Scope Management Presentation
Mona78
Presentation2.pptxRetail Case Study Scope Management Plan
Rebecca J. Bernal
The following presentation will discuss the Retail Case Study from PJM 6005 spring term. All speaker notes and information has been taken from the case study document and my previous term work regarding the project.
*See citations on the notes of the final slide.
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Executive summary
The Retail Case Study Project will focus on the IT division of a Fortune 100 global retailer looking to improve their current project management training curriculum. According to the study briefing, the client has said that the current curriculum is not consistent with the company’s process and that participant feedback indicates that the course is not helping the department meet their goal of standardizing the project management process throughout the organization.
PM College has been asked to create a custom project management curriculum with a series of courses targeted at multiple levels of knowledge as well as introducing new project management instructors to teach the curriculum. Due to the tight deadline, courses are to be released on a rolling schedule, and improvements are to be made based on insights given as courses are released.
According to the PMBOK Guide, the purpose of the scope management plan is to discuss how the scope of the project will be “defined, developed, monitored, controlled, and validated.” The scope of this project will be contained to creating a custom and comprehensive project management training program and will be managed both in its ability to meet standards against the existing PMBOK-compliant Curriculum, and a client-imposed timeline and budget. The following presentation will go more in depth on this plan.
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This project focuses on the IT division of a large global retailer looking to improve their current project management curriculum. PM College has been hired in an effort to create a custom project management curriculum that will be more in line with the organization’s process and standard of operation. They ask that the new curriculum target multiple levels of knowledge as well as introduce new instructors to teach the program.
Due to the tight deadline, the new curriculum courses will be released on a rolling schedule and improvements are to be made based on insights given as courses are released
Collecting requirements
Requirements for this project will be collected in four distinct ways:
-questionnaires and surveys
-interviews
-benchmarking
-observation
Questionnaires and surveys are a great way to get started on this project since this is such a large organization. In order to get a better feel for what the main problems in the current curriculum are from the general employee pool; a survey can be sent out to narrow down specifics.
Interviews with organization executives and team leaders to find out what their main concerns are for the project
Benchmarking or comparing the organization’s current curriculum against other IT project management curriculums in similarly sized organizations in order to see what improvements can be made
Observation as the courses are released in order to learn about improvements that can be made as the project continues
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Questionnaires & Surveys
Interviews
Benchmarking
Observation
Scope statement
A scope statement should be comprised of a summary of the project, business requirements, solution requirements, project exclusions, key project features, assumptions and risks, and project approvals.
A brief summary of this project was provided in the earlier slides.
The other requirements will be discussed in depth in the following slides.
All project changes should be approved by signature by all project sponsors, managers, and relevant team leaders.
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Project Summary
Business Requirements
Solution Requirements
Exclusions
Key Project Features
Assumptions & Risks
Approvals
Scope Statement
Business Requirements
Courses must be accessible in multiple languages
Courses must adhere to PMBOK® Guide standards
Courses should target at least three levels of knowledge
Solution Requirements
Must Have
Curriculum based off the PMBOK® Guide
Project management professionals to instruct new curriculum
Should Have
Courses that target multiple knowledge levels
Courses that specifically relate back to the organization
Nice to Have
Rolling release dates
Reliable way for employees to give feedback
The client is looking to replace its current project management curriculum with a series of courses customized to the organization.
The deliverables indicated by the client have been broken down into three categories: must have, should have, and nice to have.
This breakdown will be useful in determining deliverables to cut from the project if the need arises based on budget or schedule.
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Scope statement
Exclusions
Curriculum tailoring to other divisions within the organization
Guidelines on how to utilize the curriculum provided
Ongoing curriculum upkeep or updates
Key Project Features
Complete review of old curriculum
Utilization of employee surveys and brainstorming sessions to draft new curriculum
Hiring of new instructors
Project Exclusions are deliverables or items that are out of scope and will not be included in the project.
Exclusions at this time include:
-Curriculum will be tailored to the client’s IT department. No specialty tailoring to other departments will be included.
-PM College will not dictate or include guidelines on how to utilize the curriculum provided.
-Curriculum upkeep or updates are not included in contract.
Key Project Features are deliverables or items that must be included in order for the project to be considered a success.
Key Project Features at this time include:
-Must complete review of old curriculum by the end of the third week before moving on
-Must complete initial brainstorming/drafting of new curriculum by end of sixth week before moving on
-Must complete hiring of curriculum instructors by end of seventh week (can be don concurrently with curriculum brainstorming/drafting) before moving on
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Scope statement
Assumptions & Risks
Assumes that there is feedback already collected on the previous curriculum in which to base the new
Assumes new curriculum will base ideas off PMBOK® Guide project management standards
Risks a slowdown in productivity as the transition between curriculums takes place (loss in revenue?)
Assumes the risk of time lost in training new instructors in specific organization policy/processes/standards
Releasing the curriculum in multiple knowledge levels assumes the risk of missing the client deadline
This list of assumptions and risks is the basis of what will eventually turn out to be a risk register.
This is a place to list assumptions made about the project before beginning, assumptions made as project research is done, risks that should be considered and monitored, and anything else that should be brought up.
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Work breakdown structure
This Work Breakdown Structure (WBS) has been broken down by team member level and then by project phase.
A list version of the WBS is below.
Retail Case Study Work Breakdown Structure
1.Management
1.1.Pre-Project
1.1.1Meetings
1.1.2.Documentation
1.1.3.Supervision
1.2Project
1.2.1.Meetings
1.2.2.Documentation
1.2.3.Supervision
1.3.Post-Project
1.3.1Meetings
1.3.1.1.Lessons Learned
1.3.2.Documentation
1.3.3.Supervision
2.Project Team
2.1.Pre-Project
2.1.1.Meetings
2.2.Project
2.2.1.Meetings
2.2.2.Hiring
2.2.3.Product
2.2.3.1.Meetings
2.2.3.2.Employee Surveys
2.2.3.3.Curriculum Creation
2.2.3.4.Curriculum Release
2.3.Post-Project
2.3.1.Meetings
3.Curriculum Instructors
3.1.Pre-Project
3.1.1.N/A
3.2.Project
3.2.1.Hiring
3.2.2.Course Instruction
3.3.Post-Project
3.3.1.Meetings
3.3.2.Continued Courses
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Pre-Project
Meetings
Project
Post-Project
Documentation
Supervision
Meetings
Documentation
Supervision
Meetings
Documentation
Supervision
Project Team
Pre-Project
Meetings
Project
Meetings
Hiring
Employee Surveys
Curriculum Creation
Curriculum Release
Post-Project
Meetings
Management
Curriculum Instructors
Pre-Project
N/A
Project
Hiring
Course Instructios
Post-Project
Meetings
Continued Courses
Meetings
Product
Lessons Learned
Scope Management
A requirements traceability matrix will be used to monitor project progress and prevent scope creep
In the event that the project begins to go over budget or schedule, the possibility of fewer course knowledge levels being created would be recommended
Deliverables from this project include a new curriculum of PM classes to be released on a rolling schedule and to be reviewed and signed off on by the client individually as released, as well as a new team of instructors to teach the new curriculum. In addition, the new curriculum should include a rubric or standard in which to compare any future course improvements or updates to. All client notes and approvals will be documented and catalogued for reference.
In order to prevent scope creep, all project change requests should be compared against the project requirement documentation and requirements traceability matrix in order to ensure that the project remains on track. Not making these checks as change requests happen may result in budgetary or schedule overages that either slow or completely stop the project.
In the event that there are unavoidable budgetary or scheduling overages and changes need to be made, then the recommendation would be made to only create the curriculum at one knowledge level as opposed to three.
While this would make it more difficult to teach, it would save a significant amount of money.
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Thank you
Works Referenced
Bernal, R. (2020) Requirements Management Plan: Retail Case Study
Bernal, R. (2020) Retail Case Study Work Breakdown Structure
Bernal, R. (2020) Retail Case Study Project Scope Statement
Bernal, R. (2020) Project Scope Management Plan: Retail Case Study
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