Online Project management Training in Melbourne Australia
Project management is one of the hottest courses going around at the moment. One of the questions that always comes up when studying project management in Australia is what type of material is covered and what type of questions are covered when studying online project management course more infomration on the course
What detail (components) should be included in a scope management plan?
The scope management plan provides the scope framework for this project. The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled and verified. It is created during the project’s planning process phase and is considered a component of the project management plan.
The components in a scope management plan includes:
- The requirements
- Budget and projections
- Payment plan
- Scope statement
- Work breakdown structure (WBS)
- WBS dictionary
- Roles and responsibilities of those involved
- Resources and procurement plan
- Sponsor acceptance
- Scope control
List and describe 4 factors likely to impact project scope that might act as a trigger for a change request.
A change request is a document containing a call for an adjustment of a system and it is of great importance in the change management process. A change request is declarative but it leaves out how the change should be carried out.
The 4 factors likely to impact project scope that might act as a trigger for a change request can be:
- New laws enacted which the project will now need to adhere to
- A risk has been identified and the project will now need to address and either eliminate or minimise the risk
- An error has occurred which has or will cause the project to run into lengthy delays
- Client or management changes the requirements or has changed the deliverables of the project
What form can change control procedures take?
Change control is a systematic approach to managing all changes to a project. The purpose is to ensure that no unnecessary changes are made and that all changes are documented, that services are not unnecessarily disrupted and that resources are used efficiently.
Change control procedures can come in the form of:
- Contracts or a memorandum of understanding
- Plans, schedules, statements, directives, guidelines and instructions
- Financing, construction or manufacturing What scope control methods can be used to measure work outcomes or progress against plans?
Scope control is one of the keys to effective project management. It is the process of managing changes in projects and consists of the project scope and if applicable, the product scope.
Scope control methods that can be used to measure work outcomes or progress against plans are:
- Using the Work Breakdown Structure
- Using Gantt charts
- Evaluating performance reports
- Referring to the scope management plan or project scope statement and comparing them to the current status of the project
What is the process for segmenting and documenting a work breakdown structure?
A Work Breakdown Structure is a fundamental project management technique for defining and organising the total scope of a project using a hierarchical tree structure.
The process for segmenting and documenting a work breakdown structure is known as decomposition. Decomposition is part of creating the Work Breakdown Structure which forms part of the project scope and scope management plan. Decomposition enables bite sized portions which can be used to accurately plan, schedule and budget for tasks that need to be accomplished.
The Work Breakdown Structures helps in the preparation of a good project scope statement which is essential to the success of the project and it builds upon the deliverables, assumptions and constraints that is documented during the project initiation stage.
Scope creep is a potential problem in project scope management. What is scope creep and how might it be caused?
Scope creep, also called requirement creep or kitchen sink syndrome in project management refers to changes, continuous or uncontrolled growth in a project’s scope at any point after the project has commenced. This causes the project to stray away from its original purpose, timeline and budget and may require much more work than anticipated.
Scope creep can occur when the scope of a project has not been properly defined, documented or controlled including poorly detailed project scope statement, poor project management requirements, poor control of the project by the project manager, indecisive project stakeholders, too many project stakeholders who have differing priorities and objectives.
Explain the procedures that can be followed when reporting scope change.
A simple scope change procedure that you can follow is:
Throughout the process, it is important to ensure that all communications for scope change status and resolution to project team members and other stakeholders are detailed. This is usually done by attaching the current Scope Change log to the status reports. This also helps manage expectations and shows how approved scope change requests are impacting the project end date and budget.
- Solicit potential scope change requests from any project stakeholder including the project team, clients, sponsors, etc.
- Smaller projects can document the scope change in a short form or an e-mail. For larger projects, the scope change request should be formally documented using a Scope Change Request Form. The important thing is that you need to document the scope change in writing. Don’t act on scope change requests received verbally.
- Enter the request into the Scope Change Log for tracking purposes.
- The person making the scope change request should define the business value to the project so that it can help the sponsor make a decision on the requested change.
- The project manager will then assign the scope change request to a team member for further investigation. The team member will first determine how much time it will take to investigate the scope change request. If the time required to perform the analysis will cause deliverable dates to be extended, the request must first be taken to the sponsor to determine whether the request should be investigated or not. If the sponsor gives the initial approval to proceed, the workplan and budget may need to be updated to reflect this new work. If the sponsor does not agree to investigate the change request, then the request should be placed as ‘not approved’ on the Scope Change log.
- Take the scope change request and investigation findings to the sponsor for consideration.
- Document the course of action.
- Document the resolution briefly on the Scope Change log. If the sponsor does not agree to the change request, then the request should be closed as ‘not approved’ on the Scope Change log.
- If the scope change request is approved, the appropriate activities are added to the workplan to ensure the change is implemented. The project budget should also be updated if necessary.
- The current project definition should be updated if an approved scope change results in a substantial change to the project.
Describe scope management including why it is important in the life cycle of a project.
The project management life cycle has five phases – initiation, planning, execution, monitoring and control, and closure. Scope management defines and controls the requirements and parameters of a project and is important to the life cycle of the project as it involves the processes required to ensure that a project scope control includes all of the work required to achieve the deliverables.
The project initiation is the first phase of the project lifecycle. This is where the project’s value and feasibility are measured. Project managers typically use two evaluation tools to decide whether or not to pursue a project. Teams abandon proposed projects that are labelled as unprofitable and/or unfeasible. However, projects that pass these two tests can be assigned to a project team.
Once the project receives the green light, it needs a solid plan to guide the team as well as keep them on time and on budget. A well-written project plan gives guidance for obtaining resources, acquiring financing and procuring the required materials. The project plan gives the team direction for producing quality outputs, handling risk, creating acceptance, communicating benefits to stakeholders and managing suppliers. The project plan also prepares the teams for the obstacles they might encounter over the course of the project, and helps them understand the cost, scope and timeframe of the project.
Then comes the execution phase, where it is all about building deliverables that satisfies the client. Project managers make this happen by allocating resources and keeping team members focused on their assigned tasks. Execution relies heavily on the planning phase and the work and efforts of the team during the execution phase is derived from the project plan.
After the execution phase has started, it is important to monitor and control the project to track its progress. To guarantee the deliverables as promised, on time and on budget, teams must monitor tasks to prevent scope creep, calculate key performance indicators and track variations from the allotted cost and time. This constant vigilance helps keep the project moving ahead smoothly.
Once the deliverables have been delivered, the team must evaluate and document the project before moving on to the next one, using previous project errors and successes to build stronger processes and projects in the future.
The scope management document would detail all of the above to ensure a successful project.
Describe the tools and techniques that are involved in managing scope.
Scope management is the process in which outputs, outcomes and benefits are identified, defined and controlled. Scope management techniques enable project managers and supervisors to allocate just the right amount of work necessary to successfully complete a project, that is controlling what is and what is not part of the project’s scope.
The tools and techniques involved in managing scope can include:
- Identifying the specific activities and milestones of the project so that it is clear what needs to be done to achieve the deliverables on time and on budget
- Determining the proper sequence of activities using the Work Breakdown Structure so that the exact timeline and the priority of the activity is clear
- Stakeholder consultation to ensure that the requirements and deliverables of the project is properly identified and agreed to and this can be done through face-to-face meetings and interviews, conducting focus groups, surveys, questionnaires and observations
- Project analysis to ensure that thorough investigations and research has been done prior to the execution phase to determine the risks, the activities, the costs, the timeline, the viability and the feasibility of the project
Describe the project manager’s role in collecting requirements in relation to project planning and managing scope.
Essentially, the project manager is accountable for the success or failure of a project. They are responsible for the clarifying of the requirements by the client or management, the planning, the budgeting, to oversee, to lead and manage, as well as document all aspects of the project which is defined in the project scope and detailed in the project planning and scope management documents.
On top of the above-mentioned responsibilities, as part of managing scope, they are also responsible for developing the project plan and requirements with their team and responsible for their team’s performance on the project activities; status reporting, risk identification and management; communication and the resolution of issues that arise to ensure that the deliverables are delivered on time and on or under budget.
What can be included in project initiation or requirements document?
The following can be included in the project initiation or requirements document:
- The business need
- Project objectives
- The requirements and deliverables
- The parameters of the project
- Impacts on the rest of the organisation or industry
- Training needs
- Risks, assumptions and constraints