Project Integration and Scope Management

Lecture # 4
 Acknowledgement of a Need
Project (Business) Case
Envisaged Project Outcomes

Project Strategic Dimension

Project Pre-Feasibility
Project Goal & Objectives, Cost & Time

Project Feasibility Report Project Scope & Key Deliverables

Project Requirements & Specifications

Formal Project Proposal Project Resources

Project Stakeholders

Preliminary Scope Statement Project Risks

Project Assumptions & Constraints

Project Charter
Project Policies, Processes, Systems etc.
A Pre-Feasibility Study is done with the purpose of
determining whether or not it is worthwhile to proceed
with a detailed Feasibility Study of a project.

Pre-Feasibility Studies have ”exploratory” framework

character but sometimes they evolve into full-fledged
Feasibility Studies.

Pre-Feasibility Reports are usually of a (comparatively)

short length and duration than Feasibility Reports
which analyze a project in great detail.
A Feasibility Study is done with the purpose of determining
whether a project should be undertaken or not. A formal
study is typically performed on large, complex projects.

Feasibility Studies can be regarded as projects in their own

right and are usually undertaken by experienced
consultants.

Feasibility studies can be very detailed and explicit,

spanning volumes in some cases. They look at alternative
solutions and come up with the best possible one.
A Feasibility Study examines at diverse issues, including
the project’s technical feasibility, its financial viability,
its social desirability and legal acceptability. On
construction projects a Feasibility Study may assess the
project’s organizational consequences and impact on
culture and processes assets.

The Feasibility Report can contain a lot of useful

information for the project planning phase.

Feasibility Reports may sometimes generate erroneous

results which can cause serious problems for projects.
 • Project Goal and Objectives
• Project Deliverables
• Project Requirements
• Project Boundaries
• Project Assumptions &
Constraints
• Project Risks and Issues
The Project Preliminary Scope • Project Organization
Statement provides an indication
• Project Cost and Schedule
of the project deliverables and
serves as a guide for developing • Configuration – Characteristics
the detailed project scope defining final product
statement and for planning the
• Project Approval Requirements
project.
• Project Acceptance Criteria
According to the Project Management Institute, the
Project Charter is the document that “formally authorizes
the project”.

The Project Charter provides the Project Manager and

Project Team with the authority to use resources for the
purpose of undertaking the project.

The Project Charter is usually short and is issued by the

Project Sponsor or a senior official outside the level of the
project organization.

Some Project Charters contain brief general information

about the project; others may contain specific details.
Failure to Plan
is Planning to
Fail

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 On simple projects, planning
may be undertaken by a few
individuals within a short
period of time at little cost.

 On complex projects, project

planning may require weeks
and months of costly work
input by the project team and
involved stakeholders.

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 Project plans are not static entities

 They must be periodically updated

as and when new information which
warrants a modification or revision
of the project scope, requirements
and specifications, cost, schedule,
risks, stakeholder informational
needs and so forth comes to light

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 The Project Management Plan is the key
deliverable output of the project planning
phase.

 The Plan will include specific information

on the
 individual project activities
 and tasks that need to be performed
 why they need to be done
 when they will be done
 who will do them
 what resources are needed
 what criteria must be met in order for
the project to be considered successful
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 Project Integration Plan
Project Scope Plan
Project Communication Plan
Project Cost Plan
Project Time Plan
Project Quality Plan
Project Risk Plan
Project Human Resource Plan
PMI Standard
Project ProcurementPlan
Project Stakeholder Plan

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 “The features and functions that are to be included in
a product or service.”

 “The work that must be done in order to deliver a

product with the specified features and functions.”

 “The requirements that must be met in order to

successfully finish the project”

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 Scope refers to all the work involved in creating the
products of the project and the processes used to
create them

 A deliverable is a product produced as part of a

project, such as hardware or software, planning
documents, or meeting minutes

 Project scope management includes the processes

involved in defining and controlling what is or is not
included in a project

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 Initiation

 Scope Planning

 Scope Definition

 Scope Verification

 Scope Change Control

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 Scope planning is the process of developing a written
scope statement as the basis for future project
decisions

 The scope statement forms the basis for an agreement

between the project team and the project customer by
identifying both the project objectives and the major
project deliverables

 Know what is required

 Plan time , cost , quality etc

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 Scope definition involves
subdividing the major project
deliverables (as identified in the
scope statement) into smaller,
more manageable components

 Improve the accuracy of cost,

time, and resource estimates

 Define a baseline for performance

measurement and control

 Facilitate clear responsibility

assignments
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 The scope statement provides a documented basis
for making future project decisions and for
confirming or developing common understanding of
project scope among the stakeholders:-
 Project justification
 Project product
 Project deliverables
 Project objectives

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 A work breakdown structure is a deliverable-
oriented grouping of project elements that organizes
and defines the total scope of the project
 Templates from previous projects may be used
OR
 Develop new WBS by decomposition

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 The work breakdown structure (WBS) is used to provide
the framework for organizing & managing the work
 A work breakdown structure is a result-oriented family
tree that captures all the works of a project in an
organized way
 It is often portrayed graphically as a hierarchical tree
 Large, complex projects are organized and
comprehended by breaking them into progressively
smaller pieces until they are a collection of defined
“work packages" that may include a number of tasks
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 For good planning, break the project into pieces,
organize the pieces in a logical way using a WBS

 The WBS helps break thousands of tasks into chunks

that we can understand & assimilate.

 WBS is also used to track costs related to various

activities

 Preparing and understanding a WBS for your project is a

big step towards managing and mastering its inherent
complexity

 On larger projects, the WBS may be used throughout the

project to identify and track work packages, their
progress and related costs 37
 Foster clear ownership by managers and task
leaders

 Provide data for performance measurement and

historical databases, and make sense to the
workers &accountant

 Be compatible with how the work will be done &

how costs & schedules will be managed

 Give visibility to important or risky work efforts

 It is often portrayed graphically as a hierarchical
tree
 Large, complex projects are organized and
comprehended by breaking them into progressively
smaller pieces until they are a collection of defined
“work packages" that may include a number of
tasks
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 There are several attributes that will decide the quality of the WBS;
 The WBS have all the deliverables in hierarchical structure.
 Each level of the WBS contains 100% of the parent-level.
 The WBS defines the scope of the project and focus on the
Deliverables.
 The WBS is able to clarify the scope to any stakeholders and
project members.
 The WBS contains work packages that enables the definition of
tasks to complete the work package.
 The WBS has at least two levels.
 Project members that will perform the work are involved when
creating the WBS. 51
 The WBS is continuously updated according to the change management
procedures in the project before and after the baseline of the project.
 The WBS is build in a graphical, tabular or textual way which makes it easy
to see the different levels.
 Use nouns and adjectives if possible.
 All the work packages are coded in a hierarchical way.
 Defines all (100%) internal, external and interim deliverables necessary to
complete the scope of the project.
 If your WBS have all of the above attributes it should be considered a well
defined WBS.
 The above stated attributes are important if you aim to have a WBS that
will support you in the best way.
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