. PROJECT SCOPE .
Manajemen Proyek
What is Project Scope Management?
the processes required to ensure that the project
includes all the work required, and only the work
required, to complete the project succesfully.
managing the project scope is primarily
concerned with defining and controlling what is
and is not included in the project
Collect
Requirem
ents
Control Define
Scope Scope
Project Scope
Management
Verify Create
Scope WBS
Project Scope Management)
These processes interact with each other and with the processes in the
the other knowledge areas.
Each process can involve effort from one or more person, based on the
needs project
in the project context, the term scope can refer to :
Product scope Project Scope
The work that needs to be
The features and
accomplished to deliver a
functions that
product, service, or result
characterize a product,
with the specified
service, or result
features and function
Project
Scope
Managemen
t
Project Scope Management :
1. Collect Requirements
The process of defining and documenting stakeholder’s need to
meet the project and product requirements, include the
quantified and document needs and expectations of the sponsor,
customer and other stakeholder
Collecting requirements is defining and managing customer
expectations
Inputs
Project charter
●
High‐level requirements
●
High‐level product description
Stakeholder register
Tools & Techniques
Interviews
●
Formal/informal, one‐on‐one
Focus groups
●
Pre‐qualified stakeholders & subject matter Experts
Facilitated workshop
●
Cross‐functional stakeholders
Tools & Techniques
Group creativity techniques
●
Brainstorming
●
Nominal group technique (voting for the rank ideas)
●
The Delphi techniques (experts answer questionnaires)
●
Idea/mind mapping (commonality/differences)
●
Affinity diagram (ideas sorted into groups)
Group decision making techniques
●
Unanimity
●
Majority
●
Plurality
●
Dictatorship
Tools & Techniques
Questionnaires and surveys
Observations
Prototypes
Outputs
Requirement Documentation
Requirement Management Plan
Requirement Traceability Matriks
Project Scope Management :
2. Define Scope
Define scope is the process if developing a detailed
description of the prosject and product
Inputs:
- Project charter :
The project charter provides the high-level project description and product
characteristics.
- Requirements documentation:
Requirements documentation describe how to fulfill individual needs of the
business requirements for the project.
-Organizational process assets:
Examples of organizational process assets that can influence the define scope
process include, but are not limited to :
•Policies,procedures, and templates for a project scope management
•Project files from previous phase or project
•Lesson learned from previous phase or project
Tools & Techniques:
- Expert Judgment
Often used to analyze the information needed to develop the project scope statement.
-Product Analysis
It used if we have a product as a deliverable, as opposed to a service or result, product
analysis can be effective tool, it’s include techniques such as product breakdown,
system analysis, requirement analysis, system engineering, value engineering, and
value analysis
–Alternatives identification
Is a technique used to generate different approaches to execute and perform the work
of the project. A variety general management techniques can be used such as
brainstorming,lateral thinking, pair wise comparison, etc.
-Facilitated workshops
Considered a primary technique for quickly defining cross-functional requirements and
reconciling stakeholders differences
Outputs:
1. Projects Scope Statement
The project scope statement describes, in detail, the project’s deliverables
and work required to create those deliverables. It;s also provides a common
understanding of the project scope among project stakeholder.
The detailed project scope statement includes, either directly, or by reverence
to other document, the following :
•Product scope description
•Product acceptance criteria
•Project deliverables
•Project exlusions
•Project constraints
Outputs:
2. Project Document Updates
Project documents that may the update include, but are not limited to:
• Stakeholder register,
• Requirements documentation, and
• Requirements tracebility matrix
Proses Scope Management :
3. Create WBS
Is the process of subdividing project deliverables and project work
into smaller, more manageable components.
The WBS (Work Breakdown Structure): is a deliverable-oriented
hierarchical decomposition of the work to be executed by the project
team to accomplish the project objectives and create the required
deliverables, with each descending level of the WBS representating
an increasingly detailed definition of the project work.
A Work packages : is the lowest level in WBS components, can be
scheduled, cost estimated, monitored, and controlled. Which is refers
to work products or deliverables that are the result of the effort.
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 estimation and objective measurement
You can apply past experience by comparing new and old WBSs
WBS Is Important to Monitoring
It provides a comprehensive, consistent tool for collecting and reporting
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 reporting status to management
Inputs:
- Project Scope Statement
The project scope statement describes, in detail, the project’s deliverables
and work required to create those deliverables. It’s also provides a common
understanding of the project scope among project stakeholder.
- Requirements Documentation
Requirements documentation describe how individual requirements meet
the business need for the project. Before being baselined, requirements must
be unambiguous(measurable and testable), traceable, complete, consistent
and acceptable to key stakeholders.
- Organizational Process Assets
The organizational process assets that can influence the create WBS process
include, but are not limited to:
*policies, procedures, and templates for the WBS *project files from
previous projects * and lessons learned from previous projects
Tools dan Teknik:
- Decomposition
Decomposition is the subdivision of project deliverables into smaller,
more manageable components until the work and deliverables are defined
to the work package level(the lowest level).
The level of detail for work packages will vary with the size and complexity
of the project.
Tools dan Teknik:
- Decomposition
Decomposition of the total project work into work packages generally
involves the following activities:
- Identifying and analyzing the deliverables and related work
- Structuring and organizing the WBS
- Decomposing the upper WBS level into lower level detailed components
- Developing and assigning identification codes to the WBS components
- Verifying that the degree of decomposition of the work is necessary and
sufficient
Output :
1. WBS
2. WBS Dictionary
3. Scope Baseline
4. Project Document Updates
[Link]
The WBS is finalized by establishing control accounts for the work packages and a unique
identifier from a code of accounts.
[Link] Dictionary
The WBS dictionary is a document generated by the Create WBS process that supports the
WBS. The WBS dictionary provides more detailed descriptions of the components in the WBS,
including work packages and control accounts.
Information in the WBS dictionary included, but is not limited to:
• Code of account identifier
• Description of work
• Responsible organization
• List of schedule milestones
• Associated schedule activities
• Resources required
• Cost estimates
• Quality requirements
• Acceptance criteria
• Technical references
• Contract information
3. Scope Baseline
The scope baseline is a component of the project management plan. Components of
the scope baseline include:
Project scope statement. Includes the product scope description, the project
deliverables and defines the product user acceptance criteria.
WBS. Defines each deliverable and the decomposition of the deliverables into work
packages.
WBS Dictionary. Has a detailed description of work and technical documentation for
each WBS element
4. Project Document Updates
Project documents that may be updated include, but are not limited to requirements
documentation. If approved change requests result from the Create WBS process,
then the requirements documentation may need to be updated to include
approved changes.
Project Scope Management :
4 Verify Scope
Verify scope is the process of formalizing acceptance of the completed
project deliverables. Verifying scope includes reviewing deriverables with the
customer or sponsor to ensure that they are completed satisfactorily and
obtaining formal acceptance of deriverables by the costumer or sponsor.
Input:
1. Project Management Plan
The project management plan contains the scope baseline, include:
• Project scope statement
• WBS
• WBS dictionary
2. Requirements Documentation
The requirements documentation lists all the project, product, technical,and
other types of requirements that must be present for the project and product, along
with their acceptance criteria.
3. Requirement Traceability Matrix
The requirements traceability matrix links requirements to their origin and
tracks them throughout the project life cycle
4. Validated Deliverables
Validated deliverables have been completed nd checked for correctness by the
Perform Quality Contol process.
Tools dan Techniques:
INSPECTION
Inspection includes activities such as measuring, examining,
and verifying to determine wether work and deliverables meet
requirements and product acceptance criteria. Inspections are
sometimes called reviews, product reviews, audits, and
walkthoughts. In some application areas, these different terms have
narrow and specific meanings.
Outputs:
1. Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved
by the customer or sponsor. Formal documentation received from the customer or
sponsor acknowledging formal stakeholder acceptance of the project’s deriverables is
forwarded to the Close Project or Phase Process.
2. Change Requests
Those completed deliverables that have not been formally accepted are documented,
along with the reason for non-acceptance. Those deliverables may require a change
request for defect repair. The change requests are processed for review and disposition
through the Perform Integrated Change Control process.
3. Project Document Updates
Project documents that may be updated as a result of the Verify Scope process
include any documentation that define the product or report status on product.
Proses Scope Management :
Control Scope
Control scope is the process of monitoring the status of the project and
product scope and managing changes to the scope baseline
Controlling the project scope ensures all requested changes and
recommended corrective or preventive actions are processed through the
perform integrated change control process
Project scope control is also used to manage the actual changes when they
occur and is integrated with the control process
Outpu Tools &
Inputs Technique
ts s
●
Project management ●
Work performance
Varianc
plan measurements
●
Work performance
●
●
Organizational
information
process assets updates
Requirement
es
●
●
Change requests
documentation
●
Requirements
●
Project management
analysis
traceability matrix plan updates
●
Organizational process
●
Project document
assets updates
1.. Project Management Plan
Scope Baseline The scope baseline is compared to actual results to determine if
●
a change, corrective action, or preventive action is necessary
Scope ●
The scope management plan describes how the
managemen plan project scope will be managed and controlled
Change ●
The change management plan defines the
management plan process for managing change on the project
Configuration The configuration management plan defines those items that are
●
configurable, those items that require formal change control, and
management plan the process for controlling changes to such items
Requirements The requirements management plan can includes how requirements
●
activities will be planned, tracked, and reported and how changes to
management plan the product, service, or result requirements will be initiated
2. Work Perfomance Information
●
Information about project progress, such as which deliverables have
started,their progress and which deliverable have finished
3. Requirements Documentation
●
Describes in section [Link]
Requirements traceability matrix
●
Describes in section [Link]
Organizational Process Assets
●
The organizational process assets that can influence the control scope process include but are not limited to:
●
Existing formal and formal scope control-related policies,procedures and guidelines
●
Monitoring and reporting methods to be used
Tools and Techniques
“ Variance Analysis”
project performance measurements are used to assess to
magnitude of variation from the original scope baseline.
Important aspects of project scope control include determining
the cause and degree of variance relative to the scope baseline
(Section [Link]) and deciding wheter corrective or preventive
action is required
Output
Work performance ●
Measurements can include planned vs. actual technical
measurement performance or other scope performance measurements
Organizational process ●
●
Causes of variances
Corectives action choosen and the reasons
assets updates ●
Other types of lessons learned from project scope control
Change request can include preventive or corrective
Change requests
●
actions or defect repairs
Project management ●
Scope baseline updates
plan updates ●
Other baseline updates
Project document ●
Requirements documentation
update ●
Requirements traceability matrix
42
Study Case
Pembangunan Aplikasi Security Sistem Ruangan Safety Box di Bank
Indonesia
Service yang harus tersedia pada bank :
BANK
Pelayanan Pelayanan
cepat dan
tersedia di yang baik,
mana saja ramah
Tingkat
keamana
n tinggi
Mengapa tingkat keamanan pada suatu bank
itu penting:
• Sebagai jasa penyimpanan uang, tentunya
keamanan bank menjadi hal utama yang
dipertimbangkan
• Agar nasabah tetap mempercayakan uangnya
untuk disimpan di bank tersebut
• Semakin memingkatnya kriminalitas di
Indonesia, maka perlu adanya peningkatan
sistem keamanan di bank
Untuk meningkatkan keamanan …
BI berencana untuk membangun sebuah
ruangan khusus yang dapat digunakan sebagai
media penyimpanan barang berharga milik
customernya, yang dilengkapi dengan sistem
keamanan tingkat tinggi. Bertujuan untuk
meningkatkan tingkat layanan dan memperluas
ruang lingkup bisnis dari bank tersebut.
• Di dalam ruangan khusus tersebut terdapat
safety box- safety box yang menyimpan barang
berharga milik nasabah.
Ruangan dilengkapi dengan kamera cctv yang
dapat bergerak mengikuti gerakan atau langkah
orang yang masuk ke dalam, serta alat
pendeteksi sidik jari (finger print).
Sehingga hanya orang-orang tertentu yang
memiliki kepentingan saja yang bisa masuk ke
ruangan tersebut.
hanya ada 2 petugas yang berwenang untuk
mengakses ruangan tersebut.
• Semua informasi yang berhubungan dengan sistem ini
diintegrasikan secara otomatis dan realtime ke aplikasi
berbasis web. Aplikasi web itu sendiri hanya ditujukan
untuk penggunaan internal perusahaan.
• Hanya pegawai perusahaan tertentu saja dari beberapa
divisi yang dapat mengakses aplikasi web ini, misalnya
divisi IT, keamanan dan top management. Aplikasi ini pun
dapat menampilkan dan mendata pegawai yang sedang
mengakses safety box berdasarkan waktu dan data yang
ada dari hasil pendeteksian sidik jari.
• Aplikasi dapat digunakan untuk melihat status safety box,
status dimana apakah safety box sedang diakses atau
tidak, sedang dibuka atau tidak. Aplikasi tidak melakukan
pencatatan tentang barang-barang yang disimpan dalam
safety box ataupun identitas pemilik safety box.
)) Analisis Project Scope ((
Kendala Proyek
Ruang Lingkup : aplikasi web yang dapat mendukung sistem
keamanan ruangan safety box suatu bank
Waktu : kurang lebih 6 bulan + 6 bulan masa pemeliharaan.
Biaya : pague yang disediakan oleh stakeholder sebesar 1 milyar
rupiah
Stakeholder
Sponsor proyek : Bank Indonesia
Pengguna hasil proyek : Beberapa pegawai Bank Indonesia
Musuh proyek : Developer lain yang ingin mengerjakan proyek
ini.
.::: Reference :::..
• A Guide to the Project Management Body of
Knowledge (PMBOK Guide)-Sixth Edition.
Project Management Institute.
