Electrical Energy Conversion and Power Systems

Universidad de Oviedo

ELECTRICAL ENERGY PROJECT MANAGEMENT

Part 5 Scope Management

Lecturer: Jos ngel Daz lvarez

5. Scope Management

Scope: all the product/services/results that will be delivered by the project The Scope Management processes define and control what is included and what is not included in the project
Schedule Cost

Scope

5. Scope Management

The Scope Management processes define:

SCOPE PLANNING SCOPE DEFINITION SCOPE STRUCTURING SCOPE VERIFICATION SCOPE CONTROL
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5. Scope Management

The Scope Management processes define:

SCOPE PLANNING SCOPE DEFINITION SCOPE STRUCTURING SCOPE VERIFICATION SCOPE CONTROL
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5.1 Scope Planning

It is needed to create a Scope Management Plan, that states how to define, verify and control the project scope, and how to define and create the WBS For Scope planning it must be taken into account:

Environmental factors of the company (organization culture, infrastructure, human resources) Organizational process actives (policies, procedures, guidelines) Project constitution act Preliminary scope formulation (initial identification of product and/or services and verification and control methods) Project Management Plan (defines how to execute, verify, control and close the project)

5.1 Scope Planning

Tools and techniques used for Scope planning:

Experts opinion (previous experiences) Templates, forms, norms

5.1 Scope Planning

As the result of the Scope Planning we get:

Project Scope Management Plan, where there will be processes that define how to:
Prepare the detailed scope formulation Prepare the WBS Make the verification and acceptance of deliverables Process the detailed scope formulation change requests

5. Scope Management

The Scope Management processes define:

SCOPE PLANNING SCOPE DEFINITION SCOPE STRUCTURING SCOPE VERIFICATION SCOPE CONTROL
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5.2 Scope Definition

During the planning phase the project scope is defined More detailed definition than in Initiation Phase (only Preliminary Project Scope formulation was made) For Scope definition it must be taken into account:

Organizational process actives Project constitution act Preliminary scope formulation Project Management Plan Approved Change Orders
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5.2 Scope Definition

Tools and techniques used for Scope Definition:

Product analysis
Targets are changed into deliverables

Alternatives identification
Different approaches

Experts opinion Stakeholders analysis

Their needs, desires and expectations Prioritize and Quantify
Requirements

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5.2 Scope Definition

As the result of the Scope Definition we get:

Project Scope formulation Requested changes (Project Management Plan) Project Scope Management Plan (updated)

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5.2 Scope Definition

As the result of the Scope Definition we get:

Project Scope formulation

Targets Scope description Requirements Limits Deliverables Acceptance criteria Restrictions Assumptions Organization Defined risks Schedule milestones Fund limitation Cost estimation Configuration requirements and specifications Approval registers

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5. Scope Management

The Scope Management processes define:

SCOPE PLANNING SCOPE DEFINITION SCOPE STRUCTURING SCOPE VERIFICATION SCOPE CONTROL
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5.3 Scope Structuring

WBS Work Breakdown Structure: Hierarchical (downward, pyramid) breakdown of project activities into simple elements It defines and organizes the scope of a project The work is divided into smaller pieces, every time more detailed It identifies all the tasks that form a project
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5.3 Scope Structuring

The breakdown is stopped when an element can be clearly delegated to a task responsible: this is the control level. The lowest level works are the Work Packages The work packages can be scheduled and cost estimated The work packages detail level depends on the size and complexity of the project Every level has to deliver something in concrete
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5.3 Scope Structuring

Tasks must have the three R: One Result One Responsible Several Resources If two consecutive tasks have the same responsible, they can be reduced to a single one In order to make a WBS we can use
Templates Previous project examples Experts opinions
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5.3 Scope Structuring

The breakdown can be made based on different approaches: Sequential: phases Geographical: physic location Structural: System to commission or component to supply Nature of the activity: engineering, construction Function or specialty

Cost center level: They are above the real works, and can consolidate the accumulated costs of next levels Working level: Lower levels (work packages), real works to be performed
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5.3 Scope Structuring

WBS Organization Chart

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5.3 Scope Structuring

WBS Indented
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5.3 Scope Structuring

The task organization chart has no correlation with project timing The WBS allow us to make:
Resource allocation Time planning Cost estimation Performance measurement Change control

Additionally it helps to:

Build the project team Clarify responsibilities Focus on targets
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5.3 Scope Structuring

Task characterization must include:

What is needed to start the task What is really made in that task Who is going to perform the task What is the product/service Who is going to receive the product/service

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5.3 Scope Structuring

The Deliverables are the outcome of a project or any part of a project. They are sent to the project client. The project deliverable is differentiated from interim deliverables that result from activities within the project. A deliverable must be tangible and verifiable. Every element of the WBS (activity or task) must have one or more deliverables. Deliverables must be S.M.A.R.T (Specific, Measurable, Attainable/Achievable, Realistic, and Time-Bound).
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5.3 Scope Structuring

For project process preparation, the tasks must be selected (lower level of the WBS), and they will be ordered chronologically.
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5. Scope Management

The Scope Management processes define:

SCOPE PLANNING SCOPE DEFINITION SCOPE STRUCTURING SCOPE VERIFICATION SCOPE CONTROL
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5.4 Scope Verification

Once the project is accomplished it must be obtained acceptance of the scope of the project and its deliverables

Scope Verification
Scope Verification
Focused on checking the project requirements and acceptance criteria
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Quality control
Focused on checking the quality requirements of the deliverables

5.4 Scope Verification

For Scope Verification it must be taken into account:

Project Scope formulation WBS Scope Management Plan Deliverables

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5.4 Scope Verification

Tools and techniques used for Scope Verification:

Inspection (measure, exam, verify)

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5.4 Scope Verification

As the result of the Scope Verification we get:

Accepted deliverables Requested changes Recommended corrective actions

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5. Scope Management

The Scope Management processes define:

SCOPE PLANNING SCOPE DEFINITION SCOPE STRUCTURING SCOPE VERIFICATION SCOPE CONTROL
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5.5 Scope Control

The scope of the project sometimes changes: - unexpected events - client proposal - contractor proposal etc. Scope Control process controls the impact of project changes, manages the requested changes and the recommended corrective actions

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5.5 Scope Control

For Scope Control it must be taken into account:

Project Scope formulation WBS Scope Management Plan Performance Reports Approved change requests

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5.5 Scope Control

Tools and techniques used for Scope Control:

Change Control System (defines procedures for scope changing) Variation analysis (coming from performance reports) Rescheduling (if there are approved change orders)

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5.5 Scope Control

As the result of the Scope Control we get:

Updates
Project Scope Formulation WBS Scope baseline Organizations process actives Project Management Plan

Requested changes Recommended corrective actions

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Questions & Answers

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