Project Management 4

Module 2: Project initiation

 Module 2: Project initiation
• After completing this module, you will be able
to:
– Contribute to the identification and co-ordination
of stakeholders, their roles needs and expectations
– Contribute to the identification, description and
analysis of the project needs, expectations,
constraints, assumptions, exclusions, inclusions and
deliverables
– Contribute to preparing and producing inputs to
be used for further planning activities
– Contribute to the monitoring of the achievement of
the project scope
1. CONTRIBUTE TO THE IDENTIFICATION
AND CO-ORDINATION OF STAKEHOLDERS

After completing this outcome, you will be able to:

• Assess components of a given project plan, in terms of
stakeholders, stakeholder needs, expectations and roles,
project deliverables and a format to document and record
information
• Identify a small project and develop the plans in
accordance with correct procedures
• Leadership skills and techniques are selected and used in
the management of the project
• Identify stakeholders of the project
• Explain and record their roles on achievement of project
outcomes
• Document and communicate approved modifications of
stakeholder needs to relevant parties
1.1 Assess the components of
a given project plan
• Project initiation
includes the
following:
– Determining what the
project should
accomplish
– Defining the goal of
the project
– Developing a project

charter
 Project planning
• Often considered the most important step of
the project management process
• Make sure work is done correctly the first
time
Steps within project planning
 1. Write a scope statement
• Defining a project’s scope ensures that
everyone involved in a project understands
what the project is supposed to accomplish
• After writing the scope statement, you can
create the scope management plan. The plan
indicates the following:
– How scope changes will be identified
– How scope changes will be integrated into the
project
– What approval requirements are necessary for
scope changes
 2. Clearly define all activities
• Identify all activities that must be
completed during the project and use them
to create an activity list
• Identify any constraints or dependencies
that affect how or when activities can be
completed
 3. Develop a schedule
• Estimate how long each activity will take
• Construct a project network diagram to
illustrate the sequence in which the
schedule must be completed
• Put dates on the diagram
 4. Determine resource needs
• Determine what resources are needed for
each activity
• Determine in what quantities they are
needed
• Determine at what times they are needed
• Develop a procurement management plan
5. Estimate the project’s cost
• Top-down estimating
– Examines past data from similar projects
– Often based on the manager’s experience
• Bottom-up estimating
– Develops estimates for each activity in the work
breakdown structure then adds estimates to arrive
at an estimate for the total project cost
• Phased estimated
– Breaks projects into phases
– Calculates a separate cost estimate for each phase
 6. Develop a budget
• Assign amounts to each activity based on
cost estimates
• Develop a cost management plan
• Two factors to consider
– Work results
– Performance results
 7. Create a project plan
• A good project plan should:
– Direct how, when and by whom all project
activities should be completed
– Document what decisions are made and why
they are made
– Define standards against which the project and
team members performance is measured
 7. Create a project plan
• Additional actions that need to be performed:
– Define the project’s quality standards and develop a quality
management plan
– Assign roles and responsibilities, which include developing a staff
management plan and acquiring staff for the project team
– Develop a communication system, which includes creating a
communications management plan that will make sure
information is distributed to the right people at the right times in
an appropriate format
– Identify and evaluate the seriousness of potential project risks
– Develop responses to the potential risks, which includes compiling
a risk management plan
– Decide which resources must be procured from outside the
project’s parent company, which includes developing a
procurement plan
– Determine which sources can provided the needed resources for a
project, which includes defining resource requirements, such as
what level of quality is expected for contracted work
 Project plan
1. Project plan
2. Feasibility study
3. Scope management
4. Build methods
5. Execution strategy
6. Work Breakdown Structure
7. Organisational Breakdown Structure
8. Critical Path Method
9. Schedule bar chart
10. Procurement schedule
11. Resource histogram
12. Budgets and project cash flow
13. Communications plan
14. Project quality plan
15. Risk management plan
16. Baseline plan
 1. Project charter
• Officially acknowledges the start of the
project
• Should outline the following:
– The purpose of the project
– The beneficial changes
– Key objectives and the means of achieving them
 2. Feasibility study
• Develops the project charter and project
brief into a project proposal
• Offers a structured approach for
identifying the stakeholders and assessing
their needs
• Reviews close-out reports of previous
projects, together with investigating other
options and alternatives
 3. Scope management
• Defines what the project includes and what
it doesn’t include
• Developed into:
– Bill of materials
– List of drawings
– Specifications
• Includes close-out report
 Example of a bill of materials
Bill of Materials – Home Linux Server
Components Model Details Price
Case SX1040 Easy access R654.00
Power supply PP412X Included with case R0.00
CPU 2.4GHz 533 MH2 F88 R1400.00
Motherboard IT7 Onboard LAN R910.00
System memory 512 MBPC2700 DDR R950.00
Graphics card GeForce 4MX 420 R490.00
Network card 3C805-TX R175.00
CD burner SD-R1002 DVD, CD-RW, CD-R R1050.00
Hard drive WD1200JB 120GB drive for data volume R980.00
Display Q41Opliquest 14” Monitor R950.00
Keyboard PS2 R195.00
Mouse Wheel Mouse R110.00
Distribution SUSE8.0Pro R560.00
Total R8424.00
 4. Build methods
• Outlines how the product will be assembled
or implemented
 5. Execution strategy
• Considers the “make or buy” decision
6. Work Breakdown Structure
• Key management tool used to subdivide the
scope of work
• Divides work into packages that can be
estimated, planned, assigned and controlled
 7. Organisational Breakdown
Structure (OBS)
• Set up to manage the project as outlined in
the execution strategy
• Lines the work packages to the company
department or person who is responsible
for performing the work
• Can be further developed to include
delegated responsibility, level of authority
and lines of communication
 8. Critical path method
• Uses a network diagram to present the work
packages and activities in a logical sequence of
work that is developed from the build method
and other constraints
• Calculates:
– Activities early start
– Early finish
– Late start
– Late finish
– Float
– Critical path
Critical path method
 9. Schedule bar chart
• Enables participant to easily walk through
the sequencing of the project’s work
• Can be further simplified by focusing on
hammocks, key dates and milestones
 10. Procurement schedule
• Procurement function is to supply all the
bought-in items at the best price
• Long lead times need to be identified early
on so they can be ordered
 11. Resource histogram
• Resource over-loads
and under-loads
need to
accommodate both
project and
company
requirements
• Resource smoothing
needs to consider
other company
projects and outside
contractors
 12. Budgets and cash flow
• The accounting process:
– Establishes and assigns budgets
– Determines project’s cash flow
 13. Communications plan
• Includes the process required to ensure
proper collection and dissemination of
project information
 14. Project quality plan
• Outlines a quality management system
designed to guide and enable the project to
meet the required condition
 15. Risk management plan
• Includes the process of identifying,
analysing and responding to project risk
• Consists of:
– Risk identification
– Risk quantification and impact
– Response development
– Risk control
– Disaster recovery plan
 16. Baseline plan
• Portfolio of documents which outline how to
achieve the project’s objectives
• Level of detail and accuracy will depend on
the project phase and complexity
• Should be a coherent document to guide the
project through the execution and project
control cycle
 Importance of developing a
solid project plan
• Since the goal of planning a project is to make
sure that work is done correctly the first time it
is important to develop a solid project plan. A
solid project plan should do the following:
– Record assumptions made during project planning
– Direct project execution and control
– Provide instructions for documenting what
decisions were made and why they were made
– Specify dates for management review
– Define standards against which project and team
members’ performance are measured
 1.2 Identify a small project / sub-project
and develop the plans in accordance
with the correct procedure
• The following is a handy guide for the one’s who are
involved in the smaller projects of even a do-it-yourself
(DIY) project. Their project plan will generally include:
– Documents used during project planning, such as the scope
statement, work breakdown structure, and cost estimates
– The project charter
– Scope, risk, communication, procurement and schedule
management plans
– Responsibility assignments
– Schedule dates and milestones
– Major risks, constraints and assumptions and how each will
be handled
– Pending issues and decisions
– Design and other specifications
 1.3 Utilise leadership skills and
techniques
Generally accepted project
General management
management knowledge and
•Planning
practice
•Organising
•Draw up project policy
•Leading
•Recruitment
•Controlling
•Organising behaviour
•Decision-making
•Financial management
•Motivation
•Problem solving
•Delegation
•Information systems
•Communication
•Marketing and sales

Application area knowledge and

practice
•Quality assurance
•Personnel administration
•Logistics
•Industrial engineering
•Legal requirements
•Information technology
•Computer programming
 Activity 1
• Decide on the portfolio of the project
manager that you want to appoint as project
manager for your project – list the qualities
and characteristics that you want in that
person (leader) as potential project manager
 1.4 Identify project
stakeholders
• What is a stakeholder?
– A stakeholder is an individual, group or
organisation that is actively involved in the
project or whose interests may be positively or
negatively affected as a result of the project
execution or completion
– They may also exert influence over the project
and its results
 Activity 2
• For the moment, think of all the possible
stakeholders involved in and maybe
affecting the result of the project
 Define and analyse the
stakeholders’ and client’s needs
• Stakeholder analysis and needs
– The purpose of the needs analysis is to determine the needs
and expectations of the stakeholders
– It is the project manager’s responsibility to identify all the
stakeholders and determine their needs and expectations
– These needs and expectations should then be managed,
influenced and balanced, to ensure project success
– Any differences between the stakeholders should be resolved
in favour of the client and customers, but not necessarily at
the expense of the other stakeholders
– It is the project manager’s responsibility to build conditions
among the various stakeholders – this is a way of gaining
power
 Define and analyse the
stakeholders’ and client’s needs
• The client’s analysis and needs
– The product must operate in a specific environment
– The product must have a working life of so many years
– The project must meet certain specifications and
standards
– The product must meet statutory health and safety
regulations
– Ease of maintenance and repair must be incorporated
into the design
– The product must provide opportunities for further
expansion
– The project must be operational by a predefined date
– The end product must be marketable and profitable
1.5 The roles of stakeholders
1.5 The roles of stakeholders
 Other stakeholders
• Originator: The person who suggests the project
• Project Champion: The person who makes the
project happens.
• Users: The people who will operate the facility on
behalf of the owner when the project is completed
• Suppliers and Vendors: The external companies or
people who supply materials and equipment
• Supporters: The parties who provide goods and
services to enable the facility to be built
• Legal Requirements: Rules and regulations both
nationally and internationally that must be
complied with
 External stakeholders
• Regulatory authorities like the Department
of Health and Safety
• Trade unions
• Special interest groups (environmentalists)
who represent the society at large
• Government agencies and media outlets
• Individual citizens
 Influence of stakeholders
• Some stakeholders simply need to feel appreciated
throughout the project process
• Some stakeholders outline specific requirements
they want the project to meet. The project team can
advise the stakeholders if their requirements for a
project are not going to be completely fulfilled
• Some stakeholders have specific requirements they
want the project to meet, and their stake in the
project is large enough that the project team should
strive to meet their needs under most circumstances
CONTRIBUTE TO THE IDENTIFICATION,
DESCRIPTION AND ANALYSIS OF PROJECT
NEEDS

After completing this outcome, you will be able

to:
• define and explain project concepts
• develop a list of constraints that may influence a
project
• develop work packages to present an overall view of
project scope
• Develop a work breakdown structure (WBS)
2.1 Define and explain project
concepts
• Project objectives
– A project objective is something measurable
towards which work is directed, a strategic
position is to obtained, purposes to be achieved,
result to be obtained, product to be produced or
service to be performed
2.1 Define and explain project
concepts
• Project assumptions
– Conditions that must fall into place the way
they are planned in order to successfully
complete a project
– Assumptions are factors that are accepted as
true, real or certain during the planning of the
project and can include such things as cost, time
and performance
– Since assumptions are not absolutes, there is a
degree of risk involved when adopting them
2.1 Define and explain project
concepts
• Needs
– What we require to make a success of the
project
2.1 Define and explain project
concepts
• Project expectations
– A project manager builds his project on
expectations
2.1 Define and explain project
concepts
• Project constraints
– A project constraint is an absolute factor that
limits the options for the project
– Possible constraints include:
• Contractual provisions
• Performance requirements
• Time
• Costs
• Need to make sure the project fits the organisation’s
culture
2.1 Define and explain project
concepts
• Project deliverables
– A summary of the project deliverables should
be included in the scope statement
 2.2 Develop a list of constraints
that may influence a project
• Internal project constraints are:
– Availability or lack of funds – budget
– Time factor
– Resources – material or equipment
– Lack of skills or the quality of skills
– No or lack of training – time-factor could be a constraint
– Lack of motivation amongst team members
– Too much pressure or stress on project team
– Lack of enthusiasm amongst project manager and team members
– Lack of quality work – poor quality end product
– Poor communication between project stakeholders
– Poor or insufficient project planning
– Lack of control
– Project work schedule is ineffective or even impossible to work accordingly
– Relationships between project manager and team, project supervisors and team members
– Time estimations not done accurately
– Cost estimations or calculations done wrongly
– Feasibility study or impact study not done
– Industrial relations – poor working conditions, potential for strike
 2.2 Develop a list of constraints
that may influence a project
• External project constraints are:
– National and international laws and regulations
– Material and component delivery leads times
– Unavailable resources
– Logistic constraints
– Availability of foreign currency and currency fluctuations
– Environmental issues
– Climate conditions
– Market forces, supply and demand curves
– Political unrest
– Construction site in a residential area
– Planning permission, licenses; permits; clearance; insurance
– New technological or unexpected changes
 2.3 Develop work packages to
present an overall view of project
scope
• Each work package represents the lowest
level of project activity that has both time
and cost associated with it
• A work package should have a unique
deliverable associated with it that, as
project manager, you will know whether or
not it is completed
• Work packages are important elements for
ensuring quality
2.3 Develop work packages to present an
overall view of project scope
• Work packages are useful in the following ways:
– Work packages are a way of modularising the project
into manageable segments. Thus, tracking the progress
of work packages is a way to assess and control the
work done on a project
– By breaking work into work packages, you can
determine the skills you need to complete the work on a
project, and you can quantify how many people will be
required to do the work
– Work packages allow you to communicate the work
that needs to be done to other team members without
getting into too much detail
– Breaking the work into work packages ensures that all
work sequences are identified and understood
2.3 Develop work packages to present an
overall view of project scope
• Rules to keep the work packages to the correct
size
– A work package should usually consist of between 8
and 60 hours of work
– A work package should not take longer to complete
than the length of time between status reports
– For every work package, the progress should be
easy to track and accountability should be easy to
assign. If this is not the case, the work package is
too large
 2.4 Develop a Work Breakdown
Structure
• A work breakdown structure (WBS) is the
foundation for project planning
• Identifies all of the deliverables required for
a project and is a standard way to organise
the work
• In order to complete a work break-down
structure effectively, you must decompose
each deliverable necessary to complete a
project
 2.4 Develop a Work Breakdown
Structure
• Uses of the work breakdown structure:
– The completed WBS can be used for budgeting
and personnel selection purposes as well as
scheduling and network diagramming.
– It is important to include all team members
when creating a work breakdown structure.
Including the team will encourage everyone to
thoroughly think about all aspects of the
project.
 2.4 Develop a Work
Breakdown Structure
• In a work breakdown structure a project is
broken down into the following levels:
– The total project
– Sub-projects if the project is a complicated one
– Milestones that summarise the completion of an
important set of work packages or the completion
of an important event in a project such as a sub-
project
– Major activities – also called summary tasks
– Work packages (also sometimes called tasks,
activities or work elements)
 Example of a WBS
Goal
Task 1.1

Function 1 Task 1.2

Task 1.3

Task 2.1

Function 2 Task 2.2

Task 2.3
 2.4 Develop a Work
Breakdown Structure
• The WBS you create should be able to help you do all of
the following:
– Identify the major parts of the project so that all the work
needing to be done is clearly indicated
– Organise the work in the most logical sequence so the work
packages can be efficiently scheduled
– Identify work packages that need to be assigned to various
team members
– Identify the resources necessary to complete each work
package so a budget can be developed
– Communicate the work to be done in an unambiguous way
so that team members understand their assigned jobs and
responsibilities for completing the project
– Organise related work packages using logical milestones
 2.4 Develop a Work
Breakdown Structure
• Organising a work breakdown structure
– According to the phases in which the product will be released
– According to the physical elements of the product, listing
each as a high-level deliverable
– According to the general project objectives the deliverables
need to meet
– According to the reports needed for upper management
– According to the chronology of the major steps in a
product’s life cycle
– According to various locations if the project is
geographically dispersed
– According to functional departments and then within each
department using the individual WBS that makes the most
sense
 2.4 Develop a Work
Breakdown Structure
• Other breakdown structures
– A bill of materials (BOM) is a breakdown of the
physical elements needed to assemble a manufactured
product
– A contractual work breakdown structure (CWBS) is
used to detail the work breakdown of any products or
services related to a project that are provided by
someone outside the organisation
– An organisational breakdown structure (OBS)
identifies which deliverables have been assigned to
functional departments within the organisation
– A resource breakdown structure (RBS) identifies which
deliverables have been assigned to individuals within
the organisation
 2.4 Develop a Work
Breakdown Structure
• Importance of designing a WBS
– A work breakdown structure is an essential part of a
project because it enables you to:
• Finalise the scope of the project, since any work not listed in
the WBS is outside the scope of the project
• Plan the project
• Outline a budget for the project
• Link deliverables to available company resources
• Establish an accurate cost and schedule estimates
• Clearly assign work responsibilities to specific team members
• Monitor the progress of the project as whole, since each
deliverable is a measurable unit of work
• Track time, cost, and performance throughout the project
• Establish status-reporting procedures
 2.4 Develop a Work
Breakdown Structure
• Elements of a WBS
– High-level deliverables give a broad overview of
the project
– Summary deliverables are not actually
executed, but are a summarisation of the
subordinate work packages
– Low-level deliverables, commonly called work
packages, are manageable units that can be
planned, budgeted, scheduled, executed and
controlled effectively
 2.4 Develop a Work
Breakdown Structure
• Define deliverables in a work breakdown
structure
– All deliverables in a work breakdown structure
should be defined so that they:
• Indicate definite beginning and ending dates
• Provide a benchmark that compares results to
expectations
• Result in a solid product or service, or part of a
product or service
• Are clearly defined so they require minimum
documentation to be provided to the project office
 2.4 Develop a Work
Breakdown Structure
• Create a good work breakdown structure
– List the breakdown of deliverables
– Review it with responsible individuals
– Identify data relevant to the WBS
– Continually examine actual resources used
– Compare actual progress to scheduled progress
 2.4 Develop a Work
Breakdown Structure
• Tips to follow when developing a work breakdown
structure (WBS)
– In order to make sure your WBS is useful in planning,
communicating, and controlling your project, it should meet
the following criteria:
• The WBS should be clear and easy to understand to anyone who
reads it
• Each work package should be a direct subset of a summary
deliverable, and each summary deliverable should be a direct
subset of a high-level deliverable
• Summary deliverables should be broken down so that all of the
work packages necessary to complete that summary deliverable
are listed below it
• All tasks listed on the WBS should produce a deliverable
• Deliverables listed on the WBS should be tangible milestones,
making it easy to recognise when milestones are achieved
 2.4 Develop a Work
Breakdown Structure
• Can a WBS already exist?
– It is important to be aware of the fact that a
WBS might already exist for the project on
which you are working. Although each project
is unique, there are frequently enough
similarities between projects that organisations
keep a standard WBS on file that you can use as
a template. Using a WBS template, can save
you time when planning a project.
 2.4 Develop a Work
Breakdown Structure
• Benefits of a WBS
– The project team develops confidence in their goal
– A framework is provided with which you can identify
projects separately from organisations, accounting
systems, and funding sources
– Specific work packages are available with which you
can estimate and assign work
– Responsibilities are clearly defined, resulting in
accountability
– Team members find it easier to focus their attention on
project objectives
– It is easier to develop detailed planning and
documentation
 2.4 Develop a Work
Breakdown Structure
• Five steps to develop the Work Breakdown Structure
1. Break the work into independent work packages that can be
sequenced, assigned, scheduled, and monitored
2. Define the work packages at a level of detail appropriate for
the length and complexity of the project
3. Integrate the work packages into a total system with a
beginning and an end. This may involve combining tasks
into milestones (also called sub-projects)
4. Present the work packages in a format that can be easily
communicated to people assigned to complete them during
the project. Remember that each work package should have
a deliverable and a time for completing that deliverable
5. Verify that completion of the work packages will result in
attainment of all the project goals and objectives
 Activity 3
• The team’s project is to build a house. With
the help of the team break the project up
into a detailed WBS.
CONTRIBUTE TO PREPARING AND
PRODUCING INPUTS TO THE USED FOR
FURTHER PLANNING ACTIVITIES

After completing this outcome, you will be able

to:
• define and explain the scope of the identified project
• develop documentation for the scope of the project
• develop documentation using project management
tools and techniques to record the rudimentary
sequence of events and/or milestones
• develop measures for project success, in consultation
with stakeholders
 3.1 Define and explain the
scope of the identified project
• What is scope definition?
– The process of breaking all the major project deliverables into
smaller elements
• Scope management plan
– The scope management plan is a step-by-step process to manage
changes in the project scope
– In well established organisations, it is common to have a generic
scope
• Scope planning
– Scope planning consists of writing the cope statement so the
project team knows when the project has been completed
successfully
– If the scope is too narrow, the project might result in several
additional sub-projects
– If the scope is too broad the project might develop too many
elements to manage effectively
 3.2 Tools and techniques for
scope planning
• Complete a project analysis
– Allows you to have an in-depth understanding
of what the project is going to produce
• Conduct a cost-benefit analysis
– Estimating tangible and intangible costs and
benefits enables you to assess the value of
project alternatives
• Ask for expert recommendations
• Identify alternatives
 3.3 Create a scope statement
• Purpose of the scope statement
– The scope statement should outline clear project
boundaries, making it easy to identify any extra
work that will need to be done during the execution
step of the project management process
• Outputs from scope statement
– Project justification
– Product description
– Project objectives
– Project deliverables
 Outputs from the scope
statement
• Project justification
– Project justification describes the business need
that the project is going to address and is
usually identified when the project is authorised
• Product description
– The product description describes the work
necessary to create the product and enables the
project team to clearly understand its goal
 Outputs from the scope
statement
• Project objectives
– Project objectives outline the criteria that must be
met to successfully complete the project
– Every project must have objectives that are clear to
project personnel, managers and stakeholders
• Project deliverables
– Project deliverables identify what the project is
supposed to produce
– A summary list of the project deliverables should
be included in the scope statement
 Statement of work
• What is a statement of work?
– description of the products or services for a project that are
completed by a group outside the organisation
• The minimum content of a SOW includes the following:
– The purpose statement
– The scope statement
– The project deliverables
– The goals and objectives
– The cost and schedule estimates
– The list of stakeholders
– The chain of command
– Assumptions and agreements
– The communication plan
4. CONTRIBUTE TO THE MONITORING OF
THE ACHIEVEMENT OF THE PROJECT’S
SCOPE

After completing this outcome, you will be able

to:
• Explain measures that contribute to monitoring of the
achievement of a project’s scope
• Identify and explain processes to contribute to the
monitoring of the identified project
4.1 Explain measures that contribute
to monitoring of the achievement of
project scope
• Scope change control
– The PMBOK defines scope change control as:
• Influencing the factors which create scope changes to
ensure that changes are beneficial to the project
• Determining that a scope change has occurred
• Managing the actual changes when and if they occur
• Configuration management
– Is the process of identifying and managing change
to the deliverables and other work products as they
evolve through the project life cycle
 Configuration management
system
• A change control system that formally documents a procedure
defining the steps by which official project documents may be
changed
• Lists the only people who have the authority to make changes to
the scope of work, in both the client and contractor
organisations
• A current and up-to-date description of the product
• Traceability of previous baseline configurations
• A record and an audit trail of approved changes
• A framework to monitor, evaluate and update the scope baseline
to accommodate any scope changes. This will ensure that the
revised baseline always reflects the current status of the project
• Automatic approval for emergency situations
Scope change control system
Scope change control system
• Non-conformance report
– Usually initiated by quality control when someone has
worked outside a procedure or the product is outside
the required condition
• Concession
– Requests the client to accept an item that has been built
and is functional but out of specification
• Change request
– modifications and variations request the client to
approve a change to the scope baseline.
• Verbal agreements
– should be backed up in writing
Change request
Project communication
 Impact statement
• Quantifies the implications of making a proposed change
• An information pack is compiled to collect input, information,
comments and approval from the responsible parties:
– Design team
– Technical impact
– Procurement impact
– Production impact
– Planning impact
– Cost impact
– Quality impact
– Risk impact
– Legal impact
– Project manager approve / reject
– Client approves / reject
Impact statement
 Flow sheet
• A flow sheet is used to control the
movement of the change requests and
impact statements
• Determines the sequence of circulation
Flow sheet
 Control
• Control includes measuring, monitoring and
adjusting your actions in order to produce the
required outcome and progress towards the
achievement of the project goal
• Control requires a knowledge of the project process
• A scope change is any adjustment that is made to
the approved scope
• Controlling changes to the project scope involves:
– Identifying factors that create scope changes
– Recognising that scope changes have taken place
– Managing scope changes when they occur
– Making sure scope changes are beneficial to the project
 Change requests
• Change requests can result from:
– external events such as lack of resources
– a missing element when defining the product
scope
– a missing element when defining the project
scope
– an addition to the project in order to add value
to the final product
– a reduction in scope by removing some aspects
of the project or product