Define Scope Process Video

/Define Scope Process Video
Define Scope Process Video 2020-03-18T10:45:21+00:00

Hello and welcome back to my PMP training sessions this session is going to be about define scope and this is where we define the deliverables that will be accomplished by the project we put boundaries on what is going to be included in what’s not going to be included many people miss the true meaning of scope you got to look at two parts for scope you have to consider the product deliverables and you have to look at the project objectives the product deliverables these are the descriptive items about the project there are physical and functional features measurements dimensions speed looks features these are called product deliverables and then you have the project objectives under which the sponsor is expecting you to deliver this one project by so these could include quality cause schedule requirements conditions that are set on the project that you must comply with now when it comes to conditions or objectives we speak about smart objectives and the smart objectives smart objectives the the words the acronym smart stands for specific measurable agreed-upon realistic and time and cost limited now every requirement every piece of scope must be very specific if it is not specific then there’s a very good chance that you will come into a dispute point with the sponsor or whoever you delivering the project for because you didn’t really specify what exactly must be delivered if somebody said I need lots of I need the engine to be like really fast and they put that as a condition or requirement that’s not very specific they need to give you a certain speed rotations per minute or something like that so you need to have something that’s clear and well-defined another thing is it has to be measurable so if I give you something specific that says it must rotate at this many cycles minutes then there’s you know that’s probably something I can measure and so whenever it’s specific enough it tends to be measurable there’s always some tool or some way of measuring what that feature or measuring that that feature actually works agreed upon between you and the sponsor that this is in fact an objective on the project that you both agree on it so it can’t be just in their minds or in your head you have to both be talking and be on the same page when it comes to the project requirements the requirements or the project scope must be realistic so considering like time or money requirements for example they cannot give you something that you can’t do within this time frame or is technically for example not possible to do so it needs to be a realistic scope of work you know have the elephant fly you know unless there’s a some technology involved that elephants not can apply that’s not realistic and then everything that a project discusses typically has a time and scope requirement associated with it so these are the schedule and budget requirements that will be put on the project so again that’s what the smart model is you do need to know this for the exam okay going to tools and techniques the common one there is going to be expert judgment obviously anyone who knows about the products going to it’s going to be beneficial anyone who knows about the industry or the requirements of your sponsor so if they know the sponsor well then that’s an expert so you could always tap into expert judgment at any point in your projects the next item there is data or alternatives analysis this is to see if you have different options available to you that can satisfy the requirements of the project mind you you started from the project charter you collected requirements from the stakeholders and now you have a list of requirements and you’re trying to figure what scope of work would satisfy those requirements there’s bound to be multiple options available to you and need to consider what is the best option that would satisfy what sponsors looking for whenever you have multiple options a lot of times what you have to do is do multi criteria decision making and this is because some things are more valuable to the organization than others so we tend to create a decision matrix and it has for example one criteria here another criteria not a criteria another criteria and every one of these is going to have a percentage weight each and then total would be a hundred percent at the bottom and we tend to score the options available at versus these criteria to see which one scores the highest you’ve probably done it for evaluating vendors you’ve probably used it to select a job or to hire an employee you have used it to figure out where you want to move we use that a lot and there are tools that you can use you just need to search up you know multi criteria decision making on the internet and you’ll probably see a lot of these tables with the percentage criteria percentages and then you can score them you can score each criteria on how much it meets your needs so that’s decision-making their interpersonal and team skills that’s going to be required because you’re probably going to have to hold a lot of meetings with your sponsor or with the team or with you know industry experts to try to figure out maybe a vendors to try to figure out what solution would work for you product analysis this is the interesting one the last one there if the end result is a product you may want to go you may want to look at what goes into the product and for every piece of the product you analyze it and you figure what scope would be required to satisfy it let me see if I can show you this on on my whiteboard all right so if we were looking at the product and let’s say the product was an airplane all right I’m an artist it looks like I don’t really know what goes in the back but let’s assume that’s your you know this is your plane buying nice and if I forgot something on the plane I’m not an artist okay so what we do here is we have to analyze every piece of it so you may want to take it in sections where’s the color here that’s okay all right so we want to take it in sections here and you say for example the cockpit right what are the what is the scope for the cockpit considering all the requirements that are collected then you could look at the engines right and then you could look at the fuel system fuel system and then you can look at the entertainment system and detainment and then you can go and look at the for example the cargo area or storage you could look at the outer shell and then you can look at design so basically what you’re doing is you’re analyzing every piece you’re breaking down the product essentially to several pieces here and you have to analyze what’s the scope that goes into you know putting together the cockpit like the dashboard the seating and so on what about the engines what about the fuel system and so you analyze every piece of this and this is called product breakdown analysis and you may have to do that when we’re talking about a product all right so once you’ve analyzed the product and you use all these techniques the outcome that you’re going to get is a scope statement the scope statement details what is required on the project and what is not required what is excluded from the project now you might be saying well isn’t isn’t it by default agreed that you know whatever we don’t put in the scope statement is you know not included well the reality is your sponsor or whoever you’re doing a project for they tend to have different expectations in the head and because they have these expectations and you know that they might be expecting that you will need to clearly tell them that that’s excluded and you have to tell it’s excluded not going to be included in your project so that’s what they’re stating here it’s best to be clear on what you’re including and what you’re not including all right so that’s the project exclusion that you see there but the main things that go into a scope statement would be the scope description expanding on what you got from the Charter being very clear on what can be expected as an output from this one project and clearly naming what the deliverables are and you can realize these things and I’ll show you an example a little bit also in addition you may want to put the acceptance criteria and this is like the handover criteria so if you were doing if you if you were working on a building then at the end of the construction you can expect that the receiver or the sponsors engineer is going to come check that one building test all the faucets that’s the electricity the doors you know elevator whatever it is they’re going to check it to make sure that it meets their criteria if it’s an IT system maybe you have to run this for a week you know whatever the criteria is that they give you on the other side before they can take it sometimes they require as part of the acceptance criteria some additional deliverables so you will find that the acceptance criteria and deliverables might be in a way related they might require documentation they might require training 450 people and these are considered deliverables and part of the acceptance criteria that’s what a scope statement would look like and I just wanted to show you this so you have a better sense for what scope statements about has scope description deliverables acceptance criteria exclusions contrasts and assumptions I would see if I can include these as a link inside the below below the video if possible I’ll put it in there but no guarantees at this point so so that’s where we are at the moment we have the scope statement as the final outcome now once you complete the scope statement typically a few documents would need to be updated such as the requirements documentation by putting together the scope some things could be uncovered some additional requirements may be figured out or maybe some requirements could be taken out stakeholder register that may need to be updated because as part of you get in the final design or final scope for your project you may have to interact with additional new stakeholders and so that you have to update in there any assumptions that have been made I know you put them on the scope statement you should update your assumption log the one that you have prepared previously and this takes us to the end of defined scope process hope you enjoyed this video hope to see you on the next video and take care bye bye