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Ivan Graff2020 Project Management Symposium
INS AND OUTSSTRUCTURING THE SCOPE PORTION OF A COMPLEX CONSTRUCTION PROJECT PEER REVIEW
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Ins and OutsSTRUCTURING THE SCOPE PORTION OF A COMPLEX CONSTRUCTION PROJECT PEER REVIEW
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31%of projects fail to deliver intended
benefits- State of Project
Management Report 2016 (Wellington Group)
70%of projects fail due to scope
- CHAOS Report 2014 (Standish Group)
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM
52%of projects
completed in 2017 experienced
uncontrolled changes to scope
- Pulse of the Profession 2018 (Project Management
Institute)
Change in priorities::
Change in project objectives
::
Inaccurate requirements
¢
Uncontrolled scope.
- Pulse of the Profession 2018 (Project Management Institute)
40%of projects do not
have a scoping document
- State of Project Management Report
2017 (Wellington Group)
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INITIAL QUESTION
?
How might one understand, and
determine the completeness of, the scope prior to setting
the baseline?
4
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About your presenterResponsible for capital asset acquisition project policy at the U.S. Department of Energy.
Agency budgets $3 to $5 billion on capital asset acquisition projects annually.Previously employers: National Science Foundation, Smithsonian Institution, USDA, and the University of Maryland College Park.
◦ M.S., Civil Engineering (Construction Management), UMCP.
◦ B.S., Bioresource Engineering (Structures), Rutgers University.
Ivan GraffP.E., PMP, CCP, CFM, LEED-AP
The views expressed by the speaker do not necessarily
reflect those of his employer.
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM 5
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Scope Baseline: 1. Scope Statement2. Work Breakdown Structure3. Work Breakdown Structure Dictionary
PROJECT MANAGEMENT INSTITUTEPROJECT MANAGEMENT BODY OF KNOWLEDGE, 6THED.
SECTION 5.4.3.1
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PROJECT HIERARCHY
COST
SCHEDULE
SCOPE
Schedule = f (Scope)Cost = f (Scope, Schedule)
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM
Based on a Tom Toles cartoon (June 2007)
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Purpose of a Project Peer Review1. Reduces the likelihood of a project failure by
identifying existing or potential problems.2. Evaluates –
a. Capacity – quality and quantity of assigned resources
b. Compliance – with internal rules, code or record, commitments to oversight entities
c. Fidelity – to stakeholder expectations
d. Thoroughness – comprehensiveness of planning
e. Efficiencies – leveraging others
f. Maturity – readiness for the next stage or phase
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM 8
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Typical Reviewer Roles
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM 9
Management and Acquisition Design
Environment, Safety, Health, and Security
Scheduling
Cost Estimating Risk Management
Transition to Operations
Technology ReadinessProject Controls
Review LeadWho’s in
charge of
scope?
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Indicators of Complexity§ Number and kinds of . . .o Capital assets acquired or improved o Performing entitieso Stakeholderso Schedule activitieso Risks
§ Maturity of . . .o Technologieso Project processes
§ Surrogate: Cost of the Project
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• Does not exist. L
• GAO has no plans to write this.
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GAO Scheduling Guide 16-89G
Best Practice #1, Capturing all activities. § Capturing All Effort§ Work Breakdown Structure§ Activity Codes § Best Practices Checklist: Capturing All Activities § Appendix III Best Practice 1 Capturing All
Activities
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GAO Cost Estimating Guide 20-195G
From the perspective of a cost estimate:Pin down the technical scope. (p.33)§Purpose, Scope, and Schedule§Technical Baseline Description§Work Breakdown Structure
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Solution No. 1TOOL TO ORGANIZE THE SCOPE STATEMENT AND THE SECTION OF THE PROJECT REVIEW REPORT SUMMARIZING THE PROJECT SCOPE
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comprehensive
cause
customization
count
capability
capacity
coverage
configuration
components
complexion contents
chronology
culture
cachet
clauses
codes conditions
complications
PROPOSED CONSIDERATIONS FOR A SCOPE STATEMENT
33 C’s
33 “c”arat SCOPE gem
Regions:
Attributes
Basis
Circumstances
contingency
contamination
customers
covenants
compacts
contributions
criticality
costs
clients
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM
catalogue
commissioning
controls
continuity
category
constraints
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ATTR
IBU
TES
A
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM
Comprehensiveness
Cause (Charge)
Customization
Count
Capability
Coverage
Configuration
Components
Cachet
Continuity
Contents
Contingency
Capacity
Complexion
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BASI
S
B
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM
Clauses
Controls
Codes
Catalogue
Commissioning
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CIRC
UM
STAN
CES
C
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM
Clients
Customers
Conditions
Constraints
Complications
Compacts
Covenants
Contributions
Culture
Criticality
Contamination
Chronology
Costs
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Solution No. 2TOOL TO VALIDATE THE SCOPE
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Requirements Traceability Matrix
May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM 20
ID Type
Desc
riptio
n
Just
ifica
tion
Orig
inat
or
Info
rmat
ion
Prio
rity
Prio
rity
Assi
gnm
ent
Date
WBS
Ref
eren
ce
Com
plet
ion
Test
1
2
3
4
5
6
7
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May 7, 2020 UNIVERSITY OF MARYLAND PROJECT MANAGEMENT SYMPOSIUM 21
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