Project Scoping Flashcards
Project Scoping
Is the planning and documentation of how the Engineer is going to undertake the required task(s)
Scope of Works
Project Management:
- Point of accountability
- Understand big picture
- Maintain project control
Budget:
- Monitor burn rate
- Monitor efforts
- Review of financials
Schedule:
- Identify critical path
- Represents big picture
- Coordinates trades
Communication:
- Focused efforts
- Proactive links
- PM initiated
Product Scope
- Features and functions that characterise a product service or result
Project Scope
- The work performed to deliver a product, service, or result with the specified features and functions.
What Comes First - Product of Project Scope
The product scope must be confirmed before determining the project scope. You must have a clearly defined product scope in order to develop a well-defined project scope
What makes up a project scope?
Inputs:
- Scope management plan
- Project charter
- Requirements documentation
- Organisational process assets
Tools and Techniques:
- Expert judgment
- Product analysis
- Alternatives generation
- Facilitated workshops
Outputs:
- Project scope statement
- Project document updates
Project Brief
A document that provides a summary of the idea or task, how you imagine it working, and what work needs to be done to get it there. (similar to project scope)
Also known as project proposal, project summary, project breakdown, or scope of work document
Elements of a good Project Scope
- Project objectives
- Goals
- Tasks
- Sub-phases
- Resources
- Budget
- Schedule
- Constraints
- Assumptions
Project Objectives and Goals
Are made up of the Project Justification and the Product Scope.
Project Justification
A Project Scope will often include a statement regarding the needs the project addresses.
Goals
Can be specific to either the Product Scope (design expectations) or the Project Scope (expectations on delivery)
Tasks and Sub-phases
Are the components of the Project broken down into manageable bits. They are often defined in Project methodology and programmes. They are also often linked to remuneration or gateways.
Tasks
Are specific activities that are required in order to deliver the end product. A Project Scope could be one task, or it could be many. The description of how to complete all tasks make up the methodology.
Sub-Phases
Are Tasks within Tasks, often running in parallel. (e.g. complete concept design may include: bridge design, geometric design, geotech investigation, flood modelling; all running in parallel)
Gateways
Are hold points against which approval must be received prior to progressing to the next task.
Resources
Are the personnel, tools and materials to be employed on each task in order to develop and deliver the Product Scope in accordance with the Project Scope.
Design Resources: engineers, scientists, design software, laboratories, drill rigs
Construction Resources: labourers, plant, materials
Budget
Is a constraint defined in the Project Scope. It can cover the Product Scope and/or the Project Scope.
Product Scope Budget
Is the available or target cost for a product. If the cost is too much, the project/product may not be justifiable.
Project Scope Budget
Is the available fees or remuneration available in undertaking tasks to deliver the product. Budgets are often linked to tasks, sub-task or the project as a whole, with the Engineer only getting paid on completion of tasks, or the whole project.
Schedule
Is a programme or sequence that individual tasks will be undertaken in order to deliver the Project Scope.
Project Scope Constraints
Are rules or limits within which a Project Scope must be delivered and are binding on all parties. They must be clearly defined within a Project Scope. They are restrictions that limit what you can achieve, how and when you can achieve it, and how much achieving it can cost.
e.g. terms and conditions (contract), budget, deadlines and milestone dates
Project Scope Assumptions
Are decisions made in the preparation of a Project Scope that determine the way a project will be developed and/or managed. Assumptions are statements about how you will address uncertain information as you conceive, plan, and perform project.
e.g. Budget, task breakdown and sequence, programme, resource requirements
Who Prepares Product Scope?
Typically prepared by the Client
Who Prepares the Project Scope?
Determined by either the Client or the Engineer, typically both.
- Defined by Client in tender documentation
- Clarified by consultants of contractors in tender submissions
- negotiated between client and consultant/contractor
Who Manages Compliance with the Project Scope?
The Product Scope will define roles and responsibilities for completing tasks. Some will sit with the client where they are best able to manage a particular element. Some will sit with the consultant or contractor.
Typically compliance is managed where it best sits.
Scope Creep
Scope Creep in project management refers to uncontrolled changes or continuous growth in a project’s scope. It is typically regarded as harmful to a project as there are often negative consequences. Scope Creep can occur when the scope of a project is not properly defined, documented, or controlled.
If budget, resources, and schedule are increased along with the scope, the change is usually considered an acceptable addition to the project (a variation), and the term “scope creep” is not used.
Scope creep can be a result of?
- poor change control
- lack of proper initial identification of what is required to bring about the project objectives
- weak project management or leadership
- poor communication between parties
- lack of initial product versatility
