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PMI - SVC

PMI - SVC. I-80 Breakfast Roundtable Monthly Meeting Thursday, October 12, 2006 8:00 am – 9:00 am. September Meeting in Review. 4.0 Project Management Integration 4.1 Project Initiation Output Project Charter Identified Business Need Identified Product Description

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PMI - SVC

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  1. PMI - SVC I-80 Breakfast Roundtable Monthly Meeting Thursday, October 12, 2006 8:00 am – 9:00 am 2006 - Strong9 Consulting Services, LLC

  2. September Meeting in Review • 4.0 Project Management Integration • 4.1 Project Initiation • Output • Project Charter • Identified Business Need • Identified Product Description • Identified/Assigned Project Manager • Identified Constraints • Identified Assumptions • Sample Project Charters 2006 - Strong9 Consulting Services, LLC

  3. October Meeting Overview • 5.0 Project Scope Management • 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

  4. 5.0 Project Scope Management • What is Scope Management? • 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. 5.1 Scope Planning Process • 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

  6. 5.1 Scope Planning Inputs • Inputs • Enterprise Environmental Factors • Organizational Process assets • Preliminary project scope statement • Project Management Plan 2006 - Strong9 Consulting Services, LLC

  7. 5.1 Scope Planning Inputs • Inputs • Enterprise Environmental Factors • 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

  8. 5.1 Scope Planning Inputs • Inputs • Organizational Process Assets • 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

  9. 5.1 Scope Planning Inputs • Inputs • Preliminary project scope statement • Project Charter (4.1) • Project Preliminary Scope Statement (4.2) • 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

  10. 5.1 Scope Planning Inputs • Inputs • Project Management Plan (4.3) • 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

  11. 5.1 Scope Planning Tools & Techniques • Tools & Techniques • Expert Judgment • Templates, forms, standards 2006 - Strong9 Consulting Services, LLC

  12. 5.1 Scope Planning Tools & Techniques • Tools & Techniques • Expert Judgment • Expertise • Specialized Knowledge or Training • Possible Sources • Other units within organization • Consultants • Stakeholders, including customers • Professional and technical associations • Industry groups 2006 - Strong9 Consulting Services, LLC

  13. 5.1 Scope Planning Tools & Techniques • Tools & Techniques • Templates, forms, standards • WBS Template • Scope Management Plan Template • Project Scope Change Control Forms • Analysis Tools • Product / Service Analysis • Brainstorming • Lateral Thinking 2006 - Strong9 Consulting Services, LLC

  14. 5.1 Scope Planning Outputs • Outputs • Project scope management plan • Provides guidance to the Project Management Team on how the project scope will be: • Defined • Documented • Verified • Managed • Controlled 2006 - Strong9 Consulting Services, LLC

  15. 5.1 Scope Planning Outputs • Outputs • Components of the project scope management plan identifies the following processes • Detailed Scope Statement • Based on the preliminary project scope statement • WBS • Creation • Maintenance • Approval • Completed Deliverables • Formal Verification • Formal Acceptance • Control • Changes Identified • Changes Verified against Detailed Project Scope Statement • Changes Processed • Changes Linked to the Integrated Change Control Process 2006 - Strong9 Consulting Services, LLC

  16. 5.1 Scope Management Plan • Project Scope Management Plan • Subsidiary Plan of the Project Management Plan • Informal • Broadly Framed • Formal • Highly Detailed • Based on Project Needs 2006 - Strong9 Consulting Services, LLC

  17. Scope Planning Questions • What must be done? • Objectives and magnitude or scope of work • How should it be done? • Selection of Project Strategy. • Who should do it? • Roles and Responsibilities can be assigned • By when must it be done? • Scheduling is accomplished • How much will it cost? • The budget is developed • How good does it have to be? • Quality levels are determined • What performance is required? • Performance specifications are determined. 2006 - Strong9 Consulting Services, LLC

  18. Scope Planning - Mistakes • First Common Mistake • Not involving the right people in the planning process – Do not involve the people implementing the plan • Manager plans unilaterally • Organizations utilize planning groups • Results • 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

  19. Scope Planning - Mistakes • Second Common Mistakes • “Ready – Fire – Aim” • No time to really plan the project • Need to get to doing the “real work” • Results • Disaster without good planning 2006 - Strong9 Consulting Services, LLC

  20. Project Definition • What defines a Project? • 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

  21. Scope Plan -Suggested Table of Contents • Define Project Objectives • Define Project Approach • Define Commitments being assumed by the manager and key contributors • Assumptions 2006 - Strong9 Consulting Services, LLC

  22. Scope Plan -Suggested Table of Contents • Problem Statement • 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 • Project Mission Statement • 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

  23. Scope Plan -Suggested Table of Contents • Project Strategy • 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 Project Scope • 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

  24. 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 2006 - Strong9 Consulting Services, LLC

  25. Questions Project Delivered…. On time, On Scope, On Budget! Closing Controlling Executing Panning Imitating 2006 - Strong9 Consulting Services, LLC

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