Reflect on the assigned readings for Week 3 and then type a two page paper regarding what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.  Define and describe what you thought was worthy of your understanding in half a page, and then explain why you felt it was important, how you will use it, and/or how important it is in project management. After submitting your two page paper as an initial post in the “Reflection and Discussion Forum 

Project Management: Achieving Competitive Advantage

Fifth Edition

Chapter 5

Scope Management

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed:
1) MathType Plugin
2) Math Player (free versions available)
3) NVDA Reader (free versions available)
1

Learning Objectives (1 of 2)
5.1 Understand the importance of scope management for project success.
5.2 Understand how conceptual development serves as a critical first stage in scope management.
5.3 Identify the steps in developing the scope statement.
5.4 Identify the elements in the work authorization phase of scope development.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (2 of 2)
5.5 Identify the various types of information available for scope reporting.
5.6 Demonstrate how control systems and configuration management relate to scope development.
5.7 Discuss why effective scope management includes a project closeout stage.
5.8 Understand how project practices can support the critical goal of sustainability.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
P M B o K Core Concepts
Project Management Body of Knowledge (P M B o K) covered in this chapter includes:
Develop Project Charter (P M B o K 4.1)
Plan Scope Management (P M B o K 5.1)
Collect Requirements (P M B o K 5.2)
Define Scope (P M B o K 5.3)
Create W B S (P M B o K 5.4)
Validate Scope (P M B o K 5.5)
Control Scope (P M B o K 5.6)

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Project Scope
Project scope is everything about a project—work content as well as expected outcomes.
Scope management is the function of controlling a project in terms of its goals and objectives and consists of:
Conceptual development
Scope statement
Work authorization
Scope reporting
Control systems
Project closeout

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Conceptual Development
The process that addresses project objectives by finding the best ways to meet them.
Key steps in information development:
Problem or need statement
Requirements gathering
Information gathering
Constraints
Alternative analysis
Project objectives
Business case

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Statement of Work (S O W)
A S O W is a detailed narrative description of the work required for a project.
Effective S O W s contain:
Introduction and background
Technical description of the project
Timeline and milestones

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Statement of Work Components
Background
Objectives
Scope
Task or Requirements
Selection Criteria
Deliverables or Delivery Schedule
Security
Place of Performance
Period of Performance

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Project Charter
Many organizations establish the project charter after the S O W.
A document issued by the project initiator or sponsor formally sanctioning existence of the project and authorizes the project manager to begin applying organizational resources to project activities.
Is created once project sponsors have done their “homework” to verify that:
there is a business case for the project
elements of project are understood
company-specific information for the project has been applied
It demonstrates formal company approval of the project.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Scope Statement
Establish project goal criteria to include:
a. cost
b. schedule
c. performance
d. deliverables
e. review and approval “gates”
Develop management plan for project
Establish a Work Breakdown Structure
Create a scope baseline

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Work Breakdown Structure (W B S)
The W B S is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the project deliverables. Each deliverable is decomposed, or broken down, into specific “bite-sized” pieces representing work to be completed.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Work Breakdown Structure Purpose
W B S serves six main purposes:
Echoes project objectives
Organization chart for the project
Creates logic for tracking costs, schedule, and performance specifications
Communicates project status
Improves project communication
Demonstrates control structure

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
W B S Hierarchy
The logic of hierarchy for the W B S follows this form:
Level W B S Term Description
Level 1 (Highest) Project The overall project under development
Level 2 Deliverable The major project components
Level 3 Subdeliverable Supporting deliverables
Level 4 (Lowest) Work package Individual project activities

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Defining a Work Package
Lowest level in W B S
Deliverable result
One owner
Miniature projects
Milestones
Fits organization
Trackable

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 5.3 Partial Work Breakdown Structure

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 5.6 Sample W B S Development Using M S Project 2016

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Organizational Breakdown Structure
Organizational Breakdown Structure (O B S) allows
work definition
owner assignment of work packages
budget assignment to departments
O B S links cost, activity, and responsibility.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 5.7 The Intersection of the W B S and O B S

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 5.9 Cost Account Rollup Using O B S

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 5.10 Responsibility Assignment Matrix

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Defining a Project Work Package
Work package forms lowest level in W B S.
Work package has a deliverable result.
Work package has one owner.
Work package may be considered by its owner as a project in itself.
Work package may include several milestones.
Work package should fit organizational procedures and culture.
The optimal size of a work package may be expressed in terms on labor hours, calendar time, cost, reporting period, and risks.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Work Authorization
The formal “go ahead” to begin work.
Contractual documentation possesses some key identifiable features:
Contractual requirements
Valid consideration
Contracted terms
Contracts range from:

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Scope Reporting
Determines what types of information reported, who receives copies, and when and how information is acquired and disseminated.
Typical project reports contain:
Cost status
Schedule status
Technical performance status

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Reasons Why Projects Fail
Politics
Naïve promises
Naïve optimism of youth
Startup mentality of fledgling entrepreneurial companies
“Marine Corps” mentality
Intense competition caused by globalization
Intense competition caused by appearance of new technologies
Intense pressure caused by unexpected government regulations
Unexpected and/or unplanned crises

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Types of Control Systems
Configuration control
Design control
Trend monitoring
Document control
Acquisition control
Specification control

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Configuration Management
Configuration management is defined as:
A collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements.
Baseline is defined as:
The project’s scope fixed at a specific point in time—for example, the project’s scheduled start date.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Project Changes
Occur for one of several reasons:
Initial planning errors, either technological or human
Additional knowledge of project or environmental conditions
Uncontrollable mandates
Client requests

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Project Closeout
The job is not over until the paperwork is done . . .
Closeout documentation is used to:
Resolve disputes
Train project managers
Facilitate auditing
Closeout documentation includes:
Historical records
Post-project analysis
Financial closeout

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Sustainability
Sustainable development involves efforts to promote harmony among human beings and between humanity and nature.
Sustainability involves efforts to promote the triple bottom line of social sustainability, environmental sustainability, and economic sustainability.
Figure 5.12 The Triple Bottom Line of Sustainability

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Sustainability Concepts
Sustainability is about:
Harmonizing the triple bottom line
Integrating short-term and long-term
Consuming income, not capital
Including local and global perspectives
Values and ethics
Transparency and accountability
Stakeholder participation
Risk reduction
Waste elimination

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Sustainable Project Management Practices
Project management sustainable practices include:
Engaging in sustainable projects that will not cause harm to the planet or its inhabitants
Employing sustainable practices while undertaking the projects themselves
Developing sustainable supplier practices
Emphasizing sustainability in project design
Sustainable project management practices require organizations to pay attention to all aspects of the project life cycle from conceptualization through termination.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Summary (1 of 2)
Understand the importance of scope management for project success.
Understand how conceptual development serves as a critical first stage in scope management.
Identify the steps in developing the scope statement.
Identify the elements in the work authorization phase of scope development.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Summary (2 of 2)
Identify the various types of information available for scope reporting.
Demonstrate how control systems and configuration management relate to scope development.
Discuss why effective scope management includes a project closeout stage.
Understand how project practices can support the critical goal of sustainability.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Copyright

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Project Management: Achieving Competitive Advantage

Fifth Edition

Chapter 6

Project Team Building, Conflict, and Negotiation

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed:
1) MathType Plugin
2) Math Player (free versions available)
3) NVDA Reader (free versions available)
1

Learning Objectives (1 of 2)
6.1 Understand the steps involved in project team building.
6.2 Know the characteristics of effective project teams and why teams fail.
6.3 Know the reasons why project teams often fail.
6.4 Know the stages in the development of groups.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (2 of 2)
6.5 Describe how to achieve cross-functional cooperation in teams.
6.6 See the advantages and challenges of virtual project teams.
6.7 Understand the nature of conflict and evaluate response methods.
6.8 Understand the importance of negotiation skills in project management.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
P M B o K Core Concepts
Project Management Body of Knowledge (P M B o K) covered in this chapter includes:
Plan Human Resource Management (P M B o K 9.1)
Acquire Project Team (P M B o K 9.2)
Develop Project Team (P M B o K 9.3)
Manage Project Team (P M B o K 9.4)

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 6.2 Basic Steps in Assembling a Project Team

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Effective Project Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Reasons Why Teams Fail
Poorly developed or unclear goals
Poorly defined project team roles and interdependencies
Lack of project team motivation
Poor communication
Poor leadership
Turnover among project team members
Dysfunctional behavior

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Stages in Group Development
Forming—members become acquainted
Storming—conflict begins
Norming—members reach agreement
Performing—members work together
Adjourning—group disbands
Punctuated equilibrium is a different model.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 6.3 Stages of Team Development

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Figure 6.4 Model of Punctuated Equilibrium

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Achieving Cross-Functional Cooperation
Figure 6.5 Project Team Cross-Functional Cooperation

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Building High-Performing Teams
Make the project team tangible.
Publicity
Terminology and language
Reward good behavior.
Flexibility
Creativity
Pragmatism
Develop a personal touch.
Lead by example
Positive feedback for good performance
Accessibility and consistency

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Virtual Project Teams
Use electronic media to link members of a geographically dispersed project team.
How Can Virtual Teams Be Improved?
Use face-to-face communication when possible.
Don’t let team members disappear.
Establish a code of conduct.
Keep everyone in the communication loop.
Create a process for addressing conflict.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Conflict Management
Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.
Categories
Goal-oriented
Administrative
Interpersonal
Views
Traditional
Behavioral
Interactionist

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Sources of Conflict
Organizational
Reward systems
Scarce resources
Uncertainty
Differentiation
Interpersonal
Faulty attributions
Faulty communication
Personal grudges and prejudices

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Conflict Resolution
Mediate—diffusion/confrontation
Arbitrate—judgment
Control—cool down period
Accept—unmanageable
Eliminate—transfer
Conflict is often evidence of progress!

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Negotiation
Negotiation is a process that is predicated on a manager’s ability to use influence productively.
Questions to Ask Prior to Entering a Negotiation
How much power do I have?
What sort of time pressures are there?
Do I trust my opponent?

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Principled Negotiation
Separate the people from the problem.
Focus on interests, not positions.
Invent options for mutual gain.
Insist on using objective criteria.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Summary (1 of 2)
Understand the steps involved in project team building.
Know the characteristics of effective project teams and why teams fail.
Know the reasons why project teams often fail.
Know the stages in the development of groups.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Summary (2 of 2)
Describe how to achieve cross-functional cooperation in teams.
See the advantages and challenges of virtual project teams.
Understand the nature of conflict and evaluate response methods.
Understand the importance of negotiation skills in project management.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Copyright

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved