pmp integration and scope management

7/27/2019 PMP Integration and Scope Management

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Project Integration Management

Project Management

Professional - PMP

Presenter:Falik Sher, PMPeVentureSolutions (Pvt) Ltd.


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Introduction

Project Integration Management includes theprocess and activities needed to identify,

define, combine unify and coordinate the

various processes and PM activities with the

PM process groups.

Project integration management entails making

choices about resources allocation, making

trade-offs among competing objectives and

alternatives and managing the

interdependencies among the PM knowledge

Areas.


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Introduction

If you were asked "What is the main role of theproject manager?"

I guess the answer is to perform integration. While

the work of the project is being done, it is the teammembers' role to concentrate on completing thework packages. The project sponsor should beprotecting the project from changes and loss ofresources. It is the project manager's role to put allthe pieces of the project together into one cohesivewhole that gets the project done faster, cheaperand with fewer resources while meeting the projectobjectives.


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Processes

The project Management processes are usuallypresented as discrete processes with definedinterfaces while, in practice, they overlap andinteract in ways that can't be completelydetailed.

Develop Project Charter

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Close Project or Phase


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Develop Project Charter is the process of

developing a document that formally authorizes

a project or a phase and documenting initial

requirement that satisfy the stakeholders' needs

and expectations.It establishes a partnership between the

performing organization and the requesting

organization.

The approved project charter formally initiates

the project.


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Inputs: Project statement of Work

Business case

Contract

EEF

OPA

T and T: Expert Judgment

Output: Project Charter


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Project Charter Data Flow


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Develop Project Management Plan is theprocess of documenting the actions necessaryto define, prepare, integrate and coordinate allsubsidiary plans.

The project management plan defines how theproject is executed, monitored & controlled andclosed.

The contents will vary depending upon theapplication area and complexity.


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Inputs: Project Charter


Output: Project Management Plan


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Direct & Manage Project Execution

Staff, Train & Manage HR

Obtain, manage and use resources

Implement the plan methods, standards

Establish & manage project communication

channels

Generate project data

Issue change requests

Manage risks

Manage seller and suppliers

Collect and document lessons learned


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Inputs: Project management plan

Approved change requests

EEF

OPA


Project management IS

Output: Deliverables

Work performance information

Change requests

Project Management Plan update

Project document update

Direct & Manage Project Execution


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Direct&

Manage

ProjectE

xecution

Dataflo

w


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Monitor & Control Project Work

Comparing actual performance

Determine any corrective/preventive actions

Identifying new risks and analyzing, tracking

and monitoring existing risks

Maintaining accurate, timely information base

Provide information to support status

reporting, measurement and forecasting

Forecasts to update current costs/ schedule Monitoring implementation of approved

changes


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Inputs: Project Management Plan

Performance Reports

EEF

OPA


Output: Change RequestsProject Management Plan update

Project Document update



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Project Management PlanPerformance Reports

Current status

Significant accomplishments for the period

Scheduled activities

Forecasts

Issues

EEFOPA


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Change Requests Corrective action

preventive action

defect repair




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Influencing the factors that circumvent

integrated change control

reviewing, analyzing and approving CRs

promptly

Managing approved changes

Maintaining the integrity of baselines

Reviewing, approving/denying recommended

corrective and preventive actions Coordinating changes

Impact analysis documentation


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Work Performance information

Change Requests

EEF

OPA


Change Control meetings

Output: Change Requests update


Project Document update



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Change Requests Many executing and M&C process produce

change requests. Corrective, preventive actionsand defect repairs.

Usually corrective and preventive actions don't

affect the baselines, but the performance

Change Control meetings CCB is responsible for meeting and reviewing the

change requests and approving/ rejecting changerequests.

All decisions made by CCB are documented andcommunicated to all stakeholders



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Actions and activities to satisfy completion or

exit criteria for the phase or project

Actions and activities to transfer the project

product, service or result to next phase or toproduction/operations

Activities needed to collect project/phaserecords. Audit project success or failure, gather

lessons learned and archive project info for

future use.


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Accepted deliverables

OPA


Output: Final product, service or result

OPA updates



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Accepted Deliverables

Those deliverables that have been accepted

through the verify scope process

Final Product service or Result the output refers to the transition of the final

product, service or result that the project was

authorized to produce.



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Break

Break


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Project Scope Management

Project Management

Professional - PMP

Presenter:Falik Sher, PMPeVentureSolutions (Pvt) Ltd.


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Introduction

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.

Collect Requirement

Define Scope

Create WBS

Verify Scope

Control Scope


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Collect Requirements

Collect requirements is the process of defining

and documenting stakeholder's need to meet

the project objectives.

Requirements include the quantified and

documented needs and expectations of thesponsor, customer and other stakeholders.

The development of requirements begins with

an analysis of the information contained in the

project charter.


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Stakeholder register

T and T: Interviews

Focus groups

Facilitated workshops

Group creativity techniques

Group decision making techniques

Questionnaires and surveys

Observations

Prototypes

Output: Requirement documentation

Requirement management plan

Requirement traceability matrix



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Stakeholder Register

Register is used to identify the stakeholders who

can provide information on detailed project and

product requirements.

Identifying all people or organizations impacted by

the project and documenting relevant information

regarding their interests, involvement and impact

on project success.

Stakeholders may be at different levels within the

organizations and may possess different authoritylevels or may be external to performing

organization for the project.


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Interview

an interview is a formal approach to discover information fromstakeholders by talking to the directly.

Focus GroupsFocus groups bring together prequalified stakeholders and

subject matter expert to learn about their expectations andattitudes about a proposed product, service or result.

Facilitated Workshopsworkshops are considered a primary technique for quicklydefining cross-functional requirement and reconcilingstakeholder differences.Because of their interactive group nature, well-facilitatedsessions can build trust, foster relationships and improvecommunication among the participants which can lead toincreased stakeholder consensus.


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Group creativity TechniquesSeveral group activities can be organized toidentify project and product requirements

nominal group technique - voting

the Delphi technique - expert answers

idea/mind mapping - single map - commonality &differences

affinity diagram - sorted into groups

Group decision Making Techniquesunanimity - agreesmajority - major supports

plurality - largest block support without majority

dictatorship - ...........


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Questionnaires and Surveys

Written sets of questions designed to quickly accumulateinformation from a wide number of respondents.

Observations

Observations provide a direct way of viewing individuals intheir environment and how they perform their jobs or tasks.

This is helpful when people that use the product havedifficulty or reluctant to write their requirements.

Prototypes

Incremental working model presentation to stakeholders



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Requirement Documentation Describes how individual requirements meet the business

need for the project.

May start at high level and progressively more detailed asmore is known.

Before baseline requirement must be UNAMBIOUGUS(Measurable & Testable), traceable, complete, consistentand acceptablebusiness need objectives

functional requirement non-functional requirement

Quality Acceptance criteria

Business rules impact to others

support and training assumptions and constraints



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Requirement Management Plan

Documents how requirements will be analyzed, documented andmanaged throughout the project

How requirements activities will be planned, tracked and reported.

configuration management - CR

Prioritization process

Product metrics - rationale for using such metrics

traceability structure - what should be on traceability matrix

Requirement traceability Matrix Table that links requirements to their origin and traces them

throughout the project life cycle.

Req. to business needs, opportunities goals and objectives Req. to project scope/WBS

Req. to design

Req. to development

Req. to test scenarios

High level requirements to more detailed



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Defining Scope

The preparation of a detailed project scope

statement is critical to project success and buildsupon the major deliverables, assumption and

constraints that are documented during project

initiation.

During planning the project scope is defined and

described with greater specificity as more

information about the project is known.

Existing risks assumptions and constraints areanalyzed for completeness.


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Requirement DocumentationOPA


Product AnalysisAlternative Identification

Facilitated workshops

Output: Project Scope Statement


Defining Scope


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Defining Scope


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Defining Scope

Product analysis

For projects that have product as deliverables as

opposed to a service or result, product analysis can

be effective tool.

Each application area has one or more generally

accepted methods and translating high-levelproduct description into tangible deliverables.

Alternative Identification

Identifying alternatives is a technique used to

generate different approaches to execute and

perform the work the project.


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Defining Scope

Project Scope Statement Product Scope Description Product Acceptance criteria

Project Deliverables

Project exclusions

Project constraints Project assumptions

Project Document updates Stakeholder register

Requirements documentation



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Create WBS

Create WBS is the process of subdividing project

deliverables and project work into smaller moremanageable components.

The WBS is a deliverable-oriented hierarchical

decomposition of the work to be executed by the projectteam to accomplish the project objectives and create the

required deliverables .

The planned work is contained within the lowest levelWBS components, which are called work packages. A

work package can be scheduled, cost estimated and

monitored and controlled.

C WBS


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Create WBS

Inputs: Project scope statement

Requirements documentation

OPA

T and T: Decomposition

Output: WBS

WBS DictionaryScope baseline

Project document updates

C t WBS


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Create WBS

Decomposition

is the subdivision of project deliverables into smallermore manageable components until the work anddeliverables are defined to the work package level.

the work package level is the lowest level in the WBS

and is the point at which the cost and activitydurations for the work can be reliably estimated andmanaged.

Identifying and analyzing the deliverables and related work

Structuring and organizing the WBSDecomposing the upper WBS into lower level detailed.

Developing and assigning identification codes to the WBS

Verifying that the degree of decomposition of the work isnecessary

C t WBS


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Create WBS

WBS

The WBS is deliverable-oriented hierarchical decomposition of thework to be executed by the project team to accomplish the projectobjectives and create the required deliverables with each descendinglevel of the WBS representing an increasingly detailed definition ofthe project work.

The WBS is finalized by establishing control accounts for the work

packages and unique identifier from a code of accounts.

WBS DictionaryThe WBS dictionary is a document generated by the create WBSprocess that supports the WBS. This provide detailed descriptions of

the components in the WBS, including work packages and controlaccounts.Code of account identifier

Description of work

Responsible organization

Verify Scope


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Verify Scope is the process of formalizing

acceptances of the completed project deliverables.

Verifying scope includes reviewing deliverables with

the customer or sponsor.

Scope verification differs from quality control. Scopeverification is primarily concerned with acceptance of

the deliverables.

Quality control is generally performed before scope

verification, but these two processes can beperformed in parallel.

Verify Scope

Verify Scope


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Verify Scope

Inputs: Project management plan

Requirement documentation


Validated deliverables

T and T: Inspection

Output: Accepted deliverables

Change requests


Verify Scope


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Verify Scope

Verify Scope


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Verify Scope

Project management plan

Project scope statement

WBS

WBS dictionary


The requirement documentation lists all the project product,

technical and other types of requirements that must be

present for the project and product along with theiracceptances criteria.

Verify Scope


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The requirements traceability matrix links

requirements to their origin and tracks the

throughout the project life cycle.

Validated deliverables

Validated deliverables have been completed and

checked for correctness by the performs qualitycontrol process

Verify Scope

Verify Scope


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Inspection

Inspection includes activities such as measuringexamining and verifying to determine whether workand deliverables meet requirements and productacceptance criteria. Inspections are sometimescalled reviews, product reviews, audits andwalkthroughs.

Accepted deliverables

Deliverables that meet the acceptance criteria areformally signed off and approved by the customeror sponsor. Formal documentation received fromthe customer or sponsor acknowledging.

Verify Scope

Verify Scope


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Change requests

Those completed deliverables that have not been

formally accepted are documented, along with the

reasons for non-acceptance. These deliverables

may required a change request for defect repair.


Project documents that may be updated as a result

of the verify scope process include any documents

that define the product or report status on product

completion.

Verify Scope

Control Scope


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Control scope is the process of monitoring the

status of the project and product scope andmanaging changes to the scope baseline.

Controlling the project scope ensures all

requested changes and recommendedcorrective or preventive actions are processed

through the Perform integrated change control

process.Uncontrolled changes are often referred to as

project scope creep

Control Scope

Control Scope


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Control Scope

Inputs: Work performance information


Requirement Traceability matrix

Organizational process assets

T and T: Variance analysis

Output: Work performance measurements

OPA updates

Project Management Plan


Control Scope


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Control Scope

Control Scope


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Project Management Plan

Scope baseline Scope management plan

Change management plan

Configuration management plan

Requirements management plan

Work Performance information information about project progress, such as which

deliverables have started their progress and whichdeliverables have finished

Organizational Process Assets Existing formal and informal scope control-related

policies, procedures and guidelines

Monitoring and reporting methods to be used

Control Scope

Control Scope


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Variance Analysis

Project performance measurements are used to assess themagnitude of variation from the original scope baseline.

Work performance measurement Measurements can includes planned vs actual technical

performance or other scope performance measurements. this

information is documented and communicated to stakeholders.OPA Updates

Causes of variances

Corrective actions chosen and reasons

Other lessons learned

Change Requests Analysis of scope performance can result in a change request to the

scope baseline or other components of the project managementplan.

Control Scope

Control Scope


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Project Management Plan UpdatesScope baseline updates

Other baseline updates

if the approved change requests have an effect

on the project scope then the corresponding costbaseline and schedule baselines are revised andreissued to reflect the approved changes.

Project Document UpdatesRequirements documentation

requirements traceability matrix

Control Scope


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Thank You