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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’