2006 - strong9 consulting services, llc 1 pmi - svc i-80 breakfast roundtable monthly meeting...

2006 - Strong9 Consulting Services, LLC1

PMI - SVCPMI - SVC

I-80 Breakfast RoundtableI-80 Breakfast RoundtableMonthly MeetingMonthly Meeting

Thursday, October 12, 20068:00 am – 9:00 am


September Meeting in ReviewSeptember 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


October Meeting OverviewOctober Meeting Overview

5.0 Project Scope Management – 5.1 Scope Planning5.1 Scope Planning– 5.2 Scope Definition– 5.3 Create WBS– 5.4 Scope Verification– 5.5 Scope Change Control


5.0 Project Scope Management5.0 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!”Defining and managing the project scope influences the project’s overall success!”


5.1 Scope Planning Process5.1 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 Defining and managing the project scope influences the project’s overall success!”success!”


5.1 Scope Planning Inputs5.1 Scope Planning Inputs

Inputs– Enterprise Environmental Factors– Organizational Process assets– Preliminary project scope statement– Project Management Plan



Inputs– Enterprise Environmental FactorsEnterprise Environmental Factors

Organization culture Infrastructure Tools human resources personnel policies market place conditions Factors that could affect how the project

scope is managed



Inputs– Organizational Process AssetsOrganizational Process Assets

Formal and informal policies Procedures Guidelines Historical information – previous project’s

lessons learned Assets that could affect how project scope

is managed



Inputs– Preliminary project scope statementPreliminary 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



Inputs– Project Management Plan (4.3)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.


5.1 Scope Planning Tools & Techniques5.1 Scope Planning Tools & Techniques

Tools & Techniques– Expert Judgment– Templates, forms, standards



Tools & Techniques– Expert JudgmentExpert Judgment

Expertise – Specialized Knowledge or Training

Possible Sources– Other units within organization– Consultants– Stakeholders, including customers– Professional and technical associations– Industry groups



Tools & Techniques– Templates, forms, standardsTemplates, forms, standards

WBS Template Scope Management Plan Template Project Scope Change Control Forms Analysis Tools

– Product / Service Analysis– Brainstorming– Lateral Thinking


5.1 Scope Planning Outputs5.1 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


5.1 Scope Planning Outputs5.1 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


5.1 Scope Management Plan5.1 Scope Management Plan

Project Scope Management Plan– Subsidiary Plan of the Project

Management Plan– Informal

Broadly Framed

– FormalHighly Detailed

– Based on Project Needs


Scope Planning QuestionsScope 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.


Scope Planning - MistakesScope 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


Scope Planning - MistakesScope 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


Project DefinitionProject Definition

What defines a Project?– One-Time Job– Definite Starting Point– Definite Ending Point– Clearly Defined Objectives/ScopeClearly Defined Objectives/Scope– Budget (usually)

The difference between a project and a The difference between a project and a repetitive activity!repetitive activity!

“A project is a problem scheduled for solution.” – Dr. J. M. Juran


Scope Plan -Scope Plan -Suggested Table of ContentsSuggested Table of Contents

Define Project ObjectivesDefine Project Objectives Define Project ApproachDefine Project Approach Define Commitments being assumed by the Define Commitments being assumed by the

manager and key contributorsmanager and key contributors Assumptions Assumptions


Problem StatementProblem 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 StatementProject 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



Project StrategyProject 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 ScopeStatement 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



ReferencesReferences

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


QuestionsQuestions

ImitatingImitating

PanningPanning

ExecutingExecuting

ControllingControlling

ClosingClosing

Project Delivered…. On time, On Scope, On Budget!Project Delivered…. On time, On Scope, On Budget!

2006 - strong9 consulting services, llc 1 pmi - svc i-80 breakfast roundtable monthly meeting...

Documents

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scope creepdefining

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project initiator