This document discusses project scope management and provides learning objectives and content about defining project scope, developing a work breakdown structure (WBS), and managing changes to project scope. It includes figures illustrating a sample WBS and scope management processes, as well as tables with examples of a scope management plan, project charter, and defined project scope. The document provides guidance on approaches for developing a WBS, including using a WBS dictionary to define work packages, and emphasizes the importance of baseline scope documents for measurement and control.
This chapter discusses project scope management. It describes the key processes involved, including scope planning, definition, verification, and control. It emphasizes the importance of developing a work breakdown structure and dictionary to define the project scope and manage changes. Best practices include keeping scope realistic, involving users, and following defined processes.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, monitoring/controlling, and closing projects. Good integration is key to overall project success.
This document discusses project scope management based on the textbook "Information Technology Project Management, Sixth Edition". It covers defining project scope by collecting requirements, creating a scope statement and work breakdown structure (WBS), verifying scope is met, and controlling scope changes. The importance of scope management processes is emphasized for defining all required work and deliverables for a project.
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes developing a project charter, preliminary scope statement, and project management plan. It also covers executing the project according to the plan, monitoring progress, and making any necessary changes. Project selection methods like financial analysis and weighted scoring are presented to help organizations choose the right projects to implement.
The document discusses the key processes for project scope management according to the textbook "Information Technology Project Management, Sixth Edition". These include collecting requirements to define project scope, creating a work breakdown structure (WBS) to divide scope into smaller components, verifying scope through formal stakeholder acceptance, and controlling scope changes throughout the project life cycle. The goal of scope management is to ensure a project addresses all necessary work while avoiding scope creep.
This document provides an introduction to project management concepts for information technology projects. It defines what a project is, provides examples of IT projects, and describes key attributes of projects including the triple constraint of meeting scope, time and cost goals. It also summarizes the growing need for project management, especially for IT projects, and discusses the project management framework including stakeholders, knowledge areas, tools/techniques, and factors that contribute to project success.
The document discusses the six phases of the project management process: 1) Project Pre-initiation, 2) Project Initiation, 3) Project Planning, 4) Project Executing, 5) Project Monitoring and controlling, and 6) Project Closing. It provides details on the key activities and goals of each phase, including determining project scope, selecting a project manager, creating project plans, executing the project, monitoring progress, and closing out the project.
This chapter discusses project scope management. It describes the key processes involved, including scope planning, definition, verification, and control. It emphasizes the importance of developing a work breakdown structure and dictionary to define the project scope and manage changes. Best practices include keeping scope realistic, involving users, and following defined processes.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, monitoring/controlling, and closing projects. Good integration is key to overall project success.
This document discusses project scope management based on the textbook "Information Technology Project Management, Sixth Edition". It covers defining project scope by collecting requirements, creating a scope statement and work breakdown structure (WBS), verifying scope is met, and controlling scope changes. The importance of scope management processes is emphasized for defining all required work and deliverables for a project.
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes developing a project charter, preliminary scope statement, and project management plan. It also covers executing the project according to the plan, monitoring progress, and making any necessary changes. Project selection methods like financial analysis and weighted scoring are presented to help organizations choose the right projects to implement.
The document discusses the key processes for project scope management according to the textbook "Information Technology Project Management, Sixth Edition". These include collecting requirements to define project scope, creating a work breakdown structure (WBS) to divide scope into smaller components, verifying scope through formal stakeholder acceptance, and controlling scope changes throughout the project life cycle. The goal of scope management is to ensure a project addresses all necessary work while avoiding scope creep.
This document provides an introduction to project management concepts for information technology projects. It defines what a project is, provides examples of IT projects, and describes key attributes of projects including the triple constraint of meeting scope, time and cost goals. It also summarizes the growing need for project management, especially for IT projects, and discusses the project management framework including stakeholders, knowledge areas, tools/techniques, and factors that contribute to project success.
The document discusses the six phases of the project management process: 1) Project Pre-initiation, 2) Project Initiation, 3) Project Planning, 4) Project Executing, 5) Project Monitoring and controlling, and 6) Project Closing. It provides details on the key activities and goals of each phase, including determining project scope, selecting a project manager, creating project plans, executing the project, monitoring progress, and closing out the project.
The document describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities from each process group map to the nine knowledge areas and how organizations develop their own IT project management methodologies. The document also presents a case study of a company applying the process groups to manage an IT project and provides examples of key documents used.
The document discusses project scope management. It defines project scope management and outlines key processes like scope planning, definition, verification and control. It discusses creating a scope management plan and project scope statement. It also covers developing a work breakdown structure (WBS), which is a key tool to define deliverables and manage project scope.
The document discusses various topics related to project management including scope management, time management, cost management, quality management, and other areas. It provides information on objectives and challenges of project selection, justification and charters. Methods and steps are outlined for writing project charters, scope statements, scope management plans, work breakdown structures, schedules and controlling changes.
This document discusses various tools and techniques for project management planning and execution. It covers selecting project management software tools, developing risk management plans, quality management plans, procurement management plans, and monitoring and controlling the project schedule, costs, communications and issues. It emphasizes establishing a project baseline, tracking project metrics, analyzing variances from the plan, and managing changes through a formal change control process.
Conveyor Belt Project Report using MS PROJECT by creating work package,deliverable, sub-deliverables and allocating resources to them. Analysis was done and suggestion was made for the overall imporvement
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
A Beginner's Guide to IT Project ManagementWorkfront
“What is IT project management?” The simple answer is those efforts involved with managing the processes and activities associated with ensuring the success of IT projects or systems management-related responsibilities. But to more fully understand what is at the heart of IT project management, it helps to consider a few more questions…
This document provides an overview of the textbook "Information Technology Project Management, Sixth Edition". It discusses key topics that will be covered in the textbook, including understanding the need for IT project management, defining what a project is, describing the project management framework and knowledge areas, explaining the relationship between project, program, and portfolio management, and factors that contribute to project success. The document also provides examples of IT projects and lists attributes of projects.
This document outlines the organizational change management (OCM) approach for an ERP implementation project at a company. It provides background on the need for the ERP system and the OCM. The OCM will focus on managing resistance to change, creating ownership and adopting new processes. Key elements are leadership/sponsorship, communication, and optimizing the organization. The OCM team mission is to enable adoption and ensure benefits. The document defines charters for communication, leadership engagement, and organizational alignment to guide the OCM work.
This document provides a project charter for deploying Laboratory Information Management Systems (LIMS) at two facilities. The charter outlines the project scope, deliverables in multiple phases, resources required, and governance structure. The project aims to implement LIMS to improve efficiency and meet regulatory requirements by tracking samples and automating workflows.
Role of Functional Organization in Large Engineering and Construction ProgramsBob Prieto
Large corporate organizations typically employ some form of matrix organization to ensure a consistent approach in key areas across the organization. The nature and extent of this matrix or functional organization will be driven by:
•common approaches to human resources
•consistent application of legal approvals and reviews of significant actions
•common financial functions related to accounting, cash management, insurance and claims & suits
•common managerial, technical and support functions which accrue benefits from a consistent and coordinated approach
Within a project setting, required resources generally reside at the project level and corporate functional activities extend into the project environment only to the extent required to protect the parent organization, consistent with client requirements and practices.
The situation in large programs, however, is different and a functional organization more akin to the corporate functional organization is often created within the program team. This program level functional organization acts much in the same way as the corporate functional organization but its role and emphasis evolves throughout the programs life.
A typical program management organization will include a functional organization that will provide people, management processes, program-level project control tools, and systems. The program management team will thereby bring enhanced management, quality control, efficiency, and coordination to the entire program.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
This document discusses project management concepts including the characteristics of a project, types of scope creep, what project management is, the project management life cycle, conditions of satisfaction and how they are developed, the project overview statement and its purposes, work breakdown structure and how to build one using top-down and bottom-up approaches, six methods for estimating activity duration including the Delphi technique and three point technique, basic terminology for constructing PERT/CPM networks including activity, slack, earliest and latest start/finish times, critical path, constraints that affect sequencing, dependencies between activities, and calculating the critical path from a sample network diagram.
This document discusses work breakdown structures (WBS), estimation, and scheduling for software projects. It provides an overview of planning, estimating, and scheduling processes. It also covers the key aspects of developing a WBS, including defining work packages, different WBS formats, and ensuring the WBS is at an appropriate level of detail. Estimation techniques and identifying task dependencies are discussed as important inputs to developing a project schedule.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Philippians 4:1-9 God is calling, listen. a call to resources, a call to reconciliation, a call to rejoicing, a call to restraint, a call to reliance, a call to reflection, a call to responsibility.
I Corinthians 14:37-38 God does not want us to be ignorant of concern for others, God's righteousness, the hardening of Israel, the possibility of our falling, spiritual gifts, what others do for us, Satan's Devices, the resurrection.
The document describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities from each process group map to the nine knowledge areas and how organizations develop their own IT project management methodologies. The document also presents a case study of a company applying the process groups to manage an IT project and provides examples of key documents used.
The document discusses project scope management. It defines project scope management and outlines key processes like scope planning, definition, verification and control. It discusses creating a scope management plan and project scope statement. It also covers developing a work breakdown structure (WBS), which is a key tool to define deliverables and manage project scope.
The document discusses various topics related to project management including scope management, time management, cost management, quality management, and other areas. It provides information on objectives and challenges of project selection, justification and charters. Methods and steps are outlined for writing project charters, scope statements, scope management plans, work breakdown structures, schedules and controlling changes.
This document discusses various tools and techniques for project management planning and execution. It covers selecting project management software tools, developing risk management plans, quality management plans, procurement management plans, and monitoring and controlling the project schedule, costs, communications and issues. It emphasizes establishing a project baseline, tracking project metrics, analyzing variances from the plan, and managing changes through a formal change control process.
Conveyor Belt Project Report using MS PROJECT by creating work package,deliverable, sub-deliverables and allocating resources to them. Analysis was done and suggestion was made for the overall imporvement
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
A Beginner's Guide to IT Project ManagementWorkfront
“What is IT project management?” The simple answer is those efforts involved with managing the processes and activities associated with ensuring the success of IT projects or systems management-related responsibilities. But to more fully understand what is at the heart of IT project management, it helps to consider a few more questions…
This document provides an overview of the textbook "Information Technology Project Management, Sixth Edition". It discusses key topics that will be covered in the textbook, including understanding the need for IT project management, defining what a project is, describing the project management framework and knowledge areas, explaining the relationship between project, program, and portfolio management, and factors that contribute to project success. The document also provides examples of IT projects and lists attributes of projects.
This document outlines the organizational change management (OCM) approach for an ERP implementation project at a company. It provides background on the need for the ERP system and the OCM. The OCM will focus on managing resistance to change, creating ownership and adopting new processes. Key elements are leadership/sponsorship, communication, and optimizing the organization. The OCM team mission is to enable adoption and ensure benefits. The document defines charters for communication, leadership engagement, and organizational alignment to guide the OCM work.
This document provides a project charter for deploying Laboratory Information Management Systems (LIMS) at two facilities. The charter outlines the project scope, deliverables in multiple phases, resources required, and governance structure. The project aims to implement LIMS to improve efficiency and meet regulatory requirements by tracking samples and automating workflows.
Role of Functional Organization in Large Engineering and Construction ProgramsBob Prieto
Large corporate organizations typically employ some form of matrix organization to ensure a consistent approach in key areas across the organization. The nature and extent of this matrix or functional organization will be driven by:
•common approaches to human resources
•consistent application of legal approvals and reviews of significant actions
•common financial functions related to accounting, cash management, insurance and claims & suits
•common managerial, technical and support functions which accrue benefits from a consistent and coordinated approach
Within a project setting, required resources generally reside at the project level and corporate functional activities extend into the project environment only to the extent required to protect the parent organization, consistent with client requirements and practices.
The situation in large programs, however, is different and a functional organization more akin to the corporate functional organization is often created within the program team. This program level functional organization acts much in the same way as the corporate functional organization but its role and emphasis evolves throughout the programs life.
A typical program management organization will include a functional organization that will provide people, management processes, program-level project control tools, and systems. The program management team will thereby bring enhanced management, quality control, efficiency, and coordination to the entire program.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
This document discusses project management concepts including the characteristics of a project, types of scope creep, what project management is, the project management life cycle, conditions of satisfaction and how they are developed, the project overview statement and its purposes, work breakdown structure and how to build one using top-down and bottom-up approaches, six methods for estimating activity duration including the Delphi technique and three point technique, basic terminology for constructing PERT/CPM networks including activity, slack, earliest and latest start/finish times, critical path, constraints that affect sequencing, dependencies between activities, and calculating the critical path from a sample network diagram.
This document discusses work breakdown structures (WBS), estimation, and scheduling for software projects. It provides an overview of planning, estimating, and scheduling processes. It also covers the key aspects of developing a WBS, including defining work packages, different WBS formats, and ensuring the WBS is at an appropriate level of detail. Estimation techniques and identifying task dependencies are discussed as important inputs to developing a project schedule.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Philippians 4:1-9 God is calling, listen. a call to resources, a call to reconciliation, a call to rejoicing, a call to restraint, a call to reliance, a call to reflection, a call to responsibility.
I Corinthians 14:37-38 God does not want us to be ignorant of concern for others, God's righteousness, the hardening of Israel, the possibility of our falling, spiritual gifts, what others do for us, Satan's Devices, the resurrection.
Este documento proporciona instrucciones básicas para crear una página web, incluyendo etiquetas HTML para abrir y cerrar la página, guardar el archivo con la extensión .HTML, y códigos para modificar el color de fondo.
Crimes da Vaza Jato são denunciados em ato de juristas em Curitiba
Saiba mais em http://xeque-mate-noticias.blogspot.com.br/2016/03/crimes-da-vaza-jato-sao-denunciados-em.html
O documento descreve os detalhes técnicos de um leitor de código de barras móvel da marca PHL8112, incluindo suas especificações, recursos e acessórios opcionais. O dispositivo roda Windows CE, possui leitor de código de barras a laser, Bluetooth, Wi-Fi e conexão serial. É resistente a poeira e água com certificação IP65.
Finmeccanica takes part at the Dubai Airshow: high-tech partnership with the ...Leonardo
Finmeccanica, through its Companies Alenia Aeronautica, Alenia Aermacchi, AgustaWestland and SELEX Sistemi Integrati, will take part at the Dubai Airshow which will be held from 13 to 17 November.
Chapter 7 new and mobile media technologies, innovation and investmentJulian Arias
This document discusses new and mobile media technologies and their impact. It covers topics like social media, entrepreneurs creating new apps, angel investors and start-ups, crowdfunding, the emergence of mobile video and social media, implications of mobile and social media like relationships and social capital, Twitter's impact with hashtags, mobile geotagging, and emerging technologies like Google Glass. The largest challenge for marketing professionals is managing the "always on" flow of industry information and data from various new channels.
La estudiante Marlly Bejarano realizó tres experimentos usando zumo de limón, vinagre y una combinación de ambos para generar energía eléctrica. El experimento con vinagre produjo 4.65 voltios, más que el zumo de limón solo. El experimento que combinó zumo de limón y vinagre generó la mayor cantidad de energía a 5.21 voltios.
Este documento describe un experimento para generar electricidad usando limones, vinagre, cobre y zinc. El experimento conecta fragmentos de cobre y zinc a cables en tres soluciones diferentes - limón, vinagre y una mezcla de limón y vinagre - y mide el voltaje generado con un multímetro. Los resultados muestran que la solución de limón generó 360 milivoltios y oxidó el zinc, mientras que el vinagre solo generó 318 milivoltios sin cambios. La mezcla de limón y vinagre dio el mismo resultado que
El documento compara tres tipos de electrodos para una tarjeta musical: un sacapuntas produce mayor cantidad de electrolitos y permite que la tarjeta funcione con más potencia. Un pedazo de cobre tiene una carga intermedia que es suficiente para reproducir el sonido. Un tercer electrodo produce muy poca carga y dificulta la reproducción del sonido. Se describen también los resultados de probar cada electrodo con una batería, donde el sacapuntas funcionó mejor con menos interferencia.
Whirlpool is an American manufacturer and marketer of home appliances headquartered in Michigan. It has over 71,000 employees and manufactures and researches appliances in 70 countries for the global market of 130 countries. In the early 2000s, Whirlpool implemented new systems like Manufacturing Control System and advanced planning and scheduling to overhaul its supply chain and address problems with inventory management, production planning, and sales forecasting. It also used i2 Technology and SAP ERP software. These changes helped Whirlpool reduce supply chain costs and better balance supply and demand.
This chapter discusses project scope management, including defining the scope, creating a work breakdown structure (WBS), and processes for scope planning, definition, verification, and control. Key elements include developing a scope management plan and project scope statement, using various approaches to create the WBS, and the importance of user involvement, realistic scope, and change management to avoid scope creep and related problems.
Information Technology Project Management - part 05Rizwan Khurram
This document provides an overview of scope management for IT projects. It discusses planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. A WBS decomposes project deliverables into smaller components to aid in planning, scheduling, resource allocation, and change management. Maintaining a WBS dictionary with detailed descriptions of each item is important. Scope management aims to formally accept completed project deliverables and control any changes to the agreed-upon scope.
This document summarizes key topics from Chapter 5 of the textbook "Information Technology Project Management, Seventh Edition" related to project scope management. It discusses the importance of defining and managing project scope, as well as processes for planning scope management, collecting requirements, creating a work breakdown structure (WBS), validating scope, and controlling changes to scope. Specific techniques are also presented, such as using a requirements traceability matrix, developing a scope statement and WBS dictionary, and leveraging software tools to assist with scope management tasks.
This chapter discusses project scope management and describes key processes like scope planning, definition, verification and control. It explains how to create a work breakdown structure and scope management plan. Guidelines are provided for developing scope statements, preventing scope creep, and using software to assist with project scope management.
This document provides an overview of project scope management for information technology projects. It discusses defining project scope through scope statements and work breakdown structures. It emphasizes the importance of requirements gathering, validating scope, and controlling scope changes. The document also highlights challenges in scope management and provides tips for improving requirements management processes.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, and monitoring and controlling the project. It emphasizes the importance of leadership, a supportive culture, and tools to successful project execution.
Software project scope verification through deliverable oriented work breakdo...csandit
This document discusses using a deliverable-oriented work breakdown structure (WBS) for software project scope verification. It argues that a deliverable-oriented WBS provides a roadmap for the project scope and defines the total scope of work. This allows the project scope to be easily verified against user requirements by checking that all deliverables outlined in the WBS fully address the requirements. However, the paper notes that this is currently a conceptual argument and future research is needed to empirically test the benefits of using a deliverable-oriented WBS for scope verification.
SOFTWARE PROJECT SCOPE VERIFICATION THROUGH DELIVERABLE-ORIENTED WORK BREAKDO...cscpconf
This document discusses using a deliverable-oriented work breakdown structure (WBS) for software project scope verification. It argues that a deliverable-oriented WBS provides a roadmap for the project scope and defines the total scope of work. This allows the project scope to be easily verified against user requirements by checking that all deliverables outlined in the WBS fully address the requirements. However, the paper notes that this is currently a conceptual argument and future research is needed to empirically test the benefits of using a deliverable-oriented WBS for scope verification.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes developing a project charter, scope statement, and management plan. Project selection methods like financial analysis and weighted scoring are covered. Effective project execution requires leadership, a supportive culture, and tools/techniques. Monitoring and controlling the project work is also necessary.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
The document discusses project scope management which includes the processes required to ensure a project includes all the work needed and only the work needed to complete the project successfully. It defines key processes for scope management planning including collecting requirements, defining scope, and creating a work breakdown structure (WBS). Collecting requirements involves determining and documenting stakeholder needs. Defining scope develops a detailed product description. Creating a WBS subdivides deliverables into smaller, more manageable components to provide a framework for what needs to be delivered.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
The document provides an overview of the key concepts and topics covered in the IS5540 Project Management & Quality Assurance course, including definitions of projects and project management, the project management process groups and knowledge areas, tools and techniques for managing project scope, time, cost, quality, risk and resources, and factors for project success. It also reviews concepts like the project management plan, quality planning, communication planning, and performance reporting.
This document discusses scope and time management in project management. It defines scope management as the processes of defining and controlling what is included in a project. Time management involves activity definition, sequencing, estimating durations, developing schedules, and schedule control. The key tools discussed are the work breakdown structure (WBS), network diagrams, Gantt charts, and critical path analysis. Scope management aims to control scope creep through verification and change control processes.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
This document provides an introduction to project management concepts. It defines what a project is, provides examples of IT projects, and describes the triple constraint of meeting project goals for scope, time and cost. It also defines project management, discusses the project management framework including stakeholders, knowledge areas, tools/techniques. Additionally, it covers the relationships between project, program and portfolio management and their contributions to organizational success. It discusses the role of the project manager and career prospects. Finally, it provides statistics on IT spending and the project management profession.
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2. For the PHASE TEST
Learn to use Calender
You will be asked to create a Brunei Calender
and apply it to the whole project
3. Learning Objectives
Understand the elements that make good project
scope management important
Explain the scope planning process and describe
the contents of a scope management plan
Describe the process for developing a project
scope statement using the project charter and
preliminary scope statement
Discuss the scope definition process and work
involved in constructing a work breakdown
structure using the analogy, top-down, bottom-up,
and mind-mapping approaches
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4. Learning Objectives (continued)
Explain the importance of scope verification
and how it relates to scope definition and
control
Understand the importance of scope control
and approaches for preventing scope-related
problems on information technology projects
Describe how software can assist in project
scope management
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5. What is Project Scope Management?
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 work is or is not included in a project
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6. Project Scope Management
Processes
Scope planning: deciding how the scope will be
defined, verified, and controlled
Scope definition: reviewing the project charter and
preliminary scope statement and adding more
information as requirements are developed and change
requests are approved
Creating the WBS: subdividing the major project
deliverables into smaller, more manageable components
Scope verification: formalizing acceptance of the
project scope
Scope control: controlling changes to project scope
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8. Scope Planning and the Scope
Management Plan
The scope management plan is a document that
includes descriptions of how the team will prepare
the project scope statement, create the WBS,
verify completion of the project deliverables, and
control requests for changes to the project scope
Key inputs include the project charter, preliminary
scope statement, and project management plan
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9. What Went Right?
Many financial service companies use customer
relationship management (CRM) systems to improve their
understanding of and responsiveness to customers
A senior management team at the Canadian money
management company Dynamic Mutual Funds (DMF)
launched an enterprise-wide, national program to build
and manage its customer relationships
They needed a faster and more organized, highly
participative approach, so they proposed a new seven-
step concept called project scope design
DMF won an eCustomer World Golden Award for world-
class innovation
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12. Scope Definition and the
Project Scope Statement
The preliminary scope statement, project charter,
organizational process assets, and approved
change requests provide a basis for creating the
project scope statement
As time progresses, the scope of a project should
become more clear and specific
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13. Table 5-3: Further Defining
Project Scope
Information Technology Project Management, Fifth Edition, Copyright 200713
14. Project Scope Statement
A project scope statement is an important
document for developing and confirming a
common understanding of the project scope.
It describes in detail the work to be
accomplished on the project
It is an important tool for ensuring customer
satisfaction and preventing scope creep.
15. Project Scope Statement
Project Title:
Date: Prepared by:
Project Justification: .
Product Characteristics and Requirements:
1…
2…
Summary of Project Deliverables
Project management-related deliverables: business case, charter,
team contract, scope statement, WBS, schedule, cost baseline, status
reports, final project presentation, final project report, lessons-learned
report, and any other documents required to manage the project.
Product-related deliverables: research reports, design documents,
software code, hardware, etc.
1. ..
2…
Project Success Criteria:
16. Media Snapshot
Many people enjoy watching television shows like Changing Rooms
or Trading Spaces, where participants have two days and $1,000 to
update a room in their neighbor’s house. Since the time and cost are set,
it’s the scope that has the most flexibility. Designers on these shows often
have to change initial scope goals due to budget or time constraints.
Although most homeowners are very happy with work done on the
show, some are obviously disappointed. Unlike most projects where the
project team works closely with the customer, homeowners have little say
in what gets done and cannot inspect the work along the way… What
happens when the homeowners don’t like the work that’s been done? The
FAQ section of tlc.com says, “Everyone on our show is told upfront that
there’s a chance they won’t like the final design of the room. Each
applicant signs a release acknowledging that the show is not responsible
for redecorating a room that isn’t to the owner’s taste.”
Too bad you can’t get sponsors for most projects to sign a similar
release form. It would make project scope management much easier!
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17. Creating the Work Breakdown
Structure (WBS)
A WBS is a deliverable-oriented grouping of the
work involved in a project that defines the total
scope of the project
WBS is a foundation document that provides the
basis for planning and managing project
schedules, costs, resources, and changes
Decomposition is subdividing project
deliverables into smaller pieces
A work package is a task at the lowest level of
the WBS
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18. Often, the project team organizes the WBS
around project products, project phases or the
project management processes
19. Figure 5-2: Sample Intranet WBS
Organized by Product
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20. Figure 5-3: Sample Intranet WBS
Organized by Project Phase
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21. Table 5-4: Intranet WBS in Tabular
Form
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
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22. Figure 5-4: Intranet WBS and Gantt
Chart in Microsoft Project
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23. Figure 5-5: Intranet Gantt Chart
Organized by Project Management
Process Groups
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24. Table 5-5: Executing Tasks for
JWD Consulting’s WBS
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25. Approaches to Developing WBSs
Using guidelines: some organizations, like the
DOD, provide guidelines for preparing WBSs
The analogy approach: review WBSs of similar
projects and tailor to your project
The top-down approach: start with the largest
items of the project and break them down
The bottom-up approach: start with the specific
tasks and roll them up
Mind-mapping approach: mind mapping is a
technique that uses branches radiating out from a
core idea to structure thoughts and ideas
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26. Figure 5-6: Sample Mind-Mapping
Approach for Creating a WBS
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27. Figure 5-7: Resulting WBS in
Chart Form
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28. The WBS Dictionary and Scope
Baseline
Many WBS tasks are vague and must be
explained more so people know what to do and
can estimate how long it will take and what it will
cost to do the work
A WBS dictionary is a document that describes
detailed information about each WBS item
The approved project scope statement and its
WBS and WBS dictionary form the scope
baseline, which is used to measure performance
in meeting project scope goals
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29. Advice for Creating a WBS and WBS
Dictionary*
Skip
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994
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30. What Went Wrong?
A project scope that is too broad and grandiose
can cause severe problems
Scope creep and an overemphasis on technology for
technology’s sake resulted in the bankruptcy of a large
pharmaceutical firm, Texas-based FoxMeyer Drug
In 2001, McDonald’s fast-food chain initiated a project
to create an intranet that would connect its
headquarters with all of its restaurants to provide
detailed operational information in real time; after
spending $170 million on consultants and initial
implementation planning, McDonald’s realized that the
project was too much to handle and terminated it
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31. Scope Verification
It is very difficult to create a good scope statement
and WBS for a project
It is even more difficult to verify project scope and
minimize scope changes
Scope verification involves formal acceptance of
the completed project scope by the stakeholders
Acceptance is often achieved by a customer
inspection and then sign-off on key deliverables
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32. Scope creep is the tendency for project scope
to keep getting bigger and bigger.
This is analogous to never finishing a race. Every
time you are near to the finish line, it moves
further.
IT projects have failed due to scope problems
such as scope creep.
To prevent scope creep, it is important to define
the project scope well, verify the project scope
and develop a process for controlling scope
changes.
33. Scope Control
Scope control involves controlling changes to
the project scope
Goals of scope control are to:
Influence the factors that cause scope changes
Assure changes are processed according to
procedures developed as part of integrated change
control
Manage changes when they occur
Variance is the difference between planned and
actual performance
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34. The main input to scope control is the project
scope statement, the project scope management
plan, WBS, WBS dictionary, performance reports,
work performance information and approved
change requests.
As described in Project Integration Management,
to control scope changes, use tools such as a
change control system and configuration
management.
Another tool to use is to perform variance
analysis, the difference between planned and
actual performance.
35. Best Practices for Avoiding Scope
Problems
1. Keep the scope realistic: Don’t make projects so large that
they can’t be completed; break large projects down into a
series of smaller ones
2. Involve users in project scope management: Assign key
users to the project team and give them ownership of
requirements definition and scope verification
3. Use off-the-shelf hardware and software whenever
possible: Many IT people enjoy using the latest and greatest
technology, but business needs, not technology trends,
must take priority
4. Follow good project management processes: As described
in this chapter and others, there are well-defined processes
for managing project scope and others aspects of projects
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36. User input..
The user perspective is crucial to define a
good project scope. Often the lack of user
input leads to problems with managing scope
creep and controlling change.
37. Suggestions for Improving User Input
Develop a good project selection process and
insist that sponsors are from the user
organization
Have users on the project team in important roles
Have regular meetings with defined agendas,
and have users sign off on key deliverables
presented at meetings
Deliver something to users and sponsors on a
regular basis
Don’t promise to deliver when you know you can’t
Co-locate users with developers
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38. Suggestions for Reducing
Incomplete and Changing
Requirements
Develop and follow a requirements management
process
Use techniques such as prototyping, use case
modeling, and JAD to get more user involvement
Put requirements in writing and keep them current
Create a requirements management database for
documenting and controlling requirements
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39. Suggestions for Reducing
Incomplete and Changing
Requirements (continued)
Provide adequate testing and conduct testing
throughout the project life cycle
Review changes from a systems perspective
Emphasize completion dates to help focus on
what’s most important
Allocate resources specifically for handling
change requests/enhancements like NWA did
with ResNet
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40. Using Software to Assist in Project
Scope Management
Word-processing software helps create several
scope-related documents
Spreadsheets help to perform financial
calculations and weighed scoring models, and
develop charts and graphs
Communication software like e-mail and the Web
help clarify and communicate scope information
Project management software helps in creating a
WBS, the basis for tasks on a Gantt chart
Specialized software is available to assist in
project scope management
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41. Chapter Summary
Project scope management includes the
processes required to ensure that the project
addresses all the work required, and only the
work required, to complete the project
successfully
Main processes include:
Scope planning
Scope definition
Creating the WBS
Scope verification
Scope control
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