DAT #3 — Project Scope Management & Project Time Management

This is 5+6 videos of the series:

  • Project Scope Management.
  • Project Time Management.

Project Scope Management

It’s probably is the most important one of all Areas of Knowledge, because Scope defines the Base against which the other Areas are delivered.

It defines what it’s the project is going to accomplish and then the other Areas of Knowledge >>> defines time to deliver, budget, HR…

What it’s?

  1. Collect Requirements: what it’s that the business want, starts from Charter and evolve to give us better more complete of the requirements. i.e The Scope.
  2. Defines Scope: what it’s, is not delivered.
  3. Create WBS (the definition of Deliverables).
  4. Verify the Scope (ensuring the acceptance of the scope).
  5. Control Scope (to ensure all requirement required to complete the project is accomplished).

Collect Requiremetns

With Project Charter we begin to collect requirements.

Project Charter >>evolve>> elaborate to have a solid requirements >> solid Scope >> solid Project.

How we collect Requirements?

  • Interviews with key business users, workshops, brainstorming sessions…
  • All what it take to understand what the business needs.
  • It should be at a level appropriate to Planning, no more nor less.
  • Then we create Requirements Document.

Requirements Document

  • Base lined it and get it Approved from all sponsors.
  • Requirements tractability Matrix (RTM) that allow us to map/trace those high level requirements to details.
  • Identify and define in planning our acceptance and criteria.

Define Scope

Similar to defining requirements, the scope is based on requirements.

  • Clear, concise, unambiguous yet flexible.
  • Identifies Deliverables.
  • Expands on Acceptance Criteria.
  • What is not in the Scope.
  • Assumptions and Constraints.

Create WBS

  • Expanding Deliverables into work packages, take High Level deliverables and break them down into work package.
  • Decomposition = the activity of expanding deliverables into work packages.
  • WBS dictionary: defines of WBS components and definition of what the component is.
  • WBS = Deliverables oriented Hierarchical decomposition of the work.
  • Rolling Wave Planning: decompose some deliverbale into our first wave of planning… (Phase Gate again).

Verify Scope

  • Ensuring Acceptance of Deliverables (does the blue print we present satisfy the expectations?).
  • Ensuring that the right work is done and we will get final acceptance (signature).
  • Inspection of Results.
  • Not Quality Control.

Control Scope

  • Ensure no unauthorized work take place (only the scope is done).
  • Expecting that Change Happens (Integrated Change Management). (Change Request>Approved>WBS>Authorized Work).
  • Variance Analysis of work completed.


Project Time Management

Picks off where Scope Management left.

Takes WBS>further decomposition>Activities.

  1. Define Activities: completed on the Project.
  2. Sequence the Activities.
  3. Identify/Estimate Activity Resources.
  4. Estimate Activity Duration.
  5. Develop Schedule.
  6. Control Schedule.

Define Activities

  • A further decompose of Scope WBS into Actual individual activities to be worked on in the project.
  • We decompose them to the point where it is Estimable.
  • Assigned to Resource.
  • Identify Milestone, key points in the project that we should report status to our stakeholders.
  • Sometimes milestones = Deliverables.
  • Rolling Wave Planning.

Activity Decomposition

Scope WBC > Produce Current Situation review.

Activity Decomposition > we further decompose that down to activities.

Conduct Interview.

Review Documentations.

Sequence Activity

  • Identifies Predecessor/Successor (Logical relationship between activities).

Types of Sequence:

  • Finish to Start.
  • Finish to Finish.
  • Start to Start.
  • Start to Finish.

Network Diagram

leads ad legs.

Different types of dependency. Mandatory vs Discretionary vs External.

Identify/Estimate Activity Resources

  • Types and Quality of people/material/equipment required to complete the activities.
  • Resources Availability (differ due to organization structure).

Estimate Activity Duration

How long it will take to do the activity, in terms of:

  • Elapsed time (5 days).
  • Actual work effort (35 hours).
  • Availability: 8 hours + 50% availability >> 16 hours needed.

Estimate Methods

  1. Analogous Estimate.
  2. Parametric.
  3. PERT (best guess): E = (optimistic + 4 Likely + Pessimistic)/6

Develop Schedule

  • Resources leveling maximizing the utilization of our project.
  • Network Analysis.
  • Critical Path: identify which tasks determine the end date.
  • Use Software, not by hand.

Network Analysis

Control Schedule

We control through many processes:

  • Track Actuals: talk to teams and get the actuals from them
  • Reforcast ETC (how much left).
  • Reschedule (in Software).
  • Variance Analysis (on/ahead/behind schedule).
  • Take corrective actions to the critical path tasks.





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