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Project Management > Lecture 04: Scope Management > Flashcards

Lecture 04: Scope Management Flashcards

1
Q

Scope mangement definition

A

“…the process required to ensure that the project includes all the work required, and only the work required, to complete the project successfully It is primarily concerned with defining and controlling what is or is not included in the project…”

  • avoide scope creep and avoid adding features and functionality to the product that are not part of the original project contract without an appropriate increase in time and budget
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2
Q

work in scope management

A
  • defining the scope
  • controlling changes to the defined requirements of the project
  • managing scope creep
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3
Q

The
function of controlling a project in terms of its goals and objectives and
consists of

A
  • Conceptual development
  • Scope statement
  • Work authorization
  • Scope reporting Scope change
  • Control systems
  • Project closeout
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4
Q

what impacts on the scope

A
  • requirements (the ultimate objectives of the project)
  • constraints (limitations such as: time resource, dependency….)
  • assumptions (facts for planning purposes)
  • risks (any business or technical factor that has a reasonable potential to impact the project)
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5
Q

function of controlling aproject in terms of its goals and abjects consists of …

A
  • conceptual development
  • scope statement
  • work authorization
  • scope reporti g
  • control systems
  • project closeout
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6
Q

conceptual Development

A

= the process that addresses project objectives by finding the best way to meet them

Key steps :

  1. problem or need statement
  2. requirements gathering
  3. information gathering
  4. constraints
  5. alnernative analysis
  6. project objectives
  7. business case
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7
Q

what means SOW

A
  • Statement of work
  • is a detailed narrative description of the work required for a project
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8
Q

Effective SOWS contain

A

introduction and background

technical description of the project

timeline and milestones

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9
Q

Statement of work compnents

A
  • background(describes projec in general & explains why project is being pursued and how relaed to other projects)
  • Objecive (provide a concise overview of the project, how he end product or result will be used)
  • scope (convers gerneral scope of work the contracor will be performing)
  • tasks or requirements(detailed work and management requiremens, what is expected of the contractor /performance of work)
  • selection criteria (objective standarts of acceptable performance provided by contracor → how say that is good enough ?)
  • deliverables od deliverable schedule (states deliverables required, deliverable schedule …, details contractors respnsibilities, identifies specialized training, expertise, service or documentation)
  • security (apporopriate security requirement if necessary)
  • place of performance (work done on government site or contractor site )
  • period of performance (period for completion of the contracted project)
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10
Q

Project charter

A
  • = document issued by project initiator/sponsor formally sanctioning existence of the project and authorizes the project manager to begin applying organizational resources to project activities
  • often established after SOW
  • created after sponsors have verified
  1. there is a busness case for project
  2. elements of project are understood
  3. company specific information for the project has been applied
  • → formal approval of the project
  • short document outlining what is to be doen in the project and what are the boundaries
  • should also incude :
    • backround of project
    • key assumtions
    • business commerciall needs
    • scope of work
    • how project is managed
    • roel of PM
    • reporting structure
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11
Q

project goal critera has to include:…

A
  • cost
  • schedule (milestones …)
  • performance
  • deliverables (boundaries of project)
  • review and approval “gates”
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12
Q

scope baseline

A

= quite detailed document tha tprovides a usmmery of each component of the projects goal including basic budget and schedule information for each activity

→ final step in the process of laying out all pre-work information , each subroutine of the project has been identified and given its control parameters of cost and schedule

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13
Q

Work Breakdown Structure

A

= hierachical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and created the project deliverables

  • each deliverable is decomposed or broken down into specific pieces representing the work to be complete→ reducing complexity
  • purpose of WBS is to devide work to be done in workpackages which can be estimated, planned and assigned to responsible or department
  • is a deliverable-oriented grouping of project elementsthat organizes and defines the total scope of the project: work in the WBS is outside the scope of the project
  • best tool for quanitifying the sope of work as a list of work packages (as a hierarchical form of a mind map)
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14
Q

WBS main purposes

A
  • echoes project objectives
  • organization chart for the project
  • creates logic for tracking costs, scheduling and performance specifications
  • communicates project status
  • improves project communication
  • demonstrates control structure
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15
Q

Defining a Work package

A
  • lowest level in WBS
  • deliverable result
  • one owner
  • miniature projects
  • can be a milestone
  • fits organization
  • trackable …
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16
Q

Work decomposition

A
  • decomposition is not possible for deliverables far in the future
  • project team waits until the deliverable is clarified to best develop WBS
  • different deliverables have different levels of detail(number od detail influenced by
  1. level of detail
  2. level of rsik
  3. level of control
  4. estimate accuracy
  5. work package value
  6. work package dimension
17
Q

WBS development methodes

A
  1. Top-down Approach
  2. Bottom-up Approach
  3. WBS organizational standarts and templates
18
Q

When Top down Approach is used ?

A
  • if project manager and project management team have little to no experiene in developing WBS
  • nature of projects or services is not wll understood
  • project live cycle not well known
  • if no appropriate WBS templates are available
19
Q

When Bottom up Approach is used as WBS development method ?

A
  • if nature of the project’s products and services is well understood
  • if naature of the project life cycle is well known
  • appropriate WBS templates are available
20
Q

When WBS standarts and templates can be used ?

A
  • if WBs standarts or templates are available they can be used, but use hase to be carefully
  • if there anre’t similarity between new project and project WBS must be developed with the top down aproach
21
Q

Advantages of WBS

A
  • identify thee projects independently on who participates it
  • clearly identify project objectives
  • provide a scheme that gurarantee objectives achievement
  • to obtain different levels visibility
  • highlight interactions rationale among project elements
  • to identify WP to assign responsibilities and resources
  • to identify innovative and repetitive components
22
Q

3 types of breakdown rationale for infrastructure

A
  1. functional rationale (typical base engineering or commissioning phases)
  2. spatial/structural rationale (typical of constructional assembly phases )
  3. specialistic processes rationale (every phase is identified and then for every one the specific breakdown rationale is adopted)
23
Q

WBS development rules

A
  1. Rule 1 (100 % rule ): WBS schould not include any work that falls outside the actual work scope of the project
  2. Rule 2: every breakdown level must be developed adopting a single rationale
  3. Rule 3: different level of WBS can be developed according to different rationale
  4. Rule 4: Every WBS level with every part of it hast to allow WP research /aggregation useful to planning and control
24
Q

How to define a Project Work package

A
  • Work packages
    • lowest forms in WBS
    • has a deliverable result
    • has a owner
    • may be sonsidered by its owner as a project itself
    • can include several milestones
    • should fit in organizational procedures and culture
    • optimal size of work package may be expressed in terms on labor hours, calendar time , cost reporting period
25
Q

what is the organizational break down structure (OBS)

A
  • hierarchical representation of the project organization, illustrating the relationship btween project activities and the organizational units that will perform the activities
  • allows comanies to define work and assig it to the owner of Work package
  • bidgets are directly assigned to the departmentap accounts respnsibles
  • linking project activities and their budgets on a individual by individual basis
26
Q

OBS allows

A
  • work definition
  • owner assignment of work packeges
  • budget assignment to departments
  • OBS links cost activiti and responsibility
27
Q

Difference between WBS and OBS

A
28
Q

What is Work Authorization ?

A
  • formal sign- off on all project plans
    • in cases project developed for external clients, work autorization typically addresses contractual obligations
    • internal clients, linking all budget and resource requirements to the formal cost accounting system of the organization
  • contractual requirements
    • all projects are promised in terms of the specific functionality or performance criteria, they will meet( specific performance, the perfomance clearly understood and identified by both parties
29
Q

what means Scope Reporting

A
  • what types of information reported, who receives copies
  • cost status report: update on budget performance ( graphical or key performance indicator Earned Value)
  • schedule status
  • technical performance status
30
Q

in which relation is control System to scope management

A
  • project control is a key element in scope management.
  • control systems are vital to ensure that any changes to the project baseline are conducted in a systematic through manner
    *
31
Q

why do we have to change something in a project ?

A
  • initial planning errors
  • additional knowldge of project or environmental conditions
  • uncontrollable mandates
  • client request
32
Q

What is scope creep?

A
  • additional requirements are added to the project, beyond what was originally agreed and these additions are not fomally authorized
  • can happen at any time after project begins
  • it is normal to make scope changes as you go, but they should be fully analyzed “authorized” , documented and incorporated into the project
33
Q

what causes scope creep

A
  • creep is caused by lack of requirements management. → if project manager has no control about scope creep, no control about what is in and out
  • top 5 causes of scope creep:
  1. ambiguous or poorly defined scope
  2. inconsistent process for collecting product requirements
  3. lack of any formal scope or requirements management process
  4. lack of sponsorship and stakeholder involvement
  5. Project lenght
34
Q

What’s so bad about scope creep?

A
  • unauthorized changes can 1) add additional cost 2) add additional time 3) take the team away from work
  • business impact from making project last longer, cost more and tie up resources → other project start later
  • delay of receiving the benefit of project while resources are bud´sy on project, aren’t available to deliver value on other projects
  • chages are expected to be incorporated without impact on time or budget → creative way to solve (unpaid hours or taking time from original project)
  • toll on team moral
35
Q

How to avoide scope creep

A
  • making sure changes are not introduced into the project without appropriate analysis and control
  1. documetn change request in change log
  2. analyze the request briefly to establisch ownership
  3. assign an owner who can more fully analyse the change impact +assess the priority of the change request
  4. assess the priority of the change request
  5. analyse and report back on the change impact
  6. decide the course of action (approve or reject)
  7. record the outcome in the change log
  8. update all relevant information
36
Q

What is gold plating

A
  • Inclusion of additional features not in the contract
  • typically initated by contractor
  • impacts cost performance and profitability
  • combat by requirements matrics auditing and compliance
37
Q

different typologies of scope change

A
  1. Critical - project cannot proceed because the change is critical for project success
  2. Important - significant negative impacts or major opportunities missed if the change is not made
  3. Desirable - benefits outweight costs but project can succeed without the change
  4. post-Live - the change shoulb be evaluated for inclusion on the project evolution plan
38
Q

how to handle scope best :

A
  • institutionalize scope and risk management procedded
  • group small scope changes into one request
  • incoperate a contigency buffer per approved scope set to account for uncertainty
  • add contingency buffer to project
39
Q

Other useful breakdown struktures

A
  • CBS = cost breakdown strukture
  • LBS = location breakdown strukture
  • TBS = transport breakdown structure
  • RBS = resource breakdowwn structure
  • BOM = bill of materials
  • PBS = Project breakdown structure

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