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1、Project ManagementProject Scope ManagementCarlos Sato2Last LecturelProject Life CyclelPlanning and Control CyclePROJECT LIFE CYCLE ResourcesUtilizedRESOURCESTIMECONCEPTUAL PHASEDETAILEDPLANNING PHASEFEASIBILITY ANDPRELIMINARYPLANNING PHASEIMPLEMENTATIONPHASECONVERSIONOR TERMINATIONPHASESource: Kerzn
2、er (2006)Last LectureProject Life-Cycle (another view associated to the level of effort)Source: Burke (2003)5Last LectureInitiating ProcessesPlanning ProcessesClosingProcessesControlling ProcessesExecuting ProcessesSource: PMBOK, 2000Planning and Control CyclePlanning and Control CycleSource: Burke
3、(2003)7Last LecturelAssessment for week 4: What is the relevance of project management to engineering projects?Technology is not the focus, but the PM aspects; Have a look at indicated chapters of the textbooks;Research some examples of successful and unsuccessful engineering projects;500 words;Indi
4、vidual and reflective.8Todayl at the end of this lecture I hope you will:Be able to explain the process of project scope management;Be able to explain and use the concept of work breakdown structure (WBS).Scope managementlThe processes required to ensure that the project includes all the work requir
5、ed, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project (PMBoK, 2004). 9Scope management10Within Scope Out of ScopeOut of ScopeOut of ScopeOut of ScopeScope management lOn any project ther
6、e is a risk of scope creep: the gradual process of the work expanding without the implications being managed effectivelylFor example, a wildly expensive home improvement project that started life as a quick makeover. 1112Project & Product ScopeProject Scope: the work that needs to be accomplished to
7、 deliver a product, service, or result with the specified features and functions (PMBoK, 2004, p.104).Product Scope: the features and functions that characterize a product, service, or result (PMBoK, 2004, p.104).Project ProductProject & Product Scope13Product scope: The features of the mobile phone
8、: size, weight, functionalities, design, battery, technology, Project scope: The work to be done to design, develop and launch the mobile phone: deadlines, budget, quality. IPATMPSTNDSLKStreamPSTNDPCNPDHFibreCopperDWSSASDHEndUser5knodes2knodes400nodes100nodes15nodesMSH -SDH1knodesMesh -SDHInter-node
9、 transmission provided by SDH/PDH platformsCWSSBT 21CN - Current NetworkProduct ScopeIP-MPLS-WDMDSLFibre &CopperCopperAgg BoxEndUser5knodes100nodesClass 5 Call ServerContentWWWISPBT 21CN Future NetworkPSTN MigrationConverged CoreProduct ScopeStrategic vendors announcedBroadband growth on MSAN/combo
10、cardsFirst new service launches based on re-usable capabilities; broadband available to 99.6%200420052006200720082009Migration begins17 new product launches/enhancements based on re-usable capabilitiesNew operations and service management capability in placeVoice transformation trial begins; access
11、fibre trial beginsConverged network work beginsService creation framework work beginsExperience development centre work beginsProgramme nears completionMass migration continuesCustomer and equipment migration underwayLarge scale non PSTN service migration beginsMass migration reaches more than 50% o
12、f customersBT 21CN Key EventsProject Scope17Scope Managementinitial questions?lWhat are the requirements by the customer? Deadlines, budget, where the product needs to be installed, support, customer servicelWhat is the specification of the product, service or result to be delivered?lWhat is the wor
13、k to be done taking into account the specification of the product and the requirements by the customer?18Defining Requirements, Specification and WorklThe statement of work (SOW) 工作说明工作说明lThe project specifications 项目规范项目规范lThe milestone schedule 里程碑里程碑lThe work breakdown structure (WBS)19Statement
14、of Work (SOW)工作说明lStatement of work: This is a narrative description of the work and end results to be provided under contract. It is agreed between the contractor (supplier, vendor, who is selling) and the customer (who is buying) (e.g. building your house).Source: Adapted from Kerzner (2006)Contra
15、ctor CustomerSOWlPurpose - objectiveslExclusions - what should not be donelQuantities - how manylSchedule - when the work will be started/completedlDeliverables (i.e. work done)lAcceptance criteria - what method will be used to accept deliverableslResponsibility - department, office or person respon
16、siblePOINTS TO ADDRESS WHEN DEVELOPING A STATEMENT-OF-WORK21Problem Areas lProject objectives/goals are not agreeable to all parties.lProject objectives are too rigid to accommodate changing priorities.lInsufficient time exists to define objectives well.lObjectives are not adequately quantified.lObj
17、ectives are not documented well enough.lEfforts of client and project personnel are not coordinated.lPersonnel turnover is high. Source: Kerzner (2006)22SOW Misinterpretation Example 1lThe Navy gives you a contract in which the statement of work (SOW) states that the prototype must be tested in wate
18、r. lYou drop the prototype into a swimming pool to test it. lUnfortunately, the Navys definition of water is the Atlantic OceanlAnd it costs you $1 million to transport all of your test engineers and test equipment to the Atlantic OceanSource: Kerzner (2006)23SOW Misinterpretation Example 2lThe SOW
19、says that you are to conduct a minimum of fifteen tests to determine the material properties of a new substance.lYou price out twenty tests just to “play it safe”. lAt the end of the fifteenth test, the customer says that the results are inconclusive and that you must run another fifteen tests. lThe
20、 cost overrun is $40,000. Source: Kerzner (2006)24SOW Misinterpretation/Risks Example 3lYou receive a contract in which the SOW says that you must transport goods across the country using “aerated” boxcars. lYou selected boxcars that have open tops so that air can flow in. lDuring the trip, the trai
21、n goes through an area of torrential rains, and the goods are ruined. Source: Kerzner (2006)25Misinterpretation AreaslUsing imprecise language (“nearly,” “optimum,” “approximately,” etc.)lWide variation in how to describe details of the work (water)lFailing to get third-party reviewSource: Adapted f
22、rom Kerzner (2006)Exercise What is wrong with this SOW?lThe contractor agrees to conduct approximately 15 individual tests of the product before it is released to the client for evaluation. The tests will require supervision by the client to ensure that appropriate procedures are utilized during the
23、 tests. Test results should be provided to the client shortly after the tests are completed. The client will review the test results and provide feedback before acceptance.Use of words approximately and shortlyNo description of the term supervisionNo explanation of appropriate proceduresNo explanati
24、on of how the client will review the test results or acceptance criteria. 2627Defining Requirements, Specification and Work Scope ManagementlThe statement of work (SOW)lThe project specificationslThe milestone schedule lThe work breakdown structure (WBS)28Project Specification项目说明书项目说明书 lIt can be p
25、art of the statement of work or a separate document. 一起或分离lIt usually focuses on the technical requirements.技术需求lSpecifications are used to estimate resources: man-hour, equipment and material. 用与计算： 人力，设备，材料 资源29Milestone schedule 里程碑进度计划里程碑进度计划表表lIt contains the following information:Project start
26、 date; 开始时间Project end date; 结束时间Other major milestones: review meetings, prototype available, procurement, testing. Reports to be delivered. Work Breakdown Structure (WBS)lA deliverable-oriented hierarchical decomposition of the work to be executed by the project team. lThe WBS organises and define
27、s the total scope of the project. 30WBS House Project WBS Sub-Division by Numbering SystemPurpose of Work Breakdown StructurelDetailed planning can be performedlCosts and budgets can be establishedlObjectives can be linked to available resources in a logical mannerlSpecific authority and responsibil
28、ity can be assignedIT IS TO STRUCTURE AN ASSIGNED PROJECT INTO VARIOUS ACTIVITIES IN ORDER THAT:WBS FormatlIndentation example1.0 Project Name1.1 Major project deliverable or subsystem1.1.1 Task 1 1.1.1.1 Subtask 11.1.1.2 Subtask 21.1.2 Task 21.1.2.1 Subtask 11.1.2.2 Subtask 234WBS FormatlOrganisati
29、on type WBS35Project NameProject Subsystem or deliverableTaskTask Project Subsystem or deliverableProject Subsystem or deliverableWBS PracticeCreate a WBS for the following projectlProject: Home office additionlDeliverables or subsystems:Rough framing and carpentryElectrical systemPlumbingHeating an
30、d Air ConditioningPaintingDecorating and furniture placementlTasks:Obtain permitsPurchase materialFrame structureRun wireInstall pipesInstall heating systemSelect paintSelect furniture36WBS Home office addition1.0 Home office addition 1.1 Rough Framing and Carpentry1.1.1 Obtain permits1.1.2 Purchase
31、 material1.1.2.1 Determine material requirements1.1.3 Frame structure1.2 Electrical system1.2.1 Run wire1.3 Plumbing1.3.1 Install pipes1.4 37(complete)WBS Home office addition38Home office additionRough framing and carpentryElectrical systemPlumbing Obtain permitsPurchase material Frame structureIns
32、tall pipes(complete)Scope Management3940Scopein practicelProposals are offered to potential customers提议是为了潜在客户. lIf the proposal is selected, contracts are negotiated and signed. lScope management begins41Scope in practiceyour contextCircuits;Digital Systems Design;Signals and Systems Analysis;Desig
33、n, Modelling and Manufacture;Structural Mechanics; HCI/HMI.ProductSpecificationFunctionalityProjectDeadlinesSchedulePrice/costProposalContractCustomerSOWScopeScopeSOW42What the proposal建议建议 containslTechnical informationlManagement InformationlPrice informationlCustomer usually specifies:3 documents
34、 or 1 documentDocumentation format43Technical InformationlWhat is the problem to be solved and what is the approach to solve it?Detailed discussion of the service, product, study, result or other work that will be offered;Description of how the proposed aims of the project will be met. Technology, t
35、echnical methods, algorithmsTasks that will be performed to achieve the aims. 44Management InformationlHow the project will be managed: structure, people, policy, procedures;lOrganisational history;lPast experiences which may contribute to the performance of the project;lFacilities and support to be
36、 used for supplying the product or service being offered. 45Price (commercial) informationlA summary of the costs of the proposed work.lCosts of each item presented in the above summary.lTerms and conditions of product/service delivery. lMethods used in determining prices of the proposal. 46Selectio
37、n processlAfter a selection process based on the analysis of proposals, contracts are negotiated and signed. lContracts have legal value: penalties. 47Scope ManagementlProposals are offeredlIf selected, contracts are negotiated and signedlScope management beginslScope Management: the processes requi
38、red to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project48Scope ManagementlProject CharterlScope PlanninglScope DefinitionlScope V
39、erificationlScope Change ControlSource: PMBoK (2004)49Project CharterlAlso called terms of reference or project mission;lTightly worded document;lIt formalises the project: kick-off meeting;lIt includes: background of the project; key assumptions, business/commercial needs; scope of work; key activi
40、ties, budgets and dates; role of project manager; reporting structure.50Scope PlanninglThe process of developing a written scope statement as the basis for future project decisions including, in particular, the criteria used to determine if the project or phase has been completed successfully51Scope
41、 DefinitionlSubdividing the major project deliverables into smaller, more manageable components Work Breakdown Structure (WBS)PROTOTYPEDEVELOPMENT(1.1.0)ADVANCEDDEVELOPMENT (1.2.0)PRE-PRODUCTIONQUALIFICATION(1.3.0)FINAL PRODUCTION (1.4.0)UTILITY CAR (1.00.00)52Scope VerificationlThe process of forma
42、lising acceptance of the project by the project stakeholders. Stakeholders are customers, suppliers, government, etc. All people, organisations and institutions that are affected by the project (positively or negatively). 53Scope Change Control54Scope Change ControllInfluencing the factors which cre
43、ate scope changes to ensure that changes are beneficial to the project.lDetermining that a scope change has occurred.lManaging the actual changes when and if they occur.Source: Burke (2003)55Scope Change ControllThere needs to be a process to request and communicate changes, and possibly evaluate th
44、e impact of these changes.Change request formProject communicationImpact Statement56Your project plan (for week 9) lWhat is the scope of the project plan you intend to propose on week 9?What is the project about?What is the project objective?What is going to be done? What type of tasks will be neede
45、d to do?lFocus on scope planning and definition (WBS) 57ConcludingThe purpose of scope management is to ensure: adequate work is done unnecessary work is not done the projects purpose is achievedWork Breakdown Structure (WBS) is a process by which work of the project is subdivided for management and control purposes These are required for the project plan for week 958Thank you !
