Expert answer:High-level stakeholder analysis/Scope Management P
Solved by verified expert:Project CharterIncluding rationale for project selectionHigh-level stakeholder analysisProject requirements list Including summary of methods used to develop them.Scope Management PlanFrom Plan Scope Management, Section 5 of PMBOK® Guide 5 (Submitted in WBS 3)Project EstimateScope BaselineSchedule Management PlanFrom Plan Schedule Management, Section 6 of PMBOK® Guide 5 (Submitted in WBS 4)Network diagram (forward pass, backward pass, identifying the critical path)
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Running header: EVALUATION CRITERIA IN RFP
Scope Management Plan
Scope Statement
The key to successfully building and delivering a project, is to fully understanding all of
the aspects, before beginning any manufacturing. Defining the project scope, is one of the
preliminary documentations that project managers must complete. The primary purpose for
developing a project scope, is so that the end user and project manager have clearly defined the
deliverables. Successfully building and delivering a product in which the customer did not ask
for, is considered “Project Failure”. For this reason, developing a sound project scope, where the
results can “be achieved in specific, tangible, and measurable terms” allows for a solid project
foundation (Larson and Gray, 2014, p. 102). When creating project scopes, it is common in the
project management industry to making sure objectives are Specific, Measurable, Achievable,
Relevant and Time-bound (SMART). By defining clear objectives, the project scope can be used
by anyone involved in the project, as a basis for understanding the entire project.
WBS Structure
The WBS structure is to follow the guidelines set forth in the Practice Standard for Work
Breakdown Structure. The WBS Structure is to contain 100% of the deliverables and work
defined in the project scope statement. Furthermore, the WBS is to be represented by a hierarchy
diagram with labels in standard format according to PMI. The WBS should capture all internal,
external, and project management work. Each deliverable branch should end with work
packages to be performed that clearly support the identified task. Each WBS elements is to be
detailed in the WBS Dictionary described in the next section. Expert judgement should be
consulted by those who will be performing the work and technical input by subject matter
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experts when creating the WBS. The WBS should be updated with any changes to the scope that
has passed through integrated change control. Finally, the WBS will evolve via progressive
elaboration until the project scope baseline is completed and approved by the customer.
WBS Dictionary
The WBS dictionary contains details regarding each element of the WBS. These details
may include a description of the deliverable, whom the deliverable is assigned to, the timeframe,
cost constraint, acceptance criteria, and any other pertinent information the project manager or
team wishes to convey. The WBS Dictionary is delivered with the work package to the teams or
individuals responsible to complete the work. Sometimes, the WBS Dictionary can act as the
work package itself. Like the WBS, the WBS Dictionary can be extremely detailed or it can be a
general summary. Often times, the WBS Dictionary will be updated as more project information
is obtain. This is referred to as progressive elaboration. As time goes on, typically the more
information the project team will have concerning each element in the WBS.
Scope Baseline Maintenance
The scope baseline consists of the scope statement, WBS, and WBS dictionary. All
project work is to be compared against the scope baseline to ensure that the efforts, time, and
costs expended on the project are only being attributed to the work required to complete the
project and nothing else. In order to maintain the baseline, the work being performed to build
the house is to be monitored through variance analysis, and realigned when necessary through
implementation of corrective and preventative actions (CAPAs). Variance analysis is to be
conducted by using the checklist technique. This technique converts each work package in the
the WBS into a checklist. The checklist is then to be used by the designated project team
member to perform audits of the work in progress. The amount of audits required are to be
Running header: EVALUATION CRITERIA IN RFP
commensurate to the timeline of each work package. At minimum, one audit a week should be
performed for each work package being implemented. In the event a deviation is observed, the
auditor is to record the degree of deviation from the baseline (the variance), and place the work
on hold. The project team is to determine if a CAPA is needed, if the scope baseline should be
adjusted, or if no action is required. If a CAPA is required, the project team is to create and
implement it within 42 hours. If the baseline is to be revised, the change must first be vetted
through the change control board as discussed in the next section. In either case, the work can be
released from hold after the deviation is resolved.
Scope Change
The scope baseline cannot be changed unless it is vetted through the change control
process. The first step to this process is to submit a change request for review in the change
control board (CCB). In regards to the project scope, any proposal that directly impacts the
scope baseline must be submitted through a change request. Change requests are to be written
documents and presented to the CCB by the change sponsor. The change sponsor can be any
stakeholder who is responsible for managing project work and may includes contractors. The
CCB will consists of stakeholders predetermined by the project team as those who have adequate
knowledge and qualifications to make decisions to either accept or reject proposed changes to the
baseline. The CCB is to meet as often as is necessary for project work to meet project
deadlines. In the event a change request is approved, the scope baseline is to be updated along
with all relevant project documents.
Deliverable Acceptance
Acceptance on a large scale will come from the future homeowner. The day by day
decisions will be made by the project management team on behalf of the future homeowner.
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When each milestone is met the appropriate party will need to do the acceptance whether that be
the homeowner, the project management team, the building inspector, structural engineers,
and/or the city in which the house is being built in (ROSEKE, 2014). Acceptance will mostly be
done by visual inspection via a visit from the the person or team doing the acceptance. When it
comes to acceptance with budget or drawing designs – the party doing the acceptance will sign
and date the bottom of the document (TBSM, n.d.). The homeowner will be involved in all
acceptance along the way regardless if they are the ones doing the acceptance or not.
Scope and Requirements Integration
Scope and requirements integration allows the project manager to integrate a set of
requirements for the project that cannot be dropped, or otherwise not completed. Meanwhile,
scope is defined as, “The work performed to deliver a product, service, or result with the
specified features and functions. The term project scope is sometimes viewed as including
product scope.” (Project Management Institute 2013) The scope of the project must include the
project requirements if it is going to be considered successful. For this project the requirements
will be leveraged by the homeowners, the city design review board, inspectors, and engineers
working on designing the project. A plan to ensure that the requirements do not cause scope
drift, or that the scope includes all of the project’s requirements, is essential. The plan should
involve setting the scope and the requirements together at the beginning stages of the
project. This ensures that the scope and the requirements are both satisfied at the the beginning
of the project and that they cannot drift as the project continues, if they are referenced
properly. For instance if a new requirement is proposed or discovered halfway through a project
that is not on the requirements breakdown already it might be an indication that the scope of the
project is drifting.
Running header: EVALUATION CRITERIA IN RFP
Project Charter
Project Title:
Building a Custom House in Texas
Project Purpose:
The purpose of this project is to construct a new house.
Measurable Project Objectives:
The house is to support a family of four using a budget of $450,000 and completed within 240
days.
High-level Requirements:
The house must have at minimum three bedrooms, two bathrooms, living room, dining room,
kitchen, study, and a utility room. A central HVAC system is also required. Large backyard and
garage desired.
Assumptions:
• Building permits will be obtained as required
• All work will be done utilizing licensed, skilled and insured workers
• All work must pass federal, state, and city building code (safety standards and fire codes)
• Construction materials will be sourced from local contractor supply outlets, high quality
will be required
• Change requests will be approved only by the Project Manager in collaboration with the
customer. Changes must be in accordance with a predefined change management process
• Lot has already been purchased
• Lot has been surveyed and platted properly
• Soil has been determined suitable to build a home on by geotechnical engineers
• Lot has no existing buildings or structures that need to be demolished
• Lot is not located in a floodplain/subject to earthquakes/affected by forest fire
Constraints:
• The total cost of the home shall not exceed the agreed upon $450,000
• The home must be able to withstand a category 3 hurricane
• Construction will only be done between the hours of 8am and 10pm, per City Ordinance
High-level Project Description and Boundaries:
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This project is to construct a new house on one acre of land. This house will support a family of
four within 2,800 square feet. This house will be located on an undeveloped lot purchased within
a new neighborhood at the edge of town. The boundaries of this project begin at project approval
and end at project closure. All work related to construction, legal requirements, and project
management deliverables are included within the boundaries. Project approval and funding are
external to the project boundaries.
High-level Risks:
• Bad weather causing construction delays
• Permits cannot be acquired
• Work performed does not pass inspection
• Injury to personnel
• Contractor capabilities inadequate
• Delays to material delivery
• First house building project
• First time working with contractors that are being used
Summary Milestone Schedule:
• Permits acquired, plans approved, and ground broken within 25 days
• Foundation poured within 40 days
• Framing completed within 50 days
• Sheathing, electrical, plumbing, and ventilation completed and inspected within 90 days
• Facade, roof, windows installed within 155 days
• Sheetrock, roof, and flooring installed within 180 days
• Cabinetry and fixtures installed, tested, and inspected within 200 days
• Paint and detailing completed at 220 days
• Final inspections completed, residency certification completed, keys and deed delivered
to homeowner by 240 days
Summary Budget:
• Architectural design fees (The Bungalow Company , n.d.)
o Custom designed house (10% of total cost)= $45,000
• Structural engineer fee (8% of total cost) = $36,000 (Home Advisor, n.d.)
• Permit fees ($0.79 x 2,800sq.ft) = $2,212 (FIXR, n.d.)
• Site preparation fees (septic tank, power, water hookups) = $20,000 (KompareIt, n.d.)
• Primary construction costs ($93 per sq. ft) = $260,400 (Thumbtack, n.d.)
• Builder/General Contractor fees (10% of total cost)= $45,000 (The Bungalow Company ,
n.d.)
• Hardscaping /Landscaping = $4,500 (Home Advisor, n.d.)
• Unforeseen expenses (5% of total cost) = $22,500 (The Bungalow Company , n.d.)
Total Cost:
• Estimated total cost ~ $435,612
Stakeholder List:
• Future homeowners
Running header: EVALUATION CRITERIA IN RFP
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Contractors
Project Team
Neighbors
Inspectors
Bank
HOA/City (assuming community architecture requirements)
Architects / Engineers
Project Approval Requirements:
• Future homeowners
• HOA or city requirements
• Contractor plan approval
Assigned Project Manager:
A S – Project Manager
Name and Authority of those Authorizing the Project Charter:
A P – Contracting Officer
M L – Budget Officer
M T – Government Monitor
S R – Business Steward
…
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