PROGRAM SCOPE / TIME / QUALITY / RISK MANAGEMENT

Authors: Marium, Agil, Baris, Lars


1. Introduction

This case study is focused on making a modest contribution to the 4. Edition of PMBOK through filling particularly a program's scope, time, quality and risk management knowledge areas in initiating process group of a program. Related inputs, tools and techniques, and outputs are defined for each knowledge area of program management initiating process groups.

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2. Program Scope Management by Marium


2.1 Introduction:
Project scope management includes the processes involved to ensure that the project consist of all the work required and only those activities which are required to complete the project successfully. In short, management the project scope is primarily concerned with defining and controlling what is and what is not included in the project.

In the context of project, the term scope can be defined as;

Product Scope:
This mainly deals with the features and functions that characterize a product , service or result.

Project Scope:
Mainly conceren the work that needs to be accomplished to deliver a product or service with specified features and function.

Scope Management Plan:
Before proceeding for the scope management process, the project management team do a planning effort. This planning effort is the part of the development of project management plan process.This planning produces a scope management plan that provides guidence on :
  • How project scope will be defined
  • Documentation of the process
  • Verification of scope
  • Management and control of the process

The scope management plan may be formal or informal, highly detailed or broadly framed based on the needs of the project.

Objective of the Research
The current objective of our project is to identify the tasks which are needed to be included or implemented in the initiating process of the project and are not being introduced in the PMBOK.

Strategy used:
In the scope managment area, turing from project to program approach is being used. This means that we are taking project aspect for scope as an input and presenting the aspect of program as an output. In other words we are concentrating on the projects (running in a program) as an input to the system and producing a generalized scope statement as an output for the program as a whole.

2.2 Input
For development of a clear scope statement one has to have a clear idea about what are the objectives of the different projects running in the program. Following are the concerns for the input of the system:
  • Scope mission ( Objectives and goals of the project)
  • The goals should be realistic
  • Add the scope change request..
  • Scope Communication.
  • Project Scope Management Plan

2.3 Tools and Techniques
The tools and techniques used for the study are:
  • Interviews with sponsors, customers and team members for requirement collection
  • Enterprise Analysis
  • Expert judgment

2.4 Output

The preparation of detailed program scope statement is very critical for all the projects running in the program as it describe the priority level, deliverables, assumptions and constraints that are to be documented during initiation stage.

2.5 Explanation of the new processes



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3. Program Time Management by Baris


3.1 Introduction

Program management is known as the process of managing several related project, often with the intention of improving an organization's performance. In order to manage a program in a successful way, the temporal relationships between related projects, local cultural and judicial constraints, project’s physical environments, and local working calendars should be carefully considered at the very beginning of the initiating process groups. Therefore, developing a multidimensional preliminary program schedule is created and elaborated as unique entry of knowledge area of Program Time Management Initiating Process Group for the purpose of managing the projects, that the program includes, in proper way .

3.2 Inputs
  • Time frames for each project to be specified within the program
  • Working hours with respect to local calendars
  • Local and international labor law
  • HR-Cultural backgrounds
  • Physical environments of projects.
  • Lessons learned

3.3 Tools and Techniques
  • Expert Judgment
  • Decomposition
  • Develop priorities
  • Networking
  • Cross-Cutting (1)

3.4 Output
  • Preliminary Program Schedule
  • Prioritized Project(s) and aligned projects
  • Legal Protection
  • Permanent information for future projects or programs

3.5 Explanation of the new process
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(1). Cross-cutting is an editing technique most often used in films to establish action occurring at the same time in two different locations. In a cross-cut, the camera will cut away from one action to another action, which can suggest the simultaneity of these two actions.


4. Program Quality Management by Agil


4.1 Introduction

As we know, customers always recognize that quality is an important attribute in products and services. Suppliers recognize that quality can be an important differentiator between their own offerings and those of competitor.

Project Quality Management includes the processes and activities of performing organization that determine quality policies, objectives, and responsibilities so that project will satisfy the needs for which it was undertaken.

PMBOK GUIDE does not provide us with any keys concerning initiating of the process Project Quality Management. However, we consider this problem as important as Planning, Performing Assurance, and Performing Control. That is the main reason we add new process of initiating of the Quality Management with the appropriate description.

4.2 Input
  • Developing of the Project Quality Charter
  • In the case of complex Quality Projects – dividing into several parts
  • Identifying Quality Standards
  • Organizational process assets


4.3 Tools and Techniques
  • Expert judgment of quality standards
  • Stakeholders analyze of fitness of the Quality Project

4.4 Output
  • Register of the project
  • Project charter
  • Stakeholders management strategy

4.5 Explanation of the new process
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5. Program Risk Management by Lars


5.1 Introduction
Project risk is always in the future and is defined as an uncertain event that effects on minimum one project objective.
Program Risk Management’s topic is the identification of impacts and threats which could have negative influence over the programme.
Program Risk Management consists of the processes identification of possible risks, risk management planning and response management, for example.

5.2 Inputs
  • Define the enterprise’s limit of risk tolerance / create a risk culture (risk averse, risk neutral, willing to take risks)
  • Categories risks (financial, strategic, operational, environmental,...risks)
  • Identify risks relating to the programme [Requirement (e.g.): Cost management plan, Schedule management plan…]
  • Define measures to decrease the risk
  • Formulate a risk management plan and strategy that priorities the measures to decrease the risk


5.3 Tools & Techniques
  • Documentation review
  • Checklist analysis
  • Personal experience according to similar programmes
  • Meetings within the project team
  • Expert’s judgement


5.4 Outputs
  • Risk culture
  • Basis for risk management plan
  • Basis for risk management strategy

5.5 Explanation of the new process
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