1. 2006 - Strong9 Consulting Services, LLC 1 PMI - SVC I-80 Breakfast Roundtable Monthly Meeting Thursday, October 12, 2006 8:00 am – 9:00 am

2. 2006 - Strong9 Consulting Services, LLC 2 September Meeting in Review 4.0 Project Management Integration – 4.1 Project Initiation Output – Project Charter Identified Business Need Identified Product Description Identified/Assigned Project Manager Identified Constraints Identified Assumptions – Sample Project Charters

3. 2006 - Strong9 Consulting Services, LLC 3 October Meeting Overview 5.0 Project Scope Management – 5.1 Scope Planning – 5.2 Scope Definition – 5.3 Create WBS – 5.4 Scope Verification – 5.5 Scope Change Control

4. 2006 - Strong9 Consulting Services, LLC 4 5.0 Project Scope Management What is Scope Management? – Defining Scope – work required – Controlling Scope – Controlling Scope Creep “Defining and managing the project scope influences the project’s overall success!”

5. 2006 - Strong9 Consulting Services, LLC 5 5.1 Scope Planning Process Developing Project Scope Management Plan – Describes how the team will define project scope – Develop the detailed project scope statement – Define and develop the detailed WBS – Verify the project scope – Control the project scope “Defining and managing the project scope influences the project’s overall success!”

6. 2006 - Strong9 Consulting Services, LLC 6 5.1 Scope Planning Inputs Inputs – Enterprise Environmental Factors – Organizational Process assets – Preliminary project scope statement – Project Management Plan

7. 2006 - Strong9 Consulting Services, LLC 7 5.1 Scope Planning Inputs Inputs – Enterprise Environmental Factors Organization culture Infrastructure Tools human resources personnel policies market place conditions Factors that could affect how the project scope is managed

8. 2006 - Strong9 Consulting Services, LLC 8 5.1 Scope Planning Inputs Inputs – Organizational Process Assets Formal and informal policies Procedures Guidelines Historical information – previous project’s lessons learned Assets that could affect how project scope is managed

9. 2006 - Strong9 Consulting Services, LLC 9 5.1 Scope Planning Inputs Inputs – Preliminary project scope statement Project Charter (4.1) Project Preliminary Scope Statement (4.2) – Developed from information by the project initiator or sponsor – Project and product objectives – Product or service requirements and characteristics – Product acceptance criteria – Project boundaries – Project requirements and deliverables – Project constraints – Project assumptions – Initial project organization – Initial defined risks – Scheduled milestones – Initial WBS – Order of magnitude cost estimate – Project configuration management requirements

10. 2006 - Strong9 Consulting Services, LLC 10 5.1 Scope Planning Inputs Inputs – Project Management Plan (4.3) Actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan. The project management plan content varies upon application area and complexity of the project.

11. 2006 - Strong9 Consulting Services, LLC 11 5.1 Scope Planning Tools & Techniques Tools & Techniques – Expert Judgment – Templates, forms, standards

12. 2006 - Strong9 Consulting Services, LLC 12 5.1 Scope Planning Tools & Techniques Tools & Techniques – Expert Judgment Expertise – Specialized Knowledge or Training Possible Sources – Other units within organization – Consultants – Stakeholders, including customers – Professional and technical associations – Industry groups

13. 2006 - Strong9 Consulting Services, LLC 13 5.1 Scope Planning Tools & Techniques Tools & Techniques – Templates, forms, standards WBS Template Scope Management Plan Template Project Scope Change Control Forms Analysis Tools – Product / Service Analysis – Brainstorming – Lateral Thinking

14. 2006 - Strong9 Consulting Services, LLC 14 5.1 Scope Planning Outputs Outputs – Project scope management plan Provides guidance to the Project Management Team on how the project scope will be: – Defined – Documented – Verified – Managed – Controlled

15. 2006 - Strong9 Consulting Services, LLC 15 5.1 Scope Planning Outputs Outputs – Components of the project scope management plan identifies the following processes Detailed Scope Statement – Based on the preliminary project scope statement WBS – Creation – Maintenance – Approval Completed Deliverables – Formal Verification – Formal Acceptance Control – Changes Identified – Changes Verified against Detailed Project Scope Statement – Changes Processed – Changes Linked to the Integrated Change Control Process

16. 2006 - Strong9 Consulting Services, LLC 16 5.1 Scope Management Plan Project Scope Management Plan – Subsidiary Plan of the Project Management Plan – Informal Broadly Framed – Formal Highly Detailed – Based on Project Needs

17. 2006 - Strong9 Consulting Services, LLC 17 Scope Planning Questions What must be done? – Objectives and magnitude or scope of work How should it be done? – Selection of Project Strategy. Who should do it? – Roles and Responsibilities can be assigned By when must it be done? – Scheduling is accomplished How much will it cost? – The budget is developed How good does it have to be? – Quality levels are determined What performance is required? – Performance specifications are determined.

18. 2006 - Strong9 Consulting Services, LLC 18 Scope Planning - Mistakes First Common Mistake – Not involving the right people in the planning process – Do not involve the people implementing the plan Manager plans unilaterally Organizations utilize planning groups Results – Difficult implementation – Inaccurate estimates – common error – Overlooked worked – Lack of commitment on the part of the people who execute the plan – Giving someone a plan for which they had no input may result in them say “There is no way I can do it that fast!” – Failure to consider that the person they are planning for is not working on the project full-time

19. 2006 - Strong9 Consulting Services, LLC 19 Scope Planning - Mistakes Second Common Mistakes – “Ready – Fire – Aim” – No time to really plan the project – Need to get to doing the “real work” Results – Disaster without good planning

20. 2006 - Strong9 Consulting Services, LLC 20 Project Definition What defines a Project? – One-Time Job – Definite Starting Point – Definite Ending Point – Clearly Defined Objectives/Scope – Budget (usually) The difference between a project and a repetitive activity! The difference between a project and a repetitive activity! “A project is a problem scheduled for solution.” – Dr. J. M. Juran

21. 2006 - Strong9 Consulting Services, LLC 21 Scope Plan - Suggested Table of Contents Define Project Objectives Define Project Objectives Define Project Approach Define Project Approach Define Commitments being assumed by the manager and key contributors Define Commitments being assumed by the manager and key contributors Assumptions Assumptions

22. 2006 - Strong9 Consulting Services, LLC 22 Problem Statement Problem Statement – Clearly define the problem to be solved by the project – W/O a sound definition – valuable resources could be wasted developing the right solution to the wrong problem Project Mission Statement Project Mission Statement – Summary of the overall goal and purpose of the project, identifying the client and outlining the general approach to be followed in doing the work Scope Plan - Suggested Table of Contents

23. 2006 - Strong9 Consulting Services, LLC 23 Project Strategy Project Strategy – A more specific statement is needed over the cursory mission statement so other people in the organization can decide if the proposed approach fits management strategies of the organization – Example: Managing subcontractors, technical methodology employed, make-or-buy decisions involved, etc. Statement of Project Scope Statement of Project Scope – Statement of what will and will not be done in the project – Project scope statement establishes boundaries – Project scope statement establishes deliverables at project close – Project scope statement helps in controlling scope creep Scope Plan - Suggested Table of Contents

24. 2006 - Strong9 Consulting Services, LLC 24 References A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Project Management Institute, 2004 Edition – Third Edition CD-ROM, (pp. 51-64) Lewis, J. P., Project Planning, Scheduling & Control – A Hands-On Guide to Bringing Projects in on Time and on Budget

25. 2006 - Strong9 Consulting Services, LLC 25 Questions Imitating Panning Executing Controlling Closing Project Delivered…. On time, On Scope, On Budget!