The document discusses various types of project control systems that project managers can use to track the status of projects and ensure any changes to the project baseline are conducted systematically. It describes configuration control, design control, trend monitoring, document control, acquisition control, and specification control. Solid communication between parties and paying close attention to a project's development are key to effective scope management and project control.

1. SCOPE MANAGEMENT
 Group 2
 Randall Dickey: 5.1
 Peter Frasca: 5.2
 Wendy Grant: 5.3 and 5.6
 Wanda Groves:5.4
 Ricky Erwin: 5.5

2. Scope Reporting
 In the beginning:
 Team and Clients must determine their need for
project updates
 How many, How often, and to whom
 Scope Reporting fulfills to whom gets what and how
often the will receive it.
 How the information will be acquired and
distributed out.

3. SCOPE MANAGEMENT
CHAPTER FIVE
5.1 CONCEPTUAL DEVELOPMENT
5.2 SCOPE STATEMENT
5.3 WORK AUTHORIZATION
5.4 SCOPE REPORTING
5.5 CONTROL SYSTEMS
5.6 PROJECT CLOSEOUT

4. Scope Management
 Understand the importance of scope management
for project success.
 Construct a Work Breakdown Structure for a project.
 Develop a Responsibility Assignment Matrix for a
project.
 Describe the roles of changes and configuration
management in assessing project scope

5. CONCEPTUAL DEVELOPMENT
 Problem Statement
 Information Gathering
 Constraints
 Alternative Analysis
 Project objectives
 Statement of Work

6. CONCEPTUAL DEVELOPMENT
 Problem or Need Statement
Begin with a statement of Goals

7. CONCEPTUAL DEVELOPMENT
 Information Gathering
 Research and gather relevant data

8. CONCEPTUAL DEVELOPMENT
 Constraints
Bring restrictions and client demands

9. CONCEPTUAL DEVELOPMENT
 Alternative Analysis
 More than one solution

10. CONCEPTUAL DEVELOPMENT
 Project Objectives
 Conclude with a clear statement of the final
objectives for the project, let logic flow

11. CONCEPTUAL DEVELOPMENT
 Statement of Work

12. CONCEPTUAL DEVELOPMENT
 The Statement of Work
 Aka: (SOW)
 Detailed narrative description of the work required
for a project.
 This can be highly descriptive or relatively general.
 (RFP) Request for Proposal for a (DOD) Department
of Defense may entail very specific needs.
 (SOW) may specify final requirements without
details.

13. CONCEPTUAL DEVELOPMENT
 Elements in the (SOW)
 Introduction and background
 Problem statement
 Technical description of the project
 Clear analysis and technical capabilities
 Timeline and milestones
 Discuss (ATC)anticipated time to completion
 And the key project deliverables

14. SCOPE MANAGEMENT
 Conceptual Development Summary
 Useful (SOW) should clearly detail the expectations
of the project client, the intended problem of the
project, and the work to complete the tasks of the
project to completion.

15. 5.2 The Scope Statement
THE HEART OF SCOPE
MANAGEMENT

16. Scope Statement
 Reflects the project teams best efforts at creating the
documentation and approval of all important project
parameters prior to proceeding to the development
phase

17. Key Steps in the Scope Statement Process
 Establish the project goal criteria. Criteria include
cost, schedule, performance and deliverables, and
key review and approval “gates” with important
project stakeholders. Deliverables: any
measurable, tangible, verifiable outcome, result, or
item that must be produced to complete a project or
part of a project. Goal criteria serve as the key project
constraints and targets around which a project team
must labor.

18. Developing the Management Plan for the
Project
 Consist of the organizational structure for the
project team, the policies and procedures under
which team members will be expected to
operate, their appropriate job descriptions, and a
well understood reporting structure for each member
of the team. Creates control systems to ensure that
all team members know their roles, their
responsibilities, and professional relationship

19. Establishing a Work Breakdown Structure
(WBS)
 One of the most vital planning mechanisms, the
WBS divides the project into its component sub steps
in order to establish critical interrelationships
among activities. Accurate scheduling can only begin
with an accurate and meaningful WBS. The WBS will
determine the interrelationships among the various
activities within a project. Which steps precede
others, and which are independent of each other.

20. Creating a Scope Baseline
 The scope baseline is a document that provides a
summary description of each component of the
project’s goal, including basic budget and schedule
information for each activity. Creation of the scope
baseline is the final step in the process of
systematically laying out all pre-work information, in
which each sub-routine of the project has been
identified and given its control parameters of cost
and schedule.

21. The Work Breakdown Structure
 The Work Breakdown Structure is a process that sets
a project’s scope by breaking down its overall
mission into a cohesive set of
synchronous, increasingly specific tasks. The
resulting document lays out the individual building
blocks that will construct the project.

22. The Six Main Purposes of the Work
Breakdown Structure
 1. Echoes the project objectives. Given the mission of
the project, the WBS identifies the main work
activities that will be necessary to accomplish this
goal or set of goals.
 2. Organization chart for the project. A WBS offers a
logical structure for a project, identifying the key
tasks and sub-tasks that need attention and he
logical flow between activities.

23. The Six Main Purposes of the Work
Breakdown Structure
 3. Creates the logic for tracking costs, schedule, and
performance specifications for each element in a
project. All project activities identified in the WBS can
be assigned their own budgets and performance
expectations. This is the first step in establishing a
comprehensive method of project control.
 4. Used to communicate project status. Once tasks have
been identified and responsibilities assigned, it can be
determined which tasks are on schedule, which are
critical and pending, and who is responsible for their
status

24. The Six Main Purposes of the Work
Breakdown Structure
 5. Used to improve overall project communication.
The WBS breaks down the project into identifiable
parts, shows how those parts are integrated, and
who is responsible for each component. This
structure inspires communication within the project
team.
 6. Demonstrates how the project will be controlled.
The general structure of the project demonstrates
the key focus that project control will take on. The
WBS gives logic to the control approach and the
most appropriate control methods.

25. The Organization Breakdown Structure
(OBS)
 The organization of the work needed to be performed
into cost control accounts that are assignable to the
various units within the company that are engaged in
performing project activities. OBS allows the company to
define the work to be accomplished and assign it to the
owners of the work packages.
 Work packages are the lowest level in the
WBS, composed of short duration tasks that have a
defined beginning and end, are assigned cost, and
consume some resources.
 The benefit of using an OBS is that it allows for better
initial linking of project activities and their
budgets, either at a departmental level or even more
directly on an individual basis.

26. The Responsibility Assignment Matrix
(RAM)
 The RAM identifies team personnel who will be
directly responsible for each task in the project’s
development ( AKA linear responsibility chart )
 Although the RAM is considered a separate
document, it is developed in conjunction with the
WBS.

27. Benefits of the Responsibility Assignment
Matrix
 Allows the project manager to determine how to best
team people for maximum efficiency.
 Identifies where a person can go for task
support, who should next be notified of task
completion, and any sign-off requirements.
 Allows the project manager to establish a method for
coordinating the work activities of team
members, realizing the efficiencies that take place as
all team members provide support, notification, or
approval for each other’s project responsibilities.

28. Summary
 The Scope Statement
 Key Steps in the Scope Statement Process
 Developing the Management Plan for the project
 Establishing a Work Breakdown Structure (WBS)
 Creating a Scope Baseline
 The Work Breakdown Structure
 The Organization Breakdown Structure (OBS)
 The Responsibility Assignment Matrix (RAM)

29. How to Manage and Maintain
Project Control Systems

30. Executive Summary
ONE OF THE MOST IMPORTANT SYSTEMS
THAT A COMPANY HAS IS THE CONTROL
SYSTEM. CONTROL SYSTEMS ARE VITAL TO
ENSURE THAT ANY CHANGES TO THE
PROJECT’S BASELINE ARE CONDUCTED IN A
SYSTEMATIC AND THOROUGH MANNER.
DURING THIS PRESENTATION I WILL BE
DISCUSSING:
• CONFIGURATION CONTROL
• DESIGN CONTROL
• TREND MONITORING
• DOCUMENT CONTROL
• ACQUISITION CONTROL
• SPECIFICATION CONTROL

31. Summary
Control systems are vital to ensure that any changes to the project
baseline are conducted in a systematic and thorough manner. Project
managers can use a number of types of project control systems to track
the status of their projects. Solid communication between all concerned
parties and paying close attention to the project’s development is a key
element in the scope management of project control.

32. Configuration Control
Configuration control management is a field that focuses on
establishing and maintaining the consistency of a system or a project’s
performance and its functional and physical attributes within its
requirements, design, and operational information throughout its life.

33. Design Control
Design control relates to systems for monitoring the project’s scope, schedule, and costs during the design stage.
Chrysler developed Platform Design Teams (PDTs) , composed of members from functional departments, to ensu
that new automobile designs could be immediately evaluated by experts in engineering, production, and marketin

34. Trend Monitoring
Trend monitoring is the process of tracking the estimated costs, schedules, and
resources needed against those planned. Trend monitoring shows significant
deviations from norms for any of those important project metrics.

35. Document Control
Document control ensures that important documentation is
compiled and disseminated in an orderly and timely fashion.
Document control is a way of making sure that anything contractual
or legal is documented and distributed.

36. Acquisition Control
Acquisition control monitors systems used to acquire necessary project
equipment, materials, or services needed for project development and
implementation.

37. Specification Control
 Specification control ensures that project specifications are prepared
clearly, communicated to all concerned parties, and changed only with
proper authorization

38. Conclusion
One of the most important pieces of advise for project managers and teams is
to establish and maintain a reasonable level of control. Knowing the right
project control system to use and how often to employ them can eliminate
much of the guesswork when dealing with project delays or cost overruns.
Building a level of trust when working together will bring great satisfaction in
the end.