Pmbok 4th edition chapter 5 - Project Scope Management

Download Pmbok 4th edition   chapter 5 - Project Scope Management

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I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions. I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization. this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me. Ahmad H. Maharma - PMP Ramallah, Palestine Phone: + (972) (2) 2968644 Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com

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<ul><li> 1. CHAPTER5PROJECTSCOPEMANAGEMENT Ahmad H. Maharma PMP </li> <li> 2. ProjectScopeManagement </li> <li> 3. PMKnowledgeAreas&amp;ProcessGroupsPM Process Initiating Process Planning Process Group Executing Process Monitoring &amp; Controlling ClosingGroups / Group Group Process Group ProcessKnowledge GroupArea ProcessesProject Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectManagement Plan Execution Integrated Change ControlIntegrationProject Scope Collect requirements Verify ScopeManagement Define Scope Control Scope Create WBSProject Time Define Activity y Schedule ControlManagement Sequence Activity Estimating Resource Estimating Duration Develop ScheduleProject Cost Estimating Cost Control CostManagement Budgeting CostProject Quality Quality Planning Perform Quality Assurance Perform Quality ControlManagementProject HR Human Resources Planning Acquire Project TeamManagement Develop Project Team Manage Project TeamProjectP j t Identify Stakeholders Id tif St k h ld Plan Communications Pl C i ti Distribute Information Di t ib t I f ti Performance Reporting P f R tiCommunications Manage stakeholdersManagement expectationsProject Risk Plan Risk Management Risk Monitoring and ControlManagement Risk Identification Qualitative / Quantitative Risk Analysis Risk R Ri k Response Planning Pl iProject Plan procurement Conduct procurement Administer Contract CloseProcurement procurementManagement </li> <li> 4. ProjectScopeManagement Monitoring &amp; Controlling Processes Planning Processes Enter phase/ Initiating Closing Exit phase/ Start project Processes Processes End project Executing Processes ProcessKnowledge Area Monitoring M it i &amp; Initiating Planning Executing Closing Contol Collect Requirements Verify Scope Scope Define Scope Control Scope Create WBS </li> <li> 5. ProjectScopeManagement Process to ensure that the project includes all-and-only the work required, to complete the p j successfully q , p project y Scope can refer to Product Scope &amp; Project Scope Scope Management Plan (part of Develop Project Mgmt Plan) How will I do the scope? Provides guidance on how project scope will be defines, documented, verified, managed, documented verified managed and controlled by project management team determined before project began (not part Dont assume that requirements were of the project) Attitude to say no to unnecessary scope. It should go to project approval process </li> <li> 6. PROJECTSCOPEMANAGEMENTProject Scope Management:includes the processes required to ensure that theproject includes all the work required, and only thework required, to complete the project successfully.Managing the project scope is primarily concerned withdefining and controlling what is and is not included inthe project. h </li> <li> 7. ProjectScopeManagementProcesses5.1 Collect Requirements The process of defining and documenting stakeholders needs to meet the project objectives.5.2DefineScopeTheprocessofdevelopingadetailed p p p g descriptionoftheprojectandproduct.5.3 Create WBSThe process of subdividing project deliverables and project work into smaller more smaller, manageable components.5.4 Verify ScopeThe process of formalizing acceptance of the completed project deliverables.5.5 Control ScopeThe process of monitoring the status of the project and product scope and managing changes to the scope baseline. </li> <li> 8. Product Scope vs Project Scopeln the project context, the term scope can refer to: Product scope. The features and functions that characterize a product, service, or result; and/or Project scope. The work that needs to be accomplished to j p p deliver a product, service, or result with the specified features and functions. </li> <li> 9. Product Scope vs Project ScopeThe processes used to manage project scope, as well as thesupporting tools and techniques, vary by application area andare usually defined as part of the project Lifecycle Lifecycle.The approved detailed project scope statement and its pp p j passociated WBS and WBS dictionary are the scope baseline forthe project.This baseline scope is then monitored, verified, and controlledthroughout the lifecycle of the project project. </li> <li> 10. Product Scope vs Project ScopeCompletion of the project scope is measured against the projectmanagement plan (Section 4.2.3.1).Completion of the product scope is measured against thepproduct requirements (Section 5.1). q ( )The Project Scope Management processes need to be wellintegrated with the other Knowledge Area processes, so thatthe work of the project will result in delivery of the specifiedproduct scope. </li> <li> 11. CollectRequirements </li> <li> 12. 5.1CollectRequirementsCollect Requirements is the process of defining anddocumenting stakeholders needs and expectations to meet the stakeholdersproject objectives.The projects success is directly influenced by the care taken incapturing and managing project and product requirements.Requirements include the quantified and documented needsand expectations of the sponsor, customer, and otherstakeholders. </li> <li> 13. 5.1CollectRequirementsThese requirements need to b elicited, analyzed, and recordedTh i d be li i d l d d d din enough detail to be measured once project execution begins.Requirements become the foundation of theWBS.CostScheduleand quality planningare all built upon these requirements.The development of requirements begins with an analysis of theinformation contained in the project charter (Section 4 1 .3.1) 4.1 3 1)and the stakeholder register (Section 1 0.1 .3,1 ). </li> <li> 14. 5.1.1CollectRequirements:lnputs.1 Project Charter: The project charter is used to provide the highlevel project requirements highlevel product description of the project so that detailed product requirements can be developed developed..2 Stakeholder Register: g The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements. i t The stakeholder register is described in Section 10.1 . </li> <li> 15. 5.1.2 Collect Requirements: Tools and Techniques.1 Interviews: An interview is a formal or informal approach to discover information from stakeholders by talking to them directly. lt is typically performed by asking prepared and spontaneous questions and recording the responses. Interviews are often conducted "oneonone," but may involve multiple interviewers and/or multiple interviewees. Interviewing experienced project participants, stakeholders, and subject matter experts can aid in identifying and defining the features and functions of the desired project deliverables. </li> <li> 16. 5.1.2 Collect Requirements: Tools and Techniques.2Focusgroups: Focusgroupsbringtogetherprequalifiedstakeholdersand subjectmatterexperts to subject matter experts to learnabouttheirexpectations attitudesaboutaproposedproduct,service,orresult. p p p , , trainedmoderator guidesthegroupthroughaninteractivediscussion,designed tobemoreconversationalthanaoneononeinterview. </li> <li> 17. 5.1.2 Collect Requirements: Tools and Techniques.3FacilitatedWorkshops: Workshopsareconsideredaprimarytechniqueforquickly definingcrossfunctionalrequirementsandreconciling d fi i f ti l i t d ili stakeholderdifferences. Becauseoftheirinteractivegroupnature,wellfacilitated sessionscanbuildtrust,fosterrelationships,andimprove communicationamongtheparticipantswhichcanleadto i i h i i hi h l d increasedstakeholderconsensus. </li> <li> 18. 5.1.2 Collect Requirements: Tools and Techniques.4GroupCreativityTechniques: 4 Group Creativity Techniques: Brainstorming.Atechniqueusedtogenerateandcollectmultiple ideasrelatedtoprojectandproductrequirements. Nominal group technique This technique enhances brainstorming Nominalgrouptechnique.Thistechniqueenhancesbrainstorming withavotingprocessusedtorankthemostusefulideasforfurther brainstormingorforprioritization. TheDelphiTechnique.Aselectedgroupofexpertsanswers questionnairesandprovidesfeedbackregardingtheresponsesfrom eachroundofrequirementsgathering.Theresponsesareonly availabletothefacilitatortomaintainanonymity. </li> <li> 19. 5.1.2 Collect Requirements: Tools and Techniques.4GroupCreativityTechniques: 4 Group Creativity Techniques: ldea/mindmapping.Ideascreatedthroughindividualbrainstorming areconsolidatedintoasinglemaptoreflectcommonalityand differencesinunderstanding,andgeneratenewideas. Affinitydiagram.Thistechniqueallowslargenumbersofideastobe sortedintogroupsforreviewandanalysis. </li> <li> 20. Idea/MindMapping </li> <li> 21. 5.1.2 Collect Requirements: Tools and Techniques.5 Group Decision Making Techniques: Group decision making is an assessment process of multiple alternatives with an expected outcome in the form of future actions resolution. These techniques can b used to generate, classify, h be d l f and prioritize product requirements. There are multiple methods of reaching a group decision, for example: Unanimity. Everyone agrees on a single course 0f action. Majority. Support from more than 50% of the members of the group. Plurality. The largest block in a group decides even if a majority is not achieved. Dictatorship. 0ne individual makes the decision for the group.Almost any of the decision methods described previously can be applied tothe group techniques used in the requirements gathering process. </li> <li> 22. 5.1.2 Collect Requirements: Tools and Techniques.6 Questionnaires...</li></ul>