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Scope & Req's Mgmt / Scheduling
Fichas del conjunto (14)
- 1Scope/Req's Mgmt, Scheduling: Two Breakdown Structures to Define Scope N1.1: Product Breakdown Structure (PBS) - Delivery Components, Hierarchy, Revisited - Excl Details, Inc Externals, Qual Criteria - S/Holder Alignment, Baselined, WBSThe PBS shows what will be delivered, ID'ing components required to deliver the project and the hierarchy in which those components need to be executed, excluding tasks, activities and R&Rs.
At the top: the project output.
Next level down: the parent group of components that make up the top level.
Next level down: the parents group components expanded into child groups
And so on until the level of the individual products is reached.
This includes ‘external’ or products outside of the project.
The PBS may contain ‘Intermediate’, ‘enabling’ or 'sub-assembly’ criteria. Each component has defined acceptance criteria & quality control methods.
Where end product uncertainty exists, provision must be made for revisiting the PBS & WBS in the project life cycle.
Should be circulated with stakeholders ensuring alignment & firm agreement the PBS has ID'd the req's & meets their expectations of what is to be delivered.
Agreement results in the PBS being baselined, providing assurance the subsequent WBS will be robust & valid. - 2Scope/Req's Mgmt, Scheduling: Two Breakdown Structures to Define Scope N1.2: Work Breakdown Structure (WBS( - Granular Hierarchy, Work Packages, - Out of Scope, Verification - Planning Activities, Iterative DifferencesDerived directly from PBS, breaking components down to tasks & activities.
It is a granular ‘tree’ defining all req's to lowest level to deliver the final end product. Work packages of activities are defined allowing estimating, scheduling & resourcing to deliver the req'd scope.
S/holders should advise Out of Scope items (PM to document). Prevents risk of later misunderstanding, change requests, issues or risks arising as a result of incomplete scope definition, impacting time & cost growth and benefit reduction.
Scope verification continues across the lifecycle ensuring the project is still relevant, managed, controlled effectively and on target to deliver in line with the PMP, B/Case thus bus strategy, only stopping after handover completion.
In an ITERATIVE cycle, the most important elements will be prioritised and translated to a target scope to be executed within a timeboxed period and defined resources.
Subsequent iterations may alter the scope based on experience & evolving priorities. - 3Scope/Req's Mgmt, Scheduling: Three Config Mgmt Activities to Manage Scope N2.2: Identification - Configuration Items, Collaboration - Characteristics & Relationships, Baselined - Tracking & Monitoring, Scope CreepConfiguration items (components and deliverables) are ID'd & documented.
The PM, in collab with team, define the characteristics and relationships of these configuration items, creating a baseline for the project scope.
This baseline serves as a reference point for tracking changes and monitoring progress throughout the project's life cycle.
By clearly ID'ing and documenting the config items, the PM can effectively manage the scope preventing scope creep, which occurs when the project's scope expands without proper control or approval. - 4Scope/Req's Mgmt, Scheduling: Three Config Mgmt Activities to Manage Scope N2.2: ControlConfiguration control involves managing and controlling changes to the configuration items and ensuring that any proposed changes are reviewed, assessed, and approved before implementation. This step includes establishing a formal change control process, which typically involves submitting change requests, evaluating the impact of proposed changes on the project scope, schedule, and budget, and obtaining necessary approvals from relevant stakeholders or change control boards. By maintaining strict control over changes to the project's configuration items, the project manager can effectively manage the project scope, minimise risks associated with scope creep, and ensure that the project stays on track to meet its objectives.
- 5Scope/Req's Mgmt, Scheduling: Three Config Mgmt Activities to Manage Scope N2.3: Status Accounting - Records & Reports; Deliverable, Configuration Info - Traceability & Tracking - Config RecordProvides records and reports relating to a deliverable and its configuration information.
Enables traceability of config items throughout their development.
The config record provides an updated account of the item status, showing all changes to the current reference point, when these changes were made and who has taken responsibility for creating the latest version. - 6Scope/Req's Mgmt, Scheduling: Three Config Mgmt Activities to Manage Scope N2.4: Verification Audit - Deliverable vs Configuration - Minimum: Lifecycle Phase End - Throughout, Change, In LineDetermines whether a deliverable conforms to its req's & config info.
Minimum: verification audit is undertaken at the end of a life cycle phase, when a deliverable is finished, or at the point of transitioning the output into use
Audits could be carried out throughout the life cycle during change control to ensure mgmt products were being used in line with their current conf status. - 7Scope/Req's Mgmt, Scheduling: Three Benefits of Using a GANTT Chart N3.1: Progress to Time - Visual Overview, - Sequential Vs Concurrent, Critical Path - Lagging, Course Correct, PrioritisationVisual representation of tasks, activities, days, weeks, months, task ownership across the whole lifecycle.
Enables a swift, effective overview of progression, tasks start/stop, overlap opportunities without impacting other tasks, thus reducing overall time, or dependencies potentially contributing to the critical path.
It ID's where the project is lagging on time and task area, enabling course correct assessments.
Encourages better time mgmt by focussing on prioritised tasks at hand. - 8Scope/Req's Mgmt, Scheduling: Three Benefits of Using a GANTT Chart N3.2: Communication to Collaboration - Absolute Clarity, Team Buy-In, Success - Transparency, Accountability, Gaps - Cornerstone, LockstepAbsolute clarity on status, tasks, assignments and timely progression.
Built following WBS completion, team-wide contribution and buy-in/alignment to Gantt Chart as a tool for delivering success.
Collab when building the Gantt chart ensures transparency, shares awareness of SMEs R&Rs & collaboration gaps with other workstreams.
Strengthen accountability, drive timely deliverables and are the cornerstone of routine team calls & comms.
For remote/hybrid teams a good Gantt chart enables the team to be in lockstep as they move through the project. - 9Scope/Req's Mgmt, Scheduling: Three Benefits of Using a GANTT Chart N3.3: -Resource - Dependencies, Compression - Workloads & Cultures, - Matrix Org, PMO OverviewShow resource dependencies, possible compression/conflict areas over a sustained period of time.
Enables team mgrs & PM to ensure resources are not overstretched, putting the project or team member under strain thus adding risk to the project (rushed work/lower quality; late completion/time impact).
With dispersed teams GANTTS can also take into account different cultures' calendars.
A Matrix org structure will have SMEs working across multiple projects. A Gantt chart at PMO level will clearly identify overlap for multiple projects creating workload pressure points for multiple projects. - 10Scope/Req's Mgmt, Scheduling: Two Considerations Between When Choosing Levelling & Smoothing N4.1: Levelling = Resource Constraints - NOT Exceed Resources - Rebalancing, Extending, Sequencing - Creation: Inc C/Path; Mid: Change C/PathIt forces the work to NOT exceed the resources available.
Requires resource allocation to be rebalanced across the project, primarily by redistributing resources to eliminate over-resourcing at any point.
Levelling results in extending a timeline and changes to the schedule including delaying tasks, changing task durations or sequencing.
If levelling is needed at creation this can be taken into account at the Critical Path creation & expectations managed accordingly.
If levelling is required mid-project, the C/Path will need to be updated and could lead to plans needing to be replanned ie: resources reallocated to the new C/Path priorities, or reprioritising how risks/issues/change requests were going to be handled. - 11Scope/Req's Mgmt, Scheduling: Two Considerations Between When Choosing Levelling & Smoothing N4.2: Smoothing= Using Resources Variably - NOT Exceed End Date - Within Schedule, Resource Optimisation, Critical Tasks - Fluctuations, High Change, Comms, AssuranceSmoothing is used when the end date (time) is the more important factor.
Uses resources in a variable manner over a project WITHOUT impacting the C/Path or extending overall duration.
Applied within the existing schedule, to projects w/ flexible resource constraints, where the focus is on optimising resources over completion date,
maintaining C/Path, ensuring deadlines not affected.
Priority focus on critical tasks and lesser priority on non-critical/non urgent tasks.
Aims to minimise resource fluctuations while ensuring efficient allocation.
Require a lot of change resulting in high levels of moving resource, reprioritising tasks and ensuring the comms plan remains effective as high levels of change may result in confusion, thus a reduction in Stakeholder assurance. - 12Scope/Req's Mgmt, Scheduling: Three Activities to Create/Maintain a Schedule N5.1: GANTT Chart - Sequenced, Lifecycle - Milestones/C/Path, Overlap - Early Dependencies, ConflictsContains sequenced tasks, dependencies, duration & task ownership across the project lifecycle.
Shows task's start/end, ID'ing Milestones, C/Path, overlap opportunities w/out impacting the importance of key activities.
Shows resource dependencies or conflicts early enabling pre-active resolution or decision making. - 13Scope/Req's Mgmt, Scheduling: Three Activities to Create/Maintain a Schedule N5.2: Critical Path - Shortest Time Required - Focus, Necessary Tasks, Impacts - Optimal LengthShortest time required to complete all activities in a logical order, emphasising tasks and activities required, without flex/wriggle room.
Tracking the C/Path maintains focus on achieving the tasks necessary for completion, maintaining attention to risks or issues that may impact it.
Creation of the C/Path identifies where some tasks may need to be rearranged should the first draft be too long; reordering tasks may result in a more acceptable and achievable outcome. - 14Scope/Req's Mgmt, Scheduling: Three Activities to Create/Maintain a Schedule N5.3: Milestones - Deadline Criteria, Logical Grouping - Motivation, Alignment - Reviews, Monitor, ValidityRepresent times, events or phases of a project that need to be met to maintain the project to final completion and delivery.
Motivate and align the project team enabling transparency on progress and priorities and enable the PM to monitor progress and identify important dates.
Organise tasks into logical groups, providing suitable points at which to review the project progress.
Providing stakeholders with progress vs target overview inc PM's opportunity to check the project remains valid and in line with b/strategy.
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- PMQ long flash cards Fichas sobre Scope & Req's Mgmt / Scheduling, creado por Anna Farrow el 31/01/2024.
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- Anna Farrow
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- Creado por Anna Farrow · 30 ene 2024
- Copiado por Anna Farrow · 31 ene 2024
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