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Scope management May 12, 2008

Posted by Coolguy in PMP, Project Management, Service Delivery.
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Inputs Project scope management is one of the key knowledge areas addressed by PMP. Its also a key skills for successful solution delivery.

Key Stakeholders involved in the scoping activities include:

  • Project Sponsor / Executive
  • Business Process Owner and SME for business area
  • IT Management supporting this business area

Project Scope Management of PMP includes processes to ensure that all and only the work required by the project is done on any project. The key processes for this area in PMP are:

  1. Scope Planning
  2. Scope Definition
  3. Creating Work Breakdown Structure / Product Breakdown Structure
  4. Scope Verification
  5. Scope Control

Scope Planning

Elaborate ,formal and time consuming scope planning activities are often necessary for critical projects. Decisions on scope are typically documented in a scope management plan. This plan contains information on:

  • How the project scope will be defined
  • Define a WBS from Project Scope
  • How the scope will be verified
  • How the scope will be kept in control

Scope Definition

Scope definition and decomposition involve the activities to size the proposed project so that estimates can be made of costs, resources requirements and project duration. This phase builds on the initial Project Scope statement. Assumptions, constraints on the project are elaborated in this phase. Dependencies of the project are identified and documented. The output of this phase is a Project Scope Document which typically has:

  • Business objectives and high level requirements
  • Strategic alignment describing how the initiative fits with organizational direction or mission.
  • Project Description: Characteristics of the product/service being developed.
  • Project Objectives : Key success criteria which include time/cost constraints, quality targets etc. Each objective can have a metric like dollars for cost.
  • Project Boundaries: Including context diagrams to provide a visual model of the scope of the project
  • Project Deliverables
  • Initial constraints, assumptions, dependencies and risks
  • Project team organization
  • Important Project Milestones
  • Initial cost and time estimates
  • Project Configuration management details

Creating a WBS/PBS

Work Breakdown Structure (WBS), is a decomposition of work that is required to complete a project to accomplish the business objectives. It is typically deliverable-oriented and hierarchical in nature. The WBS describes the total scope of the project work to be performed. A Product Breakdown Structure (PBS)
is a decomposition of the components of the product. The PBS describes the total scope of the product or service to be delivered.

Creation of a WBS(or PBS) is the next step after completion of a Project Scope Document. In this phase deliverables are divided into manageable components of work until deliverables until they are defined into a work package level. Cost and schedule should be reliably estimated from work packages.

A WBS dictionary can be created to support the WBS.

Scope Verification

This phase involves obtaining stakeholders formal approval to the completed project scope.

Scope control

This is to assure that all changes to the scope are processed through established change control processes. Scope changes can be

  • Request for new items to be added in projects scope
  • Request to modify deliverables
  • Removal of deliverables from project scope. (de-scoping)
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Programs & Portfolios July 23, 2007

Posted by Coolguy in PMP.
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Program: A groups of projects managed collectively to obtain benefits that cannot be obtained by managing them individually

E:g Construction Program, New Car program

Portfolio: Collection of projects or programs grouped together to achieve a strategic business goal. Projects in a portfolio need not be inter-related.

E:g Process Improvement

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Programs & Portfolios July 23, 2007

Posted by Coolguy in PMP.
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Program: A groups of projects managed collectively to obtain benefits that cannot be obtained by managing them individually

E:g Construction Program, New Car program

Portfolio: Collection of projects or programs grouped together to achieve a strategic business goal. Projects in a portfolio need not be inter-related.

E:g Process Improvement

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Project Management Knowledge Areas July 23, 2007

Posted by Coolguy in PMP.
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  1. Integration Management
  2. Scope Management
  3. Time Management
  4. Cost Management
  5. Quality Management
  6. Human Resource Management
  7. Communications Management
  8. Risk Management
  9. Procurement Management

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Introduction to PMBOK July 23, 2007

Posted by Coolguy in PMP.
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Project Characteristics:

  1. Temporary
  2. Unique products or services
  3. Progressive elaboration

Projects are distinctively different from operations. Objective of Operations is to sustain the business. Objective of project is to achieve specific goals & terminate where are operations are ongoing.

Projects provide a way of executing activities that typically cannot be executed thru operations.