Module 3 Scope and Team

Course topic Scope Management and Project Team

Building

Time allotment: MW / 6 hours (See Course Outline)

Course objectives: CO1, 2, 3, 4 and 5 Expected outputs:

Thinking Challenge
Simulating Project Meeting
Applying the learning to final project
OVERVIEW: This module discusses the project scope, quality, how to define what
activities need to be done, who will be responsible for them, and in what sequence that
will be performed. The elements in project scope management, purposes of work
breakdown structure (WBS).

LEARNING OUTCOMES

At the end of module, the learners can:

1. construct a Work Breakdown Structure for a project;

2. develop scope statement;
3. describe and explain assessing project scopes;
4. describe cross-functional teams;
5. develop team effectiveness;
6. plan and conduct a project meeting; and
 7. apply the problem-solving process and the brainstorming technique in a project
team.

I. UNCOVER: Thinking Challenge. Create a flow chart of your Friday (March 5, 2021)
activities that you are performing from the time you wake up until bedtime, you can put
time. Observe, study and have a discussion of realization regarding the flow.

II. BRAINSTORM: MODULE PROPER

2.1 SCOPE MANAGEMENT

Project Scope

The project scope us everything about a project – work content as well as expected
outcomes. This consists of naming all activities to be performed, the resources
consumed, and the end products result, including quality standards. The scope includes
a project goals, constraints, and limitations. The project scope is also defines what
needs to be done. It is all the work that must be done to produce all the project
deliverables, satisfy the sponsor or customer that all the work and deliverables meet the
requirements and acceptance criteria, and accomplish the project objective.

Scope Management

Scope management is the function of controlling a project in terms of its goals and
objectives through the processes of conceptual development, full definition, execution
and termination. It provides the foundation upon which all project work is based, and is,
therefore, the culmination of predevelopment planning. The process scope
management consist of several distinct activities, all based on creating a systematic set
of plans for the project.
The Six Main Activities or Elements in Project Scope Management

1. Conceptual Development is the process that addresses project objectives by

finding the best ways to meet them. To create an accurate sense of conceptual
development for a project, the project management team must collect data and
develop several pieces of information.

Key Steps in Information Development

a. Problem or need statement: scope management for project begins with a

statement of goal: why there is a need in search a solution, what the
underlying problem is, and what the project intends to do.
b. Requirement gathering: requirements are demands, needs and specifications
for product (project outcome) as outline by project stakeholders. It is the lists
of customer needs.
c. Information gathering: gather all relevant data for the project.
d. Constraints: understanding of any restrictions that may affect the project
development.
e. Alternative analysis: generating alternative methods in solving problems. This
 provides the team with a clearer understanding of the project characteristics,
and it offers a choice of approaches for addressing how project should be
undertaken.
f. Project objectives: conceptual development concludes with a clear statement
of the final objectives for the project in terms of outputs, required resources,
and timing.
g. Business case: a carefully prepared document that highlights financial
commitments, justification for undertaking the project, cost of doing the
project and more importantly, risks from not doing the project.

2. The Scope Statement

 Scope Statement, the heart of scope management, reflects a project team’s
best effort at creating the documentation and approval of all important project
parameters prior to proceeding to the development phase. The project team
prepared a project scope document – valuable for establishing a common
understanding among project stakeholders regarding the scope of the project.

The project scope document usually contains the following sections:

1. Customer requirements define the functional, operational, and performance

specification or capabilities that must be met for the project’s end product and
other project deliverables.
 2. Statement of Work (SOW) defines the major tasks that will need to be performed
to accomplish the work that needs to be done and produce all the project
deliverables.
3. Deliverables are the products or outputs that the project team and contractor will
produce and provide to the customer during and at the completion of the
performance of the project.
4. Acceptance criteria for all project deliverables must be described in greater detail
that what is stated in the (project) request for proposal.
5. Work Breakdown Structure (WBS), the major tasks defined in the SOW section
along with detailed list of deliverables provide the basis for creating WBS, which
is hierarchical decomposition of the project work scope into work packages that
produce the project deliverables. The WBS establishes the framework for further
planning to create a baseline plan or the starting point of the project plan for
performing the project work. A baseline is defined the project’s scope fixed at a
specific point in time. Then a scope baseline is a document that provides a
summary description of each component of the project’s goal, including basic
budget and schedule information of each activity.

The Work Breakdown Structure

According to the Project Management Body of Knowledge (PMBoK), a WBS is a

deliverable-oriented grouping of project elements which organizes and defines the total
scope of the project. Each descending level represents an increasingly detailed
definition of project components. Project components maybe products or services. WBS
is simply a process that sets a project’s cope by breaking down its overall mission into
cohesive set of synchronous, increasingly specific tasks. Work packages are part of the
WBS as elements of the project (the smallest, indivisible components) – work centers
for accomplishment.

Purpose of WBS
1. It echoes project objectives. WBS identifies the main work activities that will be
necessary to accomplish this goal or sets of goals.
2. It is the organization chart of the project. WBS provides a way to understand the
logical structure for a project, identifying the key elements (tasks) that need attention,
the various substask, and the logical flow from activity to activity.
3. It creates the logic for tracking costs, schedule, and performance specifications for
each element in the project. All project activities identified in the WBS can be assigned
their own budget and performance expectations. This is the first step in establishing a
comprehensive method for project control.
4. It may be used to communicate project status. WBS tracks the responsibilities for
achieving the goals on which tasks are on track, which are critical and pending, and
who is responsible for their status.
5. It may be used to improved project communication. WBS improves motivation for
communication within the project team, as members wish to make activity transitions as
smooth as possible.
6. It demonstrates how the project will be controlled. WBS gives logic to the control
approach and the most appropriate control methods.

Table 1
Sample Logic Hierarchy for WBS

Level WBS Team Description

Level 1 (Highest) Project The overall project under development
Level 2 Deliverable The major project components
Level 3 Subdeliverable Supporting deliverables
Level 4 (Lowest) Work package Individual project activities

1.0

Project

1.1 1.2 1.3

Deliverables

1.2.1 1.2.2 1.2.3

 Work
Packages

Figure 1
Sample WBS

3. Work Authorization. Step gives the formal “go ahead” to commence with the
project. This consists in may times of the formal sign –off on all project plans
including detailed specifications for project delivery.

4. Scope Reporting. Fulfills the function by determining the types of information

that will be regularly reported who will receive copies of this information, and how
this information will be acquired and disseminated. The report commonly
included the cost status, schedule status and technical performance status.

5. Control Systems. This is vital ensuring that any changes to the project are
conducted in a systematic and thorough manner. The project managers can use
the following project control to track the status of the project:

a. Configuration control includes procedures that monitor emerging

 project scope against the original baseline scope. The control uses
the configuration management which defines a system of procedures
that monitors emerging projects scope against the scope baseline.
Configuration management relates to the fact that projects usually
consist of component parts, all contributing to the project
functionality which formalizing the change process.
b. Design control relates to systems for monitoring the project’s scope,
schedule and costs during the design stage.

c. Trend monitoring is the process of tracking the estimated costs,

schedules, and resources needed against those planned. This shows
significant deviations from norms for any of these project metrics.
d. Document control ensures that important documentation is compiled
and disseminated in an orderly and timely fashion. This is a way
making sure that anything contractual or legal is documented and
distributed. Control making sure that the team and the customer knows
the scope.
e. Acquisition control monitor systems used to acquire necessary project
equipment, materials, or services needed for project development and
 implementation.
f. Specification control ensures that project specifications are prepared
clearly, communicated to all concerned parties, and changed only with
proper authorization.

6. Project Closeout step requires project managers to consider the types of

records and reports they and their clients will require at the completion of the
project. Closeout information can be important a. in the case of contractual
disputes after the project has been completed since the more thorough the
project records, the less likely it is that the organization will be held liable for
alleged violations; b. as a useful training tool for the post project analysis of either
successes of failures; and c. to facilitate project auditing tasks by showing the
flow of expenses in and out of various project accounts.

Closeout documentation a project leader may decide to track includes the

 following:

 Historical records, or project documentation that can be used to predict

trends, analyze feasibility, and highlight problem areas for similar future
projects;
 Post project analysis, which follows a formal reporting structure, including
analysis and documentation of the project’s performance in terms of cost,
schedule adherence, and technical specification performance; and
 Financial closeout, or the accounting analysis of how funds were disperse
on the project.

2.2 PROJECT TEAM BUILDING

A project team is a group of individuals working independently to accomplish the

project objective. Teamwork is a cooperative effort by members of a team to
accomplish this common goal. The effectiveness, or lack thereof, of the project team
can make the difference between project success and project failure. Project teams
should be kept as small as feasible throughout the project. Team should be cross-
functional sharing an overall goal or common purposes; they tend to cooperate toward
the end of the project. Having the cross-functional cooperation means coordinating or
integrating activities that involves several functional units that are defines as formalized
processes established to mandate and control the activities of the team in terms of team
membership, task assignment, and performance evaluation.

Project Team Development

Teams evolve through various stages of development. In many projects, people who
have never worked together are assigned to the same project team. This group of
individuals must develop into an effective team to successfully achieve the project
objective.

B. W. Tuckman defined four stages of team development:

First Stage: Forming is the initial stage of the team development process. It involves
the transition from individual to team member. Similar to the early phase of relationship,
it is when individual to team begin to get acquainted. On this stage the group begins to
establish an identity and attempts to define and plan the tasks that need to be done.
Team members are unsure of their own roles and the roles of the other members of the
project team. Here the project manager needs to provide direction and structure and it
can be done through orientation of the project scope.

Second Stage: Storming where the project objective and scope become clearer to
team on this stage. Members start to apply their skills to work on their assigned tasks,
and work begins, to progress slowly. Here members are having more questions
regarding their roles and responsibilities. Conflict may arise on this stage which the
project manager has to provide guidance and foster conflict resolution and not try to
suppress any frustration, hoping that is will go away (conflict) by itself.

Third Stage: Norming where the relationships among team members and between the
team and the project manager become settled. Interpersonal conflicts are resolved for
the most part which the level of conflict is lower than in the storming stage. Trust begins
to develop in this stage, as the team members start to confide in one another. Personal
friendships may develop that reach beyond the work environment.

Fourth Stage: Performing where the team is highly committed and eager to accomplish
the project objective. The level of performance is high. The team feels a sense of unity
and pride of accomplishment where confidence is also high. The communication is
open, frank and timely. Members can work individually and collaboratively and willingly
help each other. On this stage, the project manager’s role is to facilitate and support the
development and implementation of corrective actions if actual progress falls behind the
planned progress. The project manager acts as a mentor, supporting the professional
growth and development of the people working on the project.

Project Kickoff Meeting

This is a role of the project manager – to schedule a project kickoff meeting, which also
referred as a project orientation meeting. This is held as in the forming stage which this
is very important to inform team members, reduce anxiety, manage expectations and
inspire the team. Below are the Agenda in the project kickoff meeting:
1. Welcome and introduction. The project manager should provide a brief, war, and
enthusiastic welcome. This is an important step in team development is to have
the participants, including the project manager, introduce themselves and provide
some information about their experience and expertise. This agenda should give
sufficient time as here the members have the time getting to know each other.
2. Project overview. The project manager should discuss the elements of the
project charter, project proposal or contract and other background documents or
information. These documents should be distributed well in advance of the
meeting to give the participant sufficient time to review them and come prepared
with any comments or questions. Here asking questions are giving time to team
and should be addressed.
3. Roles and responsibilities. The role and responsibilities of each participant
should be discussed so that everyone knows each other role. The discussion is
more to the project manager. Then clarification regarding role is discussed to
prevent overlapping or gap with other member’s role and responsibilities or job
descriptions. Also project reporting relationships also mentioned here.
4. Processes and procedures. Discussion of the documentation requirements,
approval requirements and processes, communication protocols, and so forth.
On this agenda the communication plan is included.
5. Expectations. The project manager should discuss the stages of team
development to help manage expectations of what the team will go through. This
where the project manager demonstrate his or her leadership and inspire the
participants to work as a team, respect others; value each person’s contribution;
have high expectations of themselves and others; communicate openly, honestly
and in timely fashion; maintain ethical behavior and so forth.
6. Closing comments. The project manager should again ask if there are any
comments or questions and make sure that everyone leaves the meeting with
clear expectations of the work to be done and everyone’s role.
Characteristics of Effective Teams

1. Clear Understanding of the Project Objective. Each team member has the same
vision of the project result and the benefits it will provide.
2. Clear Expectations of Roles and Responsibilities. Members of an effective team
know how their work must fit together because that participated in developing the
project plans. Every member appreciate each other’s expertise, skills, and
contributions accomplishing the project objective (carrying his or her part of the
project).
3. Result Orientation. Each member should have a strong commitment to
accomplish the project objective. Team members are enthusiastic and willing to
spend time and energy necessary to succeed.
4. High Degree of Cooperation and Collaboration. Members are open, frank
unambiguous, and timely communication is the norm on an effective project
team. They readily share information, ideas and feelings. They are open to help
each other in accomplishing the project objective. Accept feedback or criticism
good or bad in constructively manner.
5. High Level of Trust. Understand interdependently and accept that everyone on
the team is important to project success. Members can count to each other and
care for each other.
Barriers to Team Effectiveness

1. Unclear Vision and Objective

2. Unclear Definition of Roles and Responsibilities. Roles and responsibilities are
overlapping.
3. Lack of Project Structure. Everyone feels that they are working in different
direction and there is no established procedure for the team.
4. Lack of Commitment. Members are lack of motivation.
5. Poor Communication. Members occur that they have lack of knowledge about
what is happening on the project and individuals do not share information.
6. Poor Leadership. The team feels that the project manager is not providing
effective leadership.
7. Turnover of Project Members. Team composition is changing – assigned or
leaving the project.
8. Dysfunctional Behavior. Individuals are displaying inappropriate behavior, such
as hostility or aggressiveness, bullying, excessive clowning around, or making
disparaging personal remarks, which is disruptive to the development of an
effective team.

III. INSTILL. Contribute in the content of the Agenda (Project Kickoff Meeting)
 IV. APPLY. Simulating Project meeting and doing the final project paper (schedule: see
course outline)

The team will prepare a project kickoff meeting covering the 6 agendas mentioned in
the module proper. The team will have a live meeting session (see course outline for the
schedule) for minimum of 20 and maximum of 25 minutes. Here is the rubric for this
activity:

Brilliant Superior Established Good Poor TOTAL

DIMENSIONS SCORE
(10 points) (8 points) (6 points) (4 points) (2 point)

Content Outstanding points Well-developed Adequate points Good points were Poor points were
were noted. points were noted. were noted. noted. Contains noted. Contains
Contains detailed Contains detailed Contains detailed but detailed but not detailed and
and complete and complete incomplete agenda incomplete agenda incomplete
agenda of a kickoff agenda of a kickoff (1 or 2 parts is/are (3 or 4 parts is/are agenda (5 parts
project meeting project meeting missing ) of a kickoff missing of a kickoff are missing of a
project meeting project meeting kickoff project
should have should have meeting should
⮚ Focus and have
Direction
⮚ Details
Organization Excellent flow and Very good flow and Establish flow and Evident flow and Lacks flow and
structural structural structural structural structural
composition. composition. composition. composition. composition.
Transitions are well- Transitions are well- Transitions are Transitions are Poor Transitions
made and follow made and follow evident and follow an evident. are evident.
appropriate agenda appropriate acceptable
sequence. sequence. sequence.

⮚ Structure

⮚ Transitions

Standard Correct Correct Acceptable Acceptable Unacceptable

pronunciation of pronunciation of pronunciation of pronunciation of pronunciation of
word/s and grammar word/s and grammar word/s and grammar word/s and grammar word/s and
was evident. With no was evident. With was evident. With was evident. With grammar was
errors found. few errors found. few errors found. many errors found. evident. With
many major errors
found.

⮚ Pronunciation

⮚ Grammar
(verbal
sentence
construction)

Reflection and Excellent output Very good output Establish output Evident output Lack of output
Application on shows that the shows that the shows that the shows that the shows that the
Learning student has student has reflected student has reflected student has reflected student has
reflected with with substantial with substantial with substantial reflected with lack
 substantial depth depth upon how the depth upon how the depth upon how the of substantial
⮚ Aligned with
upon how the prior prior learning prior learning prior learning depth upon how
course learning experience is aligned experience is aligned experience is aligned the prior learning
learning experience is to the course to the course to the course experience is
outcomes aligned to the learning outcomes learning outcomes learning outcomes aligned to the
course learning for which credit is for which credit is for which credit is course learning
outcomes for which being sought being sought being sought outcomes for
credit is being which credit is
sought being sought

Overall Assessment TOTAL RATING: / 40

V. NUTSHELL. Contribute and participate in the simulating project meeting and in the
final project paper.
References:

Gido, J., Clements, J., & Baker, R. (2018). Successful project management (7th ed.).
Canada: Cengage Learning, Nelson Education, Ltd.

Heagney, J. (2016). Fundamentals of project management (5th ed.). New York:

American Management Association.

Kerzner, H. (2017). Project management: a system approach to planning, scheduling

and controlling (12th ed.). Hoboken, New Jersey: John Wiley & Sons.

Pinto, J. K. (2016). Project management: Achieving competitive advantage (4th ed.).

Harlow, England: Pearson Education Limited.