PROJECT INITIATION & SCOPE

MANAGEMENT
TRANSCULTURAL
PROJECT MANAGEMENT
Process Group Output (outcomes)

INITIATION Complete project charter, complete a business case (the need for the project)

PLANNING Complete project scope, schedule, cost, quality, procurement plans

Work breakdown structure (WBS)
Revise plans, Ensure the plans address organization needs
EXECUTION Take the actions necessary to complete the work described in planning, deliver the actual
work of the project, perform quality assurance
MONITORING & Monitor deviations from the plans, take corrective actions to match progress with the
CONTROLLING plans, measure progress toward project objectives, ensure that deliverable are being
completed and objectives are being met in terms of scope, cost, time, and quality, complete
performance report
CLOSING Close contracts, Archive files, Gain acceptance for project results,
Report lessons learned
 RELATIONSHIP BETWEEN PROJECT
MANAGEMENT PROCESS GROUPS

Initiating Planning
Process Group Process Group

Monitoring &
Executing Closing
Controlling
Process Group Process Group
Process Group
Process Groups and Project Phases
 PROJECT MANAGEMENT
FRAMEWORK
• Enterprise Environmental Factors
• Company culture and existing systems
• Inputs to many processes (initiating and planning process groups)
• Automated tools, scheduling software, historical data storage
• Involves the gathering, integrating and disseminating of the
outputs of all project management processes
 PROJECT MANAGEMENT
FRAMEWORK
• Organizational Process Assets
• Existing processes and procedures
• Corporate Knowledge Base : historical information and lessons learned
• Inputs into the majority of processes in all project management process
groups
• Provide direction and guidance in planning
Initiating a Project
Project Initiation sets the foundation for planning and executing a
successful project.
Failure to initiate is potentially a huge problem! it’s like building a
house without a foundation.
Do not spare time and efforts in properly initiating a project!
Initiating processes
Defining and authorizing the project Facilitate the resolution of conflicting
Prepare project charter and seek formal objectives
approval Determine high level risks, constraints,
Develop Stakeholder Register assumptions

Determine if the project is worth continuing, Identify high level deliverables & WBS
should be redirected, or canceled Identify project and product objectives
Examine/Re-examine the business need for Determine OPAs and EEAs
the project
High level budget estimate and
Select the PM and determine the level of schedule/milestones
authority
Determine the project team
Determine strategic alignment/fit/business
case Determine the quality and success criteria
Initiating a Project
Activities to Initiate a Project:
1. The Business Case
2. The Feasibility Study of the project
3. Create a Project Charter
4. Identify and analyze key project stakeholders
5. Collect initial project requirements
The Business Case
The business case records the justification for starting a project. It
describes the benefits, costs and impact, plus a calculation of the
financial case.
It is commonly used for decision making by managers or executives
above the project level (PMI, 2013).
The Project Manager is usually not included in development of the
business case; however, the project manager uses the business case
as input into the initiation and many planning processes.
The Business Case
Most projects are selected after financial analysis and the business
value added by the project, for example:
Return on Investment (ROI), Net Present Value (NPV) of the
Investment, Payback Period, Internal Rate of Return (IRR), Benefit
Cost Ration (BCR) etc.
For social and other not-for-profit organizations nonmonetary
factors may be considered in justifying a project. Social, cultural and
environmental benefits may be used to justify the project.
The Feasibility Study
Is the project feasible?
This is a question that should be asked at the beginning of any
project. The Project Manager should be able to answer this question
with confidence after an assessment of the project’s high-level
scope, risks, required resources, etc.
The Project Charter
According to the PMI (2013), the Project Charter is a document that
formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources
to project activities.
The project charter establishes a partnership between the
performing and requesting organizations. In the case of external
projects, a formal contract is typically the preferred way to establish
an agreement (PMI, 2013,p.67).
Discussion Question: Identify and describe the contents or
components of the Project Charter?
The Project Charter
The project charter records the existence of the project, and it
authorizes the project manager to proceed with the project and use
organizational resources to achieve project objectives.
Facilitation and data gathering techniques used for developing a
project charter: Meeting, Brainstorming, Focus Group,
Questionnaires, Interviews, Reviewing the Business Case.

Discussion Question: What are the likely problems of not having a

project charter for your project?
Identification and Analysis of Key Project
Stakeholders
Stakeholders have significant impact on project success. Moving
early into identification and analysis of stakeholders will help
reinforce project success.
Negatively impacted stakeholders can impede project success by
their actions.
Stakeholders provide valuable information and feedback for project
planning, execution, monitoring and controlling and closing, and
eventual success of the project.
Stakeholders should be identified early and should be continuously
engaged throughout the life of the project.
Collection of Initial Project Requirements
Initial requirements can be collected in the initiation phase.
Requirements- expectations, features and functions, capabilities etc.
The Statement of Work (SOW), Business Case, Agreements,
Contracts and other existing project documents are good sources to
collect high-level requirements.
Initial discussions and interviews with stakeholders can help with
gathering initial requirements.
Project Scope Management
Project Scope Management -ensures 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.(PMI,
2013, pg.105).
The project scope is what the project will accomplish or the work to
be done to accomplish the desired output.
The product scope is the function, features and characteristics of the
final output.
Planning Scope

Figure 5. It is easy to misinterpret project and product requirements!

Project Scope Management Processes
Scope planning: Deciding how the scope will be defined,
verified, and controlled.
Scope definition: Reviewing the project charter and
preliminary scope statement and adding more information
as requirements are developed and change requests are
approved.
Creating the WBS: Subdividing the major project
deliverables into smaller, more manageable components.
Scope verification: Formalizing acceptance of the project
scope.
Scope control: Controlling changes to project scope.
20
Project Scope Management
The project management team should move into scope planning
process after completion of initiation processes.
Scope planning should be an inclusive process; stakeholders should
be included in planning process.
The project sponsor should approve the project scope or sign off on
the project scope.
.
Project Scope Management
One of the leading causes for project failures is poor management of
the project scope. The project scope is king! (Vandersleen, 2009).
Before doing any project work, properly define the project scope and
ensure that you do not stray from this scope baseline during the
implementation phase of the project.
Scope management is to prevent ‘scope creep ‘ or gold platting .
Project scope management includes the processes involved in defining
and controlling what is or is not included in a project.
Planning Scope
Reach out to stakeholders and clients very early during the project life cycle to
collect and better understand their requirements. This can be done through
workshop, interviews, surveys, questionnaires, building a prototype, user
stories, etc.
Ask stakeholders about their expectations of the project deliverables and the
final product.
Go out and interact with stakeholders with the intention to gather and clarify
requirements (Ramdayal, 2021).
Creation of the WBS is a valuable process in scope planning.
The WBS is a major input into most of the other planning and controlling
processes.
Creating the Work Breakdown Structure (WBS)

A WBS is a deliverable-oriented grouping of the work involved in a

project that defines the total scope of the project.

A WBS is a foundation document that provides the basis for

planning and managing project schedules, costs, resources, and
changes.

Decomposition is subdividing project deliverables into smaller

pieces.

24
 Figure 5-1. Sample Intranet WBS
Organized by Product

25
 Figure 5-2. Sample Intranet WBS
Organized by Phase

26
Table 5-3. Intranet WBS in Tabular Form

1.0 Concept
1.1 Evaluate current systems
1.2 Define requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
27
Figure 5-6. Resulting WBS in Chart Form

28
Scope Verification
It is very difficult to create a good scope statement and WBS for a
project.
It is even more difficult to verify project scope and minimize scope
changes.
Many IT projects suffer from scope creep and poor scope verification

29
Controlling Scope
Before you take a deliverable or out to the customer for acceptance,
ensure that the deliverable is correct- Quality accepted!
Meet with the project customer or stakeholder and get him/her to
formally accept the project deliverables.
This includes verification of scope, getting a written acceptance of
the deliverables and requesting feedback on the work performed
(Warner, 2010). This process must occur before closing the phase or
project.
Controlling Scope
Identify the variances to project scope, determine the root causes
for the variances, request changes for preventative and corrective
actions, and defect repairs. Update project documents and re-
baseline the project scope, if necessary.

Discussion Question #11: You are the project manager of a

construction project. One of the team members come to you with
the idea which involves a little extra work but will result in 20%
less cost. What will be the BEST way for you to do?
Components of Scope Document
Business objectives
Product description (objectives, deliverables, end conditions)
Project objectives
Constraints
Exclusions
Assumptions
Resources
Stakeholders
Boundaries
SCOPE CREEP

SCOPE CREEP IS ANY AMENDMENT TO THE SCOPE OF

A PROJECT THAT HAS PREVIOUSLY BEEN AUTHORIZED;
IT REPRESENTS A CHANGE IN PROJECT OBJECTIVES.
Scope Creep
Results from:
 Initial requirements poorly defined
 Constant changes due to shifting business/legal requirements
 User not involved in the early stages
 No user involvement in project decisions
 Not managing user expectations
CAUSES OF SCOPE CREEP
Unclear Project Scope
Poor Communication
A Weak Project Manager
The Unknown
Placating Conflict
Intentional
Uncontrollable Factors
IMPACTS OF SCOPE CREEP
NEGATIVES
COST OVERUN
DELAY IN PROJECT COMPLETION
REDUCED QUALITY
LOSS OF TEAM MOTIVATION
CLIENT DISSATISFACTION
IMPACTS OF SCOPE CREEP
POSITIVES
ENHANCED QUALITY
NEW OPPORTUNITIES
NEW PRODUCTS
INCREASE IN RETURN OF INVESTMENT
STAKEHOLDER/CLIENT SATISFACTION
ENHANCED REPUTATION
HOW CAN WE MANAGE SCOPE CREEP
Clearly Defined Project Scope
Define and prioritize both the requirements and the deliverables
Set achievable goals
Involve stakeholders at the planning stage
Create a contract
Introduce a formal Change Management Process
Do an impact analysis and attach a cost and time for the change
Contingency allowance
Schedule regular meetings
Q&A/Discussion
Suggested Readings
1. Barakat, M. (2012, March 20). Work Breakdown Structure Made Easy. Retrieved November
15, 2021, from Project Smart website: https://www.projectsmart.co.uk/work-breakdown-
structure/work-breakdown-structure-made-easy.php

2. Darter, K. (2016, January 23). But Is It Feasible? - How to Confidently Assess Project
Feasibility. Retrieved November 15, 2021, from Project Smart website:
https://www.projectsmart.co.uk/requirements-management/but-is-it-feasible-how-to-
confidently-assess-project-feasibility.php

3. Embden-Peterson, C. (2010, December 10). The Meat of a Business Case. Retrieved

November 15, 2021, from Project Smart website:
https://www.projectsmart.co.uk/business-case/the-meat-of-a-business-case.php
Suggested Readings
4. Haughey, D. (2014, February 9). Work Breakdown Structure 101. Retrieved November 15,
2021, from Project Smart website: https://www.projectsmart.co.uk/work-breakdown-
structure/work-breakdown-structure-101.php

5. iZenBridge Consultancy Pvt Ltd. (2018). Project Management Professional (PMP) | Create
WBS | Project Scope Management. Retrieved from
https://www.youtube.com/watch?v=qf2besPT22w

6. Vandersleen, C. (2009, November 29). Project Scope is King. Retrieved November 15, 2021,
from Project Smart website: https://www.projectsmart.co.uk/scope-management/project-
scope-is-king.php
Suggested Readings
7. Warner, J. (2010, October 23). Best Practices for Scope Management. Retrieved November
15, 2021, from Project Smart website: https://www.projectsmart.co.uk/scope-
management/best-practices-for-scope-management.php

8. Watt, A. (2014a, August 15). Project Initiation – Project Management. Retrieved from
Opentextbc.ca website: https://opentextbc.ca/projectmanagement/chapter/chapter-7-
project-initiation-project-management/

9. Watt, A. (2014b, August 15). Scope Planning – Project Management. Retrieved from
Opentextbc.ca website: https://opentextbc.ca/projectmanagement/chapter/chapter-9-
scope-planning-project-management/
References
Barakat, M. (2012, March 20). Work Breakdown Structure Made Easy. Retrieved November 15,
2021, from Project Smart website: https://www.projectsmart.co.uk/work-breakdown-
structure/work-breakdown-structure-made-easy.php
Darter, K. (2016, January 23). But Is It Feasible? - How to Confidently Assess Project Feasibility.
Retrieved November 15, 2021, from Project Smart website:
https://www.projectsmart.co.uk/requirements-management/but-is-it-feasible-how-to-
confidently-assess-project-feasibility.php
Embden-Peterson, C. (2010, December 10). The Meat of a Business Case. Retrieved November
15, 2021, from Project Smart website: https://www.projectsmart.co.uk/business-
case/the-meat-of-a-business-case.php
References
•Haughey, D. (2014, February 9). Work Breakdown Structure 101. Retrieved November 15, 2021,
from Project Smart website: https://www.projectsmart.co.uk/work-breakdown-
structure/work-breakdown-structure-101.php
•iZenBridge Consultancy Pvt Ltd. (2018). Project Management Professional (PMP) | Create WBS |
Project Scope Management. Retrieved from
https://www.youtube.com/watch?v=qf2besPT22w
•Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge:
PMBOK Guide (5th ed.). Newtown Square, Pennsylvania: Project Management Institute.
•Project Management Institute. (2017). A guide to the Project Management Body of Knowledge:
(PMBOK® guide) (6th ed.). Newtown Square, Pennsylvania, USA: Project Management
Institute.
References
•Ramdayal, A. N. (2021). PMP® exam prep simplified. New York: Technical Institute Of America.
•Vandersleen, C. (2009, November 29). Project Scope is King. Retrieved November 15, 2021, from
Project Smart website: https://www.projectsmart.co.uk/scope-management/project-
scope-is-king.php
•Warner, J. (2010, October 23). Best Practices for Scope Management. Retrieved November 15,
2021, from Project Smart website: https://www.projectsmart.co.uk/scope-
management/best-practices-for-scope-management.php
•Watt, A. (2014a, August 15). Project Initiation – Project Management. Retrieved from
Opentextbc.ca website: https://opentextbc.ca/projectmanagement/chapter/chapter-7-
project-initiation-project-management/