I  PROCESSI  E  LE  AREE  DI  PM  

130

PROJECT  SCOPE  MANAGEMENT   Project Scope Management

includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.

Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pag  108.

131

PROJECT  SCOPE  MANAGEMENT  

The PMBOK defines

Project Scope

as the "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.” Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pag  108.

132

PROJECT  SCOPE  vs.  PRODUCT  SCOPE  

ü   In project management, there are actually two types of scope you need to be familiar with… 133

PROJECT  SCOPE  MANAGEMENT  IS  FOCUSSED  ON…  

ü   The documentation may be referred to as a scope statement, statement of work (SOW) or terms of reference. During the project, this documentation helps the project team remain focused and on task. ü   The scope statement also provides the project team leader or facilitator with guidelines for making decisions about change requests during the project. ü   Keep to the original scope to avoid problems

scope creep

and

goldplatin

g 134

Scope  creep  

•   Scope creep refers to a project that has seen its original goals expand while it's in progress. As the term suggests, scope creep is a subtle process that starts with small adjustments and ends up resulting in projects that take far longer to complete or even fail before they are finished. Even if the project is completed, scope creep can result in final deliverables that look nothing like what was originally envisioned.

 

Gold  pla0ng  

•   Gold-Plating in Project Management is the act of giving the customer more than what he originally asked for. Gold plating is common in software projects, and is usually done by team members either on an individual or a collaborative basis, most of the times without the knowledge of the Project Manager.

 

ü  

SCOPE  CREEP:  CASE  STUDY  

TU sei il PM di un grande progetto di implementazione di SAP. Il tuo capo, ti avverte che il PM lato cliente, Joe, potrebbe non avere ben chiaro l’ambito di progetto.Sembra infatti che Joe abbia chiamato dichiarandosi eccitato e soddisfatto per l’inclusione del modulo di Product Data Management nel progetto. Il tuo capo ha ritenuto opportuno non esporsi in quella situazione, prima di aver parlato con te, ma sa bene che il PDM è out of scope. Il punto è che Joe ha parlato con altri PM della tua azienda che gli hanno assicurato che il PDM è normalmente incluso in progetti come questo. ü   Cosa devi considerare per affrontare questo problema? ü   Quali domande devi porre prima di perndere una decisione? A chi le devi rivolgere? ü   Quali altre informazioni ti sono necessarie? Come fare ad ottenerle? ü   Sei in grado di prendere questa decisione da solo o dovresti coinvolgere e/ o chiedere consiglio a qualcun altro? E a chi? ü   Che piano di azione proporresti? Chi dovrebbe essere responsabile per ogni fase? ü   Cosa dovresti tenere sotto controllo? ü   Qual è il core value della tua decisione? 138

PLAN  SCOPE  MANAGEMENT   Plan Scope Management

project.

is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the • • •

INPUT

•     Project Management Plan Project Charter     The enterprise environmental factors organizational process assets •

Tools & Tecniques

•     Experts judgements Meetings •

OUTPUT

•     Scope management plan Requirements management plan Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pagg.  109-­‐110.

140

SCOPE  MANAGEMENT  PLAN  

ü   The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project. ü   The components of a scope management plan include: •   Process for preparing a detailed project scope statement; •   •   •   •   Process that enables the creation of the WBS from the detailed project scope statement; Process that establishes how the WBS will be maintained and approved; Process that specifies how formal acceptance of the completed project deliverables will be obtained; Process to control how requests for changes to the detailed project scope statement will be processed. This process is directly linked to the Perform Integrated Change Control process. 141

REQUIREMENTS  MANAGEMENT  PLAN    

ü   The Requirements Management Plan is a necessary tool for establishing how requirements will be collected, analyzed, documented, and managed throughout the lifecycle of a project. ü   Requirements management plans help the entire project team to be on the same page on requirements related matters. As a result, they can help ensure: • • •       Better communication and teamwork on requirements. This can increase the odds of project success – including meeting customer needs well, and achieving faster time-to-market. These benefits are especially true for large projects that involve multiple, globally distributed functional units. 143

COLLECT  REQUIREMENTS  

Collect Requirements

is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

• • • •

INPUTS

•   Project Charter         Stakeholders register Scope management plan Requirements management plan Stakeholders management plan • • • • • • • • • •

Tools & Techniques

•   Interviews.         Facilitated workshops. Group decision making techniques. Focus groups. Group creativity techniques.       Questionnaires and surveys. Observation. Prototypes.       Benchmarking Context Diagram Document analysis •

OUTPUTS

•     Requirements documentation Requirements traceability matrix Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pag  113.

145

REQUIREMENTS  DOCUMENTATION  

Progressively elaborated record: how each requirement meets the business need, explicit, measurable, accepted in writing. Prioritising Requirements -

MOSCOW M

ust Have Requirements - otherwise business need is not met

S

hould Have Requirements - which if omitted will compromise system functionality

C

an Have requirements - that if included will add benefits

W

on't Have - requirements that do not serve the business purpose 146

REQUIREMENTS  TRACEABILITY  MATRIX  

It helps at linking requirements to their origin, tracking them over the project lifecycle, giving a structure for managing scope changes acceptance criteria. 147

GROUP  CREATIVITY  TECHNIQUES.  

ü   Brainstorming: members. is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its ü   Delphi Technique: Questionnaires are sent to experts: anonymous responses are compiled, prioritized, and sent back, a method for building consensus. ü   Affinity diagram or Mind map: are both business tools used to organize ideas and data in a visual way. 148

CONTEXT  DIAGRAMS  

I Context diagrams show the system under consideration as a single high-level process and then show the relationship that the system has with other external entities (systems, organizational groups, external data stores, stakeholders, etc.). 151

CONTEXT  DIAGRAMS:  EXAMPLE  

152

CONTEXT  DIAGRAMS:  RULES    

1.

  Key principle - everything moves through the centre 2.

  Personify the “object of attention” – the process, project, or action – all flows in, or out 3.

  Actors – Someone does something with some information 4.

  Information - What do they give to the project, what do they get from the project – 5.

  Place all players on the “board” until edited out based on session scope. 153

EXAMPLE:  Business  Requirements  for  a  University   Restaurant    

Functional:

Pre-ordered meal deliveries to departmental customers must be completed between 10:00am and 2:00pm GMT. All meals in a single order must be delivered to the same location. Meals must be ordered 1 day before delivery and chosen from the online menu Menus can be modified provided that notice of one month is given Daily demand must cater for 25% vegetarian and 5% vegan

Technical (features)

Capability for serving 2000 customers simultaneously in the 4 seating areas and from the 6 food counters, with a minimum of 12 serving staff All meals fully compliant with food hygiene and FDA regulations 154

EXERCISE:  collect  requirements  

Goal: collect requirements of your PW TIME: 30 mins + 10 min for the presentation TOOL: brainstorming + affinity diagram. 158

I  PROCESSI  E  LE  AREE  DI  PM  

159

PLAN  STAKEHOLDERS  MANAGEMENT  

Plan Stakeholders Management

support the project’s interests.

is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to • • •

INPUTS

•     Project Management Plan Stakeholders register     The enterprise environmental factors Organizational process assets • •

Tools & Techniques

•       Expert judgements Meeting Analytical techniques •

OUTPUTS

•     Stakeholder management plan Project document updates Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pagg  336-­‐337.

160

STAKEHOLDERS  ENGAGEMENT  

To ensure the correct level of engagement is being achieved by each stakeholder, the Project Manager will analyze current levels of engagement by using the PMBOK Stakeholders Engagement Assessment Matrix. As noted above in the Stakeholder Analysis Register, each stakeholder group shall be assessed in terms of their current and desired level of engagement.

            Stakeholder  

   

Unaware  

   

Resistant  

               

Neutral  

               

SupporRve  

   

Leading  

                List stakeholders and place a “C” for their current level of engagement and “D” in the column of their desired level of engagement.

161

EXERCISE:  stakeholders  engagement  

Goal: develop the stakeholders engagement matrix of your PW TIME: 30 mins + 10 min for the presentation TOOL: meeting. 162

STAKEHOLDERS  MANAGEMENT  PLAN  

Stakeholder management plan

and potential impact. , which is a subsidiary plan of the PMP that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution on the analysis of their needs, interests, The SMP typically describes the following: •   •   •   •   •   •   •   information needs of each stakeholder or stakeholder group; stakeholder communication requirements; format, method, time frame, and frequency for the distribution of required information to the stakeholders; person responsible for communicating the information to the stakeholders; methods of refining the SMP; required engagement level of the stakeholders at various stages of the project; stakeholder management strategy that defines an approach to manage stakeholders throughout the entire project life cycle. 163

DEFINE  SCOPE  

Define Scope

scope. is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project • • •

INPUTS

•   Project Charter       Scope management plan Requirements documentation Organizational process assets • • •

Tools & Techniques

•   Expert judgement       Product Analysis Alternatives generation Facilitated workshop •

OUTPUTS

•     Project scope statement Project documents updates Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pag  120.

164

•   •   •   •   •   •   •  

PROJECT  SCOPE  STATEMENT  

The Project Scope Statement serves as a baseline document for defining the scope of a project, project deliverables, work which is needed to accomplish the deliverables, and ensuring a common understanding of the project's scope among all stakeholders. A good Scope Statement includes the following information: Justification: A brief statement regarding the business need your project addresses. (A more detailed discussion of the justification for the project appears in the project charter.) Product scope description: The characteristics of the products, services, and/or results your project will produce. Acceptance criteria: The conditions that must be met before project deliverables are accepted. Deliverables: The products, services, and/or results your project will produce (also referred to as objectives). Project Exclusions: Statements about what the project will not accomplish or produce. Constraints: Restrictions that limit what you can achieve, how and when you can achieve it, and how much achieving it can cost. Assumptions: Statements about how you will address uncertain information as you conceive, plan, and perform your project.

166

EXERCISE:  define  scope  

Goal: develop the scope statement of your PW TIME: 30 mins + 10 min for the presentation TOOL: facilitated workshop (find a facilitator and be sure to have at your workshop all the most important stakeholders) 167

WORK  BREAKDOWN  STRUCTURE  

The PMBOK® describes the

Work Breakdown Structure

as "a

deliverable-oriented hierarchical

of the work to be executed by the team".

decomposition

CREATE  WBS  

Create WBS

is the process of subdividing project deliverables and project work into smaller, more manageable components.

• • • •

INPUTS

•       Scope management plan Project scope statement Requirements documentation     Enterprise environmental factors Organizational process assets •

Tools & Techniques

•   Decomposition   Expert judgement •

OUTPUTS

•   Scope baseline   Project documents updates The planned work is contained within the lowest level WBS components, which are called

Work Packages

. A work package can be scheduled, cost estimated, monitored, and controlled. In the context of the WBS, work refers to work products or deliverables that are the result of effort and not to the effort itself. Project  Management  Ins0tute,  A  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  –  FiDh  Edi0on,     Project  Management  Ins0tute,  Inc.,  2013,    Pag  124.

171

Project Management Area

Integration Management Scope Management   Time Management   Cost Management   Quality Management   HR Management   Communications Management   Risk Management     Procurement Management   Stakeholder Management  

  How does WBS help the Project Manager  

Helps the project management team see the entire project laid out in a single diagram.

Helps prevent unnecessary changes.

  Helps create realistic basis for estimating schedule.

  Helps create realistic basis for estimating costs.

  Helps focus work on what needs to be done at the right time, increasing quality. If problems do occur, assists process improvement by making it easier to isolate root cause.

  Creating the WBS as a team helps build the team and creates a sense of active participation that lasts throughout the project.

Helps explain the project to stakeholders and helps project team members from different functional areas to cooperate with each other.

Makes it easier to identify risks by making the work steps and work sequence easier to understand.

Helps identify those work packages which cannot be done with current company resources and/or expertise level.

Helps manage stakeholder engagement by helping to explain the impacts of changes suggested by stakeholders.

SCOPE  BASELINE  

The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. 174

WBS  dicRonary  

A

WBS dictionary

is a document that provides a detailed information about each element in the WBS, including work packages and control accounts . For each WBS element, the WBS Dictionary may include a brief definition of the scope or statement of work, defined deliverable(s), a list of associated activities, and a list of milestones. It can also include information such as responsible organization, start and end dates, resources required, an estimate of cost, charge number, contract information, quality requirements, and technical references to facilitate performance of the work .The WBS dictionary is also an important part of the scope baseline. 175

WBS:  DEVELOPING  APPROACHES  

ü   The analogy approach ü   The top-down approach ü   The bottom-up approach 179

WBS:  DEVELOPING  CRITERIA  

ü   Major Deliverables and sub projects: One could use the major deliverables as the first level of decomposition to begin with. ü   Subproject executed outside the project team: Once could arrange a WBS on the basis of subprojects as well. Each of the sub project managers then creates a WBS for their project. ü   Project phases: One could create a WBS based on various phases of the project to begin with, e.g.: Development, testing etc. ü   Combination: One could mix n match using project phases, and sub projects or key deliverables and create the first level of WBS 180

APPROCCIO  PRATICO  ALLA  COSTRUZIONE  DELLA  WBS  

La radice dell’albero è il progetto, che viene suddiviso in “rami”. I rami di un livello nascono dalla suddivisione di quelli del livello precedente. Deve essere rispettato il principio della “completezza”. La disaggregazione del progetto è sviluppata secondo tre ottiche: ü   Il progetto viene disaggregato nelle sue attività elementari (ABS – Activity Breakdown Structure); ü   Il progetto viene disaggregato in base agli output attesi (PBS – Product Breakdown Structure); ü   Il progetto viene disaggregato in base alle responsabilità (OBS – Organization Breakdown Structure). 181

WBS:  ACTIVITY  BREAKDOWN  STRUCTURE  

PROGETTAZIONE OPERE CIVILI IMP. ELETTRICO IMP. IDRAULICO IMPIANTO TELEF. REALIZZAZIONE VILLA ACQUISTI MATERIALI EDILI TEGOLE INSTALLAZIONE PAVIMENTI MATERIALI ELETTR. CAVI PRESE TEGOLE PAVIMENTI PISCINA NORMATIVA GENIO CIVILE CERTIFICAZ IMP. ELETTR.

182

WBS:  PRODUCT  BREAKDOWN  STRUCTURE  

VILLA OPERE MURARIE EDIFICIO IMPIANTI GIARDINO AIUOLE PISCINA FONDAMENTA ELETTRICO RISCALDAMENTO MURETTI VASCA TELAIO IDRAULICO TV TETTO TELEFONICO ANTIFURTO PIANTE FILTRO

183

WBS:  ORGANIZATIONAL  BREAKDOWN  STRUCTURE  

IMPRESA EDILE ABC ACQUISTI AMMINISTRAZIONE PROGETTAZIONE CONTABILITÀ PERSONALE PROGETT. STRUTT. PROGETT. IMP. DIREZIONE LAVORI DIRETTORE LAV. CAPI CANTIERE MOVIMENT. TERRA

184

PITFALLS  IN  CREATING  WBS  

1. Level of Work Package Detail 2. Deliverables, not Activities or Tasks 3. WBS is Not a Plan or Schedule 4. WBS updates Require Change Control 5. WBS is Not an Organisational Hierarchy 185

WORK  PACKAGE,  ACTIVITY  &  DELIVERABLE  

The

work package

level is the lowest level of a work breakdown structure (WBS). The WBS level is achieved when the work can be accurately estimated (both cost and duration) and can be managed by one individual: the work package owner. Although the work package can be managed by one person, the actual work within the work package (the activities) may be completed by multiple individuals.I t may be helpful to correlate “work package” to “scope”. The work packages are decomposed into

activities

(or “schedule activities) to create the activity list. The activity list will then be used to develop the project schedule.An activity has an expected duration. If the event has no duration, it is considered a milestone. Activities also consume budget and/or resources and are generally named in a verb-noun format.You will notice that four of the five time planning processes have the word “activity” in their name (define activities, sequence activities, estimate activity resources, and estimate activity durations).It may helpful to correlate “activity” to “time”. A

deliverable

is a physical output related to a specific objective of the project, e.g. a report, publication, newsletter, tool, website, or conference. A distinction can be made between external deliverables, which are created for customers and stakeholders, and internal deliverables, which are produced for the purpose of executing the project, and are usually only needed by the project team and the commissioning authority. Both types need to be specified and listed in the work package plan. 186

BUSINESS  GAME:  CORREGGI  LA  WBS  (1/2)  

Nella figura sottostante è riportata la WBS di “Organizzazione di una fetsa”. A una prima lettura sembra corretta, ma guardandola con maggiore attenzione lo è solo in parte: contiene infatti ben 8 errori di impostazione logica. Nella figura sottostante è riportata la WBS di “Organizzazione di una festa”. A una prima Ad ogni errore è associato un punteggio: 1 (errori facile), 2 (errori medi), 3 (Errori difficili) lettura sembra corretta, ma guardandola con maggiore attenzione non lo è: contiene infatti diversi errori di impostazione logica. Ad ogni errore è associato un punto. Scrivete nella tabella di seguito quali sono secondo voi gli errori. Buon lavoro! Organizzazione di una Festa

1. Trovare società di catering 2. Inviti

1.1 Valutare offerta 2.1 Scegliere chi invitare 1.1.1 Fare contratto 1.1.2 Fare pagamento 2.2 Mandare gli inviti 2.3 Raccogliere le conferme

3. Buffet

3.1 Layout 3.2 Bevande 3.3 Cibo

4. Musica 5. Giochi

5.1 Scelta 5.2 Preparazione 5.3 Preparare animazione dei giochi 3.3.1 Cucinare i piatti 4.1 Impianto e cd 4.2 Karaoke (eventuale) 5.3.1 Animatore 5.3.2 Materiali 5.3.3 Prove 204 - 3 -

ESEMPIO  DI  WBS  

Rifate la WBS e sviluppate una WBS dictionary almeno per le parti di Responsabile e Deliverable. 205