ahmed el antary - pmp part 5 - scope 4th ed - general

8/14/2019 Ahmed El Antary - PMP Part 5 - Scope 4th Ed - General

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Project Management Professional

PMP Exam Preparation Course

Prepared By: Eng. Ahmed El Antary, PPM, MSPMEngineering & Management Technologies LLC

Delaware, USA

[email protected]

Project Scope Management

PMBOK 4th Ed

Ahmed El Antary: [email protected]


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The Course Leader

Ahmed El Antary, PPM, MSPM Engineering and Management Consultant

Certified Professional Project Manager (PPM), WCU, USA PhD Learner with concentration on Project Management - PhD-

BA program. NorthCenteral University, AZ, USA Master of Science in Project Management, Colorado Technical

, , , B. Sc. Civil Engineering, Al Azhar University, Cairo, Egypt Project Management Certificate & PMP Preparation Course, WCU,

USA Business Management Certificate GL, CTU, CO, USA

Change Management Certificate GL, CTU, CO, USA Project Management Certificate GL, CTU, CO, USA Team Member of the Construction Extension Project for the

PMBOK 3rd Ed. By (PMI) and (ANSI)


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Project Scope Management

It is the processes required to ensure that the project

includes all the work required, and only the work requiredto complete the project successfully

It is primarily concerned with defining and controlling what

Deliverables are products produced as part of a project,such as hardware or software, planning documents, or

meeting minutes

The project team and stakeholders must have the sameunderstanding of what products will be produced as aresult of a project and how theyll be produced


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Project Scope Management Processes

Collect Requirements: The process of defining and

documenting stakeholders needs to meet the projectobjectives

Define Scope: The process of developing a detailed

Create WBS: The process of subdividing projectdeliverables and project work into smaller, more

manageable components

Verify Scope: The process of formalizing acceptance for thecompleted project deliverables

Control Scope: The process of monitoring the status of the

project and product scope and managing changes to thescope baseline


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Collect Requirements

InputsInputs

ProjectProject CharterCharter

Stakeholder RegisterStakeholder Register

Tools & TechniquesTools & Techniques

InterviewsInterviews

Focus groupsFocus groups

Facilitated workshopsFacilitated workshops

OutputsOutputs

RequirementsRequirementsdocumentationsdocumentations

RequirementsRequirementsmanagement planmanagement plan

techniques:techniques:BrainstormingBrainstorming NominalNominalgroup techniquegroup technique The DelphiThe Delphitechniquetechnique Idea/mindIdea/mind

mappingmapping Affinity diagramAffinity diagram

Group decisionGroup decision

making techniquesmaking techniques

Questionnaires andQuestionnaires andsurveyssurveys

ObservationsObservations

PrototypesPrototypes

RequirementsRequirementstraceability matrixtraceability matrix


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Project Charter

After deciding what project to work on, it isimportant to formalize projects

A project charter is a document that

project and provides direction on theprojects objectives and management

Key project stakeholders should sign aproject charter to acknowledge agreementon the need and intent of the project


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Sample Project Charter

Project Title: IT Upgrade Project for the MOT

Project Start Date: Jan.,10, 2006

Projected Finish Date: Nov., 15, 2006

Project Manager: Ehab Kamel, [email protected]

Project Objectives: Upgrade hardware and software for all MOT

,

corporate standards. See attached sheet describing the new standards.Upgrades may affect servers and midrange computers as well as network

hardware and software. Budgeted SR 1,500,000 for hardware and

software costs and SR 750,000 for labor costs.

Approach: Update the IT inventory database to determine upgrade needs Develop detailed cost estimate for project and report to CIO Issue a request for quotes to obtain hardware and software Use internal staff as much as possible to do the planning, analysis, andinstallation


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Sample Project Charter Cont.

Roles and Responsibilities:

Name Role Responsibility

Walter Schmidt, CEO Project Sponsor Monitor projectMike Zwack CIO Monitor project, provide staff

Ehab Kamel Project Manager Plan and execute project

Jeff Johnson Director of IT Operations Mentor Ehab

Nanc Re nolds VP, Human Resources Provide staff, issue memo to all

employees about projectSteve McCann Director of Purchasing Assist in purchasing hardware and

software

Sign-off: (Signatures of all above stakeholders)

Comments: (Handwritten comments from above stakeholders, if applicable)

This project must be done within ten months at the absolute latest. Mike Zwack,

CIO

We are assuming that adequate staff will be available and committed to supporting

this project. Some work must be done after hours to avoid work disruptions, and

overtime will be provided. Jeff Johnson and Ehab Kamel, Information

Technology Department


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Define Scope

InputsInputs

Project CharterProject Charter

RequirementsRequirementsDocumentationDocumentation


Expert JudgmentExpert Judgment

ProductProduct Analysis:Analysis:Product breakdown,Product breakdown,systems analysis,systems analysis,s stems en ineerins stems en ineerin

OutputsOutputs

Project Scope Statement:Project Scope Statement:Project objectives, productProject objectives, product

scope description, projectscope description, projectrequirements, projectrequirements, projectboundaries, projectboundaries, projectdeliverables, productdeliverables, product

OrganizationalOrganizational ProcessProcessAssetsAssets

value engineering, valuevalue engineering, valueanalysis and functionalanalysis and functionalanalysisanalysis

AlternativesAlternativesIdentification:Identification:Brainstorming and lateralBrainstorming and lateral

thinkingthinking

Facilitated workshopsFacilitated workshops

,,

constraints, projectconstraints, projectassumptions, initial projectassumptions, initial project

organization, initial definedorganization, initial definedrisks, schedule milestones, fundrisks, schedule milestones, fundlimitation, cost estimate, projectlimitation, cost estimate, projectconfiguration managementconfiguration managementrequirements, projectrequirements, projectspecifications and approvalspecifications and approval

requirementsrequirements

Requested ChangesRequested Changes

ProjectProject document updatesdocument updates


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Importance of Good Scope Definition

It helps improve the accuracy of time,

cost, and resource estimates It defines a baseline for performance

It aids in communicating clear workresponsibilities

It is the basic step of further define thework by breaking it into manageable

pieces


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Project Scope Statement

A project scope statement is adocument used to develop and confirma common understanding of the project

.Project justificationBrief description of the projects

productsSummary of all project deliverablesStatement of what determines project

success


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Create WBS

InputsInputs

ProjectProject ScopeScopeStatementStatement

RequirementsRequirementsdocumentationdocumentation


DecompositionDecomposition

OutputsOutputs

WBSWBS

WBS DictionaryWBS Dictionary

Scope BaselineScope Baseline

Organizational ProcessOrganizational ProcessAssetsAssets

updatesupdates


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The Work Breakdown Structure

A work breakdown structure (WBS) is adeliverable-oriented grouping of thework involved in a project that defines

It is a foundation document in projectmanagement because it provides the

basis for planning and managing projectschedules, costs, and changes


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Sample Intranet WBS Organized by Product


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Sample Intranet WBS Organized

by Phase


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Sample Intranet WBS Organized

in Tabular Form

1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements

. .

1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan

1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support


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Intranet WBS and Gant Chart

in MS Project

WBS Gantt Chart


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Approaches for WBS Development

Top-Down approach: Start with the largest

items and keep breaking them downBottom-Up approach: Start with the detailed

The analogy approach: Review WBS insimilar projects

Using guidelines: Some organizationsprovide guidelines for preparing WBS


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Verify Scope

InputsInputs

ProjectProject managementmanagementplanplan



InspectionInspection

OutputsOutputs

Accepted deliverablesAccepted deliverables

Change requestsChange requests

Project documentProject documentupdatesupdates


Validated deliverablesValidated deliverables


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How to Improve Acceptance of

Deliverables

Insist that all projects have a sponsorfrom the user organization

Have regular meetings

Deliver something to project users and

sponsor on a regular basis

Co-locate users with the developers


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Control Scope

InputsInputs

Project managementProject managementplanplan

Work performanceWork performanceinformationinformation


Variance AnalysisVariance Analysis

OutputsOutputs

Work performanceWork performancemeasurementsmeasurements

Organizational ProcessOrganizational ProcessAssets updatesAssets updates



Organizational ProcessOrganizational Process

AssetsAssets

Change requestsChange requests

ProjectProject ManagementManagementPlanPlan updatesupdates

Project documentProject documentupdatesupdates


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How to reduce incomplete and changing

requirements Put requirements in writing and keep them current

Provide adequate testing and conduct testing

throughout the project life cycle

Review changes from a systems perspective

most important Allocate resources specifically for handling change

requests/enhancements

Develop and follow a requirements managementprocess

Use techniques like prototyping, use case modeling,

and Joint Application Development (JAD) to get moreuser involvement


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Resources Project Management Institute. (2008). A guide to the project management

body of knowledge (4th ed.). Newtown Square, PA: Project Management

Institute.


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Q U E S T I O N SQ U E S T I O N S

A N S W E R SA N S W E R S

ahmed el antary - pmp part 5 - scope 4th ed - general

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