Ch06_Kloppenborg [Compatibility Mode]

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

1/32

1

2009 South-Western, a part of Cengage Learning

Defining Scope and ConstructingWork Breakdown Structures

(WBS)

Chapter 6Contemporary Project Management

Kloppenborg

At the end of this chapter

Describe the scope planning and definitionprocesses.

Create a project scope management plan.

Create a project scope statement. Create a change control process. Describe what a WBS is and demonstrate why it

is vital to project planning and control.

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

2/32

2

At the end of this chapter Describe work packages and how they are used

for planning and control. Compare and contrast different methods of

developing a WBS. Given project information, individually develop a

WBS for a small sample project. Working as a team, develop a WBS for a real

project. Create a numbering system for a WBS.

Scope Planning

Plan the teams efforts

Scope planning the process of creating a project scopemanagement plan. PMBOK Guide Scope planning the process of creating a project scopemanagement plan. PMBOK Guide

Project scope management plan the document thatdescribes how the project scope will be defined, developed,and verified; how the work breakdown structure will becreated and defined; and how the project scope will bemanaged and controlled by the project team.PMBOK Guide

Project scope management plan the document thatdescribes how the project scope will be defined, developed,and verified; how the work breakdown structure will becreated and defined; and how the project scope will bemanaged and controlled by the project team.PMBOK Guide

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

3/32

3

Scope Planning Scope planning = product scope + project scope

Identify and organize all project work Use the scope management plan as the basis

for all other work

Product scope the features and functions thatcharacterize a product, service, or result. PMBOK Guide Product scope the features and functions thatcharacterize a product, service, or result. PMBOK Guide

Project scope the work that must be performed todeliver a product, service, or result. PMBOK Guide Project scope the work that must be performed todeliver a product, service, or result. PMBOK Guide

Project Scope Management PlanWork Processes

Develop a detailed project scope statement Create the work breakdown structure and

describe how it will be maintained and approved

Specify how formal verification and acceptanceof the completed project deliverables will beobtained

Control how changes to the approved projectscope will be proposed, accepted, and managed

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

4/32

4

Scope Definition Reasons for scope definition How to define scope Project Scope Statement the output from

scope definition

Scope Definition

Determine deliverables What work is necessary to create the

deliverables

What assumptions/constraints will influence theproject work

Scope definition the process of developing a detailedproject scope statement as the basis of future projectdecisions. PMBOK Guide

Scope definition the process of developing a detailedproject scope statement as the basis of future projectdecisions. PMBOK Guide

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

5/32

5

Reasons for Scope Definition All other planning is based on the project scope Aid to preventing scope creep

How to Define Scope

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

6/32

6

Clarify Project Objectives Ensure the project team understands project

objectives Review the project charter Describe expected project benefits Describe problems the project is attempting to

overcome

List Potential Deliverables

Clarified objectives lead to final deliverables List intermediate deliverables

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

7/32

7

Gather Stakeholder Input Listen to internal and external customers

Use Voice of the Customer (VOC) techniques Elicit benefits/features in customers language Team member placed in the customer situation

Complete a customer needs worksheet Ask the customer how they will judge the quality

of the project For information systems projects, use a joint

application design (JAD) session to elicitcustomer requirements

Gather Stakeholder Input

Questions to guide discussion: What do we not understand about the request? What is the business reason for the request?

What is the impact of not providing this feature? What action items need to be accomplished if we dothis?

What impact will this have on other parts of theproject or elsewhere?

Create a prototype

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

8/32

8

State Scope & Establish ProjectBoundaries

Product and project scope What is being created and what work is involved Decide which features/work elements are in

scope and which are out of scope Promise only what can be delivered Clearly state project assumptions

Create a Baseline Scope Statement

Examine scope definition statements forcompleteness

Validate scope with the sponsor, a customer,

and/or other stakeholders

baseline the approved time phased plan plus or minusapproved project changes Usually used with amodifier. PMBOK Guide

baseline the approved time phased plan plus or minusapproved project changes Usually used with amodifier. PMBOK Guide

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

9/32

9

Project Scope Statement the outputfrom scope definition

Project Objectives

Why is the project being undertaken? What is the benefit to be achieved or

problem/issue to be overcome by the project? How will the project stakeholders decide

whether to accept the project deliverables? What target values will the project deliverables

need to achieve? How will the project be measured? What tradeoffs of scope, quality, cost, or

schedule will be acceptable?

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

10/32

10

Project Scope Description What characteristics do the project deliverables

need to possess? Are there appearance expectations?

Project Boundaries

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

11/32

11

Establish Change Control Projects are conducted in an atmosphere of

uncertainty Document potential changes to a project with a

change requestChange control system a collection of formallydocumented procedures that define how projectdeliverables and documentation will be controlled, changed,

and approved. PMBOK Guide

Change control system a collection of formallydocumented procedures that define how projectdeliverables and documentation will be controlled, changed,

and approved. PMBOK Guide Change request request to expand or reduce the projectscope, modify policies, processes, plans, or procedure,modify costs or budgets, or revise schedules Only formallydocumented changes are processed and only approvedchange requests are implemented. PMBOK Guide

Change request request to expand or reduce the projectscope, modify policies, processes, plans, or procedure,modify costs or budgets, or revise schedules Only formallydocumented changes are processed and only approvedchange requests are implemented. PMBOK Guide

Change Request Form

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

12/32

12

Work Breakdown Structure What is a WBS? Why use a WBS? WBS Formats Work Packages How to construct a WBS

What is the WBS?

A tool used to progressively divide project workinto smaller pieces

Identify deliverables

What work do we need to perform to create thisdeliverable?

A framework used as a basis for furtherplanning, execution, and control

Activity definition the process of identifying the specificschedule activities that need to be performed to produce thevarious project deliverables. PMBOK Guide

Activity definition the process of identifying the specificschedule activities that need to be performed to produce thevarious project deliverables. PMBOK Guide

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

13/32

13

Why use a WBS? One of the most essential project management

tools Adds discipline and visibility to project planning Basis for planning schedule, resources, cost,

quality, and risk Useful in determining where and why problems

occur Helpful in project communications

WBS Formats

Indented outline form Organizational chart format Free format

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

14/32

14

WBS - Indented Outline Format

WBS in Org Chart Format

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

15/32

15

WBS in Free Format

Work Packages

8/11/2019 Ch06_Kloppenborg [Compatibility Mode]

16/32

16

Work Packages An element at the lowest level The basis for all subsequent planning and

control activities The point from which

Work activities are defined Schedule is formed

Resources are aligned Control features will be developed

Work package a deliverable at the lowest level of eachbranch of a WBS. The work package includes the scheduleactivities and schedule milestones required to