The document discusses project scope management. It describes defining and managing the scope of a project as including all required work and only the required work to complete the project successfully. The scope management process involves planning scope management, collecting requirements, defining the scope, creating a work breakdown structure, validating the scope, and controlling the scope. It provides examples of collecting requirements for a project to develop an online banking website.
This document discusses project scope management. It begins by defining project scope as the work involved in creating project deliverables and processes. It then outlines the key processes in scope management: collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope. The document provides details on each step, including how to document requirements, develop a project charter and scope statement, and create a WBS. It emphasizes the importance of scope management in developing accurate estimates and clearly communicating work responsibilities.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document discusses project scope management. It begins by defining project scope as the work involved in creating project deliverables and processes. It then outlines the key processes in scope management: collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope. The document provides details on each step, including how to document requirements, develop a project charter and scope statement, and create a WBS. It emphasizes the importance of scope management in developing accurate estimates and clearly communicating work responsibilities.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
This document discusses project quality management. It begins by defining what a project and its key characteristics are, such as being temporary with a defined start and end, unique, and involving people who don't usually work together. It then discusses different dimensions of quality, including product, service, people, process, and environmental quality. The document outlines the five process groups in project management and explains how quality management fits within these groups through planning, executing, monitoring and controlling, and closing quality. Finally, it provides overviews of key quality management processes, including plan quality management, manage quality, and control quality.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Fundamentals will give you the list of terms used mostly by the Project Managers along with other fundamental concepts in Project Management. Below are the topics covered in this tutorial:
1. Project
2. Project vs Program vs Portfolio
3. Project Management
4. PM Terminologies
5. PM Phases & Knowledge Areas
Follow us to never miss an update in the future.
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This document provides an overview of project integration management processes. It discusses developing a project charter and management plan, directing and managing project execution, monitoring and controlling work, performing integrated change control, and closing a project or phase. Key inputs, tools and techniques, and outputs are described for each process. Integration management aims to coordinate all aspects of a project through its life cycle.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document summarizes a presentation on project integration management. It discusses the key processes involved, including developing a project charter, management plan, directing work, monitoring and controlling work, integrated change control, and closing a project. It also covers strategic planning techniques for selecting projects like SWOT analysis and weighted scoring models. Meeting tools and project management software help with integration and execution. The overall goal of integration management is coordinating all aspects of a project throughout its life cycle.
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
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
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
Project management involves clearly defining goals, tasks, timelines and budgets to deliver projects successfully. It uses tools like Gantt charts and PERT charts to track progress and reduce risks. A key part of project management is balancing the triple constraint of time, cost and scope, with quality as a central theme. Projects go through six phases from initiation to closure, and a project manager's role is to define the project, build the team, motivate them and monitor progress to deliver the project on time and on budget while meeting requirements.
This document provides an overview of key concepts for the PMP exam presented by Saad Merie, a PMP holder at Engosoft. It covers the exam structure and requirements, the PMBOK framework and knowledge areas, project lifecycles, and common terms. It also includes examples of exam questions and their answers. The presentation aims to help participants understand what is tested on the PMP exam and how to prepare for it.
The document summarizes the key changes between the 6th and 7th editions of the PMBOK Guide. The 7th edition focuses more on delivering value and outcomes rather than just project deliverables. It emphasizes 12 principles like stakeholder engagement, quality, and change management. The guide also includes new sections on value management and tailoring approaches to specific project contexts. It outlines performance domains to focus on like teams, planning, and navigating uncertainty. The body of knowledge section covers common project management processes, methods, and artifacts.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
This document provides an overview of the project management framework, including the five process groups: initiating, planning, executing, monitoring and controlling, and closing. It describes the key purposes and processes within each group. For initiating, the purpose is to align stakeholder expectations with the project purpose. Planning creates the project management plan and subsidiary plans. Executing completes the work defined in the plans. Monitoring and controlling tracks and reviews progress. Closing concludes all activities and formally completes the project.
The document discusses project cost management and is presented by Engr. Mohamed Eid and Engr. Tarek Khairy. It covers key aspects of project cost management including estimating costs, developing budgets, and controlling costs. The presentation defines important cost management terms and outlines the processes and techniques used to estimate costs, determine budgets, and control costs over the lifetime of a project.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
This document discusses project quality management. It begins by defining what a project and its key characteristics are, such as being temporary with a defined start and end, unique, and involving people who don't usually work together. It then discusses different dimensions of quality, including product, service, people, process, and environmental quality. The document outlines the five process groups in project management and explains how quality management fits within these groups through planning, executing, monitoring and controlling, and closing quality. Finally, it provides overviews of key quality management processes, including plan quality management, manage quality, and control quality.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Fundamentals will give you the list of terms used mostly by the Project Managers along with other fundamental concepts in Project Management. Below are the topics covered in this tutorial:
1. Project
2. Project vs Program vs Portfolio
3. Project Management
4. PM Terminologies
5. PM Phases & Knowledge Areas
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 document provides an overview of project integration management processes. It discusses developing a project charter and management plan, directing and managing project execution, monitoring and controlling work, performing integrated change control, and closing a project or phase. Key inputs, tools and techniques, and outputs are described for each process. Integration management aims to coordinate all aspects of a project through its life cycle.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document summarizes a presentation on project integration management. It discusses the key processes involved, including developing a project charter, management plan, directing work, monitoring and controlling work, integrated change control, and closing a project. It also covers strategic planning techniques for selecting projects like SWOT analysis and weighted scoring models. Meeting tools and project management software help with integration and execution. The overall goal of integration management is coordinating all aspects of a project throughout its life cycle.
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
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
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
Project management involves clearly defining goals, tasks, timelines and budgets to deliver projects successfully. It uses tools like Gantt charts and PERT charts to track progress and reduce risks. A key part of project management is balancing the triple constraint of time, cost and scope, with quality as a central theme. Projects go through six phases from initiation to closure, and a project manager's role is to define the project, build the team, motivate them and monitor progress to deliver the project on time and on budget while meeting requirements.
This document provides an overview of key concepts for the PMP exam presented by Saad Merie, a PMP holder at Engosoft. It covers the exam structure and requirements, the PMBOK framework and knowledge areas, project lifecycles, and common terms. It also includes examples of exam questions and their answers. The presentation aims to help participants understand what is tested on the PMP exam and how to prepare for it.
The document summarizes the key changes between the 6th and 7th editions of the PMBOK Guide. The 7th edition focuses more on delivering value and outcomes rather than just project deliverables. It emphasizes 12 principles like stakeholder engagement, quality, and change management. The guide also includes new sections on value management and tailoring approaches to specific project contexts. It outlines performance domains to focus on like teams, planning, and navigating uncertainty. The body of knowledge section covers common project management processes, methods, and artifacts.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
This document provides an overview of the project management framework, including the five process groups: initiating, planning, executing, monitoring and controlling, and closing. It describes the key purposes and processes within each group. For initiating, the purpose is to align stakeholder expectations with the project purpose. Planning creates the project management plan and subsidiary plans. Executing completes the work defined in the plans. Monitoring and controlling tracks and reviews progress. Closing concludes all activities and formally completes the project.
The document discusses project cost management and is presented by Engr. Mohamed Eid and Engr. Tarek Khairy. It covers key aspects of project cost management including estimating costs, developing budgets, and controlling costs. The presentation defines important cost management terms and outlines the processes and techniques used to estimate costs, determine budgets, and control costs over the lifetime of a project.
This document discusses how an organization's culture, structure, and processes influence project management. It describes different organizational structures - functional, matrix, projectized - and their impacts. A functional structure keeps employees specialized but limits project authority. Matrix structures share power between project managers and functional managers. Projectized structures give project managers full control but jobs end with projects. The best structure depends on an organization's circumstances and project complexity.
This document provides an overview of project management frameworks. It discusses what constitutes a project versus operations, and defines key project management terms like portfolio, program, and project. The five process groups of project management are introduced as initiating, planning, executing, monitoring and controlling, and closing. The document also examines the project manager's role and responsibilities, as well as how organizational strategy and governance relate to project management.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
The document discusses project human resource management. It describes how to create a staffing plan, design a responsibility matrix, list the stages of team development, discuss motivational theories and leadership styles, and identify sources of project conflicts. It also outlines the responsibilities of project managers in negotiating resources, creating job descriptions, ensuring training, and recognizing team member performance. Finally, it discusses developing organization charts, position descriptions, and a staffing management plan as part of the process of planning human resource management.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
Project scope management involves defining and controlling all work required to successfully complete a project. It includes collecting requirements from stakeholders, developing a detailed project scope statement, breaking the project deliverables into a work breakdown structure (WBS), validating that completed deliverables meet requirements, and controlling any changes to the scope. Managing project scope is important to deliver the promised project objectives on time and within budget.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Dimensional Planning on Fixed Price Projects (XPDays 2008)inxin
Dimensional planning is an approach for fixed price projects that involves planning features across different axes like functionality and non-functionality. It aims to decrease risk through higher iteration counts and improve financial results by enabling higher ROI, lower initial investment, and earlier break even. Key aspects of dimensional planning include dimensional pull to guide development, defining alternate futures for groups of features, and recognizing that some "dirt road" non-core features will always be incremental while "cobblestone" and "asphalt" core features may be iterative or incremental.
Part1: Introduction to Project ManagementArry Arman
This document discusses several cases of IT project failures and reasons why IT projects often fail. It summarizes statistics from studies that found that 31.1% of projects will be canceled before completion and 52.7% of projects will exceed their original budget by 189%. Common causes of failure included poor planning, unclear goals and objectives, unrealistic estimates, lack of management support, and failure to communicate effectively among the project team.
The document discusses scope management for a project called Project X. It outlines the key activities needed to plan, define, create a work breakdown structure, validate, and control the scope of a project according to the Project Management Body of Knowledge. These include developing a scope management plan, collecting requirements, documenting the project scope statement, verifying deliverables, managing change requests, and using tools like decomposition and variance analysis. The overarching goal is to prevent scope creep on the project.
The document discusses project scope management. It covers collecting requirements, defining scope, creating a work breakdown structure (WBS), controlling scope, and verifying scope. The presenter outlines the key inputs, tools and techniques, and outputs for each scope management process. He provides examples of a project charter, WBS, and quizzes to reinforce the material. The overall presentation provides a comprehensive overview of how to plan, monitor, and control the scope of a project.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
Cost management is the process of planning and controlling a project's budget to help ensure the project is completed within budget. It involves estimating costs, setting a budget baseline, tracking actual costs against estimates, and implementing controls to address any variances. Key aspects of cost management include cash flow analysis, distinguishing direct and indirect costs, earned value analysis to measure performance, and using tools like cost management plans, cost accounting, and earned value reports in Primavera and Microsoft Project to help manage costs over the life of a project. The overall benefits are keeping the project within its approved budget, having accurate cost forecasts, and maximizing return on investment.
PMP Training - 04 project integration managementejlp12
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within the five Project Management Process Groups. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the work, performing integrated change control, and closing the project or phase once complete. The project charter and management plan provide the approved scope, schedule, and cost baselines against which project performance is monitored and measured.
The document outlines the course schedule for a 7-day project management training. Day 2 focuses on project scope management. It defines key scope management terms and processes. The presentation covers planning scope management, collecting requirements, defining the scope statement, creating the work breakdown structure (WBS), and validating scope. Tools for collecting requirements and creating the WBS are also discussed.
RUNNING HEAD Customer Care Website Implementation1Customer .docxjoellemurphey
RUNNING HEAD: Customer Care Website Implementation
1
Customer Care Website Implementation
27
Customer Care Website Implementation
Table of Contents
4Executive Summary
4Integration Management
4Project Scope Statement:
5Project Scope Justification:
5Project Success:
5Functional Area Interfaces
6Project Team Members and Roles:
6Project Team Reporting Structure:
7Project Deliverables:
7Project Closure Information
9Scope Management
9Scope Definition
9Work Breakdown Structure
9Time/Schedule Management
9Activity List
12Project Milestones:
12Project Cost Management
14Project Quality Management
14Project Deliverable Quality Requirements
14Project Deliverable Quality Monitoring
15Project Deliverable Quality Reporting
15Project Deliverable Quality Discrepancy Decisions
15Project Human Resource Management
15Resource Analysis
17Resource(s) Doing the Most Work
17Alternative Resource Assignments
17Resource Gap Analysis
17Optimization:
18Communications Management
18Project Team Communications
19Project Team Conflict Resolution
20Project Information to Monitor
20How to Collect Project Information
20Frequency for Project Information Collection
21Project Status Information and Recipients
21Plan and Take Adaptive Action
21Methods to Analyze the Impact of the Status Information
21Process/Procedures to Make Decisions that Affect the Project Schedule and Budget
22People Who Will Be Involved in Making Project Status Decisions
22Method to Communicate Project Status Decisions
23Project Risk Management
23Risk Management Plan:
25Procurement Management
25Conclusion
26References
Executive Summary
In this project we intend to streamline and enhance our customer’s user experience for his or her support related needs after or before a purchase have been made. Currently we only support a customer over the phone. At peak hours, this causes line congestion and long wait time for our customers resulting in dip in customer satisfaction level. The creation of a customer care website will allow our company to engage with the customer at multiple points including telephone which we already do. 90% of the calls we log are for general questions or are mostly order related which might not require a call in case a portal is available. This projects aims to create a customer care portal mentioned above for better customer satisfaction.
Over the last three years, our annual sales and revenues have almost tripled. While a phone support option was initially sufficient, peak hour service provision has become problematic. In case we want to go along with our existing support model, we would require to at least double our voice support specialist strength. This would result in additional recurring expenses for the company towards employee salary and equipment. The project should be able to address this issue as well and enable the company to achieve better operational excellence. Enhancement to the website will also be possible and will help us to align better with our customers.
Integrat ...
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
This document provides information about a Project Management course offered at the School of Management Studies. It includes details like the course code, title, type, presenter, semester, and academic year. The course objectives are outlined, which are to equip students with project management knowledge and skills. The syllabus is divided into four units covering topics like project planning, scheduling, cost estimation, procurement, and project closure. Reference books and online resources are also listed.
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 Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
1. The document discusses key project management concepts including process flow diagrams, major project documents, project integration management, and developing the project charter, scope statement, and management plan.
2. It describes monitoring and controlling project work, which involves comparing actual performance to plans, recommending corrective actions, and monitoring risks.
3. Integrated change control involves managing changes to the project plans, scope, schedule, and costs.
The document discusses software project management. It covers the vision, mission and objectives of AAMEC and IT departments. It then discusses the objectives and units of the course IT8075 - Software Project Management. The key aspects covered are the importance of software project management, the activities involved like feasibility study, planning and project execution. It also discusses characteristics of a project, contract management and the various dimensions and skills required for effective software project management.
This document provides an overview of software project management. It discusses key topics like the project life cycle, stakeholders, tools and techniques, and challenges of software projects. Several studies found that 31-53% of IT projects were cancelled or over budget. Effective project managers balance scope, time and costs, use proven techniques, and have both technical and soft skills. Projects require defining goals, planning, execution, closure and evaluation to deliver value.
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
The document discusses project management frameworks and the components of managing an ICT project. It begins with defining what a project and project management are. It then discusses two prominent project management frameworks: PRINCE2 and PMBOK. The sessions cover the project management cycle including initiation, planning, execution, and closure. It also demonstrates project management software for documentation and work planning.
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
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This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
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2. Project Scope Management
where’s the Road???????
If you don’t have clear scope !!!
:Scope Management means
Clear Definition for the work required to be done
Make sure that work and only work is included to complete the project successfully
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
4. Project Scope Management
.
Project Scope Management includes the processes required to ensure that the project includes all
the work required, and only the work required, to complete the project successfully. Managing the
project scope is primarily concerned with defining and controlling what is and is not included in the
project.
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
5. The term scope can refer to:
• Product scope The features and functions that characterize a product, service, or result
• Project scope The work performed to deliver a product, service, or result with the specified features and functions. The term project
scope is sometimes viewed as including product scope.
The scope baseline for the project is the approved version of the project scope statement, work breakdown structure (WBS), and its
associated WBS dictionary.
A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing
Validate Scope and Control Scope processes as well as other controlling processes.
- Completion of the project scope is measured against the project management plan.
- Completion of the product scope is measured against the product requirements
(The Project Scope Management processes need to be well integrated with the other Knowledge Area processes, so that the work of
the project will result in delivery of the specified product scope.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
7. Project Scope Management
The development of the scope management plan and the detailing of the project scope begin with the analysis of information
contained in the project charter, the latest approved subsidiary plans of the project management plan ,historical information contained
in the organizational process assets (, and any other relevant enterprise environmental factors . This plan helps reduce the risk of
project scope creep.
Inputs:
Project Management Plan
Subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken
for well define the scope
•Did you notice the word subsidiary .
•The point here that may you have another process and
knowledge are is performed and you will use the output of
it in defining your scope, for example if part of your
project required subcontractors so the procurements
process is running interacted with the define scope, so the
mean of making the input here project management plan
that any of its components
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
8. Project Charter:
A document Generated in the initiation of the project where gives:
1-general overview on the project . 2-Business case 3-General Product Description
4- Project Manager 5-Project Sponsor 6-Project category 7-High level requirements
Enterprise Environmental factors
It refer to condition not under the control of the project team, that influence constrain, or direct the project.
1-Government Standard
2-Market Place condition
3-Infrastructure ( equipment's, facilities ..etc.)
4-Project management information system:
An automated tool such as a scheduling software tool ,an information collection and distribution system , web interfaces.
Organizational Process assets
Any organization has its basics in dealing with projects, this basics is considered as the standard policies that has to be followed by
working team in the organization Organization process assets refer to The Plans policies, procedures , knowledge bases specific to
be used by the performing organization
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
9. Tools and Techniques:
Expert judgment
Expert judgment refers to input received from knowledgeable and experienced parties.
Expertise may be provided by any group or person with specialized education, knowledge,
skill, experience, or training in developing scope management plans.
Meetings
Attendees at these meetings may include the project manager, the project
sponsor, selected project team members, selected stakeholders…. Etc. .
in order to discus how to develop scope management plan
Output: Scope Management Plan
how the scope will be defined ,developed ,controlled it can include:
1-Process for preparing a detailed project scope
2-Process to create the WBS
3-Process that specifies how request formal acceptance of the completed project deliverables
4-Process that specifies how formal acceptance of the completed project deliverables will be obtained
5-Process to control how requests for changes to the detailed project scope statement will be processed.
This process is directly linked to the Perform Integrated Change Control process
The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
10. .
Project Scope Management
means meetProject SuccessThatRemember
the needs, expectations and requirements of
stakeholder
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
11. • First Process: Plan Scope Management
Output:-Requirements Management Plan
Example: we need to build Website for Online Banking
The Project is to build Web site for
online banking where customer
can follow their account easily
through internet
Good Idea , but we
need to update all
customer data
Also we will need to
build separate
network for this new
web site
We need to make
advertisement to our customer
that we are going to provide
this service to increase
customer satisfaction
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
12. • First Process: Plan Scope Management
Output:- Requirements Management Plan
We have many requirements from stakeholders , so we need to
make a plan:
1-How we could collect requirements
2-What tools we can use
3-Who will be responsible for each category of requirements
4-How we can analyze this requirements and if it’s beneficial or
not
Kindly start now to prepare Requirements managements plan
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
13. • Second Process: Collect Requirements:
( Planning Process Group )
• The process of defining and documenting stakeholder needs to meet project objectives
• Collecting Requirements is defining ,managing customer expectations
• Stakeholder requirements need to be analyzed and balanced
Requirements become the foundation of:
1-Define the project Scope
2-Create WBS
3-Estimation of the time
4-Estimation of the cost
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
14. 1-Project Charter
2-Stakeholder register
3-Stakeholder management plan
4-Scope management plan
5-Requirements management
plan
1-Interview
2- Focus Group
3-Facilitated workshop
4-Group creativity
technique
5-Group decision
technique
6-Questionnaires and
surveys
7-Observations
8-Prototype
9-Benchmarking
10-Context diagrams
11-Document Analysis
1-Requirements
Documentation
2-Requirements
traceability matrix
Inputs
Tools
Output
Second Process: Collect Requirements:
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
15. • Inputs: Stakeholder register:
• A documents generated at initiation phase, mentioned those who are involved, their position, their role ,any relevant information
….etc
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
16. -Inputs: Stakeholder Management Plan
It describes desired and current engagement levels
of key stakeholders
Identified interrelationships and potential overlap
between stakeholders
Information to be distributed to stakeholders,
including language, format and level of detail
Reason for for the distribution of that information
and the expected impact to stakeholder
engagement
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
17. • Tools& Techniques
Interview:
An interview is a formal or informal approach to elicit information from
stakeholders by talking to them directly.
It is typically performed by asking prepared and spontaneous questions
and recording the responses. Interviews
are often conducted on an individual basis between an interviewer and
an interviewee, but may involve multiple interviewers and/or multiple
interviewees.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
18. • Tools& Techniques
Focus Group:
Expert in same field talk in specific subject
A trained moderator guides the group
through an interactive discussion, designed
to be more conversational than a one-on-
one interview.
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
Project Scope Management
19. • Tools& Techniques
Facilitated Workshop:
• Key cross functional area stakeholders grouped together
It means Facilitated workshops bring together stakeholders with different
perspectives (e.g., product designers and end-users) to talk about the product
joint application design/development (JAD)
(JAD) sessions are used in the
software development industry. These facilitated
sessions focus on bringing business subject
matter experts and
the development team together to improve the
software development process.
Quality Function Deployment
In the manufacturing industry, quality
function deployment (QFD) is another example of a
facilitated workshop technique that helps determine
critical
characteristics for new product development. QFD
starts by collecting customer needs, also known as
voice of the customer (VOC).
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
20. • Tools& Techniques
• Group Creativity Technique:
:Brainstorming:1-4
This technique is used to generate and
collect new idea related to the project .
But it does not include voting or
pritorization of idea ,it’s done by next
tool like nominal group..etc
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
21. • Group Creativity Technique:
Nominal Group Technique2-4
Ranks the most useful idea, by
voting process
Affinity Diagram3-4
A technique that allows large
numbers of ideas to be
classified into groups for review
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
22. Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
:Mind Mapping4-4
Mind Mapping:4-4
Use to generate idea as
mind map is often created around
a single word or text, placed in the
center, to which associated ideas,
words and concepts are added
23. • Group Creativity Technique
• 4-5:Multi-criteria decision analysis
This project is so
complicated , we can ‘t use
one criteria ,cost for example
to judge if we can go
through or not
I think we have to
take into
consideration the
environmental effect
of the project
Also we have to consider how
people will accept this project
,Their culture, their way of
dealing with such industrial
project in their Area
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
24. • Group Creativity Technique
• 4-5:Multi-criteria decision analysis
MCDA is a way of looking at complex projects ,
requirements, needs ,problems, that are
characterized by any mixture of monetary and
non-monetary objectives, of breaking the
problem into more manageable pieces to allow
data and judgments to be brought to bear on the
pieces, and then of reassembling the pieces to
present a coherent overall picture to decision
makers.
The purpose is to serve as an aid to thinking and
decision making, but not considered as decision
technique
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
25. • Group Creativity Technique:
• We Have to study this impact and make a hypothetical Impact matrix-(Decision Matrix )
Multi-criteria decision analysis
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
26. • Tools& Techniques
• Group Decision Technique: A technique used to generate, classify, prioritize requirements
All Same::Unanimity1-5
opinion
more then::Majority2-5
50% of the group
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
27. • Tools& Techniques
• Group Decision Technique:
::Plurality3-5
The Largest block in a group
decides even if a majority is not
achieved
One:: Dictatorship4-5
individual makes the decision of
the group
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
28. • Tools& Techniques
Observations:
Direct way of viewing individuals
in their environment and how they
perform their jobs ,it’s useful
when the people that use the
product have difficulty to explain
their requirements
Prototypes:
A method of obtaining early
feedback on requirements by
making working model
Questionnaires & surveys
Sets of questions designed to
quickly accumulate information
from wide range of
respondents
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
29. • Tools:
• -Benchmarking:
Benchmarking is comparing practices, products, or
services of a project with those of some reference
projects for the purpose of learning, improving, and
creating the basis for measuring performance.
These reference projects might be the previous projects
performed inside or outside of the performing
organization.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
30. Tools:
Context Diagrams:
A context diagram is a graphic design that clarifies the interfaces and boundaries of the project or process at hand. It not only shows
the process or project in its context, it also shows the project’s interactions with other systems and users.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
31. • Output: 1-Requirements Documentation
•Contains all requirements
•Describe How requirements is
aligned with project objective
•Requirements must be
measurable,testable,traceable,
consistent and acceptable to key
stakeholders
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
32. • Output: Requirements Documentation
•Balancing Stakeholder Requirements:
•one of the most important aspect in this stage is
making a balance between requirements by
prioritizing, them ,resolving any conflicts between
them
•Project Manager has to evaluate the
requirements and resolve any conflict based on
those best comply with Project charter, project
scope, project constraints
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
35. • Third Process: Define Scope
We have now the requirements of the project,
So we are going to define the project scope:
primarily concerned with what is and is not
included in the project and its deliverables.
This process uses the requirements
documentation created in the Collect
Requirements process, the project charter,
and any additional information , assumptions,
and constraints to define the project scope.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
38. • Tools& Techniques:
• 3-Alternative Generation
Alternatives generation is a technique used to develop as many potential options as possible in order to identify
different approaches to execute and perform the work of the project. A variety of general management techniques
can be used, such as brainstorming, lateral thinking, analysis of alternatives, etc.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
39. • Output:
• 1-Project Scope Statement:
It Describes :
What will do in the project
what ‘s not in scope of the project
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
42. • Fourth Process: Create WBS
Work
work refers to work products or deliverables that are
the result of doing certain efforts
Breakdown.
Division into parts or categories
Structure
Something arranged in a definite pattern of
organization. Patten means نموذج-نمط-اسلوب-
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
43. • Fourth Process: Create WBS
( Planning Process Group)
1. The process of subdividing project deliverables and project
work into smaller , more manageable components
2. the WBS provides a clear vision of the work of the project.
3. The WBS divides the project scope into hierarchical,
manageable, definable packages of work that balance the
control needs of management with an appropriate and
effective level of detailed project data.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
44. Fourth Process: Create WBS
• Example : WBS for Construction of a Bicycle
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
Project Scope Management
46. • Tools & Techniques: Decomposition:
Yes we need to
decompose to facilitate
managing the project but
till which point we will
decompose
You break down till reach Work package, which the
lowest part of WBS which represent a deliverable where
,from the work package you can get a good description
about the work that need to be performed. Also take care
that the work-package consist of several activity but itself
it’s not an activity
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
47. • Output: 1- WBS
•WBS is the graphical picture of hierarchy of the
project
•Identifies all deliverables to be completed , if not in
the WBS,it’s not part of the project
•Should exist for every project
•Do not show interdependcies
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
48. • Output: 1-Different form of presentation of WBS
Outline View Tabular View
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
Project Scope Management
49. • Output: 1-Different form of presentation of WBS
Tree Structure WBS Centralized Tree
Structure
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
Project Scope Management
50. • Output WBS:
• Importance of the WBS
Defines all the work of the project, and only the work of the
project, thereby clarifying the project scope
● Get team members to ensure buy-in
● Provides the baseline for subsequent change control
● Is a primary input to other project management processes—
for example, resource planning, cost estimating, schedule
development, and risk identification
● Provides the framework for project control, performance
monitoring, Control Scope Creep
Can be used as Communication Tool
● Ensures that every one in the project understand well his
responsibilities and work package is requested to perform
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
51. Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
● Incomplete project definition leading to ongoing project extensions
● Unclear work assignments, goals, objectives, or deliverables
● Scope creep or unmanageable, frequently changing scope
● Budget overrun
● Missed deadlines on scheduled deliverables, or timeline slippage
● Unusable new product or feature
● Failure to deliver on some elements of project scope.
Project Scope Management
52. • Output:2- WBS Dictionary
• It provides description of the work to be done for each work package and helps to make sure that a project team understand
what has to be done exactly to prevent scope creep, The WBS dictionary is a document that supports the WBS.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
53. • Output :Scope Base Line
The scope baseline is the approved version of a scope statement, work breakdown
structure (WBS), and its associated WBS dictionary,. It is a component of the project
management plan
. It could be changed only through formal change control procedures .
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
54. • Fifth Process: Validate Scope
• ( Control& Monitor Process Group )
To get formal acceptance to completed
project deliverables.
The key benefit of this process is that it
brings objectives to the acceptance
process and increase the chance of
final product service or result
acceptance by validating each
deliverables
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
56. • Relation Between Quality Control & Validate Scope
Both Process focus on correctness of the
deliverables the difference who is doing the effort
Quality Control check the product if its’ according to
requirements , standard and accepted
•Validate scope scope based on getting formal
acceptance as customer or sponsor who is the one
who will check the deliverables if it will meet
requirements and satisfied.
•Generally quality control is performed before
validate scope .
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
57. • Sixth Process: Control Scope
( Control& Monitor Process Group )
Process used to :
•Measure Scope performance against
Scope Baseline to see the magnitude of
any variance and decide if corrective
action or preventive action
•Manage the changes and
recommended corrective or preventive
actions are processed through the
perform integrated change control
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®
59. • Establishing Performance Measurements
Variance analysis:
Variance analysis is the investigation of the difference between actual and planned behavior.
Forecasting methods:
Forecasting involves examining the actual project performance data to date and making
predictions about future project performance based on this data.
Communication methods:
Communication methods in this process include status review meetings.
Reporting systems
Reporting systems are used to record, store, and distribute information about the project,including cost, schedule progress, and
performance information.
Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®