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© NSW Department of Education and Training (DET) 2005

All rights reserved. This work is copyright to NSW Department of Education and Training. Permission is given to trainers and teachers to make copies by photocopying or other duplicating processes for use within their own training organisations, or in a workplace where training is being conducted. This permission does not extend to the resale of this material to third parties, the making of copies for use outside the immediate training environment for which they are made, and the use of the materials for hire. Outside these guidelines, all material is subject to copyright under the Copyright Act. 1968 (Commonwealth) and permission must be obtained in writing from the NSW Department of Education and Training.

Disclaimer

The views expressed in this work do not necessarily represent the views of the NSW Department of Education and Training. The NSW Department of Education and Training does not give warranty nor accept any liability in relation to the content of this work.This work has been produced initially with the assistance of funding provided by the NSW Department of Education and Training, Training Development Unit, through the Training Resources & Support Program with advice from the Product Advisory Committee.

Further copies of this resource are available from: Website: www.skillsonline.net.au

For further information, contact: Email: [email protected]

First published July 2005Resource Development Team

Performance Development SolutionsLorraine Wheeler & Assoc P/LPrecision ConsultancyRMITTraining Plus Solutions P/L

Product Advisory CommitteeDeborah Griffin NSW DET Catherine Chaffey Financial Services Education Agency Aust ltd Suellen Freeman SW Sydney Institute of TAFE Bankstown Campus Paul Tweddell Dept Aging Disability and Home Care David Makin/Neroli Sheldon AIM Justine Mercer Moore NSW Chapter of the AIPMLorraine Wheeler/Stephen Auburn Project Team

(BSBPM502A) Manage project scope © NSW DET 2005 of 76

mailto:[email protected]

http://www.skillsonline.net.au/

Contents

Index of templates.................................................................................4

1. Introduction........................................................................................6

1. Introduction........................................................................................6

1.1 How the learning guide is organised................................................7

1.2 An overview of (BSBPM502A) Manage Project Scope.......................8

1.3 Learning outcomes...........................................................................8

2. Project Scoping: Topics and learning activities................................10

2.1 About managing project scope.......................................................10

2.1.1 Definition(s) and Main Activities Involved In Project Scoping......12

2.1.2 The Relationship of Project Scoping and Project Phases.............13

2.1.3 Responsibilities for project scope activities.................................15

2.1.4 Stakeholder involvement in project scoping...............................15

2.2 Element 1: Conduct project authorisation......................................17

2.2.1 Organising the process of project authorisation..........................17

2.3 Element 2: Defining the scope of a project....................................21

2.3.1 Establishing agreement with client about project scope.............25

2.3.2 Clarifying outcomes and establishing performance measures....29

2.3.3 Developing and implementing a scope management plan.........34


2.4 Element 3: Managing the application of scope controls.................35

2.4.1 Implementing change control procedures...................................37

2.4.2 Reviewing progress and recording results..................................42

3. Assessment and demonstration of competency...............................46

3.1 Developing an evidence portfolio...................................................46

3.2 Products that can be used as evidence of competency.................47

3.3 Processes that can be used as evidence of competency...............48

3.4 Record of work experience in project scoping................................49

3.5 Assessment activities.....................................................................52

4. Resources and reference materials..................................................55

4.1 Scope management proformas......................................................55

4.2 Further references.........................................................................63

4.2.1 General references......................................................................63

4.2.2 References specific to project scoping........................................63

4.3 Key terms in Project Scoping..........................................................64

Appendix 1: Unit of Competency..........................................................65

Appendix 2 Assessment Template for (BSBPM502A) Manage project scope


Index of Learning and Assessment Activities

Reflection: Scoping a project.............................................................16

Reflection: Conduct project authorisation activities.............................21

Reflection: Breaking deliverables into manageable chunks................24

Reflection: Conducting a Works Breakdown exercise...........................28

Reflection: Organising a project team briefing.....................................28

Reflection: Reviewing and recommending changes to scope..............38

Reflection: Analysing scope changes...................................................41

Reflection Assessing scope effectiveness and recommending changes 45

Assessment Activity...............................................................Scoping a project52

Assessment Activity Managing processes to secure scope authorisation52

Assessment Activity Developing a scope management plan...............54

Assessment Activity Identifying and documenting scope management issues...................................................................................................54

Index of templates

Project Overview Statement, or scope proforma (a)............................55

Project scope proforma (b)...................................................................56


Project authorisation proforma.............................................................57

Scope definition checklist.....................................................................58

Scope management proformas............................................................59

(a) Scope management plan................................................................59

(b) Scope Change control template......................................................60

Project Change Order Form..................................................................61

Issues Register.....................................................................................62


1. Introduction

Welcome to these materials, developed by the NSW Training Resources and Support Program (TRS) of the NSW Department of Education and Training to support delivery of the Diploma of Project Management (BSB51504) from the Business Services Training Package (BSB01).

These materials should be used in conjunction with the learning guides for the other units of competency in the qualification and the relevant assessment activities from the Assessment Guide including holistic and up front assessment activities.

The design of the materials is based on the assumption that project management is not an entry level qualification and learners are likely to have existing training and qualifications. This learner guide is aimed at learners who will be working as project team members in a single project or in one area of a large, complex project.

This is the learning guide that applies to the national unit of competency (BSBPM502A) Manage project scope from the Diploma of Project Management (BSB41504) and is designed for use in conjunction with the other relevant components of the Kit. There are two other units of competency closely related to (BSBPM502A) Manage project scope. These are:

(BSBPM402A) Apply scope management techniques: This unit applies to functions normally carried out by project team members under the direction of the project manager and working with other project team members

(BSBPM602A) Direct the scope of multiple projects/programs: This unit applies to the functions performed by a project manager to manage scope within multiple projects and programs.


The required units of competency to attain the Diploma of Project Management (BSB51504) are:

(BSBPM502A) Manage project scope

(BSBPM503A) Manage project time

(BSBPM504A) Manage project costs

(BSBPM505A) Manage project quality

(BSBPM506A) Manage project human resources

(BSBPM507A) Manage project communications

(BSBPM508A) Manage project risk

(BSBPM509A) Manage project procurement

(BSBPM501A) Manage application of project integrative processes

1.1 How the learning guide is organised

This learner guide is divided into four sections:

Section One provides an overview of the unit of competency.

Section Two contains information and activities arranged around topic areas that reflect each of the elements in the unit of competency. The activities include reflective questions, problem solving exercises and activities involving workplace research. Many of the activities draw on the five case studies provided with these materials

Section Three provides information about assessment and demonstration of competency. It includes proformas for


recording evidence of competency and assessment activities.

Section Four contains a number of relevant templates and proformas, a glossary of terms and a guide to electronic and print resources and reference materials.

1.2 An overview of (BSBPM502A) Manage Project Scope

This unit specifies the outcomes required to determine and control the end products of the project, and the processes to develop them. It covers project authorisation, developing a scope management plan, and managing the application of project scope controls.

A project manager usually performs this function.

A full copy of the unit is included in this learning guide – see appendix one.

1.3 Learning outcomes

The information and activities in this Learning Guide aim to assist you to achieve the following outcomes:

1.3.1 Elements of competency

The elements are the critical outcomes for the unit of competency. The three elements in this unit are:

1. Conduct project authorisation activities

2. Conduct project scope definition activities

3. Manage application of scope controls


1.3.2 Knowledge and skills involved in project scoping

The unit of competency identifies the required knowledge and skills listed below. Learning and assessment activities in this guide have been developed to reflect following areas of required knowledge and understanding listed in the unit of competency:

Organisational processes leading up to project authorisation, start-up and designation of a project manager

Where scoping fits in the life-cycle of a project

The need for scoping during project start-up and for ongoing scope definition during the project

Methods to define products and activities such as work, organisation and product breakdown structures

The components of a scope statement

The practice of change control.

Required skills and attributes include:

The ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

project management

planning and organising

communicating and negotiating

problem solving

teamwork and communication skills

leadership and personnel management

monitoring project progress

project management methodology.


the need for scope definition during project start-up

the importance of, and ability to use techniques for scope definition

the place of scope management in the project life cycle

an understanding of scope change control procedures

methods to define products and activities such as a simple work breakdown structure

required attributes include attention to detail, accuracy and critical thinking

2. Project Scoping: Topics and learning activities

2.1 About managing project scope

Project scoping is the framework, or scaffold for the management and implementation of any project. Project scoping is concerned with mapping a detailed pathway for the project, from the point at which a project is first considered, through to the final sign off. Scoping sets a boundary around what the project is about, and, equally importantly, what the project is not about. In other words, effective scoping ensures that:

project activities are appropriately authorised

projects do not stray from their goals and objectives

projects do not run over time or budget.

Effective project scoping will ensure that:

the project is appropriately authorised

that the project outcomes and products are determined


the processes to develop products are identified and mapped onto a detailed pathway for the life of the project.

Project scoping may start well before a project is approved and will continue throughout the life-cycle of the project. If the project has not been formally authorised, the project manager will need to organise authorisation as the first step in scoping.

For projects include a tendering process, scoping will commence when the organisation is considering whether to be involved in a tender, or if a number of potential projects are under consideration a priority listing will be needed for budget purposes. A scoping exercise for each project will provide a basis for decision-making.

The project manager usually performs the project scoping; however, a specialist consultant or interim manager may be involved in the initial scoping, or the project manager may lead a team to define and manage the scope of the project. The manager would normally remain responsible for scoping throughout the life of the project. The responsibilities include:

regular scope monitoring

refining scope progressively throughout the project

identifying ‘scope creep’

reporting to higher authorities on any changes required and/or made.

In a large project, the manager may need to delegate responsibility for day-to-day scoping exercises to a member of the project team, who would report regularly to the project manager.

The need for flexibility and adaptability in scoping a project

While general rules and guidelines can apply to project scoping, no two projects are exactly alike, and you need to be able to adapt procedures to suit the particular circumstances. In a project with tight timelines and a limited budget, the project manager and team may need to


reduce the effort put into certain stages of scoping. For example in Case Study 1: the Asia Tsunami Cricket Match, all of the planning and organising for this major event was done in 15 days. How do you think that this would affect the job of initial project scoping and scope management? Everything must have been done on the run, and the success of the event would have relied heavily on team work and cooperation between a number of organisations.

The need for constant review of project scope

Because projects seldom proceed according to the original plan, it is very important that the activities of the team are carefully monitored against the planned project deliverables and the specified work activities, established at the outset of the project.

Any changes to the original plan should be identified and checked with the higher project authority and other stakeholders as required. Changes need to be recorded and the scope management plan adjusted accordingly.

This constant monitoring and checking role means that the person in charge of managing the scope of a project needs to have well developed interpersonal skills and to be able to relate positively to the wide range of people involved in the project.

2.1.1 Definition(s) and Main Activities Involved In Project Scoping

The key activities involved in project scoping are:

identifying objectives and outcomes and the resources required to achieve these

initial consultation with stakeholders to confirm a shared understanding about the project’s objectives


ensuring that the project is authorised so that the project receives the resources and effort necessary for successful implementation

defining the scope of the project in terms of objectives, deliverables, work activities, constraints and assumptions

establishing the measurable project outcomes to enable a quantified evaluation of project performance

developing a scope management plan

implementing the agreed scope management procedures and processes

monitoring changes to the scope of the project according to change control procedures within established time, cost and quality constraints so that project objectives are met

reviewing project progress and record results

identifying issues, recommending improvements and passing on documented recommendations to higher project authorities for application in future projects.

2.1.2 The Relationship of Project Scoping and Project Phases

Project scoping is important at all phases of project operations, not just at the start. The major scoping activities in each phase are outlined below:

1. The proponent phase – that is, before a project proposal is submitted (this is also called the initiation/concept phase)

During this phase of the project the major activities include identifying the project objectives and the resources required to achieve them. This part of the project scoping may be undertaken by a project manager/team other than those for the role of manager for the project in question. This will depend on the scale of the organisation and the


project(s) for which proposals are submitted. For example, a large building company may employ a team whose responsibility is to assess the viability of a potential project, evaluate likely risks, estimate costs and resource requirements and make a recommendation to project authorities about whether or not to pursue the project.

2. Approval phase – once a project is approved (the planning/development phase)

If a project manager and team have not previously been appointed (for example where a specialist proponent/concept phase manager and team have been employed), then this will happen immediately after the project is approved. The first task of the new project manager is to secure authorisation for the project if this has not been done. If authorisation has already been finalised, the project manager will need to get copies of the documentation as the basis for their next task – briefing the project team.

During the approval phase the project manager will consult with the key stakeholders and ensure that everyone is in agreement about the objectives and deliverables for the project and carry out the following planning activities:

Define the work activities needed to meet objectives and deliverables.

Identify the constraints and assumptions under which the project will operate, including timelines, budget and other resources available to the team.

Develop a statement of quantifiable project outcomes as the basis for evaluation of project performance.

Develop the scope management plan.

3. Implementation phase – when the project is underway (the delivery phase)


Scoping functions carried out during this phase include implementing the agreed scope management procedures and processes and reviewing project progress. As progress is reviewed, the project manager will also be monitoring changes to the scope of the project and implementing the agreed change control procedures to ensure that outcomes and deliverables continue to be met under changed circumstances.

4. Completion phase - review (the finalisation phase)

During this phase the project manager will lead the team in conducting a final review of project processes and evaluating the extent to which the project achieved it objectives and delivered agreed outcomes/products. The review and evaluation will identify issues, recommend improvements and pass on documented recommendations to higher project authorities for application in future projects


2.1.3 Responsibilities for project scope activities

Personnel Responsibility

Project manager Leads the project team in defining and managing the scope of the project, including refining the scope progressively throughout the project, monitoring scope, identifying ‘scope creep’ and monitoring and reporting to higher authorities on changes

Authorizing agent/agency

Selects and briefs the project manager, authorising the project and endorsing the scope management plan, receiving and analysing review reports and meeting with the project manager at agreed critical points during the project. The authorising agent may also be required to step in, in the case of a crisis in the project, or in a dispute resolution role.

Project team member(s)

Contribute to the scope definition process including the development of the scope management plan; work as a team under the leadership of the project manager to apply the project scope controls; participate in project review and evaluation activities

2.1.4 Stakeholder involvement in project scoping

A stakeholder is any person or organization who may be positively or negatively affected by the activities involved in the project and its outcomes and products.

Stakeholders play an important part in communicating their expectations to the project manager and team and receiving reports from the project manager on the management of project scope to ensure that change controls are maintaining the project outcomes in accordance with stakeholder interests. A project is considered successful when the needs of the stakeholders have been met or exceeded. This means that you need to be clear on who your stakeholders are and ensure that they have been consulted in the project scoping stage.


Here are some of the principle stakeholders to include:

The project manger.

The customers (both internal and external) who receive the deliverables.

The people doing the work for the project.

The project sponsor (who provides the money and resources for the project).


Reflection: Scoping a projectCase Study 3: Developing a Training Program provides details of a Request for Tender to produce a program and resources for the Training of Authorised Officers in a Metropolitan Public Transport System. Reflect on the scenario below, putting yourself in the role of manager in a TAFE Institute Project Unit, considering whether to respond to the request for tender.The unit you manage is quite small – just yourself as manager, three full time curriculum specialists/writers and one administrator. The unit designs and publishes learning materials for the School of Community Services, Justice and Public Safety, of which they are a part, and draws on the services of consultant instructional designers, editors and graphic artists as required. If the unit takes on a commercial project, you will negotiate with the head of school to second additional teaching staff from the school and additional sessional teachers take on the full-time teachers’ classes for the duration of the project. Your head of school has asked you to review the RFT and to make a recommendation on whether to put resources into preparing a tender. In reviewing the RFT you note that the timelines are very tight (only three months to write and produce 400 hours of teaching material). You know that you have the expertise to develop the curriculum and assume that because the Training Program is one that the unit already delivers that you will be able to customise some existing materials. You note also that the materials produced by the project will be owned by the government department and that you will need to carefully document your existing intellectual property so that the materials already produced by the unit for use in teaching will remain the property of the college. You realise that you will need to second two teachers for a month each to help prepare the materials and that you will need the head of school to agree in principle to the secondments. As you only have one week to write the proposal and will need to put aside some other work for this time, you decide that you need to talk over the options with the head of school. As a basis for that meeting you need to prepare a briefing note including details on the following:1. The outcomes of the project – for the Unit and the School.2. The project deliverables.3. The resources you will need from the school to complete the project.4. The risks associated with proceeding or not proceeding.Section Four contains a sample proforma for a project overview statement that could form the basis of the briefing note.


2.2 Element 1: Conduct project authorisation

Learning outcomes covered in organising the process of project authorisation include confirming project authorisation with higher authority to ensure the commitment of resources and effort.

2.2.1 Organising the process of project authorisation

Most projects will need to be approved or authorised for a range of reasons. Even if you are in sole charge of a project within an organisation, there will be external points of authorisation – for example, seeking a planning permit for a building or renovation; or getting local council approval to hold a street party.

As a project manager working in an organisation, you will be responsible to a higher authority – for example a project director or general manager, for the work you do. This means you need to follow organisational policies and procedures to secure authorisation before projects commence and depending on the scale of the project and agreed procedures, at other stages of the project. Authorisation will also be required before going to tender.

In the Case Study 3: Developing a Training Program, the project manager may have anticipated that she would need additional help to prepare the tender documents as other project team staff are fully committed at the time. The briefing paper would need to cost the staff time to balance that cost against the likely benefits to the school if the tender is won. Once the head of school has signed off on the recommendation to submit a tender, the project manager is authorised to develop a project proposal that includes the services of two additional teachers. This process of securing preliminary authorisation also ensures that the organisation is aware of any risks associated with the project.


Before proceeding, find out about the project authorisation procedures in your own workplace, and answer the questions in the tables below.

Project authorisation in your organisation

Name of organisationName and position of my project authorising officerIs there a document that outlines the authorisation procedure?

At what stage(s) does authorisation need to be secured?Is there a proforma to use?

Upfront authorisation

Upfront authorisation is what enables the project to get off the ground. Depending on the complexity of the project and the resources required, this may be a single page or a quite detailed document. The following are two different approaches:

1. The supervisor of teller staff at a local bank branch wants to review customer awareness of the bank’s new electronic banking service by having tellers’ survey customers when they come in to do their banking. The project will require no additional resources and will be conducted over a two week period.

2. All that will be required by way of authorisation is a short statement of the outcomes of the project, a couple of sentences about how it will be conducted, how the outcomes will be presented and a statement that no additional resources are required.

3. The manager of a TAFE Institute project unit, having won the tender needs to scope the project to take place over three months. Given the tight timelines the unit manager proposes that one of the permanent unit staff act as project manager (on higher duties). She also needs to fully cost backfilling for the seconded staff members for three days per week, and to budget for the contracted services of two curriculum specialists.


4. The authorisation in this case would include a copy of the contract (that demonstrates the funding is available) and a detailed project budget that demonstrates that funding will be sufficient for the anticipated costs.

Authorisation at critical review points

In the second example above, the upfront project authorisation has been decided before the project manager is appointed. The project manager’s first task will be to develop a scope statement for the project, and to provide the unit manager with a work plan that includes a schedule for authorisation at the critical review points of the project, for example:

when the Project Steering Committee have approved the curriculum design

when the first draft of the learning materials is completed

when all materials have been completed and the project manager is recommending handover to the client.

Scope statements, checklists and proformas

Project authorisation may be in the form of a scope statement. This is a brief document that provides the person who will authorise the project with a clear summary of:

the rationale for the project

details of what will be involved in its implementation.

Examples of different proformas for use in project authorisation are provided in Section Four of this Learning Guide. Exactly how much detail is included in a scope statement will depend on the size and complexity of the project and the organisation’s policy and authorisation procedures.

The checklist in the following Authorisation Checklist table identifies standard items that may be addressed in a project authorisation


process. Use the checklist to compare your own organisation’s authorisation procedures with these standards.

How does your organisation compare? Are there items that are not addressed? If so find out why. Are there additional items included in your own authorisation processes? If so add these items. You can then use this information to customise the project scope proforma in section 4.1.2 to suit the requirements of your workplace.


Authorisation checklist tableStandard item Explanation/definition Used in my

workplace ()

Project name and number

Used to identify and classify the project

Project sponsor Person/company who has contracted the project

Project manager The person leading the project team who is responsible for project outcomes

Project director The person to whom the project manager reports

Priority ranking Urgency in relation to other projectsProblem/opportunity What led to the project being commissionedDeliverable Specific outcome(s)Key objectives Major commitments/ work to be achievedCritical success factors Indicators that the outcome has been

achievedStakeholders People who have a stake/ interest in the

project and can influence its successPerformance reporting A statement of how progress will be

measured and communicatedSpecification Describes the deliverables in detailBudget & resources The funding and other resources (including

people, space, equipment) required to achieve project outcomes on time

Time Start and finish dates; critical milestonesRisks, obstacles, assumptions

What might go wrong or get in the way; assumptions on which the specification, budget and timelines are based on

Escalation management Strategies for managing issues, conflict and disputes

Contingency Backup strategies – part of risk management

Contractual arrangements

Between project sponsor and project organisation; between project organisation and sub-contractors

Business value Rationale for taking on the projectApprovals Sign-off required for project to commence

and proceedAttachments Any document accompanying the


authorisation proformaPrepared by/ Date Person submitting the authorisationApproved by/Date Person(s) authorising the project/approving

the scope

Reflection: Conduct project authorisation activitiesThe briefing note you produced in the previous section’s Reflection activity related to Scoping a Project, identified three important outcomes for the unit and the School: first, if the tender bid was successful it would help secure the annual income target; secondly, it would bring the school a new client; thirdly it offered an opportunity to extend the specialist skill base of the school through seconding teachers as writers. Your head of school believes that the tender should go ahead, but asks you to think about it overnight and prepare a formal request for authorisation. In addition to the material in the briefing note the authorisation proposal should include information on:1. The resources required to complete the tender documentation2. Any assumptions on which a tender bid would be based – e.g. the availability of additional staff members to develop the materials3. Any risks (e.g. not being able to meet the deadlines) and strategies for dealing with the risks.

In Section 4.1.3 you will find an authorisation proforma that can be adapted for this task.

2.3 Element 2: Defining the scope of a project

Learning outcomes covered in defining the scope of a project include:

Identifying project objectives: these may be the same as the deliverables, but can also relate to the way the project is conducted, including the maintenance of good client relations, ensuring safe working conditions for employees and contractors and addressing contingencies in a timely manner.

Identifying project deliverables: these include all of the products and services defined within the scope.


Identifying constraints: Constraints are factors that will limit the project management team’s options. For example, a predefined budget is a constraint that is highly likely to limit the team’s options regarding scope, staffing, and schedule. When a project is performed under contract, contractual provisions will generally be constraints. Another example is a requirement that the product of the project be socially, economically, and environmentally sustainable, which will also have an effect on the project’s scope, staffing, and schedule.

Identifying assumptions: the project manager, project team and the client operate on the basis of assumptions about roles and responsibilities and outcomes. It is important that these are clarified at the outset so that the chance of later misunderstandings is minimised.

Defining Principle work activities: this is the plan of what the project team will do to achieve objectives and produce deliverables and the timeline to be followed.

Scope definition involves working out exactly what is part of the project and, equally importantly, what is not. An accurate definition of the scope of the project will make the job of managing scope and scope changes throughout the project easier and reduce the chances of ‘scope creep’ and misunderstandings between team members and with clients and stakeholders about the goals of the project. The definition of project scope also forms the basis for establishing a formal agreement with the client about what the project will deliver, how it will be undertaken, and when it will deliver on agreed outcomes.

Breaking deliverables into manageable chunks

An important part of scope definition involves identifying project outcomes and deliverables, and subdividing deliverables into smaller and manageable components. The smaller components can also be


subdivided into even smaller groups of self contained work tasks – called ‘work packages’ to enable:

easier management of each component

accurate estimation of time, cost and resource requirement

a baseline for performance measurement to be set

easier assignment of resources

easier assignment of responsibility for works packages.

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Breaking project deliverables into smaller easier to manage components involves two steps:

Identifying the major components of the work scope. The way these major components are identified must also be in synch with how the overall project will be managed. For example the first level of decomposition may be into project phases or may even be geographical, country or region.

Deciding if cost, schedule and quality can be effectively managed at this level of detail. If not then the components need to be broken down into another level of detail.

As an example consider Case Study 2: The major task ahead of Fred, who has just won a contract to construct a shed are to build a shed in three weeks on a budget of $40,000. Each of these tasks can be further broken down, for example:

Building the shed involves:

finding and contracting suitable subcontractors

finalising the colour and design

preparing the site for construction


http://www.projectmagazine.com/oct01/scope2.html

undertaking the construction in compliance with building regulations

making good – including rubbish removal and handover.

Each of these tasks can be further broken down into manageable components, each of which can then be aligned to the timeline and the budget.

A recommended method for defining scope is to build-up a Work Breakdown Structure (WBS) that facilitates the planning and control of cost, schedule and technical quality of the project outcome and can be used to confirm a common understanding of the full scope of the project. Any work not included in the WBS is not included in the scope of the project.

The WBS is normally shown in the form of a chart, similar to a family tree. Each level breaking down the scope of the work into more defined components, until the lowest works package level is reached. Each component of the WBS has its own set of goals and project objectives which must be achieved in order for the overall project objectives to be met. A WBS template is located in Section 4 of this learning guide.

Reflection: Breaking deliverables into manageable chunksFirst read Case Study 2 about Fred’s Sheds and list all of the project tasks that are mentioned in the story. Then take the 5 subtasks listed above and break each down into smaller components. Once you have divided the sub-tasks into sub-sub-tasks, ask yourself whether these components are small enough to be manageable. If so, list the sub-sub-tasks in the order in which they will need to be completed. Use the table below to format the tasks and sub-tasks. The first set of sub-tasks have been completed as a guideFRED’S SHEDS: JOB NO: 129: MR JONES COMMENCEMENT DATE: 4 APRIL 2005WORK PLANPlanning and permitsFinalise building design and specifications and get client sign-offApply for permits to clear and buildDevelop 1st draft master schedule Source and price materialsFinding and contracting suitable subcontractors


Email/phone three sets of sub-contractors with offer; 24 hour turn-around on acceptanceDevelop sub-contracting schedule and contract; organising signing

Lock construction team into schedule

Revise and distribute master schedule to sub-contractors and team

Preparing the site for construction

Undertaking the construction in compliance with building regulations

Making good – including rubbish removal and handover


2.3.1 Establishing agreement with client about project scope

The agreement between a project manager and a client may take different forms: it may be a letter of agreement; a memorandum of understanding; or a formal contract. Whatever form the agreement takes, there are four basic principles to follow:

1. Make sure the agreement is in writing and signed by the client and the person responsible for authorising the project or their delegate.2. Make sure the agreement spells out progress will be monitored and how changes to the scope of the project will be dealt with.3. Write the agreement in clear, precise language that can be readily understood by your client and your project team.4. Make sure the agreement includes statements on: the project objectives and deliverables; the constraints and assumptions under which the team will operate; and the principle work activities and timelines.The contents of a client agreement will vary according to the type of project. In the case of IT projects – for example the installation of a new software system on a client’s network will require detailed technical specifications of the system as part of the agreement. Because software installations affect business operations and impact on staff roles projects there will be a number of considerations to be included in the scope definition and agreed with the client, such as:

business processes that will be affected

business areas/units that will be affected

business locations that will be affected

business data that will be changed

business applications that will be changed

technologies that will be changed.

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http://www.projectperfect.com.au/info_define_the_scope.php

A useful way to organise a client agreement is to use a Scope Definition Checklist. You might decide to complete the checklist before meeting with your client, and work through the list with them or perhaps complete the checklist with your client. Alternatively you may decide to use the checklist as an in-house tool and write a letter of agreement to your client.

The completed sample checklist on the following page identifies the main elements for an agreement between Gino and Andrea – the co-owners of Makeovers R Us and their client, Cecile Andrews - see Case Study 4. Gino and Andrea have completed this checklist as the basis for writing a letter of agreement with Cecile. Once the letter of agreement is signed and the detailed timelines and work plan has been determined, Gino and Andrea use their client agreement checklist to establish performance measures and their scope management plan, including plans for review and evaluation.


Scope definition and client agreement checklistWho is the client? Cecile AndrewsWhat are the objectives of the project

1. To provide Cecile with a fully renovated kitchen within 5 weeks commencing 1 May 2005;2. To ensure that Cecile’s domestic life is disrupted as little as possible during the renovation. This will include organising temporary facilities to make coffee and heat meals during the renovation, storing kitchen fittings where Cecile can access those needed during the renovation, and making sure the cat doesn’t ‘escape’ or constitute a hazard for the tradespeople.

What are the project deliverables including products, services and other agreed outcomes

1. A costed plan for the new kitchen that specifies: Colour scheme; paint brand and tones; floor coverings; layout; new fittings and fixtures; 2. An agreed timeline for the renovation;3. An agreed team of tradespeople and suppliers;4. Temporary kitchen facilities and a strategy for looking after the cat6. A fully renovated kitchen, evaluated against agreed specifications

What assumptions does the client have?What assumptions does the project team have?Are these assumptions compatible

Cecile assumes that we can deliver on their claim to manage projects ‘on time, on budget, to your specifications;We are working on the assumption that Cecile’s specifications are an accurate framework for planning the project, but we know that we will need to carefully detail how we intend to meet each specification, so that there is no misunderstanding about the scope of the project. In case Cecile wishes to add specifications during the project, we’ll build time and cost contingencies into the agreement.

What constraints is the project operating under?

The main constraint is time. We do need to carefully cost all items and make sure the quotes we get are firm.The other issue is the cat – apparently she cannot be allowed outside as she is a bolter! A solution is needed

What will the project team be doing to deliver agreed products and services?

The project team will manage all aspects of the renovation, ensuring that all tradespeople arrive on the appointed day and that fittings and fixtures are delivered on time. We will also phone Cecile after each stage of the renovation is completed to make sure she is satisfied

What are the timelines for these activities

We aim to finish in three weeks with agreed over-run only if additional specifications are to be met. Detailed timeline to be developed once the letter of agreement is signed.


Are the client and the project team in agreement regarding the project activities and timelines?

On the basis of discussion to date, yes; The letter of agreement will include attachments detailing the budget, timeline and solutions to storage problems (including cat!) and temporary kitchen facilities. These will be signed by Makeovers R Us and client.

Reflection: Conducting a Works Breakdown exerciseIn the Case Study of Cecile’s kitchen renovation breaking down all the tasks to be done to the level of detail required will ensure adherence to timelines and budgets can be monitored. This breakdown will become an attachment to the letter of agreement.To develop the breakdown first list all of the project management activities, for example:

Source and price each item to be purchased (Stove, fridge, dishwasher etc)

Source tradespeople, secure quotes and check availabilityOnce you have listed all work activities, put them in order and plot them against the timeline for the project (note that you have already decided to finish the project in three weeks), and also identify the cost items for each stage. (For the purposes of this activity the budget should include all cost items but actual costs are not necessary).Once you have allocated each activity to a time line and budget item, ask yourself if the breakdown of tasks is sufficient to be able to accurately cost the activity and identify time and budget blow-outs

Briefing the project team

In the case study above, the project team will consist of Gino with assistance from one of the company’s regular consultant project officers, who will be the daily point of contact, reporting to Gino. The team briefing in this instance should be relatively straightforward. On the other hand, in the case of the Asian Tsunami Benefit Cricket Match, briefing the project team would be a major logistical task, since there would have been a number of different operational teams, employed by different organisations as well as a coordinating team convened by Cricket Australia.


Reflection: Organising a project team briefing Read Case Study 1 on the Asian Tsunami Benefit Cricket Match. First think about how many project teams would be in operation; then cast yourself in the role of a Cricket Australia employee who has been asked to prepare an initial briefing note to be emailed to all participating companies to let them know that the ICC, ACC and ICPA have all agreed to the match and to organise for a just-in-time planning process to ensure the event can take place in 14 days. Remember, all of the organisations involved in providing services are donating their time. Note: you can find some information on the Tsunami Relief Match on the Cricket Australia website: http://www.cricket.com.au/portal/site/cricketaustralia/menuitem.e24a2d46f6a0897e6918d6104420a2a0/Go to Media Centre, and search for media releases in January 2005, andGo to Major Reports and Publications where you will find the February issue of the Cricket Australia newsletter that contains a report on the match.


http://www.cricket.com.au/portal/site/cricketaustralia/menuitem.e24a2d46f6a0897e6918d6104420a2a0/

http://www.cricket.com.au/portal/site/cricketaustralia/menuitem.e24a2d46f6a0897e6918d6104420a2a0/

2.3.2 Clarifying outcomes and establishing performance measures

Performance measurement involves the quantitative evaluation of project performance. Performance measures are indicators of how well the objectives of a project have been achieved and the extent to which deliverables. As the name suggests performance measures enable processes and outputs to be measured against a benchmark established at the start of the project.

The development of performance measures involves the development of criteria for measuring how well a project has adhered to the agreed work plan, or methodology and how well the project has performed in meeting agreed outcomes. There are two types of performance measures:

one that measures whether the project is under control

another that measures the project's success.

For example, to measure the success of the Tsunami Benefit Cricket Match Cricket Australia may have established a performance indicators related to the amount of money raised, the amount of media coverage, the number of organisations that provided services free of charge and the number attending the match. These indicators and related measures might be documented as follows:


Objective Performance Indicator Performance measure1. To raise funds for the global tsunami relief effort

Net funds raised after all costs deductedMinimise costs through service provider donation

Target of $10, 000,000 net proceedsTarget: all service provider to donate 75% of costs Target attendance of 50,000

2. To raise awareness in the community of the plight of tsunami victims

Media coverage during the 14 day planning period, broadcast of the match and coverage after the event

Coverage in seven capital city dailies each dayFront page coverage of the match in all dailiesFeature in sporting sections of 3 capital city dailiesBroadcast on ABCCoverage on CNN news

3. To attract major sponsorship

Sale of corporate boxesSale of naming rightsSale of advertising space

Target of $5,000,000 sponsorship

Depending on the scale of the project, measures can be applied at three stages:

Pre-project measurements applied during the set up phase to generate the base-line indicators;

Measurements taken during the project to check on whether key performance milestones are being met; and

Post-project measurements that reveal whether the completed project has delivered the specified project outputs and that outcomes are realised.

A Project Manager's report to the stakeholder committee and client should always include reporting against the agreed performance measures for the project. Failure to introduce performance measures will result in too little feedback for stakeholders to effectively monitor the project's management and progress.


Developing a review and evaluation plan

As indicated above, performance measures can be applied prior to the commencement of the project, during the project and on completion. As the project manager you will be responsible for ensuring that appropriate plans are in place to establish indicators and measure performance. Along with the definition of the project scope, the review and evaluation plan will form part of the overall scope management plan.

Depending on when a project manager is appointed, the performance indicators and measures may already have been decided, and the project manager’s task is to ensure that appropriate strategies are in place for review and evaluation. In many cases the project manager will be responsible for establishing performance measures.

As the project manager for the renovation of Cecile’s kitchen, Gino, of Makeovers R Us will determine performance measures and put a review and evaluation plan in place. The framework for this exercise is already in place in the content contained in the client checklist, including provision for regular reviews and for evaluation against deliverables.


Gino had come up with the following performance indicators and measures.

Performance Indicators and measures for kitchen renovation

Project objectives and deliverables

Performance indicators Performance measures

To complete the renovation within 5 weeks commencing 1 May 2005

Timelines met Client’s timeline exceeded by two weeks

To ensure that Cecile’s domestic life is disrupted as little as possible during the renovation. This will include organising temporary facilities to make coffee and heat meals during the renovation, storing kitchen fittings where Cecile can access those needed during the renovation, and making sure the cat doesn’t ‘escape’ or constitute a hazard for the tradespeople.

Client agreement to proposed planDefinition of scopeClient feedback during project

Tradesperson and Cecile’s feedback on the cat

Signed agreement All scope changes identified and managed100% satisfaction with arrangements during renovation, measured weeklyZero complaints from tradespeople re cat’s intrusion; from Cecile re state of mind

A costed plan for the new kitchen that specifies: Colour scheme; paint brand and tones; floor coverings; layout; new fittings and fixtures;

Client agreement to one of three costed options presented

Signed agreementPlan carried out and reviewed

An agreed timeline for the renovation;

Project scheduleClient agreement

Timeline monitored and changes agreed

An agreed team of tradespeople and suppliers;

Client agreement Signed agreement

Temporary kitchen facilities See aboveA strategy for looking after the catA fully renovated kitchen Client feedback on

conclusion of each stage of renovationClient feedback on completionProject team evaluation of effort

100% client satisfaction with each stage of renovation and final resultOn time; on budget


Reflection: Developing a performance review plan To develop a plan to review progress on the renovation of Cecile’s kitchen, you should include details of what is being reviewed, when the review will take place and how it will be conducted. You may decide to present the plan in tabular form, using the sample layout below.

Work Plan Progress Review PlanWork task Scheduled

CompletionScheduled review

Conducted by:

Method Actual completion


2.3.3 Developing and implementing a scope management plan

The Scope Management Plan is a subsidiary element of the overall project plan that brings together all of the elements involved in project scoping and describes how scope changes will be evaluated, processed and integrated into the project. The plan includes a definition of the project scope (or includes other scope documents as attachments) and details the steps that will be taken to manage scope throughout the project and integrate changes into the project. A scope management plan should include:

An assessment of the expected stability of the project scope.

A clear description of how scope changes will be identified and classified.

A scope change control system that defines the process to approve and integrate change into the overall project. This will include the paperwork, tracking systems, approval levels, and the method of integrating the approved change into the overall project with a minimum of disruption.

A description of how changes will be managed against the baseline and how they are integrated into the project.

A plan for reviewing performance during the project and for evaluation on completion.

Implementing the scope management plan involves regular monitoring of all aspects of the project scope. Depending on the size and complexity of the project, a project manager may decide to delegate responsibility for monitoring to a senior member of the project team who would then report regularly to the project manager on the stability of and changes to the scope. Implementation of scope management is covered in more detail in the next section of this learning guide.


2.4 Element 3: Managing the application of scope controls

Learning outcomes covered in managing the application of project scope controls include the change control process that is required to assure that the scope implemented throughout the project, is the scope that was approved at the start or was modified to take account of agreed changes. The key aspects of this scope change -control process are:

proposing a change request to the Project

controlling the change request through the review and approval process

informing affected groups and individuals of approved change request

providing an audit trail of proposed changes.

This procedure allows changes to approved work products to be proposed and evaluated, assessed for cost, schedule and quality impact. Once the assessment is complete the change request may be approved or disapproved in a controlled manner.

The Project scope control procedure is considered complete when implementation of an approved change request is verified or disapproved change request is archived, and affected groups and individuals are notified.

The need for scope change can come from

an external event (a change in a governmental regulation or funding)

a value-added change (a project may be able to take advantage of a technology which was not available when the project began)


an error or omission in the product scope (e.g. the product requirements may have been incomplete)

a request from the client

project Team Members

the availability of new technologies that offer the opportunity for value adding.

Obviously, all of the above are valid reasons for changing the scope of the project and must be addressed in a logical, consistent manner.

The following flow chart describes a typical change control process.

Typical Change Control Process Flow Chart

http://www.projectmagazine.com/jan02/scope4.html


YES

YES

NO

NO

Identify need for change

Amend the plan

Review request

Evaluate impact

Prepare change order

Change order approved

Does it impact plan?

Issues Register

Make the change

Not a good idea

http://www.projectmagazine.com/jan02/scope4.html

2.4.1 Implementing change control procedures

A change control procedure will be successful if you following these steps:

The project contract or agreement includes a description of how changes to the agreed scope will be processed.

You record changes to scope in the form of a ‘Change Order’ describing the change and the impact on budget, schedule and deliverables.

You ensure Change Orders are approved by the client.

You inform all stakeholders of changes and give them a chance to influence change if appropriate.

You can not automatically integrate changes into a project. You will need to carefully evaluate each change in terms of its impact before proceeding:

If there is no impact on the project deliverables, budget or the schedule, make the change, and document it.

If a change to scope is necessary you would need to consult with the client and other stakeholders to reach agreement on how to implement the change. This may include revising timelines and budget. Where a change has negative effects – such as extending timelines, increasing costs or reducing effectiveness of outcomes you should record it in an Issues Register (see template in Section 4.1)

When changes are to be made, they need to be reviewed, recorded and reported. You should use standardised templates for this purpose to facilitate accurate communication amongst team members, clients and stakeholders. The Change Order Form is used to review, track and approve changes (See sample in Section 4.1).


The change approval process will depend on the scale of the change, the project and its agreed procedures. Small changes may be approved by the client, larger changes may require approval by a ‘Change Control Board’.

Reflection: Reviewing and recommending changes to scope Read Case Study Three: Developing a Training Program, and cast yourself in the role of project manager for the Team that was successful in winning the tender. You have seconded two teachers to work full time on curriculum development and the production of teaching and support materials, and, are about half way through the project timeframe of eighteen months. The curriculum design has been signed off by the Project Steering Group and the production of teaching and support materials is nearing completion. As the teaching and support materials are completed in draft form they are passed over to a Sub-committee of the Steering Group for review. This is proving to be a lengthy process as the members of the sub-committee sometimes do not get round to reading the materials until near to the sign off date, requiring meeting times and deadlines to be shifted.To date the changes to deadlines has not threatened the success of the project, as you have been able to negotiate a small extension of time with the client. However, there is a major change looming: The union that covers ‘Authorised officers’ in the Public Transport System has successfully negotiated a change to the industrial award that will change the roles and responsibilities of Authorised Officers. This means that four of the units of competency need to be customised and the curriculum and teaching and support materials re-written. The government department are not happy with the changes but agree that they will be made; the project contact person has asked you to work out how to make the changes in the minimum time and to bring a proposal to the Project Steering Group for approval. He also asks that you include in the documentation the details of minor changes made to the scope so far (the four week extension to the timeline, and the changes to sign off dates, and to make sure that there is a formal authorisation for these changes recorded on the report form.You will need to review the changes needed and prepare documentation for the Steering Group. The Change Order Form in Section 4.1.6 can be used for this purpose.


Varying formal agreements

When significant changes to the scope of a project are negotiated the contract should be varied to reflect the new agreement. The variation may take the form of a replacement schedule to the contract; amended text in the contract that is initialled and dated by both parties, or a letter of variation that lists the changes and is signed by the project manager and the client. The important thing is to ensure that you inform the client of significant changes and provide an opportunity to discuss the potential impact of such changes before they implemented.

Controlling ‘project creep’

Some amount of scope change is natural for a project. No project exists in a vacuum; the world around it keeps changing. It is common that shifts in the external business environment result in a valid need to change the project scope. The longer the project, the more likely this becomes. Scope management techniques will help you handle this effectively.

Many scope changes are not so natural though, and could be avoided. This insidious variety of change is not due to the business environment, but to problems with the original scope definition. By allowing these flaws to exist in the scope definition, you’re setting yourself up for scope changes down the road and for the project to drift away from its original purpose, and/or to over-run the original budget and schedule.

Scope creep can be a result of poor change control or lack of proper identification of the products and features required to bring about the achievement of project objectives in the first place.


10 Signs that You May Have Scope Problems

The following indicators that you may have scope creep are drawn from an titled “Self-inflicted Scope Changes, by Deanna Keahey. The article can be found at: http://www.projectmagazine.com/jan02/change4.html

1. Unclear purpose If the overall purpose isn’t clearly understood and agreed, there is tremendous room for future disagreement on the project scope.

2. The scope doesn’t match the objectives. You will not be able to meet the project objectives with a scope that dose not meet the objectives.

3. There are gaps in definition. Try to make sure you have all areas covered in the scope document..

4. The scope statement contains insufficient detail. It pays to clarify exactly what is required and be as specific as possible up front.

5. The scope contains hidden assumptions. Uncovering the hidden assumptions can be difficult, but is possible with persistent, delving questions. Document all known assumptions clearly, including those you’re making yourself.

6. Undocumented interfaces. Make sure you have every interface defined in the project scope, and all sources required for data conversion.

7. Items don’t fit. If something in the scope doesn’t make sense to you, then you should question it.

8. Wrong participants/approvers. If there are other people who have a better understanding of what should be done, a more significant stake in the project, and/or more appropriate authority to make decisions, get them involved as soon as possible.

9. Silent questions. You see people, especially project sponsors, who just don’t seem convinced. They’re on the verge of saying something, but don’t come right out with it. They’ll probably bring it up later, so try to get it out on the table now.

10. Unresolved issues. Make sure you know which are the sharks in the bunch, the ones just waiting to bite you. Understand your issues well enough to identify those that potentially affect the scope, and try to address them as early as possible.


http://www.projectmagazine.com/jan02/change4.html

Reflection: Analysing scope changes Use the 10 signs of scope problems to evaluate a project you have managed: whether the problems existed and what strategies were employed to address these. How effective were the strategies?A table has been provided below to assist in data gatheringISSUES DID ISSUE

ARISE?Y/N/NA

IF SO, WHAT WAS DONE and WHAT SHOULD HAVE BEEN DONE?

1. Unclear purpose.

2. Mismatch between scope and objectives.

3. Gaps in scope definition.

4. Insufficient detail in the scope statement

5. Hidden assumptions in the scope

6. Undocumented interfaces.

7. Items that did not fit in the scope statement

8. Wrong participants/approvers

9. Silent questions.

10. Unresolved issues.


2.4.2 Reviewing progress and recording results

From a project manager’s perspective, there are a number of questions that form the framework for progress review:

Is the project on track to meet objectives and produce agreed deliverables?

Is the client satisfied with progress?

Is the project scope under control?

Are changes being identified and managed?

Have all scope changes been registered and agreed with team and client?

The point of scope management is not to try to avoid change, but to minimise negative impact and keep changes under control. The information you need to maintain control comes from regular reviews of project progress against the initial scope and updated scope definition.

2.4.3 Improving scope management

As has been discussed above, changes to the scope of a project are difficult to avoid: in particular changes caused by external factors – such as bad weather that affects construction timelines; increased costs of components; illness or accident, can mean that project scope needs to be adjusted and issues of time and budget over-run addressed. The larger and longer a project, the more likely it is that significant changes will take place.

Think about major civic construction projects in your community: you will find that few have reached completion without having to deal with changes. Projects on the scale of the Sydney Opera House are usually subject to major changes to timelines and budget, and perhaps to the design and construction specifications.


Reflection: Improving scope management - Sydney Opera House projectRead the extract below on the design and construction of the Sydney Opera House and develop an initial scope statement that would cover objectives and deliverables. Identify and classify all of the changes that took place and map these against the original scope of the project.

The construction of Sydney House- an example of scope creepThe Bennelong Point Tram Depot, present on the site at the time, was demolished in 1958, and formal construction of the Opera House began in March, 1959. The project was built in three stages. Stage I (1959-1963) consisted of building the upper podium. Stage II (1963-1967) was the construction of the outer shells. Stage III consisted of the interior design and construction (1967-73).Stage I was called for tender on December 5, 1958, and worked commenced on the podium on May 5, 1959 by the firm of Civil & Civic. The government had pushed for work to begin so early because they were afraid funding, or public opinion, might turn against them. However major structural issues still plagued the design (most notably the sails, which were still parabolic at the time).By January 23, 1961, work was running 47 weeks behind, mainly due to unexpected difficulties (wet weather, unexpected difficulty diverting stormwater, construction beginning before proper engineering drawings had been prepared, changes of original contract documents). Work on the podium was finally completed on August 31, 1962.Stage II, the shells were a originally designed as a series of parabolas, however engineers Ove Arup and partners had not been able to find an acceptable solution to constructing them. In mid 1961 Utzon handed the engineers his solution to the problem, the shells all being created as ribs from a sphere of the same radius. This not only satisfied the engineers, and cut down the project time drastically from what it could have been (it also allowed the roof tiles to be prefabricated in sheets on the ground, instead of being stuck on individually in mid-air), but also created the wonderful shapes so instantly recognisable today. Ove Arup and partners supervised the construction of the shells, estimating on April 6, 1962 that it would be completed between August 1964, and March 1965. By the end of 1965, the estimated finish for stage II was July 1967.Stage III, the interiors, started with Utzon moving his entire office to Sydney in February 1963. However, there was a change of government in 1965, and the new Askin government declared that the project was now under the jurisdiction of the Ministry of Public Works. In October 1965, Utzon gave the Minister for Public Works, Davis Hughes, a schedule setting out the completion dates of parts of his work for stage III. Significantly, Hughes withheld permission for the construction of plywood prototypes for the interiors (Utzon was at this time working closely with Ralph Symonds, an inventive and progressive manufacturer of plywood, based in Sydney). This eventually forced Utzon to leave the project on February 28th, 1966. He said that Hughes'es refusal to pay Utzon any fees and the lack of collaboration caused his resignation, and later famously described the situation as "Malice in Blunderland". In March 1966, Hughes offered him a reduced role as 'design architect', under a panel of executive architects, without any supervisory powers over the House's construction but Utzon rejected this. The cost of the project, even in October of that year, was still only $22.9 million, less than a quarter of the final cost.


http://en.wikipedia.org/wiki/1959

The second stage of construction was still in process when Utzon was forced to resign. His postion was largely taken over by Peter Hall, who became largely responsible for the interior design. Other persons appointed that same year to replace Utzon were E.H.Farmer as government architect, D.S.Littlemore and Lionel Todd.The four significant changes to the design since Utzon left were:

The cladding to the podium and the paving (the podium was originally not to be clad down to the water, but left open. Also the paving chosen was different from what Utzon would have chosen)

The construction of the glass walls (Utzon was planning to use a system of prefabricated plywood mullions, and although eventually a quite inventive system was created to deal with the glass, it is different from Utzon's design)

Use of the halls (The major hall which was originally to be a multipurpose opera/concert hall, became solely a concert hall. The minor hall, originally for stage productions only, had the added function of opera to deal with. Two more theatres were also added. This completely changed the layout of the interiors, where the stage machinery, already designed and fitted inside the major hall, was pulled out and largely thrown away)

The interior designs (Utzon's plywood corridor designs, and his acoustic and seating designs for the interior of both halls, were scrapped completely.)

The opera house was formally completed in 1973, to a bill of $102 million. The original cost estimate in 1957, was £3,500,000 ($7 million). The original completion date set by the government was January 26, 1963.http://en.wikipedia.org/wiki/Sydney_Opera_House#Utzon_and_the_construction_of_the_Opera_House

Identifying issues and recommending improvements

Judgments about the success of the project to build the Sydney House have, of course changed over time and according to the perspective of the evaluator. As a member of the public seeing the finished product – now dubbed by some as ‘the eighth wonder of the world’, there is little doubt that you would judge it as a success – a project that changed the face of Sydney, and the way other nations regarded Australian culture. As one of the many project managers, you may well have had a different view, as did the Australian media, and the NSW government and opposition when the increased costs were being debated.

The key questions for the project manager in charge of scope management are:


http://en.wikipedia.org/wiki/Sydney_Opera_House#Utzon_and_the_construction_of_the_Opera_House

http://en.wikipedia.org/wiki/Sydney_Opera_House#Utzon_and_the_construction_of_the_Opera_House

How well were the changes managed?

Were changes reviewed, registered and agreed?

Was there a complete record of actions and decision making so that scope management could be reviewed and improvements recommended and implemented.


Reflection Assessing scope effectiveness and recommending changesRead Case study 2: Fred’s Sheds and then read the story below about what happened when he secured the contract.1 How effective was Fred’s scope change management early in the project when Mr Jones asked for a larger shed? 2 What might you have done differently? Make recommendations regarding his scope change management strategy

Fred’s shed: Plans and RealitiesMr. Jones was very impressed with Fred’s tender to build the shed. Fred had managed to offer superior quality building materials and construction to heavy-weather construction standards, for just $3,000 above Mr Jones optimum price. Further, Fred had guaranteed completion three weeks after Council approvals were through. The contract was signed and Fred immediately set to work on finalising the design to Mr Jones specification. When the design was submitted for approval, Mr Jones asked if the size of the shed could be increased to enable him to also store his dinghy. Fred agreed on the spot, subject to a small adjustment to costs. Having already checked with his suppliers he was confident that he could get the larger size shed frame. While he was waiting for the permits to come back Fred organised for the surveyor to check the boundaries and also checked for underground cables in the excavation area. All went well with the initial planning: the permits arrived; the supplier could provide a larger shed, and the excavation was completed on time. When the formwork was in place, Fred organised for a Council inspection, and also booked the concrete truck and organised the shed delivery date, confident that the council inspection was a formality.The inspector contacted Fred from the site to check the dimensions of the shed, and on hearing Fred’s response, queried the specifications for the concrete pour. He said that he did not think there was a problem, but as the shed was way above the norm in the area, he would have to double-check the regulations. Shouldn’t take more than 48 hours to clear and he’d get back to Fred by Friday. But that was the day for the concrete pour! Fred cursed that he hadn’t double-checked the regulations himself: he was sure that the additional size was still in the same tolerance zone, but he didn’t have any paperwork to prove it. He’d just have to fit in with the inspector’s timetable, as he didn’t want to get the inspector off-side, or the site would never pass the inspection!


3. Assessment and demonstration of competency

A person who demonstrates competence in this unit must be able to provide evidence that they have taken responsibility for scoping management of projects. This will include evidence of managing the work of others within the project team with respect to scoping

3.1 Developing an evidence portfolio

What is an evidence portfolio?

An evidence portfolio is a collection of documents and other documentary evidence (such as film or photographs) that show what work you have done and the skills and knowledge you have developed. There are a number of reasons why you might put together an evidence portfolio:

so that you can demonstrate competency to a qualified assessor and apply for formal recognition of competency

for your own records and as part of your curriculum vitae

as a resource to use in your role as a volunteer or in other work

as a reference for your own further learning and resource to assist others you may train and mentor.

What does it look like?

What an evidence portfolio looks like depends on both the sort of evidence you are collecting and the purpose for collection.

You might start with a box into which you put any documents, photographs, things you have made to be sorted out later. You could use a concertina file or a set of document folders, a ring binder or


perhaps (if you are collecting documents in a large format) an art student folio.

The most common and flexible format for a portfolio is probably the ring binder containing clear plastic sleeves for holding collected documents and artefacts, as this will enable you to collect and store evidence and then when presenting the portfolio, to write any explanations of what you are presenting.

What does an Evidence Portfolio contain and how is it organised?

Again this depends on the purpose of the portfolio. When building an evidence portfolio to apply for formal recognition against nationally endorsed units of competency, such as the unit you are studying now, then the documentary evidence you collect should be organised under headings that relate to the elements and performance criteria for the unit of competency.

3.2 Products that can be used as evidence of competency

Scope management products that could be used as evidence of competency in this unit include documentation produced in managing project scope such as:

plans and schedules, statements, and guidelines, instructions and directives to project teams

documentation of work breakdown, product breakdown and organisation breakdown

other scope definition documents

progress and performance measure reports

change requests and change orders

records of control of scope changes

records of scope lessons learned


3.3 Processes that can be used as evidence of competency

Scope management processes that could be used as evidence of competency in this unit include descriptions and demonstrations of:

how project authorisation was gained

how project scope was defined

how team members were managed with respect to the scope of the project

how the need for scope changes within projects were identified and implemented

how improvements to scope management were acted on

if you think that you already have some or all of the evidence required as evidence of competency, the following proforma can be used to record your work experience relating to project scoping.


3.4 Record of work experience in project scoping

3.4.1. On the lines below list and outline any projects in which you have been responsible for managing the scope of a project.


3.4.2. In the table below record the evidence you can produce to indicate that you have undertaken the activities covered by this section of the Kit. You should identify at least two examples of each one.

Work processes Examples of Evidence Your list of evidence

Identify objectives and outcomes and the resources required to achieve these

Any documents to do with upfront scoping

Ensure that the project is authorised so that the project receives the resources and effort necessary for successful implementation, including:Developing a scope statement

for the purposes of securing project authorisation

Managing processes to secure start-up authorisation from a higher project authority

Managing authorisation at critical review points during the project life-cycle

Project authorisation documentation that may be in the form of a scope statement;A descriptions or demonstration that can be observed by an assessor of how you went about securing start-up authorisation, including details of how you managed the team and the process of briefing the higher project authorityProject progress reports that have been submitted to a higher project authority for the purposes of signing off on milestone authorisation

Conduct consultation with stakeholders to confirm a shared understanding about the project’s objectives

A descriptions or demonstration that can be observed by an assessor of how you organised and managed stakeholder consultations

Define the scope of the project in terms of objectives, deliverables, work activities, constraints and assumptions

Copies of scope definition documentsA descriptions or demonstration that can be observed by an assessor of how you defined the scope of a project

Establish the measurable project outcomes to enable a quantified evaluation of project performance

A descriptions or demonstration that can be observed by an assessor of how you went about establishing measurable outcomes;Copies of performance measurement documents.

Develop a scope management plan

Copies of scope management plans


Work processes Examples of Evidence Your list of evidence

Implement the agreed scope management procedures and processes

Plans and schedules, statements, and guidelines, instructions and directives to project teams;Documentation of work breakdown, product breakdown and organisation breakdown A descriptions or demonstration that can be observed by an assessor of how team members were managed with respect to the scope of the project

Monitor changes to the scope of the project according to change control procedures within established time, cost and quality constraints so that project objectives are met

Change requests and change ordersRecords of control of scope changesA descriptions or demonstration that can be observed by an assessor of how the need for scope changes within projects were identified and implemented

Review project progress and record results

Progress and performance measure reportsA descriptions or demonstration that can be observed by an assessor of how improvements to scope management were acted on

Identify issues, recommend improvements and pass on documented recommendations to higher project authorities for application in future projects

Records of scope lessons learned


3.5 Assessment activities

Assessment Activity Scoping a project Develop a scope statement for the purposes of securing project authorisation for a project you have managed, using the template below.

Project Overview Statement Project Name Project No: Project Manager Start dateBackground data: Problem/opportunity

Project objectives

Project deliverables

Key success criteria

Assumptions

Risks

Obstacles

Prepared by: Date: Approved by: Date

Assessment Activity Managing processes to secure scope authorisation This assessment activity focuses on securing start-up authorisation. You will need to provide evidence of how you managed the team and the process of briefing the higher project authority and any project progress reports that you submitted to a higher project authority for sign off on milestone authorisation. Complete the following template for a project you have managed


Project title Project managerProject Sponsor Project team

membersProject timeline Planned start date Planned End datePlanned budget Total budget excluding GST Staffing costs

Total budget including GST Consultancy costsOther costs

Project objectivesProject deliverablesProject assumptions and constraintsMajor phases 1. 2. 3. 4.

Key deliverables in each phaseMilestones and proposed dates

Detailed information attached

Detailed budget breakdown Risk analysis

Stakeholder identification and analysis

Steering committee/advisory mechanisms

Scope review plan Other agencies/teams involved

Work breakdown

Recommendation That this project be authorised to commence Project manager’s signature

(BSBPM502A) Manage project scope © NSW DET 2005Page 61 of 76

Decision Authorising officer’s signature


Assessment Activity Developing a scope management planIn Section 4 you will find two scope management plan proformas. Use these proformas as a framework for developing a scope management plan for a project you have managed.In completing this activity you will be applying the skills you have developed in preparing documents for an initial scoping exercise, securing authorisation, undertaking a scope definition exercise, organising a client agreement, and developing a review and evaluation plan. All of these documents are relevant to the scope management plan as they address the elements of the project that may need to be adjusted if there are changes to its scope.

Assessment Activity Identifying and documenting scope management issues Identify a project that you had been involved in, or a project conducted by someone else in your workplace, where a range of scope management issues occurred.Review the paperwork associated with the project on how changes were registered and approved.Produce a scope definition document, a scope management plan, and scope change template for the project?For the project you have selected, identify the scope management issues encountered and write a report that tracks the updating of the scope definition against each issue.


4. Resources and reference materials

4.1 Scope management proformas

Project Overview Statement, or scope proforma (a)

Project Overview Statement Project Name Project No: Project Manager Start date

Background data: Problem/opportunity

Project objectives

Project deliverables

Key success criteria

Assumptions

Risks

Obstacles

Prepared by: Date: Approved by: Date


Project scope proforma (b)

ITEMProject name and number

Project sponsor

Project manager

Project director

Priority ranking

Problem/opportunity

Deliverable

Key objectives

Critical success factors

Stakeholders

Performance reporting

Specification

Budget & resources

Time

Risks, obstacles, assumptions

Escalation management

Contingency

Contractual arrangements

Business value

Approvals

Attachments

Prepared by/ Date

Approved by/Date


Project authorisation proformaProject titleProject SponsorProject managerProject team membersProject timeline Planned start date Planned End datePlanned budget Total budget excluding

GSTStaffing costs

Total budget including GST

Consultancy costs

Other costsProject objectivesProject deliverablesProject assumptions/constraintsMajor phases 1. 2. 3. 4.

Key deliverables in each phase

Milestones and proposed dates

Detailed information attached Detailed budget breakdown Risk analysis

Stakeholder identification and analysis Steering committee/advisory mechanisms

Scope review plan Other agencies/teams involved

Work breakdown

Recommendation That this project be authorised to commence Project manager’s signatureDecision Project authorising officer’s

signature


Scope definition checklist

Who is the client?

What are the objectives of the project 1.2.3.

What are the project deliverables including products, services and other agreed outcomes

1.2.3.

What assumptions does the client have?What assumptions does the project team have?Are these assumptions compatible

What constraints is the project operating under?

What will the project team be doing to deliver agreed products and services?

What are the timelines for these activities

Are the client and the project team in agreement regarding the project activities and timelines?


Scope management proformas (a) Scope management plan1. Scope definition checklistActivity Document LocationInitial scoping Scope overview statementProject authorisation Signed project authorisation proformaScope definition Scope definition checklistWork breakdown Work breakdown scheduleClient agreement Signed letter (see above)Defining performance measures Performance review and evaluation plam2. Scope monitoring checklist Change agreed Impact level

Action TakenYes No H M LTimelineBudgetWork planClient feedback3. Scope change reportDescription Source of change Action Outcome including revised documents


(b) Scope Change control template

Classification of change elements

Customer originated scope change

Internally originated scope change

Changes affecting cost of ProjectRequired authorization level Required Documentation Required Communication

Changes affecting timing of projectRequired authorization level - Required Documentation Required Communication

Changes affecting quality of projectRequired authorization level - Required Documentation Required Communication


Project Change Order FormProject Name: Project commencement date Planned completion dateProject Number: Change request number and

dateProject Manager: Change Request:Background informationImpact Assessment Type of

impactLevel of impact

Description of impact+ve -ve H M L

Impact on Service/QualityImpact on Schedule:Impact on Cost?Immediate Action RequiredCommunication – who, how, whenNotification of change requirementsAuthorisation


Requested by: Date Requested:Approved by: Date Approved:Authorized by: Date Authorized

Issues Register Description of issue Dated

raisedStatus (Open or closed)

Date Closed

Responsibility for resolution

Deadline to Resolve

Comments, Details of resolution


4.2 Further references

4.2.1 General references

LCPowers.com at http://www.lcpowers.com/ offers general information on project management including a series of project planning tutorials and further references and resources.

Graham, Robert J. & Englund, Randall L. Creating an Environment for Successful Projects San Francisco, CA: Jossey Bass, 1997.

Lewis, James P. The Project Manager’s Desk Reference Chicago, IL: Probus Publishing, 1993.

Meredith, Jack R. and Samuel J. Mantel, Jr. Project Management: A Managerial Approach New York, NY: John Wiley & Sons, Inc., 1995.

Pinto, Jeffrey K., Power & Politics in Project Management Sylva, NC: Project Management Institute, 1996.

Wysocki, Robert K., Beck, Robert Jr., and Crane, David B. Effective Project Management: How to Plan, Manage and Deliver Projects on Time and within Budget New York, NY: John Wiley & Sons, Inc., 1995.

4.2.2 References specific to project scoping

ProjectConnections.Com is a subscription service that provides a range of resources for project managers including case studies and interviews

http://www.projectconnections.com/community/interviews/index.html

The website also offers a range of tools and templates for download for subscribers

http://www.projectconnections.com/knowhow/template_list/subjects/pm_skills/planning.html




http://www.projectconnections.com/community/interviews/index.html

http://www.lcpowers.com/

4.3 Key terms in Project Scoping

Particular terms that relate to project scoping are provided below:

Action Plan A plan that describes what needs to be done and when it needs to be completed. Project plans are action plants.

Activity network A diagram that shows the workflow, milestones and task interrelationships of a project.

Affected groups and individuals

Groups and individuals impacted by an action or decision, including project team members, sponsors, project leadership, sales, operations, etc.

Assumptions Factors related to a project that affect the environment within which a project is being implemented and which are taken as being true or correct for the project to be successful.

Authorised The recorded decision that a deliverable or output has been cleared for use or action after having satisfied the quality standards for the project.

Baseline Plan The initial approved plan to which deviations will be compared as the project proceeds.

Change A condition that potentially affects or forces rework or removal of a previously reviewed and approved document, requirement or deliverable and may also impact future deliverables, budgets, schedules, resources or timelines.

Change Request Form This form is completed by the Originator for any change to approved documents, requirements, or deliverables to begin the Project Change process.

Change Request Log This is a document that tracks and reports on change control activity throughout the Project and controls the change versions of the requests.

Constraints Factors or things that may impact on a project in some way, usually in terms of limiting or prescribing its direction or development.

Consultation mechanisms

Systems set up to facilitate communication between project stakeholders.

Corrective action Changes made to bring expected future performance of a project into line with the plan. This should be distinguished from making changes to the plan in response to new information or changing circumstances.


CRB Change Review Board - Key stakeholders, generally comprised of both sponsor and leadership personnel, selected to review and approve changes to project work. The method used to reach a decision regarding the disposition of a proposed change request. Approaches include consensus, and majority decision. There will be a CRB at the Project Level and the Program Level. Within the Company, the Program CRB is referred to as the I/T Steering Committee

Deliverables The clearly defined results or goods or services that are produced during or at the end of a project.

Formal Scope Modification

Modification to scope which requires a formal contract or service agreement amendment, work order, sponsor-approved change order, or other formal documentation

Gantt chart This is a type of timeline that identifies the activity, person responsible and the period over which it is to be undertaken.

Goals The specification of what is to be achieved at the end of a project.

Higher authority A higher authority is a person with the responsibility for making key decisions about the project and, often, providing necessary written authorisation or signature.

Implementation Plan Describes how the outputs will be delivered to the customer, including any special requirements such as stage implementation or ‘roll out’, training and delivery requirements

Issue A concern raised by any stakeholder that needs to be addressed, either immediately or during the project. As issues are reviewed during the project, they may become a threat to the project and a mitigation strategy prepared.

IT Needs Request Process of how all requests requiring IT resources are submitted, reviewed, prioritized and approved/disapproved

Objectives More specific detail building on goals.Outcomes The end result or benefits of a project.Performance indicators Measures that show that a goal or objective has been

achieved.Project manager The project manager is accountable to the project

sponsor for the successful delivery of the project objectives.

Project plan A specification which is the source of definitive information about a project’s goals, objectives, scope, outcomes, organisation and strategy, budget and justifications.

Scope The size or extent of a project and what is achieved within the timeframe.


Stakeholder Any person or agency/s who are affected by, have an interest in, or could have an impact (positive or negative) on the project.

Variation A change to the original agreement for the project.Work breakdown structure

A planning tool which divides and sub-divides the work of a project into smaller, more manageable work packages.

Appendix 1: Unit of Competency

(BSBPM502A) Manage project scope


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