MBA Program
Project Management
Cairo – August 2021
Lectures Prepared by
Dr. Amr A. Elsharkawy
1
Safety Moment
Drinking Water
2
Drinking Water
• 3.7 Liters of fluids a day for men
• 2.7 Liters of fluids a day for woman
Mayo foundation for medical education and research ( MFMER )
3
Scope Management
(Defining the Project)
Lecture 2
4
Learning Objectives
Understand why it is important to establish
project priorities in terms of cost, time, and
performance.
Project Typical phases
Identify key elements of a project scope
statement and understand why a complete
scope statement is critical to project success. 5
CAUTION
Poor scope definition is the major contributing
factor to
Schedule slippage
Cost overruns
All projects’ classification ! 6
Project Typical Phases
1 2 3 4
Execute,
Define Develop Integrate
Monitor
Scope WBS /OBS PMCS
& Change
Initiating & Planning
Executing & Monitoring
The Continuous Loop
7
Project Typical Phases
8
The Project Initiation Stage / Define
Initiation stage is highly instrumental in
project life cycle as it defines the boundaries of
the project and gives clarity to all participants
about the objectives, scope, cost and timescale
of the project.
It sets the baseline for scope, cost and schedule
Identifies the right people to involve
Defines what is /not included in scope
Breaks project into manageable pieces
Defines major project deliverables
Define key project risks
9
The Project Initiation Stage / Define
Triggers,
Goals and
Objectives
Comms Plan
Scope and
and
Deliverables
Assumptions
Milestones ,
Vendors ,
Budget and
Stakeholders
Spending
Constraints,
Risks and
Dependencies
10
Triggers, Goals and Objectives
Understanding the real triggers behind introducing
a project is important in defining the project and
understanding its constraints
Triggers help define the project’s
criticality, priority , deadline , risks
Example project triggers:
Responding to an existing problem (Boing 747)
Fulfilling strategic objective ( New capital )
11
Triggers, Goals and Objectives , cont.
Goals and objectives are statements that describe
what the project will accomplish, or the business
value the project will achieve.
Goals are high level statements that provide
overall context for what the project is trying to
achieve, and should align to business goals.
Objectives are lower level statements that
describe the specific, tangible products and
deliverables that the project will deliver.
12
Triggers, Goals and Objectives , cont.
Objectives need to be well-worded to be
SMART:
Specific,
Measurable,
Attainable/Achievable,
Realistic and
Time-bound.
13
The scope (Magnitude) of project
Project Charter ( Not mandated )
A document authorizing the project manager to
initiate and lead the project. Can contain an
expanded version of scope statement .
Scope Statement ( V. Important )
Also called scope of work
(SOW) , Design Basis Scoping Paper
(DBSP) , Project Scope Definition ( PSD)
16
The Scope (Magnitude) of project , cont.
Purpose of the Scope Statement
1- A definition of the end result of the project , a
product or service for the client
2- To clearly define the deliverable(s) for the end user.
3- To be used by the project owner and participants
as a planning tool and for measuring project success.
17
The Scope (Magnitude) of project , cont.
Scope of a project should remain constant
throughout the life of the job ,otherwise
Change Order applies .
Indistinct Scope, is the most common reasons
for scope changes . (Re-Work Manager )
18
The Scope (Magnitude) of project , cont.
Scope generally increases, but may decrease
due :
Budget cut
Contractors' performance .
The problem with scope changes is that they
tend to be small and incremental, if a number of
them occur, the project budget or / and
schedule may suffer , and this is a fairly
common cause of Project failures.
19
Project Manager & The Scope
Project manager has prime responsibility to:
Maintain the scope in a healthy conditions.
Keep stakeholders informed about the impact of
scope changes on the project.
Protect his/her GM from –ve. scope creep (the
tendency to expand over time ) .
20
Project Scope Management
A subset of project management process that
includes the processes required to ensure
that the project includes all the work required, and
only the work required, to complete the project
successfully. ( PMBOK)
It consists of:
1- Project scope management plan ( PEP ) .
2- Scope change control plan ( CCP ).
21
Project Scope Management
1- Scope management plan. This document
describes how the project team will execute the
scope / project .
2- Scope change control plan . This document
describes how the project team will control changes
over project scope, how scope changes will be
integrated into the project.
22
Project Scope Management
Project scope is about clearly articulating
what is included in your project
and more importantly
what is not included
The main purpose of the scope
definition is to clearly describe the
boundary limits of your project and get
all KEY stakeholders to agree to it.
(Project Definition Rating Index workshop)
23
Describe Project Scope
24
The Project Deliverables
Once the goals / objectives and scope are
defined, the project manager needs to clearly
define the set of deliverables that the project
is expected to achieve.
Deliverables can be either Tangible or
Intangible. For example:
a report, a document or a system upgrade are
considered tangible deliverables.
while deliverables such as “achieving
recognition” or “building capability or human
competence” are intangible.
25
Vendors
When defining the project, if there is a need to
procure services or products from a specific
vendor, the following shall be defined:
- Type of capabilities required , Procurement
strategy
- AVL “list of potential vendors” that
- can provide the service or product
that fulfill the gap in capabilities .
Vendors form part of the Project stakeholders
Vendors are engaged by Contractual
agreements which are supported by Statement of
Work (SoW) that clearly define the role of the
vendor ( PO )
26
Stakeholders
“Individuals and organizations who are actively
involved in the project, or whose interests may be
positively or negatively affected as a result of
project execution or successful project completion”
(Project Management Institute (PMI)).
As a project manager , you are expected to :
• Find your stakeholders early (during initiation)
• Get them involved at the earliest, have your
communication plan ready
• Ask them for help when required
• Inform them about project closure and thank
them
27
Constraints, Risks , Dependencies
Project constraints / Limitations include
anything that may limit the project team ability
to complete the project successfully.
Typically constraints relate to resources, cost,
personnel, schedule, scope or quality. Triggers,
Goals and
Objective
Clearly understanding the project s
Comms Plan
Scope
and
and
Deliverab
constraints is important for the Assumptions
les
project manager to plan around Budget
Initiation
Vendors ,
and Stakehold
Them . Spending Constraints,
Risks and
ers
Milestones
(Dependencie
s)
28
Constraints, Risks & Dependencies
Project risks are areas of concern that may
materialize into issues during the life-cycle of the
project and which may impact the project’s scope,
resources, cost or schedule.
29
Constraints, Risks & Dependencies
Projects are always dependent on
something else or someone else, or other
projects may be dependent on your
project. ( Interfaces / Dependencies)
Managing project dependencies is a core
skill for project managers , Interface
Manager .
30
Milestones , Budget and Spending
Set Project Milestones , critical Path , early
packages and maintain weekly schedule
meeting with the team .
Specified project budget and tracking of actual
expenditures over time is a necessity.
Triggers,
Goals and
Comms
Objective
Plan s Scope
Plan the project cash flow and and
Assumption
and
Deliverab
s les
keep healthy project financials. Initiation
Milestone
s , Budget Vendors ,
and Stakehold
Spending ers
Constraints,
Risks and
(Dependencie
s)
31
Communications Plan
Once all the stakeholders are defined, a project
communication plan needs to be defined. A high
level communication plan is defined in the charter
and detailed during project planning.
A well planned project has a well planned
communication strategy.
Initiation meeting Project advisory
Project kick-off Sponsor meetings
Status reports Audit/Review
Team meetings SC meetings
Target presentations Post project review
32
Conclude The Project Initiation Stage
Project description
Goals , Objectives , and Driving Forces
Scope of Work
Define your resources , Organization / Split of
Work / Project Roles
Major milestones
Key stakeholders .
Key Risks .
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