Project Management Course Notes PDF

Course Notes SSUD12-103: Managing Projects BOND U FSD Project Management Competencies SSUD12-103 Lecture 1...

Course Notes SSUD12-103: Managing Projects BOND U FSD Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 in this lecture … project PROJECT management BOND U competencies MANAGEMENT COMPETENCIES knowledge areas SSUD12-103: Managing Projects Lecture 1 PMBOK body of Professor Craig Langston knowledge 1 2 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 project management what is a project? o project management (PM) is a professional discipline that arose from o projects are goal-oriented – each project has the objective of creating construction and now has application to other fields, such as some new entity which did not exist before telecommunications and information technology, defence, software o projects have a defined beginning and finish, with a clear project life development and marketing cycle o the profession can therefore be described as generic, and while o projects are made up of a large number of separate but independent construction remains a major instance of the tools and competencies tasks for PM, it is a discipline that can be practiced globally by people with no o projects are unique knowledge of building o project tasks make demands on a range of resources, usually on an o PM is quite distinct from operations or production management which intermittent or varying basis are ongoing activities o projects may be ‘soft’ (virtual or paper-based) or ‘hard’ (leading to o a project manager is a senior client advisor, leader of the project team, physical outputs or assets) and spokesperson for the project status 3 4 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 project context basic management principle o the project context refers to the immediate surroundings of the project, which are critical to successful delivery o this includes the primary intention for the project, contractual arrangements, other legal and financial relationships, and the particular plan people and organisations involved o these will differ from one project to another, even though they may be in similar locations at the same time o also known as ‘project environment’, it includes the economic climate during the project, keenness of competition, availability of services and key resources, statutory requirements, client constraints and objectives. control execute o it can also embody what is increasing known as enterprise environmental factors 5 6 FSD FSD Copyright © Craig Langston 2018 1 Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 project life cycle example: construction life cycle o projects have a defined life o this may be broken down into stages, each with one or more defined deliverables, that are characterised as having sequential, overlapping activity or iterative relationships between them o for example, most projects have stages comprising feasibility, planning and design, production, and turnover and start-up o while project content must take account of the life cycle of its existence, commissioning the ‘project’ in a PM context is more limited and therefore excludes construction matters of operations management handover feasibility o in most project life cycles there is a progressive increase in activity design towards the middle of the project and then a gradual reduction until completion 7 8 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 project stakeholders project management qualities o stakeholders are individuals or groups of people with a vested interest o a project manager needs to be, simultaneously, a leader, a negotiator, in the project a problem solver, a communicator and a manager of project o normally these will include the project manager, customer, sponsor stakeholders and resources (client), and performing organisation o leadership involves establishing direction (vision), aligning people (team o other stakeholders may comprise financiers, suppliers, contractors, building), and motivating and inspiring them to perform at their best team members, controlling agencies and community action groups or (empowerment) representatives o project managers need a broad understanding of all aspects of the o managing stakeholder expectations may be difficult because project, but in most cases require a cohesive team with clear delegated stakeholders often have very different objectives that may come into responsibilities conflict o in any team environment conflicts will arise and these need to be o it is important that the project manager takes responsibility for the managed as well interface between project decisions and stakeholders o knowledge of key business and law principles is valuable 9 10 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 body of knowledge PMBOK history o there is a well developed body of knowledge for project management 1987 first edition (8 knowledge areas) o perhaps the most well known version of this is the PMBOK™ Guide, produced and maintained by the Project Management Institute (PMI) 1996 second edition (9 knowledge areas) o this is a default global standard, and in its latest edition has been major update in 2000 aligned with ISO 21500:2016 o PMBOK has ten generic knowledge areas that can be applied to 2004 third edition projects of various types, size and discipline field using standardised procedures 2008 fourth edition o there are also five process group phases: namely initiating, planning, ISO 21500 released in 2012 executing, monitoring and controlling, and closing 2013 fifth edition (10 knowledge areas) o an underlying objective of project management in all its instances is to add value … while ‘getting it right the first time’ 2017 sixth edition (Agile added) 11 12 FSD FSD Copyright © Craig Langston 2018 2 Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 knowledge areas integration o project integration management o project integration management is the coordination of all aspects of the o project scope management project into a coherent plan o project schedule management (formerly ‘time’) o this is commonly known as the project management plan o project cost management o it can be characterised as a combination of good planning, execution o project quality management and control (no nasty surprises) o project resource management (formerly ‘human resource’) o project success is a function of getting this integration right o setting of performance benchmarks such as delivering the project on o project communications management time, within budget and at the required quality (and safety) standard is o project risk management important o project procurement management o successful projects not only deliver on these benchmarks but aim to o project stakeholder management exceed them, this adding value to the project sponsor and other o project environmental management (proposed) stakeholders 13 14 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 example: time-cost-quality triangle scope Q higher standards o scope management is the definition of the project and the method of take more time handling changes o this involves a clear statement of what is included and what is specifically excluded from the project o a briefing document is used to understand stakeholder requirements and objectives T better quality o scope needs to be defined and agreed, as time, cost and quality balance costs more decisions are immediately affected by a change in scope point o a work breakdown structure underpins the definition of project scope o the management of change, and how this impacts on other aspects of crashing time the project, is a key activity for the project manager adds costs o scope ‘creep’ needs to be carefully watched C 15 16 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 example: work breakdown structure schedule phases locations trades o timely completion of the project is a primary goal o this is achieved by defining the activities to be undertaken, their sequence and durations o this leads to a schedule normally presented in two forms: one is a within trades, activity precedence diagram (network analysis) showing activity duration, earliest and latest start/finish dates, float and the logic of activity costs/resources can be managed & monitored sequencing, while the second is a bar chart (Gantt chart) assigning these activities to a calendar grid o the critical path method (CPM) is used to identify the activities that determine the total project duration (i.e. paths of no float) o control of planned to actual performance is an ongoing task o time management takes into account available resources 17 18 FSD FSD Copyright © Craig Langston 2018 3 Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 example: network analysis example: Gantt chart activity a activity b activity c activity d activity e activity f critical path activity g activity h activity i activity j activity k 19 time 20 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 cost example: expenditure analysis o cost is also a primary goal, and is about ensuring that the project is delivered within an agreed budget o each activity in the project schedule needs to be estimated and resources (labour, material, equipment, etc) allocated planned o resource levelling takes place to ensure that times of intensive activity and potential resource conflict are minimised o actual costs can be compared against estimated values to monitor cost performance and initiate remedial action if necessary actual o performance is summarised via an s-curve graph which highlights the project cash flow and timing using a calendar grid o the management of contingencies helps offset unexpected activity overruns FSD 21 FSD time 22 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 quality example: the improvement cycle o quality management is a technique used to ensure that the project plan meets or exceeds the required quality standards o it comprises quality planning (strategies for achievement), quality assurance (monitoring performance) and quality control (compliance with standards) over the project life o issues of occupational health and safety form an integral part of quality management review execute o continuous quality improvement should be the underpinning philosophy on all projects, and is commonly known as total quality management (TQM) o minimisation of defects and costly rectification work is a priority on most projects control 23 24 FSD FSD Copyright © Craig Langston 2018 4 Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 resource example: organisational structures o resources commonly include material, labour and equipment, although chief human resources and the most important executive o complex projects require a team of people who take on a range of roles, all coordinated by the project manager o a hierarchy of human resources is established and responsibilities project delegated down to individuals who are assigned particular sub-tasks managers o teamwork thus becomes critical o roles, responsibilities and reporting protocols need to be clearly defined at the outset o key activities therefore comprise selection of the right people, project development of their skills and management of their interaction within teams the project team 25 26 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 communications example: communications strategy o communications is about information management o this requires processes to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposal or transfer of project information o communications planning is required to determine who needs what information, when they need it and how it will be provided o information distribution will require systems to ensure that proper project project records and audit trails are established manager team o communications also include performance reporting so that up-to-date information on a project’s status is available o plans for administrative closure and handover are also required 27 28 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 risk example: risk sensitivity o risk management plans are used to identify, analyse and respond to value potential project risks cost o risk identification determines which risks are likely to affect the project and documents the characteristics of each quality o risk analysis involves evaluating risks and risk interactions, either quantitatively or qualitatively, to assess the range of possible project outcomes o risk response comprises the planning of strategies for minimising, treating (or accepting) and avoiding risk, including contingency and time disaster recovery plans o often overlooked is the need to continually review changes to project change (-%) change (+%) risk profiles arising from new external threats 29 30 FSD FSD Copyright © Craig Langston 2018 5 Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 procurement example: modern building projects o procurement management is the process of acquiring goods and services from outside the performing organisation client facilities development organisation manager manager o this involves planning (determining what to procure and when), solicitation (obtaining quotes for work), source selection (evaluating and engaging), contract administration (managing the relationship, including project variations and progress payments), and contract finalisation (closing the manager transaction) o the type of project delivery method (e.g. lump sum, cost plus, public private partnership, etc) is a critical upfront decision design construction manager manager o project financing strategy may form part of the overall procurement process o costly or time-sensitive contracts require specific attention design sub- team contractors 31 32 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 stakeholder example: stakeholder relationships o stakeholder management was originally considered to be part of project communication management sponsor end user outwards outwards environment o the fifth edition of PMBOK (published in 2017) has elevated stakeholder management to its own discrete knowledge area upwards o this has ensured greater alignment between PMBOK and ISO 21500:2016 opportunities project o nevertheless, many practitioners consider stakeholder management to manager experience and threats backwards forwards still be part of their ‘communication’ strategy o the key processes involved in the new knowledge area comprise downwards identification of the relevant stakeholders, development of an effective stakeholder plan, managing engagement and controlling outcomes to outwards outwards benefit the project industry society project team 33 34 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 environmental example: triple bottom line o perhaps project management needs to be extended to take better account of the increasing requirement for environmentally sustainable development (ESD) environmental o strategies that minimise waste, use non-renewable resources sparingly, limit impact on the surrounding environment, recycle used materials, and reduce energy demands and greenhouse gas emissions through better design and production are contemporary goals o the importance of these matters may require specific plans to be developed in excess of conventional quality and scope management activities financial o a triple bottom line approach should be applied to all projects o this is something to consider in future editions of PMBOK social 35 36 FSD FSD Copyright © Craig Langston 2018 6 Project Management Competencies SSUD12-103 Lecture 1 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 event management agile projects o events are no more than specific types of projects o agile project management is a new area of development for the o the discipline of project management applies equally well to the profession (bundled with PMBOK Sixth Edition) management of events, such as public concerts and exhibitions, o they may be described as change-driven and are intended to respond introduction of new products or services, or the relocation of business to high levels of change and ongoing stakeholder involvement operations to a new facility o they are of interest because standards like PMBOK have been criticised o event management underscores the generic nature of project in the past for being too oriented towards upfront planning, when in management many cases a more nimble approach is necessary o while events may not lead to the creation of a permanent physical o a good example of this is responding to an emergency or natural asset, they usually involve the integration of all core PM knowledge disaster, and although disaster contingency plans are prepared well in areas and are ultimately judged using similar criteria such as delivery advance, their execution needs to be aligned to daily events and on time, within budget and up to the agreed standard priorities o work on an event management body of knowledge (EMBOK) has o agile projects conform to a manifesto that outlines core principles occurred 37 38 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 project portfolio and program management organisational setting o portfolios are defined as collections of projects o portfolio management therefore is the administration of a number of concurrent projects o programs are subsets of portfolios involving common objectives and organisational control o interactions occur between portfolios, programs and projects at a PMBOK™ Guide (Fifth Edition), p.5 number of levels o organisational planning impacts projects due to prioritisation based on high level considerations such as risk exposure, financing and overall strategic direction o project portfolio managers are a new breed of project managers that are an integral part of the organisational hierarchy 39 40 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 the future of project management education implications o project managers will always be in demand o project management is a discipline that can be taught as an o they are well paid professional advisors with significant responsibility undergraduate or postgraduate course o the profession arose from a necessity to deal with the increased o nevertheless, it requires considerable industry experience to practice at complexity of construction and engineering projects and to coordinate a senior level teams o for this reason, most project managers start out in another field, such as o some organisations now use a ‘manage by project’ philosophy construction management, and move up through their organisations o in the built environment, the beginnings of a merge between facilities over time management and project management functions is evident o interestingly, much the same applies to facilities managers and development managers o this nexus creates new opportunities for professional advisors to adapt to changing needs and continually add value to business organisations o educational requirements are therefore a relevant starting degree, plus o the role of project management in disaster recovery is also an emerging continuous professional life-long learning area of concentration o industry certification is common 41 42 FSD FSD Copyright © Craig Langston 2018 7 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 in this lecture … PROJECT defining BOND U requirements SCOPE MANAGEMENT project scope management SSUD12-103: Managing Projects Lecture 2 PMBOK body of Professor Craig Langston knowledge 1 2 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 terminology generic processes o PMBOK describes Project Scope Management as the processes needed o scope management can be subdivided into six discrete processes that to ensure that the project includes all the work required, and only the are undertaken in sequence work required, to complete the project successfully o these are identified in PMBOK as plan scope management, collect o therefore scope management is essentially concerned with project requirements, define scope, create WBS, validate scope and control definition scope o however, as most projects will undergo some form of variation during o in practice, the boundaries between these processes are somewhat their design and execution, scope management is also about controlling blurred change o nevertheless, they represent important steps in the commencement of o scope management is arguably the most important component of the projects (or events) and their effective management over the project life project management discipline cycle o poor definition is one of the biggest causes of project failure or sponsor o the main outcome is identification of the scope of work against which dissatisfaction future actions can be compared and controlled 3 4 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 plan scope management PMBOK: plan scope management o plan scope management is the process of creating a scope management Inputs Tools and Outputs plan that documents how the project scope will be defined, validated and Techniques controlled o project initiation concerns the commencement of the project and the project charter expert judgment scope management plan setting up of responsibilities project management plan data analysis requirements management o one important ingredient to this process is the ‘project charter’ plan enterprise environmental meetings o also known as terms of reference or mission statement, it outlines what factors is to be achieved and what are the boundaries to the project organisational process o this is the stage at which the project manager is normally appointed assets o the project charter is an agreement between the project manager and the project sponsor and authorises the project manager to take responsibility for the work 5 6 FSD FSD Copyright © Craig Langston 2018 1 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 collect requirements PMBOK: collect requirements o collect requirements is the process of determining, documenting and Inputs Tools and Outputs managing stakeholder needs and requirements to meet project Techniques objectives o it is essentially a data collection exercise project charter expert judgment requirements documentation o it involves understanding any latent conditions that might affect the project management plan data gathering requirements traceability project, such as culture and practice, development history and matrix organisational constraints project documents data analysis o a wide range of tools are available to help in collecting information and business documents decision making processing it into the appropriate form agreements data representation o for example, group creativity techniques might include brainstorming, enterprise environmental interpersonal and team skills nominal group technique, idea/mind mapping, affinity diagrams and factors multi-criteria decision analysis context diagram organisational process assets prototypes 7 8 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 define scope PMBOK: define scope o define scope is the process of developing a detailed description of the Inputs Tools and Outputs project and product Techniques o it involves clarifying the nature of the project in the light of particular needs and wants and the criteria ultimately used to determine success project charter expert judgment project scope statement o the scope statement is a written document that defines the scope of project management plan data analysis project documents update work, while the scope management plan describes how the project will be managed and change handled project documents decision making o project objectives are the expected outcomes (deliverables) to be enterprise environmental interpersonal and team skills assets achieved and the criteria to be used to objectively assess them, and can product analysis include both design and execution phases organisational process assets o criteria should be objective (e.g. within budget, on time) and avoid use of unqualified statements (e.g. satisfied client) 9 10 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 create WBS PMBOK: create WBS o create WBS is the process of subdividing project deliverables and project Inputs Tools and Outputs work into smaller, more manageable components Techniques o this creates work packages that can be more readily managed in terms of time, cost, quality and risk project management plan expert judgment scope baseline o the resulting decomposition is known as a work breakdown structure (or project documents decomposition project documents updates WBS) enterprise environmental o the format of this can vary widely factors o it could be based on management responsibility (people), components organisational process (work trades), position (location), contracts (suppliers), commissioning assets targets (systems) or project staging (phases) o standard codes are often used so the WBS becomes a way of categorising common project activities 11 12 FSD FSD Copyright © Craig Langston 2018 2 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 validate scope PMBOK: validate scope o validate scope is the process of formalising acceptance of the completed Inputs Tools and Outputs project deliverables Techniques o it relates to each phase of the project, including the final project close-out phase project management plan inspection accepted deliverables o it differs from quality control in that it is primarily concerned with project documents decision making work performance acceptance of the work results, while quality control is primarily information concerned with the correctness of the work results verified deliverables change requests o acceptance may relate to one of more stakeholders work performance data project documents updates o the method used to determine acceptance is usually visual inspection o acceptance after each phase or agreed milestone must be documented in writing o acceptance may be conditional on rework or additional tasks 13 14 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 control scope PMBOK: control scope o control scope is the process of monitoring the status of the project and Inputs Tools and Outputs product scope and managing changes to the scope baseline Techniques o scope change control involves three activities o project managers need to influence the factors that create scope project management plan data analysis work performance changes to ensure that any approved variations are beneficial to the information project documents project change requests work performance data o furthermore, they need to determine that a scope change has occurred, project management plan as this is critical to effectively managing project objectives organisational process updates assets o finally, they need to manage actual changes so they are correctly project documents updates implemented o change management is critical to project success, and systems need to be put in place to provide a suitable audit trail 15 16 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 key scope questions to be asked … initiating events o what is the project we are about to undertake? o projects are typically initiated as a result of one or more of the following o what is included and what is excluded? events: o what standard of performance is required? n market demand n business need o who is the project sponsor? n customer request o who is to be the user (customer) of the finished project? n technological advance o what are the economic, social and legal environments for the project, n legal requirement and will these have an impact on the way it is defined? n investment opportunity o how will the project be managed? o in each case, ‘management’ must make a decision about how to respond o who has responsibility to approve changes to the scope of work and appropriately resultant amendments to project objectives? o initiating events can be problems that require action, or opportunities that o who will verify the project outcomes? become available 17 18 FSD FSD Copyright © Craig Langston 2018 3 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 project boundaries feasibility o the project charter generally leads to the study of the feasibility of the project o this is a financial activity, often based on net present value or benefit : cost ratio PMBOK™ Guide (Fifth Edition), p.54 o however, such approaches ignore the full effect of social and environmental criteria, which are becoming increasingly important to stakeholders o a triple bottom line philosophy aims to integrate financial considerations with social and environmental impacts and by its nature takes account of long-term impacts o the definition of scope is dependent on the outcome of these deliberations 19 20 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 client process chart initiation ideal appoint authority project manager? establish o in general, the project manager should be identified and assigned as client needs early in the project as possible, as this gives the maximum opportunity collect for adding value data limited o the responsibility attached to the project manager and the line of prepare scope engagement reporting must also be established statement o these are the subject of contractual agreements between the project rework manager and the project sponsor (or client) scope? proceed? o the structure of the project team also needs to be determined, and will feasibility develop differ from one type of project to another study project brief o delegated authority (if this is possible) for approving the scope of work, and subsequent changes to it, requires identification within the project design sponsor organisation abandon? project 21 22 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 communication lines significance o the determination and definition of scope for a particular project is one of the most difficult but also most important activities in project customers community management o as it forms the baseline against which subsequent actions are compared, the scope of work needs to be clear and detailed to ensure that the project is clearly defined project approving o it can be expressed in relation to drawings, specification, cost plans or client manager authorities schedule of quantities, performance-based outcomes or a combination of these o in the absence of proper definition, confidence in delivering a successful ʻdesignʼ ʻconstructʼ outcome is seriously eroded team team o scope must take account of all constraints and assumptions 23 24 FSD FSD Copyright © Craig Langston 2018 4 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 constraints assumptions o constraints are typically external, but may also be internal as created by o assumptions are unknown factors enterprise environmental factors o every attempt should be made to resolve these as early as possible in o external constraints relate to the environmental context for the project, the project life cycle and may include a range of economic, social, environmental and legal o essentially assumptions are dealt with as a project risk, although who requirements bears the risk is the subject of contractual negotiation as part of o these are beyond the control of the project manager, but still need to be procurement deliberations recognised and managed o typically, contingency allowances (time and/or cost) are mechanisms to o internal constraints may relate to particular performance requirements, deal with unknown factors such as funding limits, completion schedules and specified design o the scope statement should identify these matters and how they will be standards dealt with and resolved o constraints normally impact negatively on a project and the available o significant assumptions will carry significant risks, so it is important to flexibility within which to make decisions resolve them as a risk mitigation strategy 25 26 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 tracing technique traceability matrix o tracing can be used to document the following requirements: n business needs, opportunities, goals, and objectives n project objectives n project scope/WBS deliverables PMBOK™ Guide (Fifth Edition), p.119 n product design n product development n test strategy and test scenarios n high-level requirements to more detailed requirements o attributes associated with each requirement can be recorded in the requirements traceability matrix o the requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them 27 28 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 scope statement scope creep o the scope statement provides a documented basis for making future o this phenomenon is described as the increment growth in the scope of project decisions and for confirming or developing common the work as a result of a raft of little changes, each in itself of no great understanding of project scope among the stakeholders concern, but collectively resulting in time and cost overruns that may o it is an important document prove significant o as the project progresses, the scope statement may need to be revised o scope creep is insidious and difficult to detect or refined to reflect changes to the scope of the project as unexpected o even where major change is involved, scope creep can occur ‘around the circumstances occur edges’ and not be properly identified o it must state what work is included (or excluded), the expected o scope creep cannot be completely eliminated, but with due process it deliverables and the standards that will be used to assess project can be kept under control success o when formulating project plans, it is wise to include an allowance for o supporting detail should include documentation of all identified unquantifable scope creep to avoid erosion of project profits, completion constraints and assumptions targets and quality standards 29 30 FSD FSD Copyright © Craig Langston 2018 5 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 creeps are difficult to detect … scope management plan o this document describes how project scope will be managed and how scope changes will be integrated into the project o it may also include an assessment of the expected stability of the project scope (i.e. how likely is it to change, from what source, how frequently, and by how much) o the manner by which scope changes will be identified and classified should be included in the scope management plan o this document can be formal or informal, highly detailed or broadly framed, standard across all projects or specifically written for one project in particular o it addresses scope policy more so than scope definition, and so sets out … but you can expect them to keep protocols that reflect best practice coming your way 31 32 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 work breakdown structure projects and sub-projects o work breakdown structure is an exercise in task decomposition o while this can be presented in many ways, the objective is to convert a project difficult or complex project into a series of more manageable sub- projects or tasks o projects and sub-projects (or even sub-sub-projects) are a useful strategy o a sub-project, for example, can be evaluated in terms of its key tasks, sub-project 1 sub-project 2 sub-project 3 durations and resources and upwardly contribute to the definition of the project o a WBS is generally needed for any project that is more than a simple exercise o standard WBS categorisation forms a useful checklist for project sub-project 2.1 sub-project 2.2 sub-project 2.3 managers 33 34 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 example: construction change management o a formal system is needed to manage all change, and where scope is new house increased then project objectives may also need to be negotiated and agreed o all variations must be considered in the context of the project baseline as defined by the scope of work and properly recorded and approved before being implemented design construct fit-out o responsibility for initiating change also needs to be understood and respected o an audit trail must comprise non-verbal initiating instructions, agreed implications, and evidence of approval o change can occur at any stage in the project life cycle, but is usually site preparation more expensive the later it has to be considered site establishment footings, etc … & groundworks 35 36 FSD FSD Copyright © Craig Langston 2018 6 Project Scope Management SSUD12-103 Lecture 2 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 financial effects of change change versus defects o change infers modification to the scope of work, and as such may lead to an increase (or decrease) in project outcomes potential o change may be initiated as a response to external factors, unknown to add latent conditions, or as a rethink of client need, designer response or value available funding cost of change o scope change is different to work which was required but which has to be redone, even where the latter involves additional work o defects are identified via non-conformance reports (a result of quality control procedures) and may either be conceded (accepted) or revisited (rectified) o minimising both change and defects is usually an objective for a successful project time 37 38 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 acceptance design realisation o completed work can be signed off and handed-over at various stages in o the project sponsor has not only agreed to and signed off the scope of a project work required, but has formed a view of what the finished product will o acceptance that project objectives have been met occurs at these look like milestone points o successful delivery of a project that is disappointing from the perspective o however, interim acceptance may take place when progress payments of design realisation will affect the satisfaction of the project sponsor or are authorised one or more other stakeholders, and will make other achievements less rewarding o the conformance of completed work in the context of the initial or revised scope statement and supporting detail needs to be inspected and o the project manager, where involved at an early stage in the project, has verified an opportunity to ensure that the design process is effective by o the project has not reached its final stage until all completed work is challenging the design team by asking the right questions and ensuring that the documentation level is adequate to correctly convey the finished accepted product to others o acceptance decisions must be documented 39 40 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 close-out process re-engineering o it is important to not only learn from the mistakes and successes of o process re-engineering is a recognised technique for process previous projects, but also to learn progressively during the present improvement project o it involves rethinking, objectively, the underpinning functional design o close-out can comprise three activities: parameters n key project data needs to be harvested as an information source for future o the goal is to simplify the way things are done so that cost, time and risk projects of a similar nature are reduced n status reports outlining expected v actual project performance and o there are significant benefits in simplification, and removing unnecessary progressive trends are prepared complexity is a fundamental strategy deployed by project managers to n feedback is obtained from participants, stakeholders and/or customers as to improve value the satisfaction of the finished product or service o even where scope management might be dependent on a completed o close-out reports can be prepared at various stages or milestones, and design, change can happen at any time if it is in the interest of key should make recommendations for process improvement on future stakeholders and any extra cost, time and risk involved in projects implementation is considered worthwhile 41 42 FSD FSD Copyright © Craig Langston 2018 7 Project Stakeholder Management SSUD12-103 Lecture 3 Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 in this lecture … PROJECT meeting BOND U requirements STAKEHOLDER MANAGEMENT project stakeholder SSUD12-103: Managing Projects management Lecture 3 PMBOK body of Professor Craig Langston knowledge 1 2 FSD FSD Copyright (C) Craig Langston 2018 Copyright (C) Craig Langston 2018 improving the briefing process stakeholder interest o effective communication between the client and the design team, in o scope definition is the vehicle for ensuring that a project meets the needs particular, is critical to ensuring that projects actually deliver what clients of relevant stakeholders including, of course, the project sponsor want o it involves clarifying the nature of the project in the light of particular o the project manager, as intermediary, must facilitate good needs and wants and the criteria ultimately used to determine success communication o project stakeholder management comprises the following processes: o one strategy for achieving this is to involve the client more fully in project n identify stake