Scope Development - Part 2

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En provenance du cours de Rice University

Engineering Project Management: Scope, Time and Cost Management

146 notes

Rice University

Engineering Project Management: Scope, Time and Cost Management

146 notes

Cours 2 sur 3 dans Specialization Engineering Project Management

Scope, time, and cost management are at the heart of successful project management. This course will give you the tools to develop a project scope, schedule and budget and then status them to predict project performance. Throughout the course, you will learn about change management and techniques to implement it. By the end of this course you will be able to: • Create a requirements document • Create a Project Scope Statement • Identify ways to control the scope of the project • Decompose the work and develop work packages • Create a Work Breakdown Structure • Develop a Critical Path Schedule • Review types of cost estimates and identify whether they are “top down or bottom up” • Review budgets, contingencies and reserves • Calculate planned and earned values to compare with actual cost • Perform a cost and schedule analysis Each week you will prepare a key deliverable for the project plan based on a provided Case Study. These deliverables include: • Project Scope Statement • Project Work Breakdown Structure (WBS) and WBS dictionary • Critical Path schedule sequence diagram • Bar Chart Schedule (Gantt Chart) • Project Cost Estimate • Project Status using an Earned Value Calculation All of this will position you to set up a plan to control your next assignment or your next project whether this is as the project manager or as an area leader. Rice Center for Engineering Leadership is a Registered Education Provider through the Project Management Institute (PMI)®. Learners who complete this course on the Certificate track will be awarded 14 hours of Profession Development Units. These are recognized by PMI for continuing education or can be applied toward the 35 hours of education required for the Project Management Professional (PMP)® certification. PMI and PMP are registered marks of the Project Management Institute, Inc.

À partir de la leçon

Project Scope Management

Introduction and Objectives2:46

Scope Development - Part 14:16

Scope Development - Part 25:48

Requirements Development10:34

Scope Control Process9:22

Rencontrer les enseignants

Tom Phalen
Lecturer in Engineering Leadership, PMP
Rice Center for Engineering Leadership
Kazimir Karwowski
Executive Director, PMP
Rice Center for Engineering Leadership

In this lesson,

we will look at the three steps in the project scope development process.

First is the project charter.

This is a formal authorization for the project to provide us the context and

background for the project.

At a high level it contains the scope description and

list of the project requirements along with the acceptance criteria.

It's the starting point for our project scope statement.

Next, is the stakeholder register.

This documents the key players who can provide input on the requirements.

These are the people we will want to reach out to when we prepare the project scope

statement.

Next, is the stakeholder management plan.

This plan contains the information on how we're going to engage the stakeholders.

The project management plan, this includes any

prepared sections of the plan and helps us to find the scope.

Finally, we have the enterprise environmental factors.

This includes the company culture and

strategy, plus information on general market conditions and other key elements.

These factors may influence how we develop the product and provide the services.

Now let's look at the contents of a good project scope statement.

The project scope statement is the end product of our project

scope development process.

The project scope statement includes many of the same elements that are included in

the project charter that you learned about in the last course.

The difference here is the level of detail.

The project scope statement should be a fairly detailed

statement about the product scope and the services scope.

It will include all the requirements, specification details for

the products of our project.

While the project charter is typically one to two pages,

the project scope statement can be quite extensive.

The project scope statement should be developed by the project team as part

of their planning process.

It's important that the project team develop the project scope statement,

as this is their commitment to the project manager of what they will produce as part

of the process.

For larger projects, it's generally best practice to divide the project scope

statement into several sections, one section for each function on a project.

Each section contains a similar table of contents, and

then there's an overall summary plan prepared by the project manager

that ties them all together and summarizes the result.

It's also good to include the project acceptance criteria

as part of the project scope statement.

These criteria let us know when we have met the requirements and

the deliverables are complete.

It's important to define these upfront,

as they are a key element of the project scope statement.

The first step in the scope development process is developing the scope

management plan.

This plan lays out how we will develop the project scope for the project.

It defines how we will collect the are requirements for a successful project.

This might include interviews with stakeholders, or

it might include research on key aspects of the product.

Whatever process we decide on,

it should be documented in the scope management plan.

The plan will also include the table of contents for

the project scope statement along with the process for

how we will develop the statement, get it reviewed, and then approved.

Will we have each functional leader prepare their part in a separate document?

Or will it be done in one document prepared by a single group?

Who has to review and approve the statement?

What's the process for final sign off?

All of these questions should be answered as part of the plan.

Finally, how will we develop the work breakdown structure?

How will we review and approve the entire plan?

And finally, how will we monitor, control, and

modify the scope statement as the project develops?

This last element, the controlling and

modifying the scope statement process is particularly important.

It'd be nice if we set up the scope statement, we did the work, and

nothing ever changed.

But the one constant in a project is change.

If we do not have a process for addressing new developments and

new learnings as we go, we are doomed to a confusing and unorganized process.

Change control is essential.

As part of this lesson, we have discussed the contents of a project scope

statement and the work process to develop one.

We have discussed the project scope statement process and

the elements of a scope management plan.

In the next few lessons, we will review how to develop the project requirements,

how to validate the scope, and ultimately, the scope control process.

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