You are on page 1of 21

SCOPE-MANAGEMENT PLAN

KEADUE WWTP UPGRADE WORKS

KMCF ENGINEERING DUBLIN ROAD ATHLONE

2014

Table of Contents
1.0 INTRODUCTION .............................................................................................................................. 1 2.0 SCOPE MANAGEMENT APPROACH ..................................................................................................... 1 3.0 ROLES AND RESPONSIBILITIES ............................................................................................................ 1 4.0 SCOPE DEFINITION.......................................................................................................................... 3 5.0 PROJECT SCOPE STATEMENT ............................................................................................................. 3 6.0 WORK BREAKDOWN STRUCTURE ....................................................................................................... 4 7.0 SCOPE VERIFICATION..................................................................................................................... 17 8.0 SCOPE CONTROL .......................................................................................................................... 17

1.0 INTRODUCTION
The Scope Management Plan provides the scope structure for Keadue wastewater treatment plant. The scope management method is roles and responsibilities as they relate to project scope, scope definition, verification and control measures; scope change control and the projects work breakdown structure.

2.0 SCOPE MANAGEMENT APPROACH


The scope management will be the only responsible of the Project Manager for Keadue wastewater treatment plant. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and Work Breakdown Structure (WBS) Dictionary. The Stakeholders and Project Manager will establish and support documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. The Planned scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. The acceptance of scope changes, the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on response and advice from the Project Manager and Stakeholders, the Implementation Manager is responsible for the approval of the final project deliverables and project scope.

3.0 ROLES AND RESPONSIBILITIES


The roles and responsibilities for keadue wastewater treatment plant upgrade works are essential for this project success. The Project Manager and team will all play key roles in managing the scope of this project. Project Manager and team members must be aware of their responsibilities in order to ensure the work is performed on the project are within the established scope throughout the entire duration of the Keadue wastewater treatment plant. The Table 1.1 below defines the roles and responsibilities for the scope management of this project.
1

Name Cathal Fitzpatrick

Role Design Engineer (DE)

Responsibilities - Responsible for collecting requirements for the Project - All design elements of the project - Reporting to the PM as required by the Communications Management Plan - DE may not approve any project expenses nor allocate any resources without PM approval - Managed by the PM.

Ken Geelan

Design Engineer (DE)

Mark OReilly Project Manager (PM) -

Responsible for collecting requirements for the Project All design elements of the project Reporting to the PM as required by the Communications Management Plan DE may not approve any project expenses nor allocate any resources without PM approval Managed by the PM. Measure and prove project scope Make possible scope change requests Facilitate impact assessments of scope change requirements Organize and facilitate scheduled change control meetings Communicate outcomes of scope change requests Responsible for acquiring human resources for the project through coordination with Functional Managers Update project documents upon approval of all scope changes. Monitoring and controlling the outcome of the project Development of Software package which will provide for any delays or issues with the construction of the overall project IM will report status to the PM IMs performance will be evaluated by the PM

Mouhanad Cherbatji Implementation Manager (IM) -

Farah Liyana Azman

Research and Development Manager (RSD)

Functional managers, are responsible providing resources for the project in accordance with the project operating plan Working with the PM to determine skill sets required Responsible for conducting performance appraisals of assigned resources based

Table 1.1- Scope Management Roles and Responsibilities

4.0 SCOPE DEFINITION


The scope for Keadue wastewater treatment plant was defined through a comprehensive requirements collection process. There was analysis performed on the waste water treatment plant. From this information, the project team developed the project requirements documentation, the requirements management plan and the requirements traceability matrix. The project description and deliverables were developed based on the requirements collection process. This process of expert judgment provided feedback on the most effective ways to meet the original requirements of providing a new requirement from which Keadue wastewater treatment plant can improve its financial processes.

5.0 PROJECT SCOPE STATEMENT


The project scope statement provides a detailed description of the wastewater treatment plant, deliverables and constraints. The scope statement includes what work should not be performed in order to eliminate any implied but unnecessary work which falls outside the wastewater treatment plant scope. This project includes the feasibility study, scheduling, monitoring and control system and design. The deliverables for this project are a completed design with the flexibility to modify and expand the application as necessary in the future. This project is that support will be provided by the project manager and managers those sufficient internal resources are available for the successful completion of this project.

6.0 WORK BREAKDOWN STRUCTURE


To manage the work successfully and complete this project, it will be subdivided into individual work packages. The Project Manager will manage the work more effectively and manage the projects scope as the project team will work on the tasks essential for project finishing point. The project is broken down into: feasibility study, scheduling, monitoring and control system and design. Each of these phases is then subdivided further down to work packages. (See figure 1.1 WBS below).

Overall Scheme Outline


Planning Stage

Feasibility Study

Generate List of Potential WWTP Options

Assigned to:

Cathal

Status:

In Progress Assigned to: Identify Two Most Attractive Options Status: Yet to Begin Farah Source Detailed Information on Chosen Options Assigned to: Farah

Analyse Information (Value Management, Construction Period etc.)

Assigned to:

Cathal

Status:

Yet to Begin Assigned to: Apply Selection Critera Farah Identify Most Attractive Option Status: Yet to Begin Status: Yet to Begin Assigned to: Farah

Status:

Yet to Begin Assigned to: Expand Selection Critera Farah

Develop Basic Selection Critera (P.E., Treatment Standard etc.)

Assigned to:

Farah

Status:

In Progress

Status:

Yet to Begin

Background Study

Assigned to: Source Info. On Site to be Developed Status:

Farah

Completed

Source Info. On Current WWTP & Identify any Issues

Assigned to:

Farah

Status:

Completed

Identify any Constraints within Site

Assigned to:

Farah

Status:

Completed

Schedule

Source Construction Info. For Chosen WWTP Option Source Generic Info. On WWTP Construction Assigned to: Ken Generate Generic Schedule from Sourced Data Assigned to: Ken Incorporate Monitoring System into Generic Schedule Assigned to: Mouhanad

Assigned to:

Status:

Completed

Status:

In Progress

Status:

Yet to Begin

Status:

Yet to Begin

Design Pipe Network & Size Units for Chosen WWTP Option

Assigned to:

Tailor Generic Schedule to Suit Chosen WWTP Option

Assigned to:

Status:

Completed

Status:

Completed

Monitoring System

Souce Info. On Monitring System Methodologies

Assigned to: Mouhanad

Status:

In Progress

Develop Monitring System for Generic WWTP Project

Assigned to: Mouhanad

Status:

Yet to Begin

Figure 1.1 - Work Breakdown Structure (WBS)

To be more clearly defining the work necessary for project completion the WBS Dictionary is used and it includes WBS Dictionary for each WBS element. The WBS Dictionary includes a detailed description of work for each element and the deliverables and resource needs for that element. The project team will use the WBS Dictionary as a statement of work for each WBS element. Feasibility Study - WBS Dictionary

Level

WBS Code 1

Element Name Feasibility Study

Definition of Work Feasibility Study is to decided on various WWTP The work to initiate the project. Gather information on WWTPs from printed material, internet and other various resources Carry out a desk top study on all information obtained on WWTPs from various sources Set up an excel sheet to analyse the chosen WWTPs with respect to P.E., overall size and cost in order to choose the most suitable system

Deliverables A Feasibility Study required for the Project.

Resources

1.1

Initiation

1.1.1

Consider Possible WWTPs

List of Potential WWTP Options. List of desk top study of WWTP for the project.

Cathal

Cathal

1.1.2

Conduct Desk Top Study

1.1.3

Develop Basic Selection Criteria

An excel sheet of various chosen WWTPs.

Farah

1.2

Planning

1.2.1

Current and future working capacities of WWTP

The work for the planning process for the project. Gather information about the current Keadue WWTP capacity and established a method to determine future capacities Source information from Roscommon Co. Co. for developments in the Keadue area and other relevant information necessary Search standards for information in relation to effluent requirements Determine if any design work is required for the chosen WWTP Determine if WWTPs perform to EPA standards

List of information in relation to Keadue WWTP.

Farah

1.2.2

Research County Development Plan

Information Cathal about Keadue area and other important information.

1.2.3

Consider Required Effluent Standards Determination of Installation Requirements

1.2.4

List of important standards in relation to effluent. Design of chosen WWTP.

Farah

Cathal

1.2.5

Consult EPA Requirements

WWTPs Farah make sure they are under EPA Standards.

1.3

Execution

Work involved to execute the project.

1.3.1

Preliminary Design

Carry out any preliminary design work on WWTP.

1.3.2

Develop WWTP Develop checklist of Option options to compare Checklist WWTPs Eliminate most non suitable WWTPs based on checklist to determine the most attractive option

1.3.3

Identify Most Attractive Options

List of Farah Preliminary design work of WWTP. List of WWTPs Cathal options to compare to other WWTPs. List of most Farah attractive Options.

1.3.4

Source Detailed Gather required Information on information on Chosen Options chosen WWTPs Compare and contrast various technological requirements between the chosen packages The work involved for the control process of the project. Source information in relation to required standards and carry out any checks/calculations in relation to sludge disposal etc.

1.3.5

Compare Technical Requirements

List of information of chosen WWTPs. Comprising of various technical requirements of chosen packages.

Cathal

Farah

1.4

Control

1.4.1

Further Investigation of Required Effluent Standards

Information of required Effluent Standards.

Farah

1.4.2

Operators and Machinery Required

Source information in relation to construction cost and labour for the chosen systems.

1.4.3

Analyse Information

Analyse further information gathered previously in relation to construction and costs. Carry out various checks/calculations in relation to costs, eco footprint etc. of chosen WWTPs Decide which WWTPs is most suitable based on selection criteria The work to closeout the project.

List of Information on construction cost and labour for the chosen Systems. Analyse information in relation to construction and cost.

Cathal

Farah

1.4.4

Identify Maintenance Costs, EcoFootprint, Impact on Surroundings

List of various calculations and checks for cost etc.

Cathal

1.4.5

Apply Selection Criteria

Decision of which WWTPs is most suitable.

Farah

1.5

Closeout Identify Most Suitable Option

1.5.1

1.5.2

Handover Information on Chosen Option to Scheduling Team

Suitable WWTP is chosen for project Official handover of Give chosen system to Information of scheduling team to chosen option allow for the to Scheduling commencement of a team site specific schedule The most suitable WWTP is chosen

Cathal

Cathal

Scheduling - WBS Dictionary Level WBS Code Element Name Definition of Work All work to develop the schedule for the upgrade works at Keadue WWTP. The work to initiate the project. Source general information on the construction of WWTPS. This information is not to be site specific. By using the general information sourced, develop a generic schedule for the construction of a typical WWTP plant. List of information on the construction of WWTPS. Ken Deliverables A schedule of works required for the project. Resources

Scheduling

4.1

Initiation

4.1.1

Source Information on the Construction of WWTPs

4.1.2

Develop Generic Schedule from Sourced Data

Generate a schedule for the construction of a WWTP.

Ken

10

4.1.3

Incorporating Monitoring System into Generic Schedule

4.2

Planning

4.2.1

Identify any Preliminary Works Required

4.2.2

Identify any Site Clearance Works Required

Incorporate the generic monitoring system into the generic schedule once the system has been handed over by the relevant development team. The work for the planning process for the project. Observe site and identify any works required prior to construction (Fencing, widening of access route, traffic management etc.) Identify if any site clearance works are required on site.

Monitoring System into the generic schedule.

Mouhanad

Information on Preliminary Works.

Ken

If any need for site clearance works.

Ken

11

4.2.3

Identify Sections of Site Requiring Demolition/Upgrading

4.2.4

Identify Existing/Required Services

Study plans of existing site with the aim of identifying any sections which may be kept/upgraded in the planned development. Identify existing services and determine if current provisions are sufficient for planned development. Work involved executing the project. Once chosen WWTP details have been handed over to the scheduling team any and all available information relating to said WWTP is to be sourced and filed.

Information on site requiring demolition/ upgrading into the planned development. Information on existing services and if any required services.

Ken

Ken

4.3

Execution

4.3.1

Source Construction Info. For Chosen WWTP Option

Information for Construction schedule for chosen WWTP.

Ken

12

4.3.2

Design Pipe Network & Size Units for Chosen

4.3.3

Tailor Generic Schedule to Suit Chosen WWTP Option

4.3.4

Develop Health & Safety Plan

4.4

Control

4.4.1

Compare Schedule Contents/Timeframes to Previous Similar Projects

Conduct any design work required. (Pipe sizing, plant design, pumps sump design etc.) Revisit generic schedule and update accordingly to suit chosen WWTP option. Develop H&S plan for planned development. The work involved for the control process of the project. Examine allocated timeframes and contents and verify them against similar projects schedules.

Design Pipe sizing, plant design and pump sump design.

Ken

Schedule to suit WWTP.

Ken

Health and Safety for planned development.

Ken

Information on Schedule Contents and timeframes

Ken

13

4.4.2

Test Monitoring Systems Use of Contingencies

Test monitoring systems ability to provide for common issues and site, once again verifying the contingencies against similar projects. The work to close-out the project. Compile all documentation relating to similar and conclude on overall performance. Handover final schedule to relevant development team to allow the system to be included in overall package.

Monitoring Mouhanad System's use of programme contingencies

4.5

Closeout

4.5.1

Document Systems Performance and all Lessons Learned

Document listing issues relating to project

Ken

System into Overall Package

Ken

4.5.2

Incorporate System into Overall Package for Official Handover

14

Monitoring and Controlling - WBS Dictionary WBS Code Definition of Work All work to develop the Monitoring and controlling schedule for the upgrade works at Keadue WWTP. The work to initiate the project. Gather information on Monitoring Systems from printed material, internet and other various resources Gather information on Monitoring Systems from the public works contract for civil engineering works The work for the planning process for the project. Gather information on potential sources of delay for the project Deliverables List of monitoring and controlling schedule for the upgrade work. Resources

Level

Element Name

Monitoring and Controlling

4.1

Initiation

4.1.1

Source Information of monitoring systems

Information on monitoring systems for other resources.

Mouhanad

4.1.2

Examine relevant legislation

Information on monitoring systems from the public works contract.

Ken

4.2

Planning

4.2.1

Consider potential sources of delay

Information on sources of delay for the project.

Mouhanad

15

4.2.2

Source data required allowed for delay Develop Monitoring System for Generic WWTP Project Execution Identify potential causes of delay in WWTP site Develop Delay Costs relating WWTP site Develop automated system to allow for delays

4.2.3

4.3

Search for information in relation to allowed days for delay Set up an excel sheet to analyse sources of delay with respect to delay of project Work involved executing the project. Gather required information for causes of delay in WWTPs Carry out calculation in relation to delay costs of WWTP Develop options to allow for delays in WWTP

Allowed the amount of days for delay. Excel sheet for analyse sources of delay for project.

Ken

Mouhanad

4.3.1

Information of causes of delay in WWTP. Results for the amount of delay costs. Options to allow for delays in WWTP

Mouhanad

Mouhanad

4.3.2

Mouhanad

4.4

Control Monitoring system test for verified delays to analyse results Mouhanad

4.4.1

Run monitoring Test monitoring systems for system in verified delays WWTP and then analyse results

16

4.4.2

Verified monitoring system against similar projects

4.5

Closeout

4.5.1

Incorporate Monitoring System into Overall Schedule

After running monitoring systems for verified delays, compare to similar project The work to close-out the project. Officially handover of the construction schedule to the schedule developer

Compare monitoring systems to other project

Mouhanad

Monitoring Mouhanad System which is in the overall schedule.

7.0 SCOPE VERIFICATION


As the Keadue wastewater treatment plant progresses, the Project Manager will confirm temporary project deliverables against the original scope as defined in the scope statement of the WBS and WBS Dictionary. When the Project Manager verifies that the scope meets the requirements defined in the project plan, the Project Manager will meet for official approval of the deliverable. The project work will remain within the scope of the project on a regular basis throughout the life of the project.

8.0 SCOPE CONTROL


The Project Manager and the project team will work together for the control of the scope of the project in Keadue wastewater treatment plant. The project team will control the WBS Dictionary by using it as a declaration of work for each WBS element. The project team will ensure that they perform the work described in the WBS dictionary. The Project Manager will oversee the project team and the development of the project to ensure that this scope control process if followed. If a change to the project scope is
17

essential, the process for recommending changes to the scope of the project must be carried out. Any project team member can request changes to the project scope in Keadue wastewater treatment plant. All change requirements must be submitted to the Project Manager in the form of a project change request document. The Project Manager will then reconsider the optional change to the scope of the project in Keadue wastewater treatment plant. The Project Manager will then either deny the change request, because it might not apply to the aim of the project or set up a change control meeting between the project team to reconsider the change request additional and carry out an impact consideration of the change. The project manager will give initial agreement to the change request. The Project Manager will then formally submit the change request to the Change Control Board. If the Change Control Board approves the scope change the Project Manager will then officially accept the change by signing the project change control document. When getting the approval of the scope change by the Change Control Board and the Project Manager will update all project documents and communicate the scope change to all project team members stakeholders for the Keadue wastewater treatment plant.

18

SPONSOR ACCEPTANCE

Approved by the Project Sponsor:

__________________________________________ <Project Sponsor> <Project Sponsor Title>

Date: ___________________

19