PLANNING

PERFORMANCE
DOMAIN
Week 7
Initiating Planning
Determine development approach, lifecycle & how to plan each KA
Define and prioritize requirements
Create scope statement
Assess what to purchase and create procurement documents
2
Determine planning team
Create WBS and WBS dictionary
Create, activity list and network diagram
Estimate resource requirements
Estimate activity duration and costs
Determine critical path
Develop schedule and budget
Determine quality standards, procedures and metrics
Determine team charter and all roles & responsibilities (for product & project work)
Plan communication and SH engagement
Perform risk identification, qualitative & quantitative risk analysis & response planning
Go back – Iterations
Finalize procurement strategy and documents
Create change & configuration MPs
Develop realistic Project MP, including baselines
Gain formal approval of the plan from sponsor
Hold kickoff meetings
Request changes
3

Process Groups & Knowledge Areas Mapping

(PMBOK Guide, 6th Edition)

4

M I Minhas (References: RMC’s PMP Exam Prep, 9th Edition; PMI’s PMBOK Guide, 6th Edition)
 Scope Management
5

Scope management is the process of defining what work is required and then
making sure all of that work – and only that work – is completed.
 Project Scope Management-
6

Processes Output
Plan Scope Scope Management Plan
Management Requirment Management
Plan
Collect Requirment Document
Requirements Requirment Tracibility
Matrix
Define Scope Scope Statement
WBS
Create WBS WBS Dictionary
 Managing scope of the
7
project
Managing the scope of a project is
important for several reasons:
1- Defines the Project:
 Provides clarity on what the project is

supposed to achieve, its goals and

objectives.
 The boundaries of what is included in the

project.
 Managing scope of the
8
project
2- Controls Project Scope Creep:
 Scope creep is the uncontrolled expansion of a

project's scope beyond its original objectives.

 Managing the project scope helps to prevent

scope creep by defining what is within the

project's scope and what is not.
This ensures that the project stays on track
and is completed within its original scope and
budget.
 Managing scope of the
9
project
3- Accurate Cost and Time Estimates:
 By properly defining/managing the

scope of the project, project managers

can accurately estimate the costs and
time required to complete the project.
 This helps in the preparation of a realistic

project plan that takes into account all the

resources required to complete the
project successfully.
 Managing scope of the
10
project
4- Improved Communication:
 Properly managing the project scope

helps improve communication between

team members and stakeholders.
 This is because everyone involved in the

project has a clear understanding of what

needs to be done, what the project aims
to achieve, and what is not within the
project's scope.
 Managing scope of the
11
project
5-Minimizes Risks:
 By defining the scope of the project, the

project team can identify potential

risks and develop strategies to mitigate
them
 This ensures that risks are managed

and addressed early on in the project,

reducing the chances of delays and cost
overruns.
What is requirement???
 A requirement is one single measurable
statement of condition or capability.
 It tells how a product, service or result
satisfies a business need.
Types of requirements

How should the project be initiated, planned, executed,

controlled, and closed?

Why was the project undertaken? What business need is the project
intended to address?

What types of handoff procedures or training are needed to transfer the

product to the customer or organization?
How to collect requirements
 Expert judgment A mind map is a diagram of ideas
 Interpersonal/ team skills or notes to help generate,
 Observation classify, or record information. It
branches out of a central core word
 Data Gathering
or word. Colors, pictures, and
 Brainstorming
notations can be used to make the
 Interviews
Affinity
diagram diagram; In this technique,
more readable.
 Focus Groups the ideas generated from any other
 Questionnaires and Surveys requirements-gathering techniques
 Prototyping e.g., story boardingare grouped by similarities. Each
 Data representation group of requirements is then given a
 Mind mapping title. This sorting makes it easier to
 Affinity diagram see additional areas of scope that
have not been identified.
Project Scope
statement
 Includes----
 Scope description – project and product
 Acceptance criteria
 Any required deliverables
 Any out-of-scope items needed for
clarification
 Constraints and assumptions
Scope Baseline
Approved version of a scope statement, WBS and its
associated WBS dictionary that can be changed only
using formal change control procedures
 It is a component of project management plan

 It is to be considered as a progress review reference

point with respect to scope

 It will also act as a reference for controlling my

scope
What is WBS

VISUAL REPRESENTATION BUILDS ON THE PROJECT

OF THE SCOPE OF WORK OBJECTIVES AND
DELIVERABLES
 Create WBS
22

 Process – Create WBS

 Process Group – Planning
 Knowledge Area – Scope Management

 What is a Work Breakdown Structure (WBS)?

 WBS is a hierarchical decomposition of the total scope of work to be carried
out by project team to accomplish project objectives and create the
deliverables

 The WBS is a required element of project management and it shows all of the
scope on a project, broken down into manageable deliverables.

 Without a WBS, a project will take longer, deliverables and work to produce them
are likely to be missed and your project will be negatively impacted.
 Create WBS
Some Points from PMBOK Guide

23

 WBS is a hierarchical decomposition of the total scope of work to be carried

out by project team to accomplish project objectives and create the
deliverables.

 The level of decomposition is often guided by the degree of control needed to

effectively manage the project, e.g. 4-40, 8-80, 300 hours of work rules.

 The planned work is contained within the lowest level of WBS components,
which are called work packages.

 The total of the work at the lowest levels should roll up to the higher levels so
that nothing is left out (what all is necessary) and no extra work is performed
(only what is necessary), a.k.a. 100% rule.
WBS breakdown: point where it is easy to estimate,
 WBS Components
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Key Concepts
 Activity
 Distinct, scheduled portion of work performed during the project
 Control Account
 Management Control Point where scope, budget, actual cost and schedule are
integrated and compared with the earned value
 Deliverable
 Any unique or verifiable product, result, or capability to perform a service that is
required to be produced to complete a process, phase or project
 Planning Package
 A control account may have one or more planning packages. It is a WBS
component below the Control Account and above the Work Package with known
work content but without detailed schedule activities
 Work Breakdown Structure Component
 An entry into WBS Structure
 Work Breakdown Structure Element
 Any individual component including its WBS attributes is called WBS element
The 100%
Rule
How to create WBS
Work Package
Planned work component or
deliverable contained in the Work
Package

Work Packages can be scheduled,

cost estimated, monitored and
controlled

Further divided into activities and

milestones required for completion
of the work package component of
work or deliverable

Lowest Level of the WBS

Control Accounts

Management Control Account

Integration point for Scope, Budget, Cost and Schedule

Management Control Point

Shall include at least one Work Package

Each Work Package is related to only one Control

Account

Provides structure for hierarchical summation

Each Control Account is assigned to one element of the

Organizational Breakdown Structure
 Sample WBS – Organized by Phases
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 Sample WBS – Organized by Deliverables
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 1. Fun Event

32

1.2 Venue 1.3 Event

1.1 Marketing 1.4 Performance
Preparation Management

Power & Utility

Site Location Stage Access/Exit
Infrastructure

Auditorium Amenities Media Facilities

Staging Rigging Sound Lighting

Power Pyrotechnics Graphics Filming

 WBS Dictionary
33

 A work package in a WBS is usually described using only one or two words, but
assigning a deliverable with such a brief description to a team member allows for
too much possible variation, i.e. it allows for scope creep.

 A WBS dictionary is solution to this problem - it provides a description of the

work to be done for each WBS work package and lists the acceptance criteria for
each deliverable, which ensures resulting work matches what is needed.

 Thus, a PM manager can use WBS dictionary to prevent scope creep before work
even starts, rather than dealing with scope creep while work is being done.

 The WBS dictionary is an output of the Create WBS process.

WBS Dictionary
Decompose work and include:
 WBS code identifier

 Description of work

 Assumptions and constraints

 Responsible organization

 Schedule milestones

 Cost estimation

 Quality requirements

 Acceptance criteria
Example
Example
 Work Breakdown Structure (WBS)
37
Breakdown
of Scope
Work
Breakdown
Structure
Breakdown
of Scope
Breakdown of Scope
 Easy Management and
Control of Project
 Deliverable based
Project Scope
 Project Status and
Performance reporting
 Everyone knows the
responsibility
 You can check the
status
 Example of Qurbani
 Practice Scenario
42
 You have been assigned to manage a construction project to build
a new office building. Develop a WBS for the project that includes
all the major construction phases and the tasks associated with
each phase.
 This WBS breaks down the construction project into its major
phases, including initiation, site preparation, design and planning,
foundation and excavation, superstructure, interior construction,
mechanical and electrical systems, exterior and landscaping,
quality control and inspection, project management, safety and
compliance, and project closeout.
 Each phase is further divided into specific tasks and activities to
provide a detailed view of the project's structure, ensuring that all
necessary tasks are accounted for and can be assigned to the
appropriate teams or individuals.
Breakdown of Scope

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 Any Questions?
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