Kuliah 4 Project Scope Management | Systems Engineering ...

PROJECT  MANAGEMENT  

COURSE  4  :  PROJECT    SCOPE  MANAGEMENT  

 

G.N.  Sandhy  Widyasthana   [email protected]   022-­‐70702020   081  225  702020  

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Process of defining and documenting stakeholders needs to meet the project objectives 4

Group  CreaMvity  Techniques   •  Brainstorming   •  Nominal  Group  Technique   •  The  Delphi  Technique   •  Idea  /  Mind  Mapping   •  Affinity  Diagram  

Group  Decision  Making  Techniques   •  Unanimity   •  Majority   •  Plurality   •  Dictatorship  

Process of developing a detailed description of the project and product

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Project  Scope  Statetment   •  Product  Scope  DescripMon   •  Product  Acceptance  Criteria   •  Project  Deliverables   •  Project  Exclusions   •  Project  Constraints   •  Project  AssumpMons  

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Process of subdividing project deliverables and project work into smaller, more manageable components Work Pacages is the lowest level WBS component that can be scheduled, cost estimated, monitored and controlled

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Your  WBS  Is  Important  to  Planning   •  It  provides  a  framework  for  the  rest  of  your   project  planning   –  It  helps  ensure  that  all  project  work  is  included  in   the  plan     –  It  promotes  accurate  esMmaMon  and  objecMve   measurement  

•  You  can  apply  past  experience  by  comparing   new  and  old  WBSs   10

Your  WBS  Is  Important  to  Monitoring   •  It  provides  a  comprehensive,  consistent  tool  for   collecMng  and  reporMng  status   –  It  is  the  basis  for  measuring  schedule  progress   against  your  plan   –  It  is  the  basis  for  measuring  cost  progress  against   your  plan   –  It  is  the  basis  for  reporMng  status  to  management  

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Process of formalizing acceptance of the completed project deliverables and includes reviewing deliverables with the customer or sponsor to ensure that they are compeleted satisfactorily and obtaining formal acceptance of deliverables by the customer or sponsor.

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Process of monitoring the status of the project and product scope and managing changes to the scope baseline Uncontrolled changes are often referred to as project scope creep

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Referensi   •  PM  BOK,  Project  Management  Body  Of   Knowledge  Fourth  EdiMon,  Project   Management  InsMtute  

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G.N.  Sandhy  Widyasthana   [email protected]   022-­‐70702020   081  225  702020   18

Case  2  :  Develop  WBS   •  Define  The  Type  of  WBS  from  your  project   •  Develop  WBS  minimum  3  levels  

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