In this chapter, the learning objectives are: Understand the importance of scoping a project, how it defines what the project is to achieve, in what timeframe and at what cost; develop a comprehensive scope document and understand some of the practical techniques that can be applied in developing the content for the scope document; understand how the Scope Management Plan differs from the Scope document, and define and establish a process for change management in project environment.
Trang 1CHAPTER 5
Defining the Scope
of a Project
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Pearson, Larson, Gray, Project Management in Practice, 1e
Learning Elements
5.1 Understand the importance of scoping a project,
how it defines what the project is to achieve, in what timeframe and at what cost
5.2 Develop a comprehensive Scope document and
understand some of the practical techniques that can be applied in developing the content for the Scope document
5.3 Understand how the Scope Management Plan differs from the Scope document, and define and
establish a process for change management in
project environment
Trang 3A nswers the most obvious question, but also the
most commonly overlooked one:
W hat problem is being solved by delivering
this project?
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Pearson, Larson, Gray, Project Management in Practice, 1e
Documents Output from
Scoping Activities
• Project Charter
• Project Scope document
• Work Breakdown Structure (WBS)
• Scope Management Plan
• Estimating Artefacts
Trang 5How Scoping Fits into the Text
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Pearson, Larson, Gray, Project Management in Practice, 1e
Trang 7The Scope Process
Step 1: Defining the Project Scope
Step 2: Creating the Work Breakdown
Structure (WBS)
Step 3: Integrating the WBS with the
Organisation
Step 4: Estimating: Moving Towards a
Draft Budget and Schedule
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Pearson, Larson, Gray, Project Management in Practice, 1e
Step 1: Defining the
Trang 9Step 1: Defining the Project Scope (cont)
• To clearly define the deliverable(s) for the end user.
• To focus the project on successful completion
of its goals.
• Inadequate scope definition is a primary
reason for project failure
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Pearson, Larson, Gray, Project Management in Practice, 1e
Project Scope Checklist
Trang 11The Triple Constraints
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The Triple Constraints (cont)
Trang 13The Triple Constraints (cont)
• Constrain
The original parameter is fixed The project
must meet the completion date, specifications and scope of the project or budget.
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Pearson, Larson, Gray, Project Management in Practice, 1e
Step 2: Creating the Work Breakdown Structure (WBS)
• A hierarchical outline (map) that identifies
the products and work elements involved in
a project.
• Defines the relationship of the final
deliverable (the project) to its
sub-deliverables and in turn their relationships to the work packages.
Trang 15Hierarchical Breakdown of the WBS
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Pearson, Larson, Gray, Project Management in Practice, 1e
Creating the Work Breakdown Structure (WBS)
• Facilitates evaluation of cost, time and
technical performance of the organisation on
a project.
• Provides management with information
appropriate to each organisational level.
• Helps manage plan, schedule and budget.
Trang 17Creating the Work Breakdown
Structure (WBS) (cont.)
• Helps in the development of the
organisation breakdown structure (OBS)
which assigns project responsibilities to
organisational units and individuals.
• Defines communication channels and
assists in coordinating the various
project elements.
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Pearson, Larson, Gray, Project Management in Practice, 1e
WBS Brainstorming Techniques
W hiteboards, Brainstorming, Post-It ® Notes,
Mind Maps, Facilitators
Trang 19Example of a Work Package
or ‘Pack’ Contents
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Pearson, Larson, Gray, Project Management in Practice, 1e
Step 3: Integrating the WBS
with the Organisation
D epicts how the firm is organised to discharge its
work responsibility for a project.
• Provides a framework to summarise
organisation work unit performance.
• Identifies organisation units responsible
for work packages.
• Ties the organisational units to cost control
accounts.
Trang 21Integrating the WBS and OBS—
House Build Example
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Pearson, Larson, Gray, Project Management in Practice, 1e
Step 4: Estimating
T
he journey from WBS to estimating and the creation of
the budget schedule and resource matrix.
Trang 23The Scope Management Plan
Typical contents
• The process to be applied for all project
change/variation requests
• The process for scope verification
• The process for deliverable acceptance.
• How lessons learned will be captured and applied
within the project.
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Pearson, Larson, Gray, Project Management in Practice, 1e
Change/Variation Control
Management
Trang 25Project Scope Integration
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Pearson, Larson, Gray, Project Management in Practice, 1e
• Scope Management Plan
• Statement of Work (SoW)
• the triple constraints
• WBS dictionary
• Work Breakdown Structure (WBS)
• work package