PROJECT MANAGEMENT

Planning Process Group

BIOEN 511

Biomedical Engineering Department

Imam Abdulrahman Bin Faisal University

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REMINDER

• Project boundaries and key deliverables

• Business case
• Initial risk
• Acceptance criteria
• Summary milestones
• Summary budget
• Project manager authority level

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Develop Project Management Plan

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Develop Project Management Plan

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Develop Project Management Plan

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Develop Project Management Plan

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 It is a document that describes How the project will
be executed, monitored and controlled, and closed.

• Marketplace conditions.
• Historical information and lessons learned
from previous similar projects.

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 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. Managing the project scope is primarily concerned with
defining and controlling what is and is not included in the project.
• The Project Scope Management processes are:
• Plan Scope Management—The process of creating a scope management plan that documents how the project and
product scope will be defined, validated, and controlled.
• Collect Requirements—The process of determining, documenting, and managing stakeholder needs and
requirements to meet project objectives.
• Define Scope—The process of developing a detailed description of the project and product.
• Create WBS—The process of subdividing project deliverables and project work into smaller, more manageable
components.
• Validate Scope—The process of formalizing acceptance of the completed project deliverables.
• Control Scope—The process of monitoring the status of the project and product scope and managing changes to the
scope baseline.

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 • Description of the project scope, major
deliverables, assumptions, and
constraints.
• It describes deliverables in details.

• Assumption log identifies assumptions and constraints about the product, project,
environment, stakeholders, and other factors that can influence the project and
product scope.
• Requirements documentation identifies requirements that will be incorporated into the
scope.
• The risk register contains response strategies that may affect the project scope, such as
reducing or changing project and product scope to avoid or mitigate a risk.

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 Project Charter vs. Project Scope Statement

• Both may contain assumptions, constrains, acceptance criteria,

project description.
• Differences?
• High-level vs. detailed

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Scope Management Statement – Case Study

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 5.1 COLLECT
Inputs REQUIREMENTS Process Outputs
“…Defining and
• Project charter documenting
•Requirements
•Stakeholder stakeholders needs to documents
meet the project •Requirements
register objectives. The projects
success is directly management plan
influenced by the care •Requirements
taken in capturing and
managing project and traceability matrix
product requirements

Tools & Techniques

•Interviews
•Focus groups
•Workshop
•Group
Discussion
•Questionnaires
and surveys
•Observations
•Prototypes
 INPUT

⚫Created in project communications management, identify

stakeholder process
⚫Stakeholder identification information
◦ Name, organization, position, location, role in project, etc.
• Assessment information
◦ Identifies stakeholders to provide requirements
◦ Potential influence in the project
• Stakeholders classification
◦ Internal vs. External, supportive vs. Resistant, etc
 COLLECT REQUIREMENT
ACTIVITIES
• Based on the project charter, assess
detailed
Project requirements, constraints, assumptions with
stakeholders.
• Exploit lesson learned from previous projects.

• Utilize requirement-gathering techniques (e.G. Planning sessions, brain

storming, focus group) establish the project deliverables.
REQUIREMENT
DOCUMENTATION
• Business need opportunity
• Business and project objective (traceability)
• Requirements
• Functional (e.g. Business processes, product interaction)
• Non- functional requirements ( e.G. Service level, safety
compliances)
• Quality
• Acceptance criteria
• Training requirements
• Support requirements
• Requirements assumptions and constraints
 TOOLS AND
TECHNIQUES
• Interview
• Formal & informal
• Spontaneous and prepared questions
• 1:1 or group

• Focus group
• Bring together prequalified stakeholders to learn more about expectations of
proposed deliverables
• Moderator guides the group through interactive discussion.
 TOOLS AND
TECHNIQUES
• Facilitated workshop
• Bring together prequalified stakeholders to define product requirements
• Goodapproach for gathering cross functional
requirements and reconciling stakeholders differences.
• Can build trust and relationships.
• Issues discovered and resolved more quickly than individual
sessions.
 TOOLS AND TECHNIQUES
• Group creativity techniques
• Brainstorming
• Delphi technique
• Idea/mind mapping
• Affinity diagram
• Group decision making techniques
• Unanimity
• Majority
• Plurality
• Dictatorship
 DELPHI
TECHNIQUES
⚫A form of expert judgment
⚫Used to collect opinions on technical issues,
estimates, risks and scope of work.
⚫A request for opinion is sent to experts, responses
Are compiled and sent back for further review
⚫Has 3 rules
◦ Expert are not in same room
◦ Keep identities anonymous
◦ Focus on building consensus

This is a common tool in many process

 TOOLS AND
TECHNIQUES
• Questionnaires and surveys
• Accumulate information from a wide number of
respondents.
• Used with broad audiences, quick turnaround and
Statistical analysis.
• Observations
• View individuals working in their environment
• Helpful in understanding detailed processes.
• Prototypes
• Provide a working model of the expected product to
Obtain early feedback
• Progressive elaboration approach.
OUTPUT

• Requirements documentation
• Describes how individual requirement meet the business need for the
project.
• Progressively detailed as more is known
• Must be measureable, testable, traceable, complete, and acceptance to
stakeholders.
 OUTPU
TS
⚫ Requirements management plan
◦ Describes how requirements will be analyzed. Documented, and managed during the
project.
◦ Phase to phase relationship for the project influences how requirements are managed
And is documented here
◦ Components
🞄 How the project will track and report requirements activities
🞄 Prioritization process
🞄 Traceability structure
OUTPUT

• Requirements traceability matrix

• Traces requirement throughout the project life cycle
• Confirms that approved requirements are delivered at the end of
the project
• Helps manage changes to scope
• Trace requirements to
• Business need and objectives
• Design, development, test cases/ scenarios
 DEFINE
SCOPE
Inputs Process Outputs
“…Developing a detailed
• Project Scope statement
• Project charter description of a project and
•Project document updates
product. (A) detailed project
• Requirements scope statement is critical to •Stakeholder register
the project success and builds •Requirements doc
documentation upon the major deliverables, •Requirements
•Organizational assumptions and constraints traceability matrix
that are documented during
process assets project initiation”.

Tools & Techniques

• Expert
judgment
• Product
Analysis
• Alternative
Definition
•Workshop
 DEFINING PROJECT
SCOPE
⚫Use the project charter, define high level scope based on business
and compliance requirements.
⚫Analyze all existing information, including lessons learned, to determine
requirements to meet customers expectations.
⚫Validate existing risks, assumptions, and constraints for completeness.
⚫Add new risk, assumptions, and constraints that are identified.
 OUTPUTS
PROJECT SCOPE
STATEMENTS
⚫ Product scope description
◦ Characteristics of the product, service or result of the project. These will be detailed
through progressive elaboration.
 Project boundaries and exclusions
◦ What is included in the project and explicitly, what is excluded. Assumptions on the
scope should be avoided.
 OUTPUT
PROJECT SCOPE STATEMENT (CONT)
• Project deliverables
• Product, service or result of the project (and its components)
• Project management deliverables (document)
⚫ Product acceptance criteria
⚫ Project constraints
• Applicable restriction that limits the project options
• Contractual terms are usually constraints
⚫ Project assumptions
• Factors that, for that planning purposes, are considered to be true,
real or certain.
PROJECT CHARTER VS. PROJECT SCOPE STATEMENT
Charter Scope Statement
Project purpose or justification Product scope
description
(Progressively
elaborated)
Measurable project objective and Project deliverables
related success criteria
High level requirements Product user acceptance criteria
High level project description, product Project Boundaries
characteristics
Summary milestone schedule Project Constraints
Summary budget Project assumption
Project approval requirements
(what constitutes success, who
decides it, who sign off)
Assigned project manager,
responsibility and authority level
Name and responsibility of the person
(s)
 TOOLS AND
TECHNIQUES

• Product analysis
• Translating project objective into tangible
deliverables and requirements
⚫ Alternative identification
• Generating different approach to perform work
• Various management and creative thinking of
methods: brainstorming,
Lateral thinking
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Partial WBS Organized by Product Areas
Partial WBS Organized by Project
Phase
Partial Intranet WBS in Tabular
Form
1. Concept
2. Evaluate current systems
3. Define Requirements
1. Define user requirements
2. Define content requirements
3. Define system requirements
4. Define server owner requirements
4. Define specific functionality
5. Define risks and risk management approach
6. Develop project plan
7. Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
Intranet WBS and Gantt Chart in
Microsoft Project
Intranet Gantt Chart Organized by
Project Management Process Groups
 APPROACHES TO DEVELOP
THE WBS
• Guidelines: some organizations, such as the dod, provide guidelines
For preparing wbss.
• Analogy approach: review wbs of similar projects and tailor to
Your project.
• Top-down approach: start with the largest items of the project and break
them down.
• Bottom-up approach: start with the specific tasks and roll them up.
• Mind-mapping approach: write tasks in a non-linear, branching
Format and then create the wbs structure.
 Mind
Mapping
⚫ Mind mapping is a way of creating pictures that show
ideas in the same way that they are represented in your
brain.
⚫ Your brain uses words, pictures, numbers, logic, rhythm,
color and spatial awareness to build up unique pictures of
information.
⚫ The ideas are linked together in a way that makes it easy
to understand and remember.
⚫ Http://www.Novamind.Com/mind-mapping/
⚫ Http://www.Youtube.Com/watch?V=mlabrwv25qq
Mind Mapping
Sample Mind-Mapping Approach
for Creating a WBS
Resulting WBS in Chart
Form
 Output
Work Breakdown Structure (WBS)
⚫ Creating a hierarchical, deliverable-oriented
decomposition of project work.
⚫ Organizes and defines the total project scope
⚫ What is not in the WBS will not be done
⚫ The lowest level is called work package
◦ Can be estimated
◦ Scheduled
◦ Monitored and Controlled
⚫ Granularity ( detail level) may vary with the size
and complexity of the project.
 OUTPUT SCOPE
BASELINE

The scope baseline is a component of the project management plan, which

includes;
• Approved detailed project scope statement
• Associated wbs and wbs dictionary
• Other output
• Updates to project documents
 Verify
Scope
⚫ The process of obtaining formal acceptance of the
completed project scope and associated
deliverables.
⚫ Includes
◦ Reviewing deliverables and work products
◦ Determining if the results conform to requirements
⚫ Performed at the end of each phase
⚫ Differs from quality control
⚫ Scope verification
⚫ Acceptance of deliverables (completeness)
⚫ Quality control
⚫ Meeting the quality requirements ( correctness)
 What Went Wrong?
⚫ A project scope that is too broad and grandiose can cause severe
problems
◦ Scope creep and an overemphasis on technology for
technology’s sake resulted in the bankruptcy of a large
pharmaceutical firm, Texas-based FoxMeyer Drug
◦ In 2001, McDonald’s fast-food chain initiated a project to create
an intranet that would connect its headquarters with all of its
restaurants to provide detailed operational information in real
time; after spending $170 million on consultants and initial
implementation planning, McDonald’s realized that the project
was too much to handle and terminated it
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Project Scope Management
Control
Scope

⚫ Is concerned with
◦ Monitoring the status of the project
and product scope
◦ Controlling impact of the changes
◦ Determining that a scope change has
occurred
◦ Managing changes when and if they
occur
◦ Avoiding uncontrolled scope changes
(scope creep)
 Best Practices for Avoiding Scope Problems

1.Keep the scope realistic: don’t make projects so large that they can’t
be completed; break large projects down into a series of smaller
ones
2.Involve users in project scope management: assign key users to the
project team and give them ownership of requirements definition
and scope verification
3.Use off-the-shelf hardware and software whenever possible: many
IT people enjoy using the latest and greatest technology, but
business needs, not technology trends, must take priority
4.Follow good project management processes: as described in this
chapter and others, there are well-defined processes for managing
project scope and others aspects of projects
 SCOPE
MANAGEMENT TASK

• Based on your Project Charter

• Define your Project Scope
• Create Work Breakdown Structure
(WBS)

• Due date: in 2 weeks from today

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