TEMPLATE FOR POWERPOINT 2003

1. TEMPLATE FOR POWERPOINT 2003 Project Scope Management

2. Planning Processes Initiating Processes Closing Processes Executing Processes PM 11 Project Scope Management Monitoring & Controlling Processes

3. Time Cost Risk Scope (deliverables, performance, quality) PM 12 Project Scope Management Processes • At the conclusion of this module you will be able to: • Plan Scope Management – Create a process which identifies how the scope will be defined, validated and controlled. • Collect Requirements – Collect information that helps identify the project requirements including a Project Charter that formally initiates the project and identifies the high level view. • Define Scope – Define the elements of project scope statement that completely defines the project requirements and deliverables. • Create WBS – Breakdown the major project deliverables into smaller, more manageable components. • Verify Scope – Formalize the acceptance of the project scope documents. • Control Scope – Control changes to the project scope.

4. Reconciliation Planning Core Team Initiation Project Leader Ideation Project Learning Execution and Control Project Completion Best Practices Model Customer Project Sponsor

5. PM 13 Plan Scope Management • Provides guidance on how the scope will be defined and managed throughput the process. Includes the following elements: What processes and documentation do you currently use? Scope Management Plan: Process for preparing detailed scope definition How the WBS will be defined and maintained Obtaining formal acceptance of project deliverables Establishing a change control procedure Requirements Management Plan: How requirement will be defined, tracked and reported Configuration of project documentation Prioritization Process Definition of Metrics and supporting rationale

6. PM 14 Collect Requirements - Project Charter The Project Charter formally authorizes the project, documents the business need and defines how the project is intended to satisfy the needs. Components Project “Index Page” Seldom Changes High Level • Project Title • Start/Finish Dates • Project Manager • Business Need • Project Objectives • Scope Boundaries • Project Team and Key Stakeholders • Budget • Key Deliverables and Milestones • Key Measures • Customer CTQ’s • Sponsor Sign off

7. PM 15 Collect Requirements – Project Charter

8. Opportunity Threat Short Term 1 3 2 4 Long Term Collect Requirements – Step 1; Problem / Opportunity Statement

9. Collect Requirements – Step 2; Business Case 9 Business Case – Ensure problem is aligned with Business strategy.

10. 15 Words Flip Chart PROJECT DEFINITION PROJECT DEFINITION PROJECT DEFINITION Collect Requirements – Step 3; Goal Statement

11. In the Frame / Out of the Frame Flip Charts Collect Requirements – Step 4: In the Frame/ Out of Scope

12. Customer CTQ’s A B C D E F Collect Requirements – Affinity Diagram What are some benefits of writing effective CTQs?

13. PM 16 Define Scope – CTQ Requirements – Types & Definitions Basic Needs (Dissatisfiers) : Requirement that can dissatisfy but cannot increase satisfaction. Customer will probably not buy or use if absent. Example: Power Brakes, Steering and Windows Performance Needs (Satisfiers): The more of these requirements (satisfiers) that are met, the more one is satisfied. More is always better and can determine if one product or service is used versus another. Example: Leather Seats and Sun Roof Excitement Needs (Delighters) : If the requirement is absent it does not cause dissatisfaction, but it will delight customers if present. These are attractive qualities that differentiate the product or service from competition and drive value and price. Example: Digital Radio with Wireless Connection Indifferent: Customer is indifferent to whether the feature is present or not. These add unnecessary cost and risk to a program. Example: Four Valves per Cylinder

14. Unspoken Unexpected Unknown Spoken Measurable Range of Fulfillment TIME Excitement Needs Unspoken Taken For granted Basic Performance Needs Basic Needs PM 17 Define Scope – Changing CTQ’s Extended Kano Model Satisfied Customer Fully Functional Dissatisfied Customer RECOGNIZE: That Customer Needs Change With Time

15. PM 18 Define Scope – Benefits of Writing Effective CTQs What are some benefits of writing effective CTQs? • Common terminology and definitions for use in communications • Clear expectations and goals • Customer acceptance of measurements & definition of success • Improved ability to control schedule, budget, resource allocation • No scope changes attributed to false assumptions or design mistakes • Solution has well-defined success parameters – everyone agrees on results!

16. Sim R1 – T2,3 APG 4 Application Planning Guide – Project Charter Project Charter Activity – page 4 Select a project you’re working on, or managing. Open the Project Charter Template and complete the following elements: Describe the problem or opportunity which is the purpose for the project: Create a SMART goal statement using only 15 words. If your project already has a goal, use the SMART criteria and 15 word limit to refine your goal:

17. Cost Time Risk Scope PCG 8 Define Scope – Project Scope Statement • Scope Statement more completely identifies the project requirements and deliverables. • Serves as the basis for making project decisions and for developing a common understanding among the sponsor, stakeholders and team. Project Scope Statement Richard Donald James

18. Define Scope – Project Scope Statement Cost Time Risk Scope PCG 8 18 • Scope Statement more completely identifies the project requirements and deliverables. • Serves as the basis for making project decisions and for developing a common understanding among the sponsor, stakeholders and team. Project Scope Statement Finish on-time Low-Cost Bid Magnetic Propulsion System Richard Donald James

19. Managing Diverse Expectations Perceived Value Satisfaction = Cost ($) Perception of Received Perceived Value = Expectations Communication

20. To Align Expectations Within the Team; The Alignment Discussion • Someone makes a PROPOSAL • Asks each member “ALIGNED?” • Can you agree to move forward? • Can you support? • If YES – Expectations aligned, move on • If NO • Listen to Concerns – Reflect Concerns • Express Concerns – Ensure they are Considered • BRAINSTORM Options until acceptable one is found • Repeat from Step 2

21. To Align Stakeholder Expectations: Work Breakdown Structure (WBS) • A WBS contains all the work that you need to complete in order to deliver the product. • It groups project components together in order to organize and define the total scope of the project. • Work not on the WBS is considered out of scope. • Use the WBS to confirm a common understanding of the project scope and deliverables.

22. PM 20-22 Create WBS – PMI Example Project Subproject 4 Phase 1 Phase 2 Deliverable 3 Subproject 5 Deliverable 4.1 Deliverable 4.m Deliverable 2.3 Deliverable 2.2 Deliverable 2.1 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x Deliverable 2.2.1 Deliverable 2.2.2 Subproject 2.2.2.1 Work Package 2.2.1.1 Work Package 3.1 Work Package 4.1.2.1 Subproject 2.2.2.2 Work Package 3.2 Work Package 2.2.1.2 Work Package 4.1.2.2 Work Package 3.3 Work Package 2.2.2.2.1 Work Package 2.2.1.3 Work Package 4.1.2.3 Work Package 2.2.2.2.2 Work Package 3.4

23. Create WBS – Deliverable Structure Project Deliverable #3 Deliverable #1 Deliverable #2 Activity 1.1 Activity 1.3 Task 1.2 Task 2.1 Task 3.1 Task 2.2 Task 1.3.1 Task 1.1.1 Task 3.2 Task 1.3.2 Task 1.1.2 Task 3.3 Task 1.3.3

24. MagUp Project 2.0 Manufacture 3.0 Site Prep. 4.0 Installation Create Specifications Survey Site Establish Customer Interface Team Create Site Development Plan Source Materials Install Unit Extension Manufacture Sub-Assemblies Erect Temporary Facilities Refurbish and Upgrade existing Unit Reliability and Safety Testing Develop Site to Plan Test Unit Package for Shipment Operation and Maintenance Training Create WBS – Phased Structured WBS (Case Example) Phase 1.0 Design 1.0 Design 1.1 - Identify Customer CTQ’s 1.2 - Establish Conceptual Design Requirements Sub-project 1.3 - Build Model for Proposal 1.4 - Inspect Existing Unit 1.4 - Inspect Existing Unit 1.5 - Create Project Plan 1.6 - Create Detailed Design

25. 1.4.1 Review Drawings 1.4.2 Review Maintenance Records 1.4.3 Identify Control System Interfaces 1.4.4 Verify Drawings Reflect As Built 1.4.5 Inspect Structural Integrity 1.4.6 Review Site Survey for Extension 1.4.7 Inspect Dedicated Area for Extension Create WBS – Sub-Project (Case Example) 1.0 Design 1.1 Identify CTQ’s 1.2 Establish Design Requirements 1.4 Inspect Existing Unit 1.5 Create Prjt. Plan 1.6 Create Detailed Design 1.3 Build Model and Proposal Work Package Sub-sub project

26. WBS Process

27. Process for Creating a WBS - Five Star Meal Plans • As an entire group, on Post-It Notes, identify high level milestones • On assigned Milestone, identify key activities / tasks • Discuss: • Parent / Child Relationships • In and Out of Scope • Quality / Cost Tradeoffs

28. Reconciliation Planning Core Team Initiation Project Leader Ideation Project Learning Execution and Control Project Completion Where is WBS Completed?? Customer Project Sponsor

29. P.E.R.T. 301 302 303 401 101 105 204 102 103 106 202 205 203 104 201 402

30. Identify Critical Path 301 2 302 15 303 2 401 3 101 5 105 7 204 2 102 2 103 3 106 2 202 15 205 8 203 6 104 30 201 6 402 8

31. Identify Critical Path 301 2 302 15 303 2 401 3 101 5 12 5 105 7 204 2 5 0 2 2 102 2 103 3 106 2 202 15 205 8 35 5 203 6 104 30 201 6 402 8

32. Identify Critical Path 22 70 7 72 7 5 75 72 301 2 302 15 303 2 401 3 0 5 101 5 12 5 105 7 58 56 204 2 5 0 2 2 37 56 41 35 70 62 102 2 103 3 106 2 202 15 205 8 62 56 35 5 41 35 203 6 83 75 104 30 201 6 402 8

33. Identify Critical Path 22 70 7 72 7 5 75 72 301 2 302 15 303 2 401 3 0 5 101 5 70 70 72 55 75 55 72 53 12 5 105 7 48 58 53 56 204 2 5 0 2 2 37 56 41 35 70 62 102 2 103 3 106 2 202 15 62 60 205 8 56 41 70 62 62 56 35 5 41 35 203 6 83 75 104 30 201 6 402 8 62 56 83 75

34. Identify Critical Path 22 70 7 72 7 5 75 72 301 2 302 15 303 2 401 3 0 5 101 5 70 70 72 55 75 55 72 53 12 5 105 7 48 58 53 56 204 2 39 32 5 0 2 2 37 56 41 35 70 62 102 2 103 3 106 2 202 15 62 60 205 8 5 0 2 2 41 56 41 39 70 62 62 56 35 5 41 35 203 6 83 75 104 30 201 6 402 8 62 56 35 5 41 35 83 75

35. Identify Critical Path 22 70 7 72 7 5 75 72 301 2 302 15 303 2 401 3 0 5 101 5 70 70 72 55 75 55 72 53 12 5 105 7 48 58 53 56 204 2 39 32 5 0 2 2 37 56 41 35 70 62 102 2 103 3 106 2 202 15 62 60 205 8 5 0 2 2 41 56 41 39 70 62 62 56 35 5 41 35 203 6 83 75 104 30 201 6 402 8 62 56 35 5 41 35 83 75

36. Identify Critical Path 22 70 7 72 7 5 75 72 301 2 302 15 303 2 401 3 0 5 101 5 70 70 72 55 75 55 72 53 12 5 105 7 48 58 53 56 204 2 39 32 5 0 2 2 37 56 41 35 70 62 102 2 103 3 106 2 202 15 62 60 205 8 5 0 2 2 41 56 41 39 70 62 62 56 35 5 41 35 203 6 83 75 104 30 201 6 402 8 62 56 35 5 41 35 83 75

37. Conducting Focused 35 Minute Core Team Meetings • Primary Goal is Communication • Current • 15 Minutes Who: Responsible For – Critical Path Tasks • What: Report Start Date, End Date, Issues, Concerns • Future • 15 Minutes Who: Responsible For – Critical Path Tasks • What: Report Start / End Dates, Issues, Concerns • 5 Minutes Who: Any Core Team Member • What: Mistakes / Learning / Reward

38. WBS Process

39. PCG 19 Network Diagram • Go to Page 19 of Participant Case Workbook • Make diagram showing relationships using info on Page • Add Durations • Calculate Earliest Possible Completion Date • Calculate Slack Time • Identify critical Path

40. Network Diagram Activity Mobilize Create Sub- Assemblies Build Footers Refurbish Existing Coaster Assemble New End Section Construct Passenger Discharge Area Install Control System Test Run

41. Network Diagram Activity Mobilize 5 Create Sub- Assemblies 5 Build Footers 10 Refurbish Existing Coaster 20 Assemble New End Section 13 Construct Passenger Discharge Area 21 Install Control System 14 Test Run 3

42. Network Diagram Activity 0 5 Mobilize 5 5 15 10 5 5 25 Create Sub- Assemblies 5 Build Footers 10 Refurbish Existing Coaster 20 10 36 23 50 15 36 Assemble New End Section 13 Construct Passenger Discharge Area 21 Install Control System 14 53 50 Test Run 3

43. Network Diagram Activity 0 5 Mobilize 5 0 5 5 15 10 5 5 25 Create Sub- Assemblies 5 Build Footers 10 Refurbish Existing Coaster 20 5 18 15 23 16 36 10 36 23 50 15 36 Assemble New End Section 13 Construct Passenger Discharge Area 21 Install Control System 14 23 36 50 36 15 36 53 50 Test Run 3 50 53

44. Network Diagram Activity 0 5 Mobilize 5 0 5 5 15 10 5 5 25 Create Sub- Assemblies 5 Build Footers 10 Refurbish Existing Coaster 20 5 18 15 23 16 36 10 36 23 50 15 36 Assemble New End Section 13 Construct Passenger Discharge Area 21 Install Control System 14 23 36 50 36 15 36 53 50 Test Run 3 50 53

45. WBS Process Detail Mission Statement R E C O N C I L E R E C O N C I L E Init Mgt Info PSD Final WBS 1 WBS 2 WBS Final + = Proj Scope Doc

46. “Perceived Performance Gap” STRESS Typical Team Performance PM 23 Verify Scope – Managing Project Performance Expectation Gap DEADLINE Expected Performance – by Customers & Stakeholder OUTPUT TIME Verification includes all the activities such as measuring, examining and testing undertaken to determine whether results conform to requirements.

47. Cost Time Risk Scope Sim R2 Verify Scope – Tollgate Process “Smaller Perceived Performance Gap” Expected Performance DEADLINE OUTPUT Milestones Tollgates Team Performance TIME Decisions associated with the Scope, Time and Cost can be reviewed incremental and changes made based on on the risk

48. Application Planning Guide – Scope Changes Verify Scope – page 6 What stakeholders need to be involved in the project communications and decision making? What criteria are used to make decisions?

49. PCG 9 -11 Case Overview – Fun Corp. • Load Project Management CD – click on simulation button Round 2 – Scope Management Round 1 – Initiating Phase

50. Cost Time Cost Time Time Cost Scope Scope Scope CTQ Impact CTQ Impact CTQ Impact • Reduce scope elsewhere • Hold time and cost • Increase cost • Hold time • Or increase time • Hold cost • Increase time and cost • Change all three legs Control Scope – Managing Scope Changes • Scope change will drive project changes • There are many options to consider • If the CTQ change increases scope… some options include: