Project Scoping

Question 1

Project Scoping

Answer 1

Is the planning and documentation of how the Engineer is going to undertake the required task(s)

Question 2

Scope of Works

Answer 2

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

Question 3

Product Scope

Answer 3

• Features and functions that characterise a product service or result

Question 4

Project Scope

Answer 4

• The work performed to deliver a product, service, or result with the specified features and functions.

Question 5

What Comes First - Product of Project Scope

Answer 5

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

Question 6

What makes up a project scope?

Answer 6

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

Question 7

Project Brief

Answer 7

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

Question 8

Elements of a good Project Scope

Answer 8

• Project objectives
• Goals
• Tasks
• Sub-phases
• Resources
• Budget
• Schedule
• Constraints
• Assumptions

Question 9

Project Objectives and Goals

Answer 9

Are made up of the Project Justification and the Product Scope.

Question 10

Project Justification

Answer 10

A Project Scope will often include a statement regarding the needs the project addresses.

Question 11

Goals

Answer 11

Can be specific to either the Product Scope (design expectations) or the Project Scope (expectations on delivery)

Question 12

Tasks and Sub-phases

Answer 12

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.

Question 13

Tasks

Answer 13

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.

Question 14

Sub-Phases

Answer 14

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)

Question 15

Gateways

Answer 15

Are hold points against which approval must be received prior to progressing to the next task.

Question 16

Resources

Answer 16

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

Question 17

Budget

Answer 17

Is a constraint defined in the Project Scope. It can cover the Product Scope and/or the Project Scope.

Question 18

Product Scope Budget

Answer 18

Is the available or target cost for a product. If the cost is too much, the project/product may not be justifiable.

Question 19

Project Scope Budget

Answer 19

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.

Question 20

Schedule

Answer 20

Is a programme or sequence that individual tasks will be undertaken in order to deliver the Project Scope.

Question 21

Project Scope Constraints

Answer 21

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

Question 22

Project Scope Assumptions

Answer 22

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

Question 23

Who Prepares Product Scope?

Answer 23

Typically prepared by the Client

Question 24

Who Prepares the Project Scope?

Answer 24

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

Question 25

Who Manages Compliance with the Project Scope?

Answer 25

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.

Question 26

Scope Creep

Answer 26

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.

Question 27

Scope creep can be a result of?

Answer 27

• 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