Project Planning: Integration and Scope Management Flashcards
Why planning?
-Planning should guide execution : to guide projet to be successful and realistic
But is often the most difficult and unappreciated process in project management
–> theory and practice show that good planning is crucial to good execution
Project Integration Management
involves coordinating all the project management knowledge areas (“overarching picture”) throughout a project’s life span
–> output is a project management plan
Project management plan (PMP)
The document that describes how the project will be executed, monitored
and controlled, and closed”
Type of content in a PMP
-Introduction/overview of the project
-Project organization
-Management and technical processes (including project lifecycle description and development approach, as applicable)
-Work to be performed (scope)
-Schedule information
-Budget information
-References to other project planning documents
A project management plan should be..
-dynamic
-flexible
-receptive to change
=when the environment or the project change
Why is important to tailor every planning project?
-every project is unique
-fit the need of specific project
Definition scope
refers to all the work involved in creating the products of the project and the processes used to
create them
–> create an insight what need to be done
a deliverable
is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes
Project scope management
includes the processes involved in defining and controlling what is or is not included in a project
why do we need a project scope management
-is to determine how the project scope will be defined, validated, and controlled
–> how are we going to do it ?
collect requirement
defining and documenting the features and functions of the products produced
during the project
–> a condition or capability that is necessary to be present in a product, service, or result to satisfy a business need
–> How are we going to do it? What do we need ?
Create WBS
subdividing the major project deliverables into smaller, more manageable components
–> Detain an overview of what we are going to work at
Validate scope
formalizing acceptance of the project deliverables
–> When is it good ?
Control scope
controlling changes to project scope throughout the life of the project
–> dealing with the changes
Different steps in project scope management : (6)
-Planning scope management
-Collect requirements:
-Define scope
-Create WBS
-Validate scope
-Control scope
Methods for collecting requirement
-interviewing
-Focus group and facilitated workshops
-Using group creativity and decision-making techniques
-Questionnaires and surveys
-Observation
-Prototyping
-Benchmarking
Project scope statement definition
The description of project scope, major deliverables, assumptions, and
constraints.
Content of a project scope statement
-Objectives: Why do we need the project.
-Scope description: What is within the scope of your project.
-Deliverables: List out the deliverables your team members need to produce in order to meet business objectives.
-Constraints and assumptions: Time, money, risk, customers, legislations, regulations, availability of key stakeholders, etc.
-Risks: Potential risks that can affect your project.
-Approval: Signatures from key stakeholders.
–> supporting document references
WBS definition
is a project management technique that involves breaking down a parent project into child tasks, which in turn are divided into sub-tasks
Creating an WBS
- Using guidelines: Some organizations provide guidelines for preparing WBSs (e.g. defense departments, government
projects, etc.) - Analogy approach: Review WBSs of similar projects and tailor to your project
- Top-down approach: Start with the largest items of the project and break them down
- Bottom-up approach: Start with the specific tasks
- Mind mapping: Uses branches radiating out from a core idea to structure thoughts and ideas
WBS dictionary
is a document that describes the deliverables on the WBS in more detail
–> may also include who owns the work package, estimated cost and schedule information, contract information if outsourced, specific quality requirements, technical and performance requirements, etc.
Advice for creating a WBS and WBS dictionary
-Unit of work should appear at only one place in the WBS
-Work content of a WBS item is the sum of the WBS items below it
-WBS item is the responsibility of only one individual, even though many people may be working on it
-Project team members should be involved in developing the WBS to ensure consistency and buy-in
-Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included
-WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement
Integration Planning for an Agile/Hybrid Project
-Only high-level planning in the beginning
-Less documentation (Write down only what is necessary, Have discussions to ensure common understanding)
-More details for the in short-term
-Requirements change after each iteration
Scope planning for an Agile / Hybrid Project
-Scope is not completely known until the end of the project
-Customer / Client can add and remove features at the start of every iteration.
-During backlog refinement teams progressively elaborate and reprioritize the work to determine what can be accomplished during that iteration.
-New features can be added at any time to ensure that projects deliver the most value.
