BSBPMG502A Manage Project Scope Manage Project Scope Project Scope Processes Part 1 Diploma of Project Management Qualification Code BSB51507 Unit Code BSBPMG502A

BSBPMG502A Manage Project Scope Project Scope Management Processes PMBOK Project Scope Management Processes 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

BSBPMG502A Manage Project Scope Project Scope Processes - Part 1 PMBOK Project Scope Management Processes 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

BSBPMG502A Manage Project Scope Learning Objectives – Part 1 1.Understand of the processes required to manage Project Scope 2.Explain the scope planning process and describe the contents of a scope management plan 3.Describe the process for developing a project scope statement using the project charter and preliminary scope statement 4.Understand the importance of defining measurable project objectives and success criteria 5.Reflect on the Project Scope management processes of your organisation or others you have experienced

BSBPMG502A Manage Project Scope Reading – Scope Processes Part 1 Please take some time to review the PMBOK Chapters 4.1, 4.2, 5.1, 5.2 This could take 30 to 45 minutes

BSBPMG502A Manage Project Scope 4.1 Develop Project Charter The process of developing a document that formally defines and authorises a project by documenting the initial requirements that will satisfy the needs of the Project Sponsor and stakeholder The high level Project Scope is formulated during this process The Project Charter establishes a partnership between the Project Sponsor or client and the Project Manager Occurs during the Initiation Phase Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG502A Manage Project Scope 4.1 Develop Project Charter Inputs into the Project Charter - Business need or rationale Product and project description Strategic Plan Business Case Regulations and standards Contractual requirements Methodologies, policies and procedures Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope 4.1 Develop Project Charter Common contents of a Project Charter – Project purpose or justification Project objectives – should be measurable Project description High level requirements High level risks or overall risk analysis Preferred timeframe Estimated high level budget High level project structure – Project Sponsor, Project Manager Authorisation or Governance processes PMBOK 4 th Edition

BSBPMG502A Manage Project Scope Types of Project Charters You may know a Project Charter by a different name as they can vary depending on your industry or the particular methodology being applied Some common names for Project Charters include – Project Brief Concept Paper High Level Plan Statement of Work Sample Project Charter templates are available to download from the links as you enter the Learning Programme for the Course Site – check which bit!!!

BSBPMG502A Manage Project Scope It is critical that the project objectives and success criteria and measurable, otherwise progress and success are difficult to achieve The recommended method is SMART Make sure all your objectives are – S pecific M easurable A chievable R ealistic, and T ime Bound Project Objectives

BSBPMG502A Manage Project Scope Project Objectives 1.Take some time to research SMART objectives online and to reflect on the following questions. 2.In your experience, how many project objectives are formulated using SMART principles? 3.What advantages do SMART objectives have for the Project Manager and the Project Sponsor? 4.What would motivate someone to deliberately set loose objectives? 5.Then go to the Forum on Project Objectives and provide comment on the questions that are posed. Research PracticeComment

BSBPMG502A Manage Project Scope 4.2 Develop Project Management Plan This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5) Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG502A Manage Project Scope The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process The other key knowledge areas have discrete processes for planning that are defined in their process groups 4.2 Develop Project Management Plan Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope 4.2 Develop Project Management Plan The Project Management Plan – can be composed of subsidiary plans for each of the 8 key knowledge areas or these planning elements can be included into one integrated end product can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied Can only be changed via a Change Request once it has been baselined defines how all aspects of the project are to be undertaken through the Execution Phase establishes the mechanisms and processes to Monitor and Control the project defines how the project is to be Closed Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG502A Manage Project Scope 4.2 Develop Project Management Plan Inputs into the Project Management Plan – Project Charter Subsidiary plans developed in other planning processes Industry standards and regulations Organisational policies and procedures Project management methodology Project management tools Planning templates Knowledge from past projects Expert judgement and advice Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG502A Manage Project Scope 4.2 Develop Project Management Plan Common inclusions in the Project Management Plan – Project lifecycle and project management processes Selected tools and techniques Project objectives and how these will be achieved Change Management Plan Baselines for Scope, Time and Cost Performance measurement and status reporting processes Governance structure Team structure Subsidiary plans if required Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG502A Manage Project Scope Scope Management Plan The Scope Management Plan is a critical output of this process and is critically connected to the process to Define Scope (5.2) Good practice is to assemble the different scope definition and planning outputs into one integrated document Common inclusions in the Scope Management Plan – Project scope statement Scope baseline Processes to Monitor and Control scope Configuration management (advanced concept, often applied to Information Technology projects) Change Control process Assumptions, dependencies and constraints Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG502A Manage Project Scope 5.1 Collect Requirements The process of defining and documenting the needs of stakeholders Encompasses the requirements related to the specific characteristics of any end products being delivered by the project Large projects will often define the requirements at a high level during this process and then allow for a more detailed requirements definition process at the beginning of project execution Relates to project success measures Occurs during Planning InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope 5.1 Collect Requirements Inputs to Collect Requirements Project Charter Stakeholder needs and expectations Rough specifications Tools and techniques to Collect Requirements Adapted from PMBOK 4 th Edition Questionaries Ranking Mind Mapping Interviews Brainstorming Workshops Focus groups Surveys Prototype Observation Research

BSBPMG502A Manage Project Scope 5.1 Collect Requirements Common requirements documentation includes – Objectives and success measures Functional requirements – how an end product must perform Non functional requirements – not related to product performance, could include optional characteristics, cosmetic details and other organisational requirements Quality requirements Acceptance criteria Support and training requirements Assumptions and constraints InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope 5.1 Collect Requirements Outputs of this process include – Requirements documentation as per previous slide Requirements Management Plan (advanced concept, often applied to large Information Technology, Defence and Engineering projects) –Detailed plan of how the requirements will be planned, tracked and reported –Especially important where the project is large enough to have a Requirements Workstream or Sub-Project Requirements Traceability Matrix (advanced concept, often applied to large Information Technology, Defence and Engineering projects) – Links requirements to their origin in order to trace them through the project lifecycle –Can be linked to objectives, high level requirements, testing Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope 5.2 Define Scope The process of developing a detailed description of the project and end products A detailed scope statement is critical to project success Refines high level deliverables and dependencies Clarifies and resolves assumptions and constraints documented during the Initiation phase Good practice dictates that the detailed scope must be signed off by the Project Sponsor and key stakeholders Undertaken during Planning InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope 5.2 Define Scope The inputs into Define Scope are – Project Charter Requirements Documentation The outputs from Define Scope are – Project Scope Statement Product scope description Product acceptance criteria Project deliverables and exclusions Project assumptions and constraints Project dependencies InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

BSBPMG502A Manage Project Scope Assumptions & Constraints 1.Take some time to reflect on Assumptions, Constraints and Dependencies and why they may be important when defining and managing project scope. 2.Look up the definition of Assumptions, Constraints and Dependencies in the dictionary and the PMBOK. 3.Why are Assumptions so important to project planning and risk management processes? 4.How will you ensure that Dependencies are monitored and controlled during your projects? 5.Then go to the Forum on Assumptions & Constraints and provide comment on the questions that are posed. Research PracticeComment

BSBPMG502A Manage Project Scope Next Steps Please proceed to Scope Processes Part 2 in the Learning Program. Best of Luck!