Planning – PMPDefinition Description of requirementsExclusionsInclusions AssumptionsWBSScope VerificationScope control
1. Diploma Project Management Captain Cook College Sharon Boyle
2.  Discussed results for Activity 1,2 & 3 Scope can change formally or it can creep scope changes formally ◦ scope creeps Practiced WBS development on Manly Food & Wine Festival Reinforced the steps within Scope for a complex project. ?Began the scope management plan for Fred’s Sheds
3.  Scoping exercise ◦ I prefer more verbs (doing words) ◦ Most of your items were nouns (naming words) ◦ These must be turned into tasks to estimate duration & costs. ◦ Deliverables are NOT deliveries
4. Deliverables Deliveries A direct products  Sent by someone of the project with an invoice which have been agreed upon by the client or sponsor
5.  At each stage of Project management we: collect inputs, use tools & techniques produce outputs.
6.  In establishing Scope Requirements must be collected. This varies according to client or sponsor ◦ Some not negotiable – its in the tender ◦ Some this is a long stage ◦ Some may change their mind Likely to be a longer process if project is internal Let’s discuss why
8. Assessment Description of Assessment item Due datesItem No.No. 1. Scoping exercise re Great Tastes of Manly - 14/12/12 Sticky notes exercise & sort into inclusions Sharon@captaincookcollege.qld.edu.au exclusions & assumptionsNo 2. Freds Shed Scope management plan - 14/12/12 including - Scope statement & WBS Sharon@captaincookcollege.qld.edu.auNo 3.1 Variation to Scope & Variation register 14/12/12No 3.2 Sharon@captaincookcollege.qld.edu.auNo 4. Freds Sheds Performance Review checklist Sharon@captaincookcollege.qld.edu.auQ 1, 2, 3 & Activities on LMS COMPLETED & Submitted through LMSWritten & No other assessment required from LMSOral
9. Contents1. Introduction2. Roles & Responsibilities3. Requirements and Definitions4. Constraints and Assumptions5. Workbreakdown Structure - WBS6. Acceptance Criteria7. Change Management
10.  But what about changes? ◦ How do we follow what changes are to come? ◦ Fred’s bid has been accepted by Mr Jones who now wants a large, heavy and expensive weather vane erected on the front of the shed. See photo. ◦ Do we accept the change as a variation? ◦ What will it do to scope? ◦ How should we document?
11.  What is it about…?
12.  How to measure changes? How has the project changed?
13.  Nice to get one change all settled but Where & how to keep track of all this? Who needs to know
14. 1. Initiation of change – Client or Project Manager or Team Member2. Completion of change/variation – what is the impact 3. Present to Client/sponsor 4. Secure approval 5. Enter Change register
15.  Variation for Fred’s shed – Weathervane Be a little imaginative – it’s a big weathervane. Variation Register – its all got to be filed
17.  Complete the Performance review checklist. Does this checklist meet the reasonable needs for a project assessment. Make changes to this
18.  Introductory Powerpoint Feedback & revision Progress with Scope Management Plan? Morning Tea Assessment Items 3.1 & 3.2 Lunch Performance review tool LMS Activities 3 & Written/Oral
19.  Project management with monkeys http://www.youtube.com/watch?v=HDu5Wo8 Yh1k
20.  Read the question ◦ Then read the question again. PMBOK style Inputs Tools & Outputs techniques Your work only ◦ Don’t copy & paste – even if good source found ◦ Help colleagues but submit your work only Work in – Results out ◦ Please be patient you are now one of 18 ◦ If you are here on time I can get to your work quicker