The purpose of this course is to provide practical assistance for defining and managing project scope.
|
|
- Avis Holt
- 8 years ago
- Views:
Transcription
1 Scope Definition and Scope Management Purpose - To provide practical assistance for defining and managing project scope. This course will focus on tips for creating a scope statement rather than a step-by-step process for writing a Scope Statement. Audience: - Project Managers, Sponsors, Team members Learning Objectives 1. Understand the contents of a scope statement and why the document is important. 2. Understand relationships between scope definition and other templates & processes. 3. Learn to create a strong scope statement & use it to manage scope creep. Time Estimate: 11 Minutes October 8, of 12 Scope Definition and Scope Management The purpose of this course is to provide practical assistance for defining and managing project scope. The course is targeted to: project managers, sponsors and team members The learning objectives of the course are: 1. Understand the contents of a scope statement and why the document is important. 2. Understand relationships between scope definition, other templates and processes. Learn tips that will help to create a strong scope statement. 3. Understand how to use the scope statement to manage scope creep. 1of 12
2 Scope Statement Overview Describes the project in unambiguous, objective terms Identifies products, services and other deliverables Defines out-of-scope items to eliminate misunderstandings Triple Constraints of Project Management Schedule Time Provides a shared vision Defines criteria to measure success Controls scope creep which reduces impacts on schedule and resources Resources Cost Scope The Work October 8, of 12 Scope Management Overview The scope statement is a clear description of the project, its deliverables and approach. It captures work that will and will not be performed and is used to convey a consistent shared vision of the project. It is a signed agreement between the sponsor and team that states precisely what will be delivered. The criteria outlined in the scope statement will also be used to determine if the project was completed successfully. The principal challenge of project management is to accomplish the project goals and objectives while respecting the triple constraints of: scope, time and cost. One of the most effective ways of balancing these constraints is by developing a clear and comprehensive scope statement. Unambiguous scope helps mitigate future changes to scope which, in turn, reduces impacts on costs, schedules and the overall quality of a project. 2of 12
3 Scope Statement Links Created and utilized during planning stage Utilized in Execution & Control; Closure Linked with: Charter, WBS, Budget, Schedule, Plan, Change Control and PIR October 8, of 12 Scope Statement Links The Scope Statement is tightly coupled with many project management templates and processes. It is developed during the planning stage and used during the remaining stages of the project. Along with the approved Charter, the project manager can use a host of tools to create the Scope Statement. For example: interviews, workshops, questionnaires, observations and prototypes with the: sponsor, other project managers, subject matter experts and vendors. If you are not certain who to speak with, complete the Stakeholder Analysis. The approved scope statement provides the foundation for the work breakdown structure (WBS), schedule and project plan. During the Execution and Control stage, deliverables are worked on and, if necessary, the scope is changed through the formal change control process. The Scope Statement serves as a baseline for the project. Questions or changes that can be compared to what is documented in the Scope Statement and a determination made on how to address. Making change decisions is easier when the original deliverables are well documented. Impacts of any approved changes must be reflected in the revised: scope statement, project plan, WBS, schedule and budget. Ensure that all changes are accurately reflected in the body of the scope statement and in the version history. Once the plan has been revised, create a new baseline project plan. During the Closure stage, the criteria highlighted in the Scope Statement is used to determine if the project was successfully completed. This is accomplished by analyzing what you delivered against agreed upon deliverables. The results of this analysis are posted in the Post Implementation Report (PIR). Hopefully by highlighting these interdependencies, you will recognize the importance of a well developed Scope. 3of 12
4 Project Objectives Measureable, meaningful and attainable Do not confuse with deliverables Facilitates Change Control decisions Used in PIR Report to measure project s success October 8, of 12 Project Objectives Next we will walk-through the characteristics of a good Scope Statement and discuss how and when the information is used. 1. Objectives describe the benefits that an organization expects to achieve by investing in the project. Be careful not to confuse project objectives with products or deliverables. When you define an objective, subject it to the So What Test. For example, if your objective is: implement a new budget system who really cares? If your objective is: implement a new budget system that reduces costs by $200k by eliminating 3 positions; it will matter to the business. 2. Objectives should be quantifiable, achievable and challenging. Quantifiable criteria include: schedule, costs, performance and quality measures. 3. Objectives are used to assess the impact of changes on project objectives. If a change will negatively impact a project objective, it should be rejected. 4. Project objectives are used during the Closure stage to assess whether the team delivered what was agreed upon. 4of 12
5 In Scope Tangible and Measureable Outputs Interim and Finished Deliverables Foundation for Plan and WBS October 8, of 12 In Scope In scope items represent the products, services and components that must be produced to complete the project. These deliverables are measureable and tangible outputs that include interim deliverables like: test plans and scripts, prototypes, system specifications, design documents and finished deliverables like: software packages, courses, and complete facilities. Since deliverables form the foundation for the Work Breakdown Structure (WBS) and Project Plan, it is essential that you define a comprehensive set of deliverables. Additionally, deliverables must make sense to the customers. Although customers cannot pay attention to all the project activities; they can and do focus on deliverables when well defined. 5of 12
6 Out of Scope Specify exclusions especially grey areas Ensure sponsor agrees October 8, of 12 Out of Scope The scope statement can be a politically charged document because it bounds a project. Over time, some stakeholders may attempt to expand the boundaries to serve their specific needs. While controlled changes to scope are supported through the standard change control process, the scope statement should remain fairly static for the life of the project. As a rule, there should not be significant changes in scope during the life of the project. Major changes result in projects that: never end, require considerable rework or fail. Carefully defining what is specifically excluded from scope is as important as defining what is in-scope. 6of 12
7 Dependencies Logical relationships between things Internal and external Forms foundation for Critical Path October 8, of 12 Dependencies Dependencies represent logical relationships. Projects can have internal and external dependencies. For example: Hiring a vendor to develop a system is an external dependency. System design documents must be complete before development can begin. This is an internal dependency. During Scope Statement development, focus on identifying key dependencies. During the planning stage, the focus becomes more intense as you look at defining both the types of dependencies and dependencies between activities and reflect this information in the project plan. For example: Finish-to-Start: Work is sequential. The first activity must be complete before other activities can begin. This is the most common relationship and the default method in most project planning tools. Start-to-Start: Work is synchronized. Two or more activities must start and flow concurrently. Finish-to-Finish: Deliverables are synchronized. Typically used when the deliverable may change or weaken if not used promptly. 7of 12
8 Organizational Impacts List agencies, departments impacted Identify known business process changes October 8, of 12 Organizational Impacts The purpose of this section is to identify the organizations, agencies and departments impacted. Wherever possible, business process changes should be noted. This information will be needed, at minimum, for: the communication plan and register, transition plan, documentation, testing and training plans. One reason projects fail is because project managers try to fit them into existing structures and processes. More often than not, processes and supporting structures have to be redesigned, documented and users trained to support the new environment. The sooner these impacts are identified the better. You will have to allocate time in the project plan to accommodate these changes. 8of 12
9 Project Acceptance Criteria Specify specific conditions Measurable and agreed to Accept, reject or conditional accept Used in PIR Report to measure project s success October 8, of 12 Project Acceptance Criteria Acceptance criteria represents a specific list of conditions that must be met before a project is considered complete and the deliverables can be accepted by the sponsor. Acceptance criteria should be defined so it can be measured and tested at the conclusion of the project. The PM, team and sponsor must agree to the acceptance criteria. In the event that some/all of the acceptance criteria are not met, the sponsor can reject the deliverables. Alternatively the sponsor can accept the deliverables with contingencies. For example, accepted provided performance is improved by 30% to meet minimum acceptance criteria. 9of 12
10 Project Constraints Flexibility Tolerance Little/no Flexibility Constrain Somewhat Flexible Optimize Most Flexible Accept Schedule Costs (Resources) Scope Technology October 8, of 12 Project Constraints Project constraints are anything, internal or external, that place limits on the actions of the project team. These are identified while scope is being developed and then used during the planning process to validate and adjust the project plan. Typical project constraints are related to: scope, schedule, cost, technology and management directives. The project manager s primary goal in managing constraints is to minimize or eliminate the constraints during the planning stage. Constraints that are unmanaged will become issues or risks. Project managers have to analyze the types of constraints faced by the project, determine which have the most flexibility, and make trade-offs. These trade-offs must be reflected in the project plan. In the above example, schedule and costs are not flexible. Given this, the project manager may have to adjust scope and/or technology choices to ensure that these constraints are respected. 10 of 12
11 Project Specifications Identify regulatory, industry, technical specifications Specify contractual agreements Integrate project specifications into planning and design documents October 8, of 12 Project Specifications Some projects must comply with specific: regulations, industry or technology specifications and contractual agreements. Identify these specifications and ensure that they are incorporated into the appropriate planning and/or design documents. 11 of 12
12 Scope Synopsis Key Points 1. Clearly define project boundaries & metrics. 2. Incorporate input from key stakeholders and subject matter experts. 3. Secure sign-off. It builds shared accountability. October 8, of 12 Scope Synopsis Key Points You have completed the Scope Management course. Remember the following: 1. The Scope Statement frames the project work. Clearly specify: what is in scope, out of scope and how the team will be measured. 2. Reach out to stakeholders and subject matter experts to ensure that the scope statement accurately reflects what the customer wants and needs. 3. Secure formal sign-off from the sponsor. This builds shared accountability and will help to manage scope creep. Remember there is likely no single factor that contributes to the success of a project more than beginning with a complete definition of the work to be done. Conversely, there is probably no factor that contributes more to the demise of a project than starting a project without an complete understanding of this work to be done. Thank You. 12 of 12
IT Project Management Methodology. Project Scope Management Support Guide
NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA IT Project Management Methodology Project Scope Management Support Guide Version 0.3 Version Date Author Change Description 0.1 23 rd Mar, 2013 Gerald
More informationDevelop Project Charter. Develop Project Management Plan
Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs
More informationStep by Step Project Planning
Step by Step Project Planning Contents Introduction The Planning Process 1 Create a Project Plan...1 Create a Resource Plan...1 Create a Financial Plan...1 Create a Quality Plan...2 Create a Risk Plan...2
More informationPROJECT SCOPE MANAGEMENT
5 PROJECT SCOPE MANAGEMENT Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully
More informationPMBOK: Project Scope Management (SM) Knowledge Area. my perspective. Razvan Radulian. President Why-What-How Consulting, LLC
PMBOK: Project Scope Management (SM) Knowledge Area my perspective Razvan Radulian President Why-What-How Consulting, LLC Some definitions The rest of the world Out-of-scope Scope In general terms sets
More informationModule 2: The Project Initiation Stage
Overview Initiation stage is highly instrumental in the life cycle of a project as it defines the boundaries of the project gives clarity to all participants about the objectives, scope, cost timescale
More informationRisk Management Primer
Risk Management Primer Purpose: To obtain strong project outcomes by implementing an appropriate risk management process Audience: Project managers, project sponsors, team members and other key stakeholders
More informationWVU. PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members. Robert C. Byrd Health Sciences Center Chancellor s Office
WVU Robert C. Byrd Health Sciences Center Chancellor s Office PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members Fostering a culture of high purpose, accountability & accomplishment
More informationPractical Project Management For Administrative Professionals
Practical Project Management For Administrative Professionals Presented By: Rhonda Scharf, CSP Certified Speaking Professional ON THE RIGHT TRACK 1 PROJECT MANAGEMENT FOR ADMINISTRATIVE PROFESSIONALS What
More information44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam
44-76 mix 2 Number: MB5-705 Passing Score: 800 Time Limit: 120 min File Version: 22.5 http://www.gratisexam.com/ Exam Code:MB5-705 Exam Name: Managing Microsoft Dynamics Implementations Exam Exam A QUESTION
More informationProject Management Plan Template
Abstract: This is the project management plan document for . This is a controlled document and should be maintained in a configuration environment. Project Management Plan Template Contents REVISION
More informationPROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME >
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
More informationProject Management Plan. Project Management Plan Guide. Strategic Capital, Infrastructure and Projects
Project Management Plan Guide A guide to completing the Project Management Plan Strategic Capital, Infrastructure and Projects Prepared by: Andrew Segrott / Strategic Capital, Infrastructure and Projects
More informationProject Scope Management in PMBOK made easy
By Dr. TD Jainendrakumar The main objective of any project is to fulfill the scope of the project on time and within the budget. What is Project Scope? Scope refers to all the work involved in creating
More informationProject Management Body of Knowledge (PMBOK) (An Overview of the Knowledge Areas)
Project Management Body of Knowledge (PMBOK) (An Overview of the Knowledge Areas) Nutek, Inc. 3829 Quarton Road, Suite 102 Bloomfield Hills, Michigan 48302, USA. Phone: 248-540-4827, Email: Support@Nutek-us.com
More informationhttp://www.io4pm.org IO4PM - International Organization for Project Management
THE ONLY BOOK CAN SIMPLY LEARN PROJECT MANAGEMENT! Page 1 Contents ABOUT THE AUTHOR... 3 WHAT IS PROJECT MANAGEMENT?... 5 ORGANIZATIONAL INFLUENCES AND PROJECT LIFECYCLE... 11 PROJECT MANAGEMENT PROCESSES...
More informationProject Management Guidebook
METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple
More informationSCOPE MANAGEMENT PLAN <PROJECT NAME>
SCOPE MANAGEMENT PLAN TEMPLATE This Project Scope Management Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome
More informationOE PROJECT CHARTER TEMPLATE
PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,
More informationoutput: communications management plan
Q1. (50 MARKS) A. List the nine PMBOK knowledge areas and give a one sentence description of the purpose of each knowledge area along with at least one output (document etc.) and its purpose. 1.Project
More informationPROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:
PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History
More informationProject Management Process
Project Management Process Description... 1 STAGE/STEP/TASK SUMMARY LIST... 2 Project Initiation 2 Project Control 4 Project Closure 5 Project Initiation... 7 Step 01: Project Kick Off 10 Step 02: Project
More informationDescription of Program Management Processes (Initiating, Planning) 2011 PROGstudy.com. All rights reserved
Description of Program Management Processes (Initiating, Planning) Topics Covered Program Management Process Groups salient features Description of all processes in Initiating Process Group: Initiate Program
More informationLGS Project Management Methodology
Page: 32 LGS Project Management Methodoy The LGS project management methodoy is integral to our overall delivery methodoy. Based on inpro, one of the LGS inspiration series documents, our methodoy is compliant
More informationOPERATIONAL PROJECT MANAGEMENT (USING MS PROJECT)
OPERATIONAL PROJECT MANAGEMENT (USING MS PROJECT) 3 DAY COURSE INTRODUCTION The principles of project management are generic and therefore can be applied to all projects regardless of business sector.
More informationA Guide To The Project Management Body of Knowledge (PMBOK) Significant Changes from the 3 rd edition to the 4 th edition
A Guide To The Project Body of Knowledge (PMBOK) Significant Changes from the 3 rd edition to the 4 th edition Major Changes The adoption of the verb-noun format for process names Amplification as to Enterprise
More informationMinnesota Health Insurance Exchange (MNHIX)
Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration
More informationCrosswalk Between Current and New PMP Task Classifications
Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the
More informationITS Project Management Methodology
ITS Project Management Methodology Information Technology Services Project Management Group 11/17/2014 Version 2.1 Author: ITS Project Management Group Document Control Change Record Date Author Version
More informationPROJECT PLAN FOR. Project Name Here
PROJECT PLAN FOR Project Name Here Version # DatE Reviewed and Approved for submittal to Executive Sponsor , Project Manager Project Plan Approved for submittal to Executive Sponsor: , Project
More informationProject Time Management
Project Time Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please
More informationAgenda. 0 Agenda review 2 minutes. 0 Chapter of the week 50 minutes. 0 Q&A of chapter 10 minutes. 0 Break 10 minutes. 0 Exercises 25 minutes
Agenda 0 Instructor Introduction 3 minutes 0 Agenda review 2 minutes 0 Chapter of the week 50 minutes 0 Q&A of chapter 10 minutes 0 Break 10 minutes 0 Exercises 25 minutes 0 Round table 15 minutes 0 Closure
More informationAdvanced Project Management Training Course
Advanced Project Management Training Course 1-34 Advanced Project Management Crea/ng the Scope Baseline 2-34 Crea/ng the Scope Baseline Module 1 Introduction Module 2 Creating the Project Charter Module
More information5.2. 5.2 Template for IT Project Plan. Template for IT Project Plan. [Project Acronym and Name]
231 5.2 Template for IT Project Plan Name of the Tool: Source: Usage: Description: Template for IT Project Plan GIZ This template has been designed as a tool to support the planning of IT projects for
More information2-Day Workshop Project JumpStart The Workshop Designed to Launch Projects Faster
2-Day Workshop Project JumpStart The Workshop Designed to Launch Projects Faster Traditional Classroom / Onsite Course No. 665 Duration: 2 days Credits: 14 PDUs / 1.4 CEUs Prerequisites Twelve hours of
More informationTHE PROJECT MANAGEMENT KNOWLEDGE AREAS
THE PROJECT MANAGEMENT KNOWLEDGE AREAS 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 7. Project Cost Management 8. Project Quality Management 9. Project Human
More informationIn association with: Optimizing Requirements Discovery. We ll be starting shortly
In association with: Optimizing Requirements Discovery You will need to dial into the conference call line provided on your screen to receive audio. Technical difficulties? Please dial: 800-263 263-63176317
More informationThe Plan s Journey From Scope to WBS to Schedule
The Plan s Journey From Scope to WBS to Schedule Presented by: Rick Clare, CBAP, PMP, OCP, CSM PM Centers USA, LLC. 2013 Company Background Consulting and Training (Virtual, Public and Private Training)
More informationKnowledge Area Inputs, Tools, and Outputs. Knowledge area Process group/process Inputs Tools Outputs
HUMAN RESOURCE MANAGEMENT Organizational planning Staff Acquisition Project interfaces such as organizational interfaces, technical interfaces and interpersonal interfaces. Staffing requirements Staffing
More informationBest Practices Statement Project Management. Best Practices for Managing State Information Technology Projects
State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement
More informationQuick Reference Guide Interactive PDF Project Management Processes for a Project
Project Processes for a Project Click the Knowledge Area title (below and left in blue underline) to view the details of each Process Group. Project Process Groups and Knowledge Areas Mapping Project Process
More informationProject Management Certificate (IT Professionals)
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
More informationProject Management Glossary
Project Management Glossary THE VOCABULARY OF ACHIEVEMENT RON BLACK THE MENTOR GROUP WWW.RONBLACK.COM 800-381-8686 This glossary is an excerpt from Ron Black s book, The Complete Idiot s Guide to Project
More informationINFORMATION TECHNOLOGY PROJECT EXECUTION MODEL GUIDE FOR SMALL AND MEDIUM PROJECTS
NOT MEASUREMENT SENSITIVE DOE G 415.1-2 INFORMATION TECHNOLOGY PROJECT EXECUTION MODEL GUIDE FOR SMALL AND MEDIUM PROJECTS [This Guide describes acceptable, but not mandatory means for complying with requirements.
More informationProject and Operational processes, Key differences. Gotchas when deploying projects into operations
Project and Operational processes, Key differences. Gotchas when deploying projects into operations Purpose of this Presentation Assist the smooth implementation of projects into production I ve heard
More informationChapter01. Introduction to Software Project Management
Chapter01. Introduction to Software Project Management A project = collaborative set of actions that is carefully planned to meet certain objectives, mission or a goal. Every state of a project is indicated
More informationProject Management Plan for
Project Management Plan for [Project ID] Prepared by: Date: [Name], Project Manager Approved by: Date: [Name], Project Sponsor Approved by: Date: [Name], Executive Manager Table of Contents Project Summary...
More informationICT Project Management
THE UNITED REPUBLIC OF TANZANIA PRESIDENT S OFFICE PUBLIC SERVICE MANAGEMENT ICT Project Management A Step-by-step Guidebook for Managing ICT Projects and Risks Version 1.0 Date Release 04 Jan 2010 Contact
More informationEgypt Scholars Presented by Mohamed Khalifa Hassan Jan 2014
Project Management Six Session Egypt Scholars Presented by Mohamed Khalifa Hassan Jan 2014 Mohamed Khalifa, 2014 All Rights 1 7. Scheduling 2 7. Scheduling 7.1 Scheduling techniques 7.3 Critical path method
More informationProject Knowledge Areas
From Houston S: The Project Manager s Guide to Health Information Technology Implementation. Chicago: HIMSS; 2011; pp 27 39. This book is available on the HIMSS online bookstore at www. himss.org/store.
More informationProject Management Concepts and Strategies
Project Management Concepts and Strategies Contact Hours: 24 Course Description This series provides a detailed examination of project management concepts and strategies. It discusses the seven components
More informationVoice Over IP Network Solution Design, Testing, Integration and Implementation Program Overview
Voice Over IP Network Solution Design, Testing, Integration and Implementation Program Overview 1/1 Table of Contents 1. Introduction...3 2. Executive Summary...4 3. Program Definition...5 3.1. Program
More informationTIME MANAGEMENT TOOLS AND TECHNIQUES FOR PROJECT MANAGEMENT. Hazar Hamad Hussain *
TIME MANAGEMENT TOOLS AND TECHNIQUES FOR PROJECT MANAGEMENT Hazar Hamad Hussain * 1. Introduction The definition of Project as a temporary endeavor... refers that project has to be done within a limited
More informationPMP Examination Tasks Puzzle game
PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in
More informationpm4dev, 2007 management for development series The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2007 management for development series The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage
More informationOFFICE OF THE CIO. PROCEDURE Informational VERSION: 1.0
OFFICE OF THE CIO PROCEDURE Informational VERSION: 1.0 Purpose Project Management of Major or Large NDUS Information Technology Projects Project Managers Guide/Checklist This procedural process will ensure
More informationadded to the task, using Project, it will automatically calculate the schedule each time a new resource is added.
Chapter 3 Effort Driven Task Type By now, you will be getting sick of my repetition of the effort driven formula: Resource Units X Duration = Work I make no apologies, as it needs to be engraved in the
More informationITRM Guideline CPM 110-01 Date: January 23, 2006 SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE
PROJECT MANAGEMENT GUIDELINE SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE Table of Contents Introduction... 3 Project Execution and Control Phase Overview... 3 Activities and Documents in the Execution
More information15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
More informationTools for Managing and Measuring the Value of Big Data Projects
Tools for Managing and Measuring the Value of Big Data Projects Abstract Big Data and analytics focused projects have undetermined scope and changing requirements at their core. There is high risk of loss
More informationPROJECT TIME MANAGEMENT
6 PROJECT TIME MANAGEMENT Project Time Management includes the processes required to ensure timely completion of the project. Figure 6 1 provides an overview of the following major processes: 6.1 Activity
More informationPROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE
PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE Table of Contents Introduction...3-1 Overview...3-1 The Process and the Project Plan...3-1 Project Objectives and Scope...3-1 Work Breakdown Structure...3-1
More informationUnderstand why, when and how-to to formally close a project
Project Closure Purpose: Understand why, when and how-to to formally close a project Audience: Project managers, project sponsors, team members and other key stakeholders Learning Objectives: Describe
More informationThe Project Planning Process Group
3 The Project Planning Process Group............................................... Terms you ll need to understand: Activity Activity attributes Activity list Activity on arrow diagram (AOA) Activity
More informationProject Management Field Guide Contractor Edition 2.0
DOH PMO Project Management Field Guide Contractor Edition 2.0 Processes, Tools and Templates for Project Managers and Team Members A Prescription for a Healthy Project New York State Department of Health
More informationPROJECT MANAGEMENT PLAN CHECKLIST
PROJECT MANAGEMENT PLAN CHECKLIST The project management plan is a comprehensive document that defines each area of your project. The final document will contain all the required plans you need to manage,
More informationUSFWC Project Management Workshop May 31 st, 2014
USFWC Project Management May 31 st, 2014 Project Management Basics Project Management Basics Project Definition Why do projects fail? Pain Curve Triple Constraint Principle Progressive Elaboration vs.
More informationMNLARS Project Audit Checklist
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
More informationPartnering for Project Success: Project Manager and Business Analyst Collaboration
Partnering for Project Success: Project Manager and Business Analyst Collaboration By Barbara Carkenord, CBAP, Chris Cartwright, PMP, Robin Grace, CBAP, Larry Goldsmith, PMP, Elizabeth Larson, PMP, CBAP,
More informationWHITE PAPER APRIL 2012. Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives
WHITE PAPER APRIL 2012 Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives New healthcare reforms have created an unprecedented impact on hospital systems operations.
More informationDemonstrate and apply knowledge of project management in
Demonstrate and apply knowledge of project management in mechanical engineering 22918 version 2 Page 1 of 5 Level 6 Credits 15 Purpose This unit standard is intended primarily for use in diploma courses
More informationProject Management Fundamentals. Office of the Senior Associate Vice President for Finance
Project Management Fundamentals Project Management Institute PMI is an aggregation of best practices from thousands of professional project managers Principles in this training are based on PMI methodologies,
More informationHOW NOT TO ATTRACT AN ENTREPRENEURIAL PM
HOW NOT TO ATTRACT AN ENTREPRENEURIAL PM FORTUNE 500 HIGH-TECH EQUIPMENT AND SERVICES COMPANY Process-focused job description indicates low potential for career enhancement and discourages talent from
More informationProject Management Process. Prepared by Jay Knape
Project Management Process Prepared by Jay Knape PMI Project Project is... temporary endeavor undertaken to produce a unique products, service or result. UITS Project Definition For Columbus State University
More informationNUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Support Services REVISION: 4 APPROVED BY: TITLE SUBJECT: Head, Office of Project Support Services
SUBJECT: FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT NUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Support Services REVISION: 4 APPROVED BY: TITLE Head, Office of Project Support Services
More informationDallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010
Dallas IIA Chapter / ISACA N. Texas Chapter Auditing Tuesday, October Project 20, 2009 Management Controls January 7, 2010 Table of Contents Contents Page # Project Management Office Overview 3 Aligning
More informationINTRODUCTION TO PROJECT MANAGEMENT
INTRODUCTION TO PROJECT MANAGEMENT OVERVIEW The purpose of presentation is to provide leaders and team members of projects, committees or task forces with advanced techniques and practical skills for initiating,
More informationCreating The Work Breakdown Structure By Kim Colenso, Managing Principal, Artemis Management Systems
Creating The Work Breakdown Structure By Kim Colenso, Managing Principal, Artemis Management Systems The Work Breakdown Structure (WBS) is the foundation for project planning and control. It is the connecting
More informationProjectMinds Quick Guide to Project Management
ProjectMinds Quick Guide to Project Management By Manjeet Singh msingh@projectminds.com 1 A D I F F E R E N T K I N D O F C O P Y R I G H T No rights reserved. All the parts of this book can be reproduced,
More informationPROJECT AUDIT METHODOLOGY
PROJECT AUDIT METHODOLOGY 1 "Your career as a project manager begins here!" Content Introduction... 3 1. Definition of the project audit... 3 2. Objectives of the project audit... 3 3. Benefit of the audit
More informationProject Processes. Media Snapshot. Project Management Process Groups
Project Processes PROJECT LIFECYCLE A project normally requires a number of processes. A process is a series of actions directed toward a particular result Project management can be viewed as a number
More informationProject Management Office (PMO)
Contents I. Overview of Project Management...4 1. Project Management Guide (PMG)...4 1.1 Introduction...4 1.2 Scope...6 1.3 Project Types...6 2. Document Overview, Tailoring, and Guidance...7 3. The Project
More informationState of Michigan (SOM) August 2013. Department of Technology, Management & Budget
State of Michigan (SOM) PROJECT MANAGEMENT KEY TERMS, DEFINITIONS AND ACRONYMS August 2013 Department of Technology, Management & Budget Table of Contents Table of Contents Key Terms, Definitions, and
More informationThe 10 Knowledge Areas & ITTOs
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading
More informationUnderstanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle.
Planning and Managing Software Projects 2011-12 Class 3 Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle.org
More informationProject Management Guidelines
Project Management Guidelines Overview Section 86-1506 (5) directs the NITC to adopt guidelines regarding project planning and management. The goal of project management is to achieve the objectives of
More informationMetadata-Based Project Management System. A Case Study at M-Files Corporation. Iulia Adomnita
Metadata-Based Project Management System. A Case Study at M-Files Corporation Iulia Adomnita University of Tampere School of Information Sciences Computer Science M.Sc. Thesis Supervisors: Timo Poranen,
More informationCDC UNIFIED PROCESS PRACTICES GUIDE
Document Purpose The purpose of this document is to provide guidance on the practice of Quality Management and to describe the practice overview, requirements, best practices, activities, and key terms
More informationCentral Agency for Information Technology
Central Agency for Information Technology Development of a National IT Governance Framework Project Management Agenda 1 What is project management? Why it is important? 2 Leading practices 3 Project management
More informationSTARTING A PROJECT. Sergey V. Nesterov MD, PhD, PMP
STARTING A PROJECT Sergey V. Nesterov MD, PhD, PMP QUESTIONS to ask at the start 1. What is the situation? 2. What do you need to do? 3. Why do you need to do it? 4. What will you do? 5. How will you do
More information<name of project> Software Project Management Plan
The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor
More informationPROJECT SCOPE STATEMENT
PROJECT SCOPE STATEMENT Note: Any work not explicitly included in this Project Scope Statement is implicitly excluded from the project. Create links to referenced documents (e.g., Link_To_ ) by using Insert
More informationGuideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0
More informationHead, Office of Project Management Oversight
SUBJECT: FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT NUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Management Oversight REVISION: 43 APPROVED BY: TITLE Head, Office of Project Management
More informationINTEGRATED COST AND SCHEDULE CONTROL IN PROJECT MANAGEMENT
INTEGRATED COST AND SCHEDULE CONTROL IN PROJECT MANAGEMENT SECOND EDITION Ursula Kuehn, PMI> EVP m MANAGEMENTCONCEPTS CONTENTS Preface Acknowledgments xxi xxix Part 1 Project Management and the Integrated
More informationYour Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc.
INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. February 2013 1 Executive Summary Adnet is pleased to provide this white paper, describing our approach to performing
More informationPROJECT TIME MANAGEMENT. 1 www.pmtutor.org Powered by POeT Solvers Limited
PROJECT TIME MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers Limited PROJECT TIME MANAGEMENT WHAT DOES THE TIME MANAGEMENT AREA ATTAIN? Manages the project schedule to ensure timely completion of
More informationMGMT 4135 Project Management. Chapter-4. Defining the Project
MGMT 4135 Project Management Chapter-4 Where We Are Now Chapter-4 Steps for Chapter-4 Step-1 Scope Step-2 Establishing Project Priorities Step-3 Creating the Work Breakdown Structure Step-4 Integrating
More informationChapter 4: Planning Projects, Part I (Integration, Scope, Time, and Cost Management) Slide 1
Chapter 4: Planning Projects, Part I (Integration, Scope, Time, and Cost Management) Slide 1 Introduction to Project Management Learning Objectives Describe the importance of creating plans to guide project
More information