SCOPE AND TIME MANAGEMENT

SCOPE MANAGEMENT


What Is Project Scope Management?



In project management, scope is the defined features and



functions of a product, or the scope of work needed to finish a

project.

Scope refers to all the work involved in creating the products of



the project and the processes used to create them.

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 Cont…
Project scope management includes the processes involved in

defining and controlling what is or is not included in the

project
It ensures that the project team and stakeholders have the

same understanding of what products the project will produce

and what processes the project team will use to produce them.
One of the most important and most difficult aspects of

project management is defining the scope of a project.

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 Planning Scope Management
The first step in project scope management is planning how the

scope will be managed throughout the life of the project.

After reviewing the project management plan, project charter,

enterprise environmental factors, and organizational process assets,

the project team uses expert judgment and meetings to develop two
important outputs: The scope management plan and the
Requirements management plan.
Here you will decide and document how you want to define,
manage, validate, and control the project’s scope.

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 Cont…
The scope management plan also includes information

on how you will handle unexpected circumstances

throughout the project.
Involves determining how the project’s scope and

requirements will be managed.

This section of the scope management plan would

specify how to handle change requests for the project.

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 Collecting Requirements
The second step in project scope management is often

the most difficult: collecting requirements.

This process will give you a clear idea of what your

stakeholders want and how you’re going to manage

their expectations.
You will document exactly what is wanted out of the

project as far as status updates and final deliverables.

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 Cont…
A major consequence of not defining requirements well

is rework, which can consume of project costs,

especially for software development projects.
Part of the difficulty is that people often do not have a

good process for collecting and documenting project

requirements.
Your requirements management plan can help you

avoid many frustrating hurdles throughout the project.

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 There are several ways to collect requirements.

1.Interviewing stakeholders :-

It is often very effective, however it is expensive and time-consuming.

2. Questionnaires and surveys:-

This can be efficient ways to collect requirements as long as key

stakeholders provide honest and full information.

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 Cont…
3.Observation:-
This can also be a good technique for collecting requirements, especially for

projects that involve improving work processes and procedures.
For software development projects, prototyping and document analysis are

common techniques for collecting requirements, as are context diagrams,
which help to clarify the interfaces and boundaries of a project or process.
4.Benchmarking:-
 Generating ideas by comparing specific project practices or product
characteristics to those of other projects or products inside or outside the
performing organization, can also be used to collect requirements.

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 Defining Scope
 The next step in project scope management is to provide a detailed definition

of the work required for the project.

 Good scope definition is very important to project success because it helps

improve the accuracy of time, cost, and resource estimates.

 Once you know your project scope and you understand what deliverables are

expected, you’re ready to clearly define exactly what is in scope and what is
out of scope for your project.
 The key benefit of the defined scope process is that it describes the project’s

boundaries by defining which of the requirements collected will be included in

the project.
 The project manager can develop a detailed description of the project and

product which is called the project scope statement.

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 Cont…
 A project scope statement will serve as a guide throughout the

project.
 Team members should be able to refer to it and easily be reminded of

what is and is not involved in that specific job.

 Key inputs for preparing the project scope statement include the project

charter, scope management plan, requirements documentation, and

organizational process assets such as policies and procedures related to
scope statements.
 The main outputs of scope definition are the project scope statement

and project documents updates.

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 Creating The Work Breakdown Structure
 Based on your project scope statement and the documents
created during requirements collection, you build a Work
Breakdown Structure
 It is the method of breaking work into smaller tasks that is
a common productivity technique leads to make the work
more manageable.
 A work breakdown structure (WBS) is a deliverable
oriented grouping of the work involved in a project that
defines its total scope.
 Deliverables are clearly defined, providing the project
manager and the team with several more manageable units
of work.

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 Cont…
Because most projects involve many people and many
different deliverables, it is important to organize and divide
the work into logical parts based on how the work will be
performed.
The WBS is a foundation document in project management
because it provides the basis for planning and managing
project schedules, costs, resources, and changes.
Because the WBS defines the total scope of the project,
some project management experts believe that work should
not be done on a project if it is not included in the WBS.
Therefore, it is crucial to develop a good WBS.

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 Cont…
The project scope management plan, scope statement,
requirements documentation, enterprise environmental
factors, and organizational process assets are the
primary inputs for creating a WBS.
The main tool or technique is decomposition that is,
subdividing project deliverables into smaller pieces.
The outputs of the process of creating the WBS are the
scope baseline and project documents updates.
The scope baseline includes the approved project
scope statement.

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 Figure for WBS

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 Validating Scope
It
 is difficult to create a good project scope statement and WBS for a project.
It
 is even more difficult, especially on IT projects, to verify the project scope and
minimize scope changes.
Some
 project teams know from the start that the scope is very unclear and that they
must work closely with the project customer to design and produce various
deliverables.
In
 this case, the project team must develop a process for scope validation that meets
unique project needs.
Careful
 procedures must be developed to ensure that customers are getting what they
want and that the project team has enough time and money to produce the desired
products and services.

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 Cont…
Scope
 validation involves formal acceptance of the completed project
deliverables.
This acceptance is often achieved by a customer inspection and then

sign-off on key deliverables.
To receive formal acceptance of the project scope, the project team must

develop clear documentation of the project’s products and procedures to
evaluate whether they were completed correctly and satisfactorily.
The main tools for performing scope validation are review and group

decision making techniques.
The main outputs of scope validation are accepted deliverables, change

requests, work performance information, and project documents updates.

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 Controlling Scope
 Scope control involves managing changes to the project scope while

keeping project goals and business strategy in mind.

 A project’s status should be monitored from start to finish to ensure

that it is being executed according to your project scope management

plan.
 You never know when the scope may need to change or a customer

may add new requirements.

 Users often are not sure how they want screens to look or what

functionality they will need to improve business performance.

 Developers are not exactly sure how to interpret user requirements,

and they also have to deal with constantly changing technologies.

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 Cont…
 The goal of scope control is to influence the factors that cause scope
changes, to ensure that changes are processed according to procedures
developed as part of integrated change control, and to manage changes
when they occur.
 An important tool for performing scope control is variance analysis.
which is the difference between planned and actual performance.
 For example, if a supplier was supposed to deliver five special
keyboards and you received only four, the variance would be one
keyboard.
 The outputs of scope control include work performance information,
change requests, project management plan updates, project documents
updates, and organizational process assets updates.

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 TIME MANAGEMENT
 The Importance Of Project Schedules
 Managers often mention the need to deliver projects on
time as one of their biggest challenges and the main cause
of conflict.
 Perhaps part of the reason that schedule problems are so
common is that time is easily measured and remembered.
 People often compare planned and actual project
completion times without taking into account the approved
changes in the project.
 Time is the variable that has the least amount of flexibility.
Time passes no matter what happens on a project.
 Project time management, simply defined, involves the
processes required to ensure timely completion of a project.
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 Seven main processes are involved in project time management:

1. Planning Schedule Management

The
 first step in project time management is planning how the schedule will be managed

throughout the life of the project.

Involves
 determining the policies, procedures, and documentation that will be used for

planning, executing, and controlling the project schedule.

Project schedules
 grow out of the basic documents that initiate a project.

The
 project charter often mentions planned project start and end dates, which serve as the

starting points for a more detailed schedule.

After
 reviewing the project management plan, project charter, enterprise environmental

factors, and organizational process assets, the project team uses expert judgment,

analytical techniques, and meetings to develop the schedule management plan.

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 Cont…
In general, a schedule management plan includes the following
information:
 Project schedule model development: Many projects include a
schedule model, which contains project activities with estimated
durations, dependencies, and other planning information that can be
used to produce a project schedule.
 The scheduling methodology and the scheduling tool: to use when
developing the project schedule model: Some projects will use critical
path or critical chain methodologies.
Level of accuracy and units of measure: This section discusses how
accurate schedule estimates should be and determines whether time is
measured in hours, days, or another unit.

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 Cont…
Control thresholds: Variance thresholds, such as ±10%,
are established for monitoring schedule performance.
Rules of performance measurement: For example, if
earned value management (EVM) will be used, this
section specifies how.
Reporting formats: This section describes the format and
frequency of schedule reports required for the project.
Process descriptions: The schedule management plan
also describes how all of the schedule management
processes will be performed.

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 Defining Activities

Defining activities involves identifying the specific actions that will produce the

project deliverables in enough detail to determine resource and schedule estimates.


The project team reviews the schedule management plan, scope baseline,

enterprise environmental factors, and organizational process assets to begin

defining activities.

Outputs of this process include an activity list, activity attributes, a milestone list,


and project management plan updates.

The activity list is a tabulation of activities to be included on a project schedule.



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 Cont…
The list should include the activity name, an activity identifier or number,
and a brief description of the activity.
A mile stone on a project is a significant event that normally has no
duration.
They are checkpoints that identify when activities or groups of activities
have been completed or when a new phase or activity is launched.
 It often takes several activities and a lot of work to complete a milestone,
but the milestone itself is like a marker to help in identifying necessary
activities.
The goal of defining activities is to ensure that the project team completely
understands all the work it must do as part of the project scope so the team
can start scheduling the work.

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 Sequencing Activities
After
 defining project activities, the next step in project time management is
sequencing them or determining their dependencies.
Inputs
 to the activity sequencing process include the schedule management plan,
activity list and attributes, project scope statement, milestone list, and
organizational process assets.
The
 sequencing process involves evaluating the reasons for dependencies and the
different types of dependencies.
A
 dependency or relationship pertains to the sequencing of project activities or
tasks.
For
 example, does a certain activity have to be finished before another can start?
Can the project team do several activities in parallel? Can some overlap?
Determining
 these relationships or dependencies among activities has a significant
impact on developing and managing a project schedule.

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 Dependencies can be…
 Mandatory dependencies are inherent in the nature of the work being
performed on a project.
 They are sometimes referred to as hard logic. For example, you cannot test
code until after the code is written.
 Discretionary dependencies are defined by the project team. is one that isn't
based on a "have to", but on a "should".
 These decisions are usually based upon best practices, business knowledge, etc.
They are placed on the project diagram where the team members would like
them to occur.
 They are sometimes referred to as soft logic and should be used with care
because they may limit later scheduling options.
 External dependencies involve relationships between project and non-project
activities.
 For example, the installation of a new operating system and other software may
depend on delivery of new hardware from an external supplier.

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 Cont…
 Network diagrams are the preferred technique for showing

activity sequencing.
A network diagram is a graphic display of the logical

relationships among project activities and their sequencing.

Some people refer to network diagrams as project schedule

or PERT charts.
PERT is described later in this chapter.

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 CONT…
Network design

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 Cont…
 The letters A through J represent activities with
dependencies that are required to complete the project.
 These activities come from the WBS and activity

definition process described earlier.

 The arrows represent the activity sequencing or
relationships between tasks.
 For example, Activity A must be done before Activity D,

and Activity D must be done before Activity H.

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 Cont…
 The format of this network diagram uses the activity-on-arrow (AOA) approach

or the arrow diagramming method (ADM)

 A network diagramming technique in which activities are represented by arrows

and connected at points called nodes to illustrate the sequence of activities.

 A node is simply the starting and ending point of an activity.

 The first node signifies the start of a project, and the last node represents the end

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 Cont…
 The four types of dependencies or relationships between activities include:

 Finish-to-start dependency: (FS)

 It is considered a "natural dependency". The Practice Standard for

Scheduling recommends, that "Typically , each predecessor activity would

finish prior to the start of its successor activity.
 For example, you cannot provide user training until after software or a new

system has been installed.

 Finish-to-start is the most common type of relationship or dependency, and

AOA network diagrams use only finish-to start dependencies.

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 Cont…
 Start-to-start dependency:
 A relationship in which the “from” activity cannot start until the “to”
activity or successor is started.
 These dependencies are common within projects which require their
tasks to run parallel to one another.
 For example, on IT projects, a group of activities might start
simultaneously.
 Finish-to-finish dependency:
 A relationship in which the “from” activity must be finished before the
“to” activity can be finished.
 One task cannot finish before another finishes. For example, quality
control efforts cannot finish before production finishes, although the
two activities can be performed at the same time.

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 Cont…
 Start-to-Finish Relationship:-

 According to the PMBOK Guide, a start-to-finish (SF)

relationship is “A logical relationship in which a successor

activity cannot finish until a predecessor activity has
started.
 In simple words, the finish of a successor activity is

dependent on the start of the predecessor activity.

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 Estimating Activity Resources
 Before you can estimate the duration for each activity, you must have a

good idea of the quantity and type of resources (people, equipment,

and materials) that will be assigned to each activity.
 Estimating activity resources involves estimating how many resources

people, equipment, and materials a project team should use to perform

project activities.
 Expert judgment, an analysis of alternatives, estimating data, and

project management software are tools that can assist in resource

estimating.

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 Cont…
E.g. Does the organization have people, equipment, and materials

that are capable and available for performing the work?

Does the organization need to acquire more resources to

accomplish the work? Would it make sense to outsource some of

the work?
The main outputs of this process are activity resource

requirements, a resource breakdown structure, and project

documents updates

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 Estimating Activity Durations
Estimating Activity Durations After working with key stakeholders to

define activities, determine their dependencies, and estimate their resources,

the next process in project time management is to estimate the duration of
activities.
Estimating activity durations involves estimating the number of work

periods that are needed to complete individual activities.

 Outputs include activity duration estimates and project documents updates.

It is important to note that duration includes the actual amount of time

worked on an activity plus elapsed time.

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 Cont…
 There are several inputs to activity duration estimates, including the

schedule management plan, activity list, activity attributes, activity

resource requirements, resource calendars, project scope statement, risk
register, resource breakdown structure, enterprise environmental factors,
and organizational process assets.
 The outputs of activity duration estimates include the estimates themselves

and project documents updates.

 Duration estimates are often provided as a discrete number, such as four

weeks; as a range, such as three to five weeks; or as a three-point estimate.

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 Developing The Schedule
Schedule development uses the results of all the preceding project time
management processes to determine the start and end dates of the
project and its activities.
Project time management processes often go through several iterations
before a project schedule is finalized.
The ultimate goal of developing a realistic project schedule is to
provide a basis for monitoring project progress for the time dimension
of the project.
The main outputs of this process are the project schedule, a schedule
baseline, schedule data, project calendars, project management plan
updates, and project documents updates

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 Cont…
 Several tools and techniques assist in schedule development:

1. A Gantt chart is a common tool for displaying project

schedule information.
2. Critical path analysis is a very important tool for
developing and controlling project schedules.
3. Critical chain scheduling is a technique that focuses on
limited resources when creating a project schedule.
4. PERT analysis is a means for considering schedule risk on
projects.

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 Gantt Charts
Gantt
 charts provide a standard format for displaying project schedule information
by listing project activities and their corresponding start and finish dates in
calendar form.
It
 is sometimes referred to as bar charts because the activities’ start and end dates
are shown as horizontal bars
Notice
 that the Gantt chart for the software launch project contains milestones,
summary tasks, individual task durations, and arrows showing task dependencies.
The
 main advantage of using Gantt charts is that they provide a standard format for
displaying planned and actual project schedule information. In addition, they are
easy to create and understand.
The main disadvantage of Gantt charts is that they do not usually show
relationships or dependencies between tasks.

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 Gant chart
.

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 Critical Path Method
 Critical path method (CPM) also called critical path analysis

is a network diagramming technique used to predict total

project duration.
This important tool helps you combat project schedule

overruns.
A critical path for a project is the series of activities that

determine the earliest time by which the project can be

completed.

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 Calculating the Critical Path

 To find the critical path for a project, you must first develop a good network

diagram, which in turn requires a good activity list based on the WBS.

 Once you create a network diagram, you must also estimate the duration of

each activity to determine the critical path.

 Calculating the critical path involves adding the durations for all activities on

each path through the network diagram. The longest path is the critical path.

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 Cont…

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 Cont…
Another misconception is that the critical path is the shortest path

through the network diagram.

In some areas, such as transportation modeling, identifying the shortest

path in network diagrams is the goal.

For a project, however, each task or activity must be done in order to

complete the project.

 It is not a matter of choosing the shortest path.

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 Example from the above diagram
 The critical path on a project can change as the project progresses.
 For example, suppose everything is going as planned at the beginning
of the project.
 Suppose that Activities A, B, C, D, E, F, and G all start and finish as
planned.
 Then suppose that Activity I runs into problems.
 If Activity I takes more than four days, it will cause path C-G-I-J to be
longer than the other paths, assuming they progress as planned.
 This change would cause path C-G-I-J to become the new critical path.
 Therefore, the critical path can change on a project.

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 Program Evaluation and Review Technique (PERT)
PERT is a network analysis technique used to estimate

project duration when there is a high degree of uncertainty

about the individual activity duration estimates.
 PERT applies the critical path method (CPM) to a weighted

average duration estimate.

This approach was developed at about the same time as

CPM, in the late 1950s, and it also uses network diagrams,

which are still sometimes referred to as PERT charts.

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 Cont…
PERT uses probabilistic time estimates duration estimates based

on using optimistic, most likely, and pessimistic estimates of

activity durations instead of one specific or discrete duration

estimate, as CPM does.

To use PERT, you calculate a weighted average for the duration

estimate of each project activity using the following formula:

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 Cont…
.

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 Example
Suppose that a project has a number of activities. The project team would
have to collect numbers for the optimistic, most likely, and pessimistic
duration estimates for each project activity.
Suppose that one of the activities was to design an input screen for the
system.
Someone might estimate that it would take about two weeks or 10 workdays
to do this activity.
Without using PERT, the duration estimate for that activity would be 10
workdays.
Using PERT, the project team would also need to estimate the pessimistic and
optimistic times for completing this activity.
Suppose an optimistic estimate is that the input screen can be designed in
eight workdays, and a pessimistic time estimate is24 workdays.
 Applying the PERT formula, you get the following:

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 Controlling the schedule
 Controlling the schedule involves controlling and

managing changes to the project schedule.

 Outputs include work performance information, schedule

forecasts, change requests, project management plan

updates, project documents updates, and organizational

process assets updates.

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 The end
Question ?

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