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    #5 Project Scope: Pmbok 6 Ed. - Dei

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    ahmad adzham anugrah kusuma
    Manajemen Project Project Scope 2

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    #5 Project Scope: Pmbok 6 Ed. - Dei

    Uploaded by

    ahmad adzham anugrah kusuma
    22 views40 pages
    Manajemen Project Project Scope 2

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    Project Scope 2 (2)

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    Manajemen Project Project Scope 2

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    22 views40 pages

    #5 Project Scope: Pmbok 6 Ed. - Dei

    Uploaded by

    ahmad adzham anugrah kusuma
    Manajemen Project Project Scope 2

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 40

    #5 P ro j ec t

    sc o p e

    PMBOK 6 Ed. – DEI-


    DEFINE
    SCOPE

    “Concerned with what is and is


    not included in the project and
    its deliverable”
    Inputs Tools & Outputs
    1.Project Charter Techniques
    1.Scope
    2.Project 1.Expert judgment
    Management
    Management 2.Data Analysis Plan
    Plan 3. Decision Making 2. Project
    3.Project 4. Interpersonal and Documents
    Documents Team Skills Updates
    3. EEF 5. Product Analysis
    4. OPA
    PRODUCT ANALYSIS

    • Description of the
    product stated by the
    customer/sponsor and turn
    them into tangible
    deliverables.
    HOW TO MAKE SCOPE STATEMENT??
    DESCRIBE THE PRODUCT AND THE PROCESS

    Feature

    material
    Pull system or
    push system
    ...
    ...
    etc
    Measure the acceptance criteria

    Functionality test, safety test etc


    WHAT IS NOT PART OF THE PROJECT?

    Customization, upgradable?
    malfunction

    Additional risk??
    CONSTRAINTS AND ASSUMPTIONS

    Pertamax? Premium?
    E A T E
    CR
    W B S

    “Subdividing project deliverables


    and project work into smaller, more
    manageable components.”
    Inputs Outputs
    Tools &
    1.Project Techniques 1. Scope
    Management
    1. Expert Baseline
    Plan
    2.Project Judgment 2. Project
    Documents 2.Decomposition Documents
    3. EEF Updates
    4.OPA
    •WBS does not show dependencies
    •Work package: lowest level WBS
    •WBS is not a list! Its graphical view of the project
    • wbs is created with input from the team and stakeholder
    WBS Structure can be organized by
    • Phases
    • Major deliverables
    • Subprojects e.g. contracted
    work

    Decomposition :
    1. Top down approach
    2. Bottom up approach
    initiating planning executing testing

    feasibility design ...........


    safety
    ...........
    ........... ...........
    prototype functionality

    WBS grouped by phases ...........


    Electrical machine chasis mechanical

    Engine
    accu design transmision
    type
    ...........
    ........... ...........
    Gear ratio

    WBS grouped by deliverable ...........


    Comp. A Comp B Comp. C Comp. D

    design electrical chasis mechanical

    ...........
    ........... ........... ...........

    WBS grouped by sub. contractor


    WBS dictionary
    activity description responsible cost
    1. ELectrical
    1.1...
    1.2 .....
    2. Chasis
    2.1. ....
    2.2. ...
    3. machine

    more detailed components, e.g. description of work,


    responsible organization, acceptance criteria
    Beware of
    excessive
    decomposition!
    It can lead to
    non-productive,
    inefficient use of
    resources
    WBS prevents work
    from slipping to the
    crack,
    Help to identify risk,
    basis estimate for cost,
    resource and
    schedule, prevent
    form changes, get
    team-buy in
    Project
    control
    procurement Activity list

    Risk Network
    management diagram

    WBS
    Quality
    Resources
    management

    Budgeting estimating
    scheduling
    Scope Baseline
    Project Scope statement
    Baseline are
    WBS simply the
    final and
    Work Package approved
    version of
    Planning Package project mgt
    plan
    WBS dictionary
    D A TE
    V A L I
    O P E
    SC

    “Formalizing acceptance of the


    completed project deliverables
    during monitong and controlling
    phase. ”
    Outputs
    Inputs
    Tools & 1.Accepted
    1. Project Deliverables
    Management Techniques
    Plan
    2. Work
    1. Inspection Performance
    2. Project Information
    Documents 2. Decision Making 3. Change
    3. Verified Requests
    Deliverables
    4. Project
    4.Work Document
    Performance Updates
    Data
    Inspection

    Measuring, examining, and validating to


    determine work and deliverables are
    meet requirement & product
    acceptance criteria with OWNER
    Work must be
    completed before
    each meeting with
    customer. So you
    must have what are
    called verified
    deliverables form the
    control quality
    Relationship between Validate Scope and
    Control Quality

    Complete deliverables
    (part of direct and
    Manage project Work)

    Changes request are


    Perform Control evaluated through
    Changes are Integrated change control
    Quality Inspection
    requested and approved change may
    (verify deliverables)
    lead to replanning

    Meet with the


    customer Customer accepts
    (validate scope deliverables
    process)
    RO L
    N T
    CO P E
    S C O

    “Measuring and assessing work performance


    data against the scope baseline and manage
    scope baseline changes”
    Outputs
    Inputs 1. Work performance
    1. Project Tools & Information
    Management Plan Techniques 2. Change Requests
    3. Project
    2. Project 1. Data Management Plan
    Documents Analysis Updates
    3. Work 4. Project Document
    Performance Data Updates
    4. OPA
    Beware of
    SCOPE CREEP!
    AND GRANDIOSE
    SCOPE
    It can lead to
    PROJECT FAIL
    In 2001, McDonald initiated
    intranet project connect its
    headquarters

    $170 million on
    consultants and initial
    implementation planning,

    McDonald’s realized that the


    project was too much to
    handle and terminated it
    BEST
    PRACTICE
    MAKING
    GOOD
    SCOPE
    KEEP
    THE SCOPE
    REALISTIC
    DONT TOO
    LARGE
    ASSIGNED
    KEY USER IN
    SCOPE
    PLAN
    PRIORITIZE
    BUSINESS
    NEED THAN
    IT NEED
    FOLLOW
    GOOD
    PROJECT
    PRACTICE
    Summary
    • You must plan how you will determine the scope as well as
    you will manage and control scope
    • Scope must be clearly defined and formally approved before
    start
    • Requirement elicitation may take longer time especially on
    larger project
    • Requirement must be evaluated against the business case,
    ranked and prioritized to determine what is and out of scope
    • WBS is used on all projects
    • WBS is not a list!
    Summary
    • While the project is being completed, you must check
    to make sure all the work is included in the PMP– and
    only that work
    • Gold plating is not allowed
    • Any changes should be evaluated for its effect on time,
    cost, risk, quality, resources and customer satisfaction
    • Change to scope require an approved change request
    • Scope changes should not approved if they are not fit
    in project charter
    Reference

    • PMBOK® Guide – Sixth Edition (2017).


    • PMP® Exam Prep, Ninth Edition (2017)

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