This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those professionals curious about how Project Managers plan their projects.
Project Quality Management | Project Quality Control | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Quality Management will give you an insight into the various process and activities covered during Project development in order to maintain and manage the quality of a project:
1. Project Quality Management
2. Quality Management Overview
3. Quality Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those professionals curious about how Project Managers plan their projects.
Project Quality Management | Project Quality Control | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Quality Management will give you an insight into the various process and activities covered during Project development in order to maintain and manage the quality of a project:
1. Project Quality Management
2. Quality Management Overview
3. Quality Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Your Strategy Guide for Managing Project ScopeMatthew Hunt
A guide created and presented by Afteractive and Sevenality for web and tech project teams on how to manage scope changes better. This presentation covers strategies for mitigating the impact of scope risk and planning a well-defined scope of work.
BEST PRACTICES FOR COMMUNICATING WITH KEY PROJECT STAKEHOLDERS A Case StudyEna Arel
Convincing the organization to embrace a new IA is no small task. Effective communication with key project stakeholders is essential for winning—and keeping—their support in managing change. Cross-functional stakeholders typically present diverse and, sometimes, conflicting requirements that must be successfully reconciled. This presentation describes how the Mathworks Documentation Group engaged with various stakeholders across the organization to redesign and implement a new Help system over the past three years. Learn how our communication strategies and tactics helped us to build organizational consensus around requirements and structure design reviews to inspire support for the new IA across the organization.
Managing stakeholders as critical success factor in operational excellenceThe Jamilah H
Knowing stakeholders is the key thing in any transformational or continuous improvement initiatives, The presentation covers both high level and inter personal level of stake holders management techniques.
Among key contents are 7 Prevention Steps of Stakeholders misalignment and tools for Stakeholders Planning, Stakeholders Mapping, and Stakeholders Support Level.
This is a talk that Michael C. Vaughn, user experience specialist, product owner, public speaker and entrepreneur, did for Big Design 2014, bigdesignevents.com, about 7 useful tips of mitigating scope creep. Michael has collected these useful tips over the last decade while working on UX, mobile and web projects. Twitter - @mcvaughn
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
These notes were produced for APM's PQ assessment which I completed and passed in July, 2013. The assessment was based on APM BoK version 5. They are ideally printed at six to a page and then guillotined into pocket sized cards. Please contact me at nickbrook@theiet.org for the six to a page download.
project analysis and management for the masters students.abuzertaju
Who wants to study business administration it's useful presentation .
It's a master's course which prepared by Mizan Tepi university and the course given to students of masters .
If there is anything unclear about the course, you can ask, read and use it.
I wish you all a good reading!!
የንግድ ሥራ አስተዳደርን ማን ማጥናት ይፈልጋል ጠቃሚ አቀራረብ . በሚዛን ቴፒ ዩኒቨርሲቲ የተዘጋጀ የማስተርስ ኮርስ እና የማስተርስ ተማሪዎች የተሰጠ ኮርስ ነው። በትምህርቱ ላይ ግልጽ ያልሆነ ነገር ካለ መጠየቅ፣ ማንበብ እና መጠቀም ይችላሉ። መልካም ንባብ ለሁላችሁም እመኛለሁ!!
Who wants to study business administration it's useful presentation .
It's a master's course which prepared by Mizan Tepi university and the course given to students of masters .
If there is anything unclear about the course, you can ask, read and use it.
I wish you all a good reading!!
A project is “a temporary endeavor undertaken to
accomplish a unique product or service”
• Temporary means that every project has a definite
beginning and a definite end.
• Projects involve doing something that has not done before
and which is therefore unique.
Similar to Episode 21 : Project Scope Management (20)
PROJECT MANAGEMENT PLAN OF WHITE PORTLAND CEMENT PLANT PROJECTSAJJAD KHUDHUR ABBAS
The Project management plan presented here will describe the project manager’s approach and the general responsibilities of the project team. In addition to the project management plan, several other documents will be developed and used to ensure compliance with project requirements as well regulations and industry specific standards. The specific plans will include processes, flow diagrams, responsibility matrices, organizational charts, and other pertinent information to guide the project staff.
The first electric cars were produced in the 1880
Electric cars were popular in the late 19th century and early 20th century
An electric car is an automobile that is propelled by one or more electric motors, using electrical energy stored in rechargeable batteries or another energy storage device. Electric motors give electric cars instant torque, creating strong and smooth acceleration. They are also around three times as efficient as cars with an Internal combustion engine.
DRYING PROCESS OF BERRY FRUIT BY VACUUM DRYING EQUIPMENT (SIMULATION PROCE...SAJJAD KHUDHUR ABBAS
The dry berries are worthy products since it contains all the vitamins spectrum, for that reason, drying process for the food is producing valuable output. Drying process for the food is not interested in vitamins amount only, it’s about the maintenance level for minor, and macro substances (Ceylan, 2007). Drying process is removing all the interior water of the fruit and has several advantages like producing low weight product, not expensive from packing side, long life storing, and no need for cooling application during storing or transportation (Chen X. D., 2007).
DRYING PROCESS OF BERRY FRUIT BY VACUUM DRYING EQUIPMENT (SIMULATION PROCE...SAJJAD KHUDHUR ABBAS
The dry berries are worthy products since it contains all the vitamins spectrum, for that reason, drying process for the food is producing valuable output. Drying process for the food is not interested in vitamins amount only, it’s about the maintenance level for minor, and macro substances (Ceylan, 2007). Drying process is removing all the interior water of the fruit and has several advantages like producing low weight product, not expensive from packing side, long life storing, and no need for cooling application during storing or transportation (Chen X. D., 2007).
There are different kind of berries, such as strawberry, black currant, raspberry, and cranberry. The objective of this project is simulating the drying process for berry fruits by using vacuum dryer.
Several industries had reported that using vacuum dryer in food manufacturing is applicable but its high cost (Giri, 2007; Clary, 2007). The hardest step in drying process is maintaining the dryer power, as well as the temperature to gain product with the required properties (Lombra, 2010). Some researchers had used integrated hot-air and vacuum dryer together, but they figured out it’s the same results as well as using vacuum dryer (Beaudry, 2004).
This drying equipment is consisting from 70 L volume of a steel cylindrical chamber. The inside pressure is 2 mbar, which is provided by the vacuum pump.
The results were satisfying the industry demand but it’s still following the material kind and the dryer power and …etc.
In conclusion, drying process is not complicated but it needs several different simulations to get the optimistic temperature for avoiding any waste of energy and time.
changing in the cake dimensions with the temperature, in order to get the highest process performance. For that, this simulation process was part from the optimization process but as we know, optimization is not stopping at any step.
‘Sustainable Approach Of Recycling Palm Oil Mill Effluent Using Integrated Bi...SAJJAD KHUDHUR ABBAS
I introduce my self. My name is SAJJAD KHUDHUR, I am Master degree student chemical Engineering. Today, I am presentation the 3rd and the final presentation of my research which is titled as ‘ Sustainable approach ..‘. My supervisor and co-supervisor are Dr. Teow Yeit Haan and Prof. Abdul Wahab Mohammad. Today, I am going to speak about Palm oil, Palm oil mill effluent, environment impact, problem statement, zero waste energy, Integrated technology, tension factors, process setting, results, the decree, closer look on the product, and the conclusion.
In Malaysia, oil palm is a very significant crop. In the worldwide, the biggest palm oil exporter and producer is Indonesia and Malaysia is the 2nd exporter and producer. The production of crude palm oil (CPO) was increased significantly from 92,000 tonnes in year 1960 to 17.6 million tonnes in year 2009, The process to extract the palm oil needs massive and huge water quantity to sterilize the fresh fruit bunches (FFB) and clarify the extracted oil.
Sustainable Approach Of Recycling Palm Oil Mill Effluent Using Integrated Bio...SAJJAD KHUDHUR ABBAS
Bio-film bacteria (Biological Treatment) integrated with Membrane Technology is based on WHAT FACTORS ?
ANS:
COST EFFECTIVE
REQUIREMENTS
FLEXIBILITY
SIMPLICITY
CLOSED OR OPEN SYSTEM
N0TE: UPON our knowledge and research, There is no previous work had or have done on using integrated biofilm-Membrane.
Sustainable Approach Of Recycling Palm Oil Mill Effluent Using Integrated Bio...SAJJAD KHUDHUR ABBAS
In Malaysia, oil palm is a very significant crop. In the worldwide, the biggest palm oil exporter and producer is Indonesia and Malaysia is the 2nd exporter and producer. the production of crude palm oil (CPO) was increased significantly from 92,000 tonnes in year 1960 to 17.6 million tonnes in year 2009, The process to extract the palm oil needs massive and huge water quantity to sterilize the fresh fruit bunches (FFB) and clarify the extracted oil.
SUSTAINABLE APPROACH OF RECYCLING PALM OIL MILL EFFLUENTUSING INTEGRATED BIO...SAJJAD KHUDHUR ABBAS
Wastewater treatment often incurs high non-profitable cost in an industry that reduces the company profit. The cost for wastewater treatment could be reduced either by reducing the wastewater generation or enhance the treatment efficiency. The concept of transforming waste to energy makes waste treatment seem more appealing and cost-effective.
Description
Glycerolysis procedure is more economical - fats are cheaper and less glycerol is required.
Fats and fatty acids are insoluble in glycerol - high temperatures are required to force the reaction to proceed.
On production scale, direct esterification and interesterification can be done continuously or batchwise.
Generally, there will be input for the process and output from the process. Here we can define what are the related variables or input-output that present in this process.
Feed stream: In this process, the feed raw material is assumed already pure, so no need to purify the feed streams.
Excess reactant: fatty acid is fed as an excess reactant and is supplied in liquid form.
Recycle and purge: There are recycle stream from glycerol and fatty acid but there are no purges from the process.
Episode 66 : Renewable Energy Technologies
Currently, this is the largest source of renewable energy.
However, much of this is low-technology uses in developing countries. Presumably usage of these fuels will fall as countries grow.
Other fuels include things such as ethanol.
Is there enough farmland to grow the needed feedstocks as well as supplying necessary food supply?
Recent concerns over corn prices is an example here
Used for 16% of world electricity production.
Does not require technological breakthroughs.
However, political acceptance is an issue.
Small hydro is cost competitive
Costs of wind fell by a factor of four between 1981-1999
Wind is now competitive in favorable locations.
Now about 5-8 cents/kWh
Competitive with traditional fuels with a $25/ton CO2 tax
Study shows wind is competitive at $38/ton CO2 near Chicago, and could be situated further away with a price of $76/ton CO2.
Distance from center decreases intermittency, but increases transmission losses.
Because wind is intermittent, storage is an issue.
For instance, excess power could be used to compress air in a reservoir as storage.
Currently feasible at about $93/ton
Denmark and Norway work in tandem to provide power.
When winds are favorable, Denmark exports wind energy to Norway. When not, Norway exports hydropower to Denmark.
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 65 : Membrane separation processes
Membrane separation consists of different process operating on a variety of physical
principles and applicable to a wide range of separations of miscible components
These methods yield only a more concentrated liquid stream than feed. Membrane
separation processes have several advantages. These include :
Low energy alternative to evaporation in concentrating a dilute feed, particularly when the desired material is thermally labile or when the desired component is a clear liquid
The chemical and mechanical stresses on the product are minimal and since no phase change is involve the energy requirement is modest
Product concentration and purification can be achieved in a single step and the
selectivity towards the desired product is good
The method can easily be scaled up
In bioprocess industry, membrane separation is widely used because of the mild operating conditions and low energy requirements in the recovery of lactose from whey, separation of immiscible components such extracellular products (
e.g. proteins, enzymes etc) and biomass.
Membrane separation process cannot be used for feeds containing a high concentration of low molecular weight components because of high osmotic pressure or when the feed has high solid content(>25% w/v) because of pumping problems
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
SUSTAINABLE APPROACH OF RECYCLING PALM OIL MILL EFFLUENTUSING INTEGRATED BIO...SAJJAD KHUDHUR ABBAS
SUSTAINABLE APPROACH OF RECYCLING PALM OIL MILL EFFLUENTUSING INTEGRATED BIOFILM MEMBRANE FILTRATION SYSTEM FORINTERNAL PLANT USAGE
A biofilm is any group of microorganisms in which cells stick to each other and often these cells adhere to a surface. These adherent cells are frequently embedded within a self-produced matrix of extracellular polymeric substance (EPS).
Episode 62 : MATERIAL BALANCE FOR REACTING SYSTEM
Many chemical reactions are irreversible and occur in one direction only, namely forward
Reversible reactions occur in both directions i.e. forward and backward
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 61 : MATERIAL BALANCE FOR REACTING SYSTEM
RATE OF CHEMICAL REACTION
participating in a chemical reaction
Stoichiometric equation of chemical reaction:
– Showing the relative number of molecules/moles of components participating in the chemical reaction
Reactants– components that react with each other in a chemical reaction
Products – components that are produced by a chemical reaction
Chemical reactor- equipment in which chemical reactions occur
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 60 : Pinch Diagram and Heat Integration
The optimal allocation of mass and energy within a unit operation, process and/or site.
Optimal allocation can be based on economic, environmental or other important objectives.
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 59 : Introduction of Process Integration
Pinch Diagram and Heat Integration
Reference: Notes from course on “Modelling, design and control for process integration”, CAPEC, August 2000 (R. Dunn)
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 58 : Tools Integration Examples
* Separation of a binary mixture of Acetone-Chloroform (Determine the optimal separation scheme)
* Separation of the mixture components from the reactor effluent stream containing the reactants and products for esterification of methanol with acetic acid (Determine a feasible separation sequence)
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 57 : Simulation for Design and Analysis
Methyl-acetate is produced by esterification of methanol and acetic acid which produces water as by-product.
CH3OH + CH3COOH � CH3COOCH3 + H2O
The mixture to be separated is an outlet stream from a reactor (assumed conditions: P=1 atm, T=450 K) and the methyl-acetate product specification is 99 %.
Problem statement: Given the identity and composition of the components in the mixture to be separated, together with the product specifications, identify a physically feasible flowsheet for separation of the mixture into the specified products. Determine the estimates of operating conditions and identify a MSA where required. Verify the generated process flowsheet with process simulation, together with the alternative separation techniques for its separation task.
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 56 : Simulation for design and analysis
Separation of an azeotropic mixture
Mixture analysis
Identification of an azeotrope.
Possible separation techniques Pressure swing. Extractive/azeotropic distillation.
Solvent identification and validation
Flowsheet configuration
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 55 : Conceptual Process Synthesis-Design
Process Flowsheet Synthesis: Method to determine a process flowsheet that satisfies all product, operational and other requirements
SAJJAD KHUDHUR ABBAS
Ceo , Founder & Head of SHacademy
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
1. SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 21 : Project
Scope Management
2. Project Scope Management
2
A project is a temporary endeavor undertaken to create a
unique product, service, or result
-- PMBOK, 2004
5. Introduction
• include the processes required to ensure that the project includes all the work
required and only the work required to complete the project successfully
• concerned with defining and controlling what is or is not included in the project
• Major processes:
• Initiation – committing the organization to begin the next phase of the project
• Scope Planning – developing a written scope statement as the basis for future project
decisions
• Scope Definition – subdividing the major project deliverables into smaller, more manageable
components
• Scope Verification – formalizing acceptance of the project scope
• Scope Change Control – controlling changes to project scope
5
6. Introduction
• In the project context, the term “scope” may refer to:
• Product scope – the features and functions that are to be included in a
product or services
• Project scope – the work that must be done in order to deliver a product with
the specified features and functions
• The processes, tools and techniques used to manage project scope
are the focus of this chapter
6
7. Introduction
• The processes, tools, and techniques used to manage product scope vary by
application area and are usually defined as part of the project life cycle
• A project consists of a single product, but that product may include subsidiary
elements each with their own separate but interdependent product scopes
• Completion of the product scope is measured against the requirements while
completion of the project scope is measured against the plan
• Both types of scope management must be well integrated to ensure that the
work of the project will result in delivery of the specified product
7
10. INITIATION
• is the process of formally recognizing that a new project exists or that
an existing project should continue into its next phase
• this will help to link the project to the ongoing work of the performing
organization
• In some organizations, a project is not formally initiated until after
completion of a feasibility study, a preliminary plan or some other
equivalent form of analysis which was itself separately initiated
10
11. • Projects are typically authorized as a result of one or more of the
following:
• A market demand
• A business need
• A customer request
• A technological advance
• A legal requirement
11
13. INPUTS to initiation
• Product description
• Documents the characteristics of the product or service that the project was
undertaken to create
• Generally have less detail in early phases and more detail in later ones
• Document the relationship between product or service being created and the
business need or other stimulus that gave rise to the project
• Many project involve one organization (the seller) doing work under contract
to another (buyer). In such case, the initial product description is usually
provided by the buyer
13
14. INPUTS to initiation
• Strategic Plan.
• All projects should be supportive of the performing organization’s strategic goals
• The strategic plan of the performing organization should be considered as a factor in project
selection decisions
• Project selection criteria
• Typically defined in terms of the product of the project and can cover the full range of
possible management concerns (financial return, market share, public perception etc)
• Historical information
• Historical info about both the results of previous project selection decisions and previous
project performance should be considered to the extent it is available.
14
15. TOOLS AND TECHNIQUES for
initiation
• Project selection methods
• Generally fall into one of two broad categories
• Benefit measurement methods – comparative approaches, scoring models, benefit
contribution or economic models
• Constrained optimization methods – mathematical models using linear, nonlinear,
dynamic, integer and multi-objective programming algorithms
• These methods are referred to as Decision Models.
• Decision models include
• Generalized techniques (decision trees, forced choice and others)
• Specialized techniques (Analytic Hierarchy Process, Logical Framework Analysis and
others)
15
16. • Expert judgment
• Often required to assess the inputs to this process
• Sources:
• Other units within the performing organization
• Consultants
• Stakeholders, including customers
• Professional and technical associations
• Industry groups
16
17. OUTPUTS from initiation• Project charter:
• A document that formally recognizes the existence of a project
• Should include, either directly or by reference, the following:
• The business need that the project was
undertaken to address
• The product description
• Should be issued by a manager external to the project and at a
level appropriate to the needs of the project
• It provides the project manager with the authority to apply
organizational resources to project activities
• If a project is performed under contract, the signed contract will
serve as the project charter for the seller
17
18. Project charter (from Kerzner)
• An internal legal document identifying to the line managers and their personnel the project
manager’s authority and responsibility and the management- and/or customner-approved scope
of the project. Should include
• Identification of the project manager and his/her authority to apply resources to the project
• The business purpose that the project was undertaken to address, including all assumptions and
constraints
• Summary of the conditions defining the project
• Description of the project
• Óbjectives and constraints on the project
• Project scope (inclusions and exclusions)
• Key stakeholders and their roles
• Risks
• Involvement by certain stakeholders
18
19. OUTPUTS from initiation• Project manager identified/assigned
• Should be identified and assigned as early as possible in the
project as feasible
• Should be assigned prior to the start of project plan execution
and preferably before much project planning has been done
• Constraints
• Factors that will limit the project management team’s options
• Predefined budget
• Contractual provisions
• Product requirement eg product must be socially, economically and
environmentally sustainable
• Assumptions
• Factors that, for planning purposes, will be considered to be
true, real or certain.
19
20. SCOPE PLANNING
• The process of progressively elaborating and documenting the project
work (project scope) that produces the product of the project
• Starts with the initial inputs of product description, the project
charter, and the initial definition of constraints and assumptions
• Product descriptions:
• Incorporates product requiremenrs that reflect agreed-upon customer needs
• Product design that meets the product requirements
• Outputs will be scope statement and scope management plan
20
21. • A written scope statement as the basis for future project decisions
including, in particular, the criteria used to determine if the project or
phase has been completed successfully
• Necessary for both projects and subprojects
• Forms the basis for an agreement between the project team and the
project customer by identifying both the project activities and the
major project deliverables
21
23. INPUTS to scope planning
• Product description
• Project charter
• Constraints
• Assumptions
23
24. TOOLS AND TECHNIQUES for
scope planning
• Product analysis
• Involves developing a better understanding of the product of the project.
• Includes techniques such as systems engineering, value engineering, value analysis, function
analysis, and quality function deployment
• Benefit/cost analysis
• Involves estimating tangible and intangible costs (outlays) and benefits (returns) of various
project alternatives, and then using financial measures such as ROI or payback period to
assess the relative desirability of the identified alternatives
• Alternatives identification
• Technique used to generate different approaches to the project
• Expert judgment
24
25. 25
Value Engineering is a systematic method to improve the "Value" of goods
and services by using an examination of function. Value, as defined, is the
ratio of Function to Cost. Value can therefore be increased by either
improving the Function or reducing the cost. It is a primary tenet of Value
Engineering that quality not be reduced as a consequence of pursuing Value
improvements.
Quality function deployment or "QFD" is a flexible and comprehensive group
decision making technique used in product or service development, brand marketing,
and product management. QFD can strongly help an organization focus on the
critical characteristics of a new or existing product or service from the separate
viewpoints of the customer market segments, company, or technology development
needs. The results of the technique yield transparent and visible graphs and matrices
that can be reused for future product/service developments.
29. OUTPUTS of scope planning
• Scope Statement
• Provide a documented basis for making future project decisions and for
confirming or developing common understanding of the project scope among
the stakeholders
• As project progresses, the scope statement may need to be revised or refined
to reflect changes to the scope
29
30. • Should include, either directly or by reference to other documents
• Project justification – the business need that the project was undertaken to address.
Provide the basis for evaluating future tradeoffs
• Project’s product
• Project deliverables – a list of the summary-level subproducts whose full and
satisfactory delivery marks completion of the project
• Project objectives –
• quantifiable criteria that must be met for the project to be considered
succesful
• Must include at least cost, schedule and quality measures
30
31. • Supporting detail
• Should be documented and organized as needed to facilitate its use by other
project management processes.
• Should include documentation of all identified assumptions and constraints.
31
32. • Scope management plan – describes how project scope will be
managed and how scope changes will be integrated into the project.
• Should also include an assessment of the expected stability of the project
scope (i.e. how likely is it to change, how frequently and by how much)
• Should also include a clear description of how scope changes will be
identified and classified
• May be formal or informal, highly detailed or broadly framed based on the
needs of the project.
32
33. SCOPE DEFINITION
• involve subdividing the major project deliverables ( as
identified in the cope statement) into smaller, more
manageable components in order to:
• improve the accuracy of cost, time and resource estimate
• define a baseline for performance measurement and control
• facilitate clear responsibility assignments
• proper scope definition is critical to project success “When
there is poor scope definition, final project costs can be
expected to be higher because of the inevitable changes which
disrupt project rhythm, cause rework, increase project time
and lower the productivity and morale of the workforce” [3]
33
35. INPUTS to scope definition
• Scope statement
• Constraints
• Assumptions
• Other planning outputs
• Historical information – historical info about previous projects should
be considered during scope definition. Info about errors and
omissions on previous projects should be especially useful
35
36. TOOLS AND TECHNIQUES for
scope definition
• Work breakdown structure (WBS) templates – WBS from a previous
project can be used as template for a new project.
• WBSs can often be reused since most projects will resemble another project
to some extent
• Many application areas have standard or semi-standard WBSs that can be
used as templates.
36
39. • Decomposition – involves subdividing the major
project deliverables into smaller, more manageable
components until the deliverables are defined in
sufficient detail to support future project activities
(planning, executing, controlling, and closing).
Involves the following major steps:
39
40. • (STEP 1) Identify the major elements of the project: project deliverables and
project management. However, the major elements should always be defined
in terms of how the project will actually be managed. For example:
• Figure 5-3 – the phases of the project life cycle may be used as the first
level of decomposition with the project deliverables repeated at the
second level
• Figure 5-4 – the organizing principle within each branch of the WBS
may vary
40
43. • (STEP 2) Decide if adequate cost and duration estimates can be
developed at this level of detail for each element.
• The meaning of adequate may change over the course of the project –
decomposition of a deliverable that will be produced far in the future may
not be possible.
• For each element, proceed to Step 4 if there is adequate detail and to Step 3
if there is not – this means that different elements may have differing levels
of decomposition
43
44. • (STEP 3) Identify constituent elements of the deliverable.
• Constituent elements should be described in terms of tangible, verifiable
results in order to facilitate performance measurements
• Constituent elements should be defined in terms of how the work of the
project will actually be accomplished
• Tangible, verifiable results can include services as well as products
• Repeat step 2 on each constituent element
44
45. • (STEP 4) Verify the correctness of the decomposition
• Are the lower-level items both necessary and sufficient for
completion of the item decomposed? If not, the
constituent elements must be modified
• Is each item clearly and completely defined? If not, the
descriptions must be revised or expanded
• Can each items be appropriately scheduled? Budgeted?
Assigned to a specific organizational unit who will accept
responsibility for satisfactory completion of the item? If
not, revisions are needed to provide adequate
management control
45
46. OUTPUT of scope definition
• WBS – WBS is a deliverable-oriented grouping of project
elements that organizes and defined the total scope of the
project: work not in the WBS is outside the scope of the
project
• WBS is often used to develop or confirm a common understanding of
project scope. Each descending level represents an increasingly detailed
description of the project elements
• WBS is often presented in chart form as illustrated in Figure 5-2, 5-3 and
5-4.
• Each item in the WBS is generally assigned a unique identifier; these
identifiers are often known collectively as the code of accounts.
• The items at the lowest level of the WBS are often referred to as work
packages. These work packages may be further decomposed as
described in Section 6.1.
46
47. 47
To be effective a WBS must:
Establish an information structure for describing the
project's scope in entirety
Serve as an effective means of communication to
integrate the objectives and activities of all the internal
and external organizations involved in the project
Represent the planning of the project, step by step
Separate sequential and parallel activities assigned to
different groups who will schedule, measure and control
their own performance, and
Reflect the procurement strategy during the various
stages of the project's life cycle
63. Class Practice
• You are given a project description. Try to develop the Work-
Breakdown-Structure.
• Let’s have a discussion on it.
63
64. • Work element descriptions are often collected in a WBS dictionary. A WBS
dictionary will typically include work package descriptions as well as other
planning information such as schedule dates, cost budgets and staff
assignments.
• Other structures commonly used in some application areas include:
• Contractual WBS (CWBS) – used to define the level of reporting that the seller will
provide the buyer. The CWBS generally includes less detail than the WBS used by the
seller to manage the seller’s work
• Organizational breakdown structure (OBS) – used to show whick work elements have
been assigned to which organizational units
64
65. • Resource breakdown structure (RBS) – a variation of the OBS and is used
when work elements are assigned to individuals
• Bill of materials (BOM) – presents a hierarchical view of the physical
assemblies, subassemblies and components needed to fabricate a
manufactured product.
• Project breakdown structure (PBS) – fundamentally the same as a properly
done WBS. The term PBS is widely used in application areas where the term
WBS is incorrectly used to refer to a BOM.
65
66. SCOPE VERIFICATION
• A process of formalizing acceptance of the project scope by the
stakeholders (sponsor, client, customer etc)
• Requires reviewing deliverables, work products and results to ensure that
all were completed correctly and satisfactorily
• If the project is terminated early, the scope verification process should
establish and document the level and extent of completion
• Differ from quality control – SV is concerned with acceptance of the work
results while QC is concerned with the correctness of the work results
66
68. INPUT to scope verification
• Work results – are output of project plan execution
• which deliverables have been fully or partially completed,
• what costs have been incurred or committed
• Product documentation – documents produced to describe the
project’s products must be available for review
• Plan,
• specifications,
• technical drawings etc
68
69. TOOLS AND TECHNIQUES for
scope verification
• Inspection – include activities such as measuring, examining and
testing undertaken to determine whether results conform to
requirements
• Other names – reviews, product reviews, audits and walk-throughs
69
70. OUTPUT of scope verification
• Formal acceptance – documentation that the client or sponsor has
accepted the product of the project or phase must be prepared and
distributed. Acceptance may be conditional especially at the end of a
phase.
70
71. SCOPE CHANGE CONTROL
• Concerned with
• influencing factors which create scope changes to ensure that changes are
beneficial
• determining that a scope change has occurred
• managing the actual changes when and if they occur
• Must be thoroughly integrated with the other control processes (time
control, cost control, quality control and others).
71
73. INPUTS to scope change control
• WBS – define project’s scope baseline
• Performance reports – provide info on scope performance such as which interim products have
been completed and which have not. May also alert the project team to issues which may cause
problems in the future
• Change requests – may occur in many forms – oral or written, direct or indirect, externally or
internally initiated and legally mandated or optional. Changes may require expanding the scope
or may allow shrinking it. Most change requests are result of:
• An external events (eg change in govt regulation)
• An error or omission in defining the scope of the product
• An error or emission in defining the scope of the project
• A value-adding change (eg introducing new technology that was nt available previously)
• Implementing a contingency plan or workaround plan to respond to a risk
• Scope management plan as described in Section 5.2.3.3
73
74. TOOLS AND TECHNIQUES for
scope change control
• Scope change control – define the procedures by which the project scope may
be changed.
• Include paperwork, tracking systems and approval levels necessary for authorizing changes
• Should be integrated with the overall change control system
• If project is done under contract, the scope change control system must also comply with all
relevant contractual provisions
• Performance measurement – help to assess the magnitude of any variations
which do occur and determine what is causing the variance and to decide if the
variance requires corrective action.
• Additional planning – few projects run exactly according to plan.
74
75. OUTPUTS of scope change control
• Scope changes – any modification to the agreed-upon project scope as defined by the approved
WBS. Scope changes often require adjustments to cost, time, quality or other project objectives
• Fed back through the planning process, technical and planning documents are updated as
needed and stakeholders notified.
• Corrective action – anything done to bring expected future project performance into line with
the project plan.
• Lessons learned
• Causes of variances
• Reasoning behind corrective action chosen
• Other type of lessons from scope change control should be documented so that this info becomes part
of the historical database
75
76. 76
REASONS WHY PLANS FAIL
Corporate goals not understood lower down in the
organization/company
Plans encompass too much in too little time
Poor financial estimates
Plans based upon insufficient data
Poor staff requirements
Insufficient time allocated for project estimating
77. 77
OTHER REASONS WHY PLANS FAIL
No attempt made to systemize the planning
process
Planning was performed by a planning group
No one knows the ultimate objectives
No one knows the major milestone dates
Project estimates are best guesses and are not
based on any standards, or history
No one bothered to see if there would be
personnel available with the necessary skills
People not working towards the same specs
Constant shuffle of personnel in and out of the
project with little regard for the schedule
Change of management and their objectives.
Change(s) in the macro environment
78. 78
Stopping Projects
Final achievement of the objectives
Poor initial planning and market prognosis
A better alternative is found
A change in the company interest and strategy
Allocated time is exceeded
Key people leave the organization
Personal whims of management
Problem too complex for the resources available
79. 79
Behavioral Stoppages
Poor morale
Poor human relations
Poor labor productivity
No commitment by those involved in
the project