Apply Project Scope Management Techniques Project Scope Processes – Part 2 Week 4 Certificate IV in Project Management 17871 Qualification Code BSB41507 Unit Code BSBPMG401A

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 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

5.3 Create Work Breakdown Structure Inputs into the creation of the WBS include – Project Scope Statement Requirements documentation Organisational policies and procedures Project management methodology and lifecycle Lessons learned from previous projects Templates for WBS Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

WBS Possible Hierarchies The WBS is made up work packages from phases, deliverables and activities, down to tasks at the lowest level. Work Package Deliverable Phase Project Activity Task Sub Project

Types of WBS Diagrams Deliverables can be broken down into Activities or Work Packages Activities and Work Packages are typically broken down into Tasks Phases could be replaced by Sub Projects or Deliverables depending on the size of the project Adapted from PMBOK 4th Edition

5.3 Create Work Breakdown Structure Outputs from this process include – Work Breakdown Structure Definitions of Sub-projects, Deliverables and Work Packages 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

5.4 Verify Scope The primary inputs include – Project Scope Statement Work Breakdown Structure Requirements documentation Finalised deliverables The primary outputs include – Accepted deliverables – sign off Change Requests Project documentation updates Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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

5.5 Control Scope The primary inputs include – Scope baseline Scope management plan Change management plan and procedures Configuration management plan (if developed) Requirements management plan (if developed) The primary outputs include – Updates to Scope baseline Updates to other baselines – Time and Cost Project document update Change requests Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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

4.5 Perform Integrated Change Control The primary inputs include – Project management plan Configuration management plan (if developed) Change Requests Change Control procedures The primary outputs include – Change request decisions Change request status updates Project management plan updates Updates to project deliverables Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

4.5 Perform Integrated Change Control What are the main things that should appear in your change control process? Generally, how do you document processes? Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Team Assignment Criteria Components Marks Basic Competency Higher Competency Project Scope Definition 2 Briefly states what is included of the scope of the project States what is IN scope and what is OUT of scope Project Objectives and Requirements 3 Objectives stated High level requirements documented Objectives stated in measurable terms using SMART Project Success Criteria Success criteria stated in terms of scope, time, cost and quality Additional success criteria stated Success criteria stated in measurable terms using SMART Constraints, Assumptions and Dependencies 4 Project constraints are listed in terms of timeframe and budget Assumptions are listed Dependencies are identified if they exist Outstanding issues are listed for resolution by the Project Sponsor Impacts of invalid assumptions is analysed Project Approach and High Level Deliverables Work Breakdown Structure documented Work Breakdown Structure documented in terms specific deliverables and the activities required to develop these Scope Management Process (Change Control) Basic scope management process documented Basic Change Control form provided Sophisticated scope management process documented Sophisticated Change Control form provided Total 20 13 to 16 17 to 20