and external assumptions 9. Organizational, environmental and external constraints 10. Business case justifying the project, including return of investment 11. Summary Budget PT Rekayasa Industri 32 To become a new and innovative energy company

5. 2 Scope Definition The process of developing a detailed project scope statement as the basis for future project decisions PT Rekayasa Industri 33 To become a new and innovative energy company

Scope Definition v A process to subdivide the major project deliverables (as identified in the scope statement) into smaller, more manageable components in order to: § Improve accuracy of cost, duration and resource estimates § Define a baseline for performance measurement and control § Facilitate clear responsibility assignment v Proper scope definition is critical to Project Success PT Rekayasa Industri 34 To become a new and innovative energy company

5. 3 Create WBS Subdividing the major project deliverables and project work into smaller, more manageable components. PT Rekayasa Industri 35 To become a new and innovative energy company

Work Breakdown Structure v v v The WBS is a deliverable-oriented grouping of project components that organizes and defines the total scope. It breaks the project into smaller and more manageable pieces. Work not in the WBS is not scope of the project Normally presented in a chart form The items at the lowest level of the WBS may be referred to as work packages It is communication tools among the project team and stakeholders WBS is used for staffing, estimating, risk, network diagramming (schedule). PT Rekayasa Industri 36 To become a new and innovative energy company

Sample of WBS LNG Project 1. Jetty & Harbor 1. 1 Design 2. Road & Community Facilities 2. 1 Design 3. Process Plant 4. Utility Plant 3. 1 Design 4. 1 Design 1. 2 Procurement 2. 2 Procurement 3. 2 Procurement 4. 2 Procurement 1. 3 Construction 2. 3 Construction 3. 3 Construction 4. 3 Construction 3. 4 Precom. & Commissioning 4. 4 Precom. & Commissioning PT Rekayasa Industri 37 To become a new and innovative energy company

5. 4 Scope Verification Formalizing acceptance of the completed project deliverables PT Rekayasa Industri 38 To become a new and innovative energy company

Scope Verification Vs Quality Control v Scope Verification § Verification is primarily concerned with acceptance of the work result § Formal acceptance: a documentation of client approval for the deliverable (main), product of each phase v Quality Control § Quality control is primarily concern with correctness of the work result v Scope verification and QC process are generally performed in parallel PT Rekayasa Industri 39 To become a new and innovative energy company

Scope Verification Include: v Reviewing work products and results to ensure that all are completed correctly and satisfactory v Conducting inspections, reviews, audits v Determining whether results conform to requirements v Gaining formal sign-off v Documenting completion of deliverables PT Rekayasa Industri 40 To become a new and innovative energy company

Inspection Activities such as measuring, examining, and verifying to determine whether deliverables conform to requirement PT Rekayasa Industri 41 To become a new and innovative energy company

5. 5 Scope Controlling changes to the project scope PT Rekayasa Industri 42 To become a new and innovative energy company

Scope Change Control System 1. 2. 3. 4. Is a system or mechanism that defines the procedures by which the project scope may be changed. It includes: the documentation, tracking systems, and approval levels necessary for authorizing changes. Any changes needs to be assessed whether they have impact to cost, time, quality, etc. “Right” changes are mostly value added issues PT Rekayasa Industri 43 To become a new and innovative energy company

WBS Dictionary v Is designed to control what work is done and when, to prevent scope creep and to increase understanding of the effort for each task PT Rekayasa Industri 44 To become a new and innovative energy company

Arisman Indrawan, SH, MT, PMP