Presentation on theme: "Chapter 4 Scope Management"— Presentation transcript:
1 Chapter 4 Scope Management Delivering on change expectationsInstructor InformationThe intent behind these slides is not to perpetuate ‘death by PowerPoint’ in reproducing the content and graphics from the text. I think it’s pointless having exactly the same information in two places. Rather, they have been designed to both support and challenge your learners by summarising key information and providing a platform to trigger an exploration of the topic, robust discussion, critical analysis and private study.The information covered aligns with PMBOK (2012) and is applicable for all projects, all contexts and all sectors (public, private and not-for-profit). While each of the units is presented as a separate set of slides, they should not be treated as mutually exclusive and cannot be covered in a siloed delivery. Each constantly integrates with the others throughout all of the lifecycle stages.Consider the option of holistic assessment and direct the learner’s attention to the elements and performance criteria, the required skill and knowledge they must demonstrate along with the nominated critical aspects for assessment and evidence.I encourage you to expand on these slides, add material and inject your expertise.Enjoy your delivery.Stephen Hartley
2 Chapter overview Planning scope management Collecting the requirements Defining the scopeObjective validation criteriaControlling the scope
3 Planning scope management A scope management plan documents ‘…how the project scope will be defined, validated and controlled’ (PMBOK 2012).Establishes the direction and guidance parameters on how the scope itself (project or product/service based) will be managed.Provides a formal mechanism o limit, assess and authorise changes on a consistent and transparent basis.
4 Collecting the requirements What -Business requirementsStakeholder requirementsFunctional/technical or non-functional requirementsHow –Interviews, focus groups, questionnaires, workshops, storyboards, observation, prototypes, document analysis, provisional designs
5 Defining the scopeWhat is (inclusions) and what isn’t (exclusions) requiredEstablishes a scope baseline for comparisons and updatesForms the foundation of the project planInvestigates if expectation meets capabilityIdentifies the project deliverables, results and benefits
6 The work breakdown structure (WBS) Decomposes the projectWhat work must be performed?identifies all required activitiesHow long will each activity take?determines the durationWhat resources can perform the work?determines who is neededHow much investment is required?determines what budget is needed
7 Objective validation criteria Client acceptance will never be automatic in any project. Consider the following criteria to add a little formality to the process:issuing compliance certificatesmeasuring work performanceconducting variance analysisundertaking physical inspectionsconducting quality testingscheduling independent auditsassessing technical feasibilitymaintaining a traceability matrix
8 Controlling the scope Scope will always change over time (scope creep) Other words for scope creep are innovation, continuous improvement, a client change of mind or just poor managementScope control requires a written process with formal approvalProposed changes should be assessed against all other project variables (time, cost, risk, contracts, quality, …)Implemented changes must produce updated project plans and related documents
9 Review questionsWhat is meant by the term ‘scope management plan’, and what does it involve?What are some of the tool and techniques used to capture the scope baseline?What role do inclusions and exclusions play in the processes underpinning scope management?How does scope management differ from scope control?What are the essential components of an effective change request process?
10 Group learning activities Debate the value (and the time involved) in planning for scope managementConfirm which requirement collecting techniques are preferred by the learners, and whyDiscuss why capability is crucial to expectationsEvaluate the merit of both the graphical WBS (Figure 4.3) and the tabular representation (Table 4.4)Discuss whether the costs (and time) required to carry out validation criteria should be borne by the clientIdentify additional causes for scope creep
11 Assessment options Write a (one page) scope management plan Develop a requirements gathering plan/protocol that communicates exactly how requirement will be elicited from stakeholders (process and documents)Create a (one page) scope baseline documentDevelop a work breakdown structure (WBS) for a project (using either Excel or MS Project)Write a procedure on how project scope will be controlled throughout the projectShort answer questionsMultiple choice questions