Scope, Schedule, Resource Management Process
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Scope, Schedule, Resource Management Process

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Scope, Schedule, Resource Management Process Scope, Schedule, Resource Management Process Document Transcript

  • ESP-PD-33-002 Scope, Schedule, Resource Management Process Page 1 of 5  6/3/2010 Scope, Schedule, Resource Management Process 1.0 Purpose Describes the process to facilitate scope, schedule, and resource management. These activities are completed more than once throughout the life of the project. Outputs of this process include: Work Breakdown Structure (WBS), and Project Schedule (Gantt). 2.0 Process Flow Chart Scope , Schedule , Resource Management Manager Project 3.5 3.7 3.6 3.8 3.2 Identify and Baseline, Develop Verify Completed Communicate & Procure Manage & Control Project Schedule Scope Manage Scope Resources Schedule 3.1 Identify Project Scope - WBS Team 3.4 3.3 Sequence Estimate Effort Activities 3.0 Process Steps 3.1 Identify Project Scope – Work Breakdown Structure (WBS) Purpose Decomposing higher level project deliverables into sub-deliverables and activities so that: 1) estimates can be determined, and; 2) scope can be more easily managed. Entry Criteria • The Project charter, high level requirements document, and historical records are available. • The project SDLC has been selected. Steps 1. The Project Manager communicates to the project team how scope will be managed and prepares the team for decomposition process. 2. The Project Manager identifies the process to be used for decomposition. Decomposition can be done in one of several ways. For example: Map Day, Release Planning, and Iteration Planning. 3. The Project Team creates a WBS based on the SDLC selection. WBS examples are available – see Notes below. The current WBS examples are structured by PLC phase and SDLC phases. This format can be modified as determined by the team. For example, the WBS can be based on product scope or functional area. Adding or removing other WBS deliverables from the template is at the discretion of the Project Manager, Project Team and stakeholders within the guidelines of the organizational standard. However, PLC and SDLC phase milestones are required, i.e., PLC Commit Complete, COPYRIGHT © 2007 INTEL CORPORATION. ALL RIGHTS RESERVED.
  • ESP-PD-33-002 Scope, Schedule, Resource Management Process Page 2 of 5  6/3/2010 Analysis Complete. Decompose project deliverables into sub deliverables and activities until they are: o Realistic and confidently estimable (Recommended guidelines: less than 80 hours. Release planning in XP may have task durations up to 120 hours.) o Tangible and verifiable. 4. The Project Team identifies the work package classification for each activity to support data collection. Work package classifications are: Engineering and Rework. See the OSP reference in the Notes section for definitions. 5. The Project Manager obtains approval of the WBS content from project team. Notes For information on Map Day, search for ‘Map Day Facilitation class’ at Intel U ESP-GD-14-WBS Examples.doc ESP-OS-01 Organization Standard Process (OSP) Exit Criteria The WBS has been created and approved by the team. 3.2 Communicate and Manage Scope Purpose Communicating and managing scope with the project team and appropriate stakeholders. Entry Criteria The WBS has been created and approved by the team. Steps 1. The Project Manager documents WBS. The WBS does not have to be a separate document from the schedule. 2. The Project Manager communicates the WBS as defined in the Communication Plan. 3. The Project Manager manages ongoing scope changes: • Requirements changes via the Configuration Management Process, as documented in the Configuration Management Plan, using the Baseline Change Process. • All other changes as defined in Project Management Plan. Notes ESP-OS-02-Configuration Management Plan.doc ESP-PD-10-Baseline Change Control ESP-TP-20-Project Management Plan.xls Exit Criteria The WBS is communicated to team members and stakeholders, and is under change control. 3.3 Estimate Effort Purpose Applying effort estimations to project deliverables and activities. Entry Criteria The WBS has activities defined. Steps 1. The Project Team selects the estimation technique(s). There are many estimating techniques that the team may use including PERT and Wideband Delphi. See references in Notes. 2. The Project Manager documents estimation techniques used in the PMP. 3. The Project Team estimates and documents the size and effort for each activity or COPYRIGHT © 2007 INTEL CORPORATION. ALL RIGHTS RESERVED.
  • ESP-PD-33-002 Scope, Schedule, Resource Management Process Page 3 of 5  6/3/2010 deliverable. Guideline: Include rework activities in the project schedule. A recommended factor is 20% of all engineering activities. To identify the difference between engineering and rework activities, see the Effort Collection definitions in the Organizational Standard Process document. There are several methods that can be used. For example, include one rework item in the schedule at the end of each SDLC phase, or include one rework item at the end of each deliverable. Notes ESP-OS-01 Organization Standard Process (OSP) ESP-TL-004 PERT Estimation Tool ESP-TL-003-Wideband Delphi Estimation Tool Exit Criteria Estimating technique(s) have been documented, and estimates have been assigned to activities and deliverables. 3.4 Sequence Activities Purpose Sequencing the activities and deliverables. Entry Criteria Estimations are complete. Steps 1. The Project Team places activities and deliverables into sequential order based upon dependencies, assumptions, constraints, and risks. 2. The Project Manager documents the activity sequencing in the schedule. Notes Exit Criteria Activities and deliverables are sequenced and documented. 3.5 Identify and Procure Resources Purpose Identifying the resources needed for the project, and procuring the resource commitments from the organization. Entry Criteria Estimates have been assigned to activities and deliverables. Steps 1. The Project Manager identifies project resource needs. 2. The Project Manager procures resources from the Program Manager and resource owners. 3. The Project Manager documents committed resources, as defined in the Project Management Plan. Notes ESP-TP-20-Project Management Plan.xls Exit Criteria Required resources have been obtained and committed resources are documented. 3.6 Develop Project Schedule Purpose Developing and publishing the project schedule. Entry Criteria • Activity and deliverables have been sequenced. • Committed resources have been documented. Steps 1. The Project Manager creates a Project Schedule a. Enter deliverables, activities, and effort estimates into schedule. The Duration COPYRIGHT © 2007 INTEL CORPORATION. ALL RIGHTS RESERVED.
  • ESP-PD-33-002 Scope, Schedule, Resource Management Process Page 4 of 5  6/3/2010 Estimate Worksheet can be used to determine duration by applying resource factors to activities.* The XP Velocity Calculator can aid in determining activity durations*. Schedule templates are available for each approved SDLC*. The template can be modified as needed. However, PLC and SDLC phase milestones are required, i.e., PLC Commit Complete, Analysis Complete. b. Enter dependencies between tasks. c. Assign resources to deliverables and activities. 2. The Project Manager publishes the Project Schedule and communicates to the team. * See Notes. Notes ESP-TP-59-MSP Cascading Waterfall Lifecycle Gantt ESP-TP-61-MSP Spiral Lifecycle Gantt ESP-TP-60-MSP XP Lifecycle Gantt ESP-GD-005-Schedule Estimation Factors Guideline: Duration estimate guidelines ESP-TL-005-XP Velocity Calculator: Facilitates the calculation of release and iteration velocity for XP projects. Exit Criteria The Project schedule has been published. 3.7 Baseline, Manage and Control Schedule Purpose Managing changes to the project schedule and monitoring and reporting schedule performance. Entry Criteria • The schedule control methods have been documented and communicated to the project team. • The project schedule has been published. • Schedule changes have occurred. Steps 1. The Project Manager baselines the Project Schedule. a. The project schedule must be baselined at least once prior to the PLC Commit Decision so that the Project Manager can monitor, control and report schedule performance in the Planning Phase. b. Rebaseline the project schedule after the PLC Commit Decision if the schedule has changed since the last baseline. 2. The Project Team updates project activities based on actual effort. Effort tracking updates must be completed on a weekly basis. 3. The Project Manager monitors and communicates project performance as defined in the Project Management Plan. 4. The Project Manager monitors and controls revisions to the project schedule. This is accomplished by following the project review process as defined in the Project Management Plan, by managing changes to baselines as defined in the Configuration Management Plan, and by following the Corrective Action process if required. Corrective Action: Corrective Action should be taken if the project deviates from the Project Management Plan (exceeds established boundary conditions), critical defects are found preventing on time release, or the Organization Standard Process requires a corrective action. Notes ESP-OS-02-Configuration Management Plan.doc COPYRIGHT © 2007 INTEL CORPORATION. ALL RIGHTS RESERVED.
  • ESP-PD-33-002 Scope, Schedule, Resource Management Process Page 5 of 5  6/3/2010 ESP-PD-24-Corrective Action Management ESP-TP-20-Project Management Plan.xls Exit Criteria • The project performance is being communicated. • The project schedule has been baselined in the planning phase and rebaselined after the PLC Commit, as required. 3.8 Verify Completed Scope Purpose Obtaining formal product acceptance from the project stakeholders and confirming that the product was built according to customer requirements. Entry Criteria The PLC Go/No Go criteria have been met. Steps 1. The Project Manager validates Go/No Go criteria have been met in the PLC Go/No Go meeting. 2. The Project Manager updates the PLC Go/No Go results and communicate to project team and appropriate stakeholders. Notes Exit Criteria Product acceptance has been documented. 4.0 Measures Schedule Performance measurements as defined in the QAP. 5.0 Process References: ESP-OS-01 Organization Standard Process (OSP) ESP-GD-14-WBS Examples ESP-TL-004-PERT Estimation Tool ESP-TL-003-Wideband Delphi Estimation Tool ESP-TP-59-MSP Cascading Waterfall Lifecycle Gantt ESP-TP-61-MSP Spiral Lifecycle Gantt ESP-TP-60-MSP XP Lifecycle Gantt ESP-GD-005-Schedule Estimation Factors Guideline – Duration estimate guidelines ESP-TL-005-XP Velocity Calculator - Facilitates the calculation of Release and Iteration Velocity for XP projects. ESP-OS-02-Configuration Management Plan.doc ESP-PD-24-Corrective Action Management ESP-PC-14-Product Readiness Review COPYRIGHT © 2007 INTEL CORPORATION. ALL RIGHTS RESERVED.