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BSBPMG511
Manage project scope
Housekeeping
 Emergency procedures
 Ground rules
– Mobiles and security issues
– Break times and smoking policy
– This course is interactive – ask questions
– Practise respect and confidentiality
 Printing facilities on levels 2 and 6
 Assessment time table
 Assessor’s SBTA contact details
Objectives
 Discover how to conduct project authorisation
activities
 Know how to define project scope
 Learn how to manage project scope control process
 Gain skills and knowledge required for this unit.
Conduct project authorisation
activities
1.1 Develop and confirm
procedures for project
authorisation with an
appropriate authority
Project authorisation
 Through the process of project authorisation, you
will aim to gain permission to carry out your project
along with the written approval to do so.
 There are a series of activities that should be carried
out within the process of project authorisation,
including:
o Proposing the project
o Reviewing the project
o Approving or rejecting the project.
Proposing the project
 You will be required to create a proposal for your
project
 Your project proposal should include:
o Background
o Goals and objectives
o Time estimates
o Deliverables
o Risk management
o Costs
o Benefits.
Reviewing the projects
 After proposing your project, it will be reviewed
through the analysis of its feasibility and its costeffectiveness
 The feasibility of your project is associated with how
easily it can be completed
 The cost-effectiveness of your project is determined
by looking at the costs of completing
it and comparing these to the
expected outcomes.
Approving or rejecting the project
 You will receive a response regarding your proposal
 You will be informed whether it can go ahead or not
 Gain confirmation from appropriate authority
 Appropriate authority may include:
o Client, owner, sponsor, senior executive
or other individual or group vested
with the authority to make decisions
regarding the project
o Having the capacity to make
decisions regarding commitment of
funds, resources and priorities.
Conduct project authorisation
activities
1.2 Obtain authorisation
to expend resources
Expending resources
 Using the resources you need to carry out your
project
 Should be considered as part of project’s plan and
needs to be authorised by the correct person
 When you are seeking approval to expend resources
you should justify the reasons for needing the
resources
 In order to authorise the expending of
resources, you may need to present your
proposal and review the business case
against it.
What is a business case?
 A documented argument that is intended to convince
someone to approve project
 Involves the reasoning for initiating project
 Captures characteristics of project
 Will examine the benefits and risks of carrying out
your project, along with the benefits and risks of not
carrying it out
 You should support the need to use
resources with the specific needs
of your project.
Conduct project authorisation
activities
1.3 Confirm project
delegations and
authorities in project
governance
arrangements
Project governance arrangements
 The details of your project within your governance
framework
 A governance framework generally consists of the
standards, processes and procedures that need to be
followed throughout a project
 Everyone that is involved should be fully aware of the
governance framework that is in place
 Within the project governance
arrangements, the project delegations
and authorities should be confirmed.
Project delegations and
authorities
 Delegation is an important management skill
 Project delegations and authorities may include:
o Consultative expectations
o Degree of line authority with team
o Finance expenditure limits
o Procurement delegations
o Required organisational procedures
 By delegating responsibility and authority to others,
you can ensure effective results.
Delegation process
When delegating things it may involve:
 Assigning duties
o Defining, clarifying and assigning tasks and duties
 Granting authority
o If delegating authority to someone, you should
ensure that they are capable
 Creating responsibility and accountability
o Authority will come with the relevant
responsibility and accountability.
Define project scope
2.1 Identify, negotiate
and document project
boundaries
Project boundaries
 Boundaries are closely linked to objectives
 They define the content of the project in terms of the
expected results
 They create a holistic perception of the project work
 They are measurable and auditable characteristics
that belong to the project
 Clear boundaries can help direct the
things that are applicable to those
areas within the project scope.
Examples of project boundaries
 Assumptions
 Constraints
 Exclusions
 Inclusions
 Principal work activities
 Product specification
 Project deliverables
 Project objectives
 Scope of works
 Work breakdown structure.
Benefits of identifying project
boundaries
The identification of project boundaries:
 Helps to understand when project starts and ends
 Ensures high performance
 Reduces the need for control
 Allows individuals/teams to manage own activities
 Improves project management process
 Helps plan human resources required
for project.
Define project scope
2.2 Establish
measurable project
benefits, outcomes and
outputs
Project benefits
 The desired result of a project
 Ensure that your project provides clear benefits
 Benefits management is a process by which you
ensure your project delivers exactly what you want
 The types of benefits include:
o Indirect benefits
o Direct monetary benefits
o Direct non-monetary benefits
o Dis-benefits.
Project outcomes
 You need to transform your objectives into your
deliverables and your outcomes
 Are the tangible results of your project
 Your outcomes should reveal the extent of the
impact your project had as well as the different types
of impact it had
 Although it is sometimes difficult, it is not
impossible to measure your outcomes.
Project outputs
 Related to your project objectives
 Are the results of your project that are ‘put out’
 They can be the services that you offer, the facilities
that you provide or the products that you sell
 Project outputs are usually tangible, easy to measure
objectively and are considered complete on delivery
 The project outputs that you establish should be
measurable.
Define project scope
2.3 Establish a shared
understanding of
desired project
outcomes with relevant
stakeholders
Gaining a shared understanding of
project outcomes
When developing your outcomes, remember:
 Think about how you will monitor your outcomes
throughout your project
 Consider how you will measure your progress in
relation to your outcomes at the end of your project
 Decide what you are going to monitor and measure
 Decide how often you will measure these
indicators
 Focus on quality rather than quantity
 Think about the tools you will use to
monitor and measure your outcomes.
Relevant stakeholders
 You should aim to establish a shared understanding
of the outcomes of your project with the relevant
stakeholders.
 Those relevant stakeholders may include:
o Clients
o Decision makers
o Internal and external parties
o Sponsors
o Team members.
Define project scope
2.4 Document scope
management plan
What is a scope management
plan?
 Scope involves gathering the information that you
need in order to start a project
 The process of developing and managing the scope
of your project is done so using a scope management
plan
 A scope management plan describes
how the scope of your project will
be defined, developed, monitored,
controlled and verified.
Developing a scope management
plan
 You will need to work through five processes
 These processes include:
o Collecting requirements
o Defining the scope
o Producing a WBS
o Verifying scope
o Controlling scope.
Benefits of a scope management
plan
 Manages time, budget and quality effectively
 Helps prioritise and reduce work requests
 Allows for quantitative analysis to validate the need
of a request
 Facilitates productive communications
 Serves as a tool to manage client expectations, work
load balancing and team morale
 Applicable to any sort of project.
Manage project scope control
process
3.1 Implement agreed
scope management
procedures and
processes
Implementing scope management
procedures
Scope management may include:
 Determining that a scope change has occurred or is
about to occur
 Identifying and reporting scope creep
 Identifying factors influencing changes to scope
 Implementing agreed scope changes
 Monitoring/reporting the effect of scope changes
 Refining scope throughout life cycle
 Seeking authorisation for changes.
Manage project scope control
process
3.2 Manage impact of
scope changes within
established time, cost
and quality constraints
according to change
control procedures
Time constraints
 Consider time constraints when looking at the
impact of scope changes
 A change to the project scope will require more time,
regardless of whether you are given any more time
 In many cases, there is just not enough time to
complete the project
 This may lead to overloading everyone’s
workload and overlapping tasks.
Cost constraints
 Scope changes can have an effect on the budget of a
project
 Scope changes generally mean extra work, which
means added costs
 It can sometimes mean that any money spent on
tasks that have already been started, or even
completed, will be completely wasted.
 Keep your established budget in mind
 How much will a scope change cost you
and your project?
Quality constraints
 Scope changes can impose greater risks on your
project as they are often dealt with using ‘quick fixes’
 This can reduce the quality of your project
 You should aim to deliver the desired outcomes that
you outlined within your plan
 Your project should meet the expectations
of the client or customer
 Consider whether your project can still be
completed at the required standard
of quality.
Change control procedures
Your change control procedure may include a
sequence of six steps:
 Record
 Assess
 Plan
 Build and test
 Implement
 Gain acceptance.
Manage project scope control
process
3.3 Identify and
document scope
management issues and
recommend
improvements for
future projects
Scope management issues
 Projects often fail because they are not properly
managed
 Within scope management, many problems can
occur
 These may include:
o Poor communication
o Scope creep
o Incomplete scope
o Time wasting and missed deadlines
o Ambiguous scope.
Future improvements
In future projects, consider:
 Keeping your eye on scope creep
 Identifying all the work that is necessary
 Monitoring the progress of the project
 Making sure you know what the project team needs
to do and how they should do it
 Outlining what actions should be taken
when your project goes off track
 Ensuring good communication.
Skills and Knowledge Assessments
and trainer and assessor sign-offs.
Submissions of work
 What needs to be submitted?
 What needs to be completed?
 What timeline is available?
 Contact details of SBTA trainer contact details?
Summary and Feedback
 Did we meet our objectives?
 How did you find this session?
 Any questions?
 Trainer SBTA contact
Congratulations!
You have now finished the unit…
‘Manage project scope’