Project Scope Management, Planning & Control Cycle: Lecturers: Mrs Helen Scott DR Ken Robson

EAT340 - Professional Engineering
Management Techniques
Project Scope Management,

Planning & Control Cycle
Lecturers: Mrs Helen Scott

Dr Ken Robson
Learning Outcomes
On completion of this lesson you should be able to:
Understand the need for systematic planning & control.

Describe the process & stages in systematic project
planning.
List & describe the key contents of a typical project plan.
Describe the main elements of project control.
Outline a project reporting system.
Project Planning (1)
Project Specification should include:
The title of the project. This should be clear enough

to ensure that everyone knows what the project is about
and to avoid confusion when there is more than one
project.
The Scope. This defines the scale of the project e.g.

does it apply to all products or to certain ones only?
The Objectives. These should state what will be

achieved on successful completion of the project. The
objectives should be clear, understood and agreed by
everyone involved.
Project Planning (2)
Project Specification should also include:
Any conditions under which the project is to be

carried out. These might include deadlines, funding
arrangements, personnel policies, reporting
requirements etc.
Priority in relation to other projects. The level of
priority the project has within the organisation has to be
established and clarified in order to ensure that it has
the appropriate level of support and commitment.
Authority. The authorisation for the project should be
stated and the authority of the people working on the
project defined.
Scope Planning (1)
The process of developing a written scope statement

as the basis for future decisions.
It outlines the project philosophy.
Defines boundary and confirms common

understanding of the scope amongst the stakeholders.
Scope Planning (2)
Forms a basis of agreement between the client and

contractor by identifying project objectives and expected
deliverables.
It is a guide and constraint for the configuration

management process influencing change control.
What is Project Scope Management?
Provide a Definition
Project Scope Management
 Project Scope Management - ‘A subset of project

management that includes the processes required
to ensure that the project includes all the work
required, and only the work required, to complete
the project successfully’ (PMBOK).
Scope Management (1)
Scope management defines:
 What the project will accomplish

 What it will deliver
 Where the work packages start and deliver.
Used to avoid scope creep – i.e. avoids adding

features that were not part of the original project
contract.
Formulating Project Objectives
What are SMART Objectives?

Project Objectives
Specific
Measurable
Achievable
Realistic
Time-scaled
Benefits from a systematic approach to
planning
 Likely to increase the involvement and participation
of the key groups and managers contributing to a
project (commitment to project objectives & plans).
 Project planning and control can be used to enhance

the power of the project manager.
 Can be used to develop cooperative working

relationships (by making explicit the interrelationships,
interdependencies, integration requirements).
Project Control (1)
Planning is one thing, reality is another. Things do
deviate from the plan as a result of :
 Unexpected events (weather, accidents, delays).
 Some planning assumptions will be invalid

(i.e. time for assembly shorter or longer than estimated).
 Errors and omission in project schedule and

associated data will become apparent.
 The purpose of project control is to ensure that

the plans are executed as intended.
Project Control (2)
 Changes will be required to bring project back on

course.
 Initial planning was essential in guiding project and

in aiding PM in taking corrective action.
 It is necessary to be able to determine quickly and

easily how the people and the organizations
involved in the various aspects of the project are
performing, and how the project is progressing.
Project Control (3)
The manager must be able to:
Highlight the problem areas and deviations from

plan and budgets.
Take action to maintain efficiency and achieve

objectives.
Project Control (4)
 Project control is achieved through the collection

and analysis of information and comparison of
actual progress and performance with the baseline
documents of the project plan.
 Reports on progress and performance should be

prepared and the project manager can then take
action to deal with the problems identified, that is,
troubleshoot.
Project Control (5)
 Without effective control the project may be

completed and its quality objectives achieved, but
at what cost and additional time!!
 It has been argued that control is of equal

importance to the planning function.
Data Collection
 Part of ‘tracking and monitoring progress’
Four main ways of data collection are:

 Progress reports
 One to one progress meetings
 Group meetings
 Wandering about
 Frequency of collection is an important factor

Project Control (6)
The ability to control a project depends on the ability

to CAPTURE RELEVANT DATA
 Scope Management (e.g. WBS, BOM)

 Technical Support (e.g. Regulations, Design calculations)
 Time Management (e.g. Network diagram, milestone schedule)
 Procurement Management (e.g. Procurement schedule)
 Resource Management (e.g. Resource forecast & availability)
 Cost Management (e.g. CBS, Activity budgets)
Project Control (7)
 Change Control (e.g. Non-conformance reports [NCR])
 Quality Management (e.g. QC Plan)
 Communication Management (e.g. Lines of communication)
 HR Management (e.g. Responsibility matrix)
 Environmental Management (e.g. Laws, Stakeholder analysis)

Project Control (8)
 The frequency of data capture should be sufficient

to allow for adequate response.
 Data should be received before decision points.
 Accuracy of data is paramount as it affects control
decisions.
 A higher level of accuracy is usually needed for
critical activities.
 It often helps to use a lot of milestones to report
against.
Planning & Control – Some Difficulties (1)
 Each project is unique.
 Poor definition.
 Difficult functions.
 Effective planning is difficult.

Planning & Control – Some Difficulties (2)
Complexity and size of the projects. This includes the

following factors:
 Projects normally involve a high degree of

uncertainty.
 It can take considerable time to plan a large project

and this can put managers off.
 Employs specialized and sophisticated techniques,

methodology and systems.
Scope Change Control
 Is concerned with:
 Influencing the factors that create scope

changes to ensure that changes are agreed
upon.
 Determining that a scope change has occurred.
 Managing the actual changes when and if they
occur.
 A project close-report is seen as the best way to
achieve this.
Work Breakdown Structure (WBS)
 A decomposition of the entire project into individual

units of work.
 Provides a basis for planning, budgeting, financial

control, defining the organisation and assigning
responsibilities.
 WBS = “a cascade of deliverables, in which the overall

product or objective of the project is broken down into
sub-products, assemblages and components”.
Project Scope Management,
Planning & Control Cycle
Summary of Key Points:

Planning & control provides a framework for project
success.
Planning takes place early in the project, whereas
control is dominant throughout the later stages of the
lifecycle.
Ineffective planning & control are the most significant
cause of project failure.

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EAT340 - Professional Engineering

Project Scope Management,

Lecturers: Mrs Helen Scott

On completion of this lesson you should be able to:

Understand the need for systematic planning & control.

The title of the project. This should be clear enough

The Scope. This defines the scale of the project e.g.

The Objectives. These should state what will be

Any conditions under which the project is to be

The process of developing a written scope statement

It outlines the project philosophy.

Defines boundary and confirms common

Forms a basis of agreement between the client and

It is a guide and constraint for the configuration

 Project Scope Management - ‘A subset of project

Scope management defines:

 What the project will accomplish

Used to avoid scope creep – i.e. avoids adding

What are SMART Objectives?

 Project planning and control can be used to enhance

 Can be used to develop cooperative working

 Unexpected events (weather, accidents, delays).

 Some planning assumptions will be invalid

 Errors and omission in project schedule and

 The purpose of project control is to ensure that

 Changes will be required to bring project back on

 Initial planning was essential in guiding project and

 It is necessary to be able to determine quickly and

The manager must be able to:

Highlight the problem areas and deviations from

Take action to maintain efficiency and achieve

 Project control is achieved through the collection

 Reports on progress and performance should be

 Without effective control the project may be

 It has been argued that control is of equal

 Part of ‘tracking and monitoring progress’

Four main ways of data collection are:

 Frequency of collection is an important factor

The ability to control a project depends on the ability

 Scope Management (e.g. WBS, BOM)

 Change Control (e.g. Non-conformance reports [NCR])

 Quality Management (e.g. QC Plan)

 Communication Management (e.g. Lines of communication)

 HR Management (e.g. Responsibility matrix)

 Environmental Management (e.g. Laws, Stakeholder analysis)

 The frequency of data capture should be sufficient

 Each project is unique.

 Effective planning is difficult.

Complexity and size of the projects. This includes the

 Projects normally involve a high degree of

 It can take considerable time to plan a large project

 Employs specialized and sophisticated techniques,

 Influencing the factors that create scope

 A decomposition of the entire project into individual

 Provides a basis for planning, budgeting, financial

 WBS = “a cascade of deliverables, in which the overall

Summary of Key Points:

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