Transcript PMI - SVC - Grey Canyon

PMI - SVC
I-80 Breakfast Roundtable
Monthly Meeting
Thursday, October 12, 2006
8:00 am – 9:00 am
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2006 - Strong9 Consulting Services, LLC
September Meeting in Review
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4.0 Project Management Integration
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4.1 Project Initiation
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Output
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Project Charter
 Identified Business Need
 Identified Product Description
 Identified/Assigned Project Manager
 Identified Constraints
 Identified Assumptions
Sample Project Charters
2006 - Strong9 Consulting Services, LLC
October Meeting Overview
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5.0 Project Scope Management
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5.1 Scope Planning
5.2 Scope Definition
5.3 Create WBS
5.4 Scope Verification
5.5 Scope Change Control
2006 - Strong9 Consulting Services, LLC
5.0 Project Scope Management
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What is Scope Management?
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Defining Scope – work required
Controlling Scope
Controlling Scope Creep
“Defining and managing the project scope influences the project’s overall success!”
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Process
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Developing Project Scope Management Plan
– Describes how the team will define project
scope
– Develop the detailed project scope
statement
– Define and develop the detailed WBS
– Verify the project scope
– Control the project scope
“Defining and managing the project scope influences the project’s overall success!”
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Inputs
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Inputs
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Enterprise Environmental Factors
Organizational Process assets
Preliminary project scope statement
Project Management Plan
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Inputs
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Inputs
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Enterprise Environmental Factors
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Organization culture
Infrastructure
Tools
human resources
personnel policies
market place conditions
Factors that could affect how the project
scope is managed
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Inputs
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Inputs
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Organizational Process Assets
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Formal and informal policies
Procedures
Guidelines
Historical information – previous project’s
lessons learned
Assets that could affect how project scope
is managed
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Inputs
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Inputs
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Preliminary project scope statement
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Project Charter (4.1)
Project Preliminary Scope Statement (4.2)
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Developed from information by the project initiator or sponsor
Project and product objectives
Product or service requirements and characteristics
Product acceptance criteria
Project boundaries
Project requirements and deliverables
Project constraints
Project assumptions
Initial project organization
Initial defined risks
Scheduled milestones
Initial WBS
Order of magnitude cost estimate
Project configuration management requirements
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Inputs
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Inputs
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Project Management Plan (4.3)
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Actions necessary to define, integrate,
and coordinate all subsidiary plans into a
project management plan.
The project management plan content
varies upon application area and
complexity of the project.
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Tools & Techniques
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Tools & Techniques
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Expert Judgment
Templates, forms, standards
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Tools & Techniques
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Tools & Techniques
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Expert Judgment
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Expertise
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Possible Sources
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Specialized Knowledge or Training
Other units within organization
Consultants
Stakeholders, including customers
Professional and technical associations
Industry groups
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Tools & Techniques
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Tools & Techniques
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Templates, forms, standards
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WBS Template
Scope Management Plan Template
Project Scope Change Control Forms
Analysis Tools
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Product / Service Analysis
– Brainstorming
– Lateral Thinking
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2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Outputs
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Outputs
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Project scope management plan
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Provides guidance to the Project
Management Team on how the project
scope will be:
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Defined
Documented
Verified
Managed
Controlled
2006 - Strong9 Consulting Services, LLC
5.1 Scope Planning Outputs
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Outputs
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Components of the project scope management plan
identifies the following processes
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Detailed Scope Statement
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WBS
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Formal Verification
Formal Acceptance
Control
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Creation
Maintenance
Approval
Completed Deliverables
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Based on the preliminary project scope statement
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Changes Identified
Changes Verified against Detailed Project Scope Statement
Changes Processed
Changes Linked to the Integrated Change Control Process
2006 - Strong9 Consulting Services, LLC
5.1 Scope Management Plan
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Project Scope Management Plan
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Subsidiary Plan of the Project
Management Plan
Informal
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Formal
 Highly
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Framed
Detailed
Based on Project Needs
2006 - Strong9 Consulting Services, LLC
Scope Planning Questions
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What must be done?
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How should it be done?
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The budget is developed
How good does it have to be?
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Scheduling is accomplished
How much will it cost?
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Roles and Responsibilities can be assigned
By when must it be done?
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Selection of Project Strategy.
Who should do it?
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Objectives and magnitude or scope of work
Quality levels are determined
What performance is required?
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Performance specifications are determined.
2006 - Strong9 Consulting Services, LLC
Scope Planning - Mistakes
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First Common Mistake
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Results
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Not involving the right people in the planning process –
Do not involve the people implementing the plan
 Manager plans unilaterally
 Organizations utilize planning groups
Difficult implementation
Inaccurate estimates – common error
Overlooked worked
Lack of commitment on the part of the people who
execute the plan
Giving someone a plan for which they had no input may
result in them say “There is no way I can do it that fast!”
Failure to consider that the person they are planning for
is not working on the project full-time
2006 - Strong9 Consulting Services, LLC
Scope Planning - Mistakes
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Second Common Mistakes
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Results
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“Ready – Fire – Aim”
No time to really plan the project
Need to get to doing the “real work”
Disaster without good planning
2006 - Strong9 Consulting Services, LLC
Project Definition
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What defines a Project?
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One-Time Job
Definite Starting Point
Definite Ending Point
Clearly Defined Objectives/Scope
Budget (usually)
The difference between a project and a
repetitive activity!
“A project is a problem scheduled for solution.” – Dr. J. M. Juran
2006 - Strong9 Consulting Services, LLC
Scope Plan Suggested Table of Contents
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Define Project Objectives
Define Project Approach
Define Commitments being assumed by the
manager and key contributors
Assumptions
2006 - Strong9 Consulting Services, LLC
Scope Plan Suggested Table of Contents
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Problem Statement
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Project Mission Statement
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Clearly define the problem to be solved by the
project
W/O a sound definition – valuable resources could
be wasted developing the right solution to the
wrong problem
Summary of the overall goal and purpose of the
project, identifying the client and outlining the
general approach to be followed in doing the work
2006 - Strong9 Consulting Services, LLC
Scope Plan Suggested Table of Contents
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Project Strategy
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Statement of Project Scope
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A more specific statement is needed over the cursory mission
statement so other people in the organization can decide if the
proposed approach fits management strategies of the
organization
Example: Managing subcontractors, technical methodology
employed, make-or-buy decisions involved, etc.
Statement of what will and will not be done in the project
Project scope statement establishes boundaries
Project scope statement establishes deliverables at project close
Project scope statement helps in controlling scope creep
2006 - Strong9 Consulting Services, LLC
References
A Guide to the Project Management Body of Knowledge (PMBOK®
Guide), Project Management Institute, 2004 Edition – Third Edition
CD-ROM, (pp. 51-64)
Lewis, J. P., Project Planning, Scheduling & Control – A Hands-On
Guide to Bringing Projects in on Time and on Budget
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2006 - Strong9 Consulting Services, LLC
Questions
Project Delivered…. On time, On Scope, On Budget!
Executing
Panning
Imitating
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2006 - Strong9 Consulting Services, LLC