Q1 / PROJECT SCOPE MANAGEMENT

Project Scope Management includes the processes required to ensure that the project includes
all the work required, and only the work required, to complete the project successfully.
Managing the project scope is primarily concerned with defining and controlling what is and
is not included in the project.

Figure 5-1 provides an overview of the Project Scope Management processes, which include
the following:

5.1 Plan Scope Management—The process of creating a scope management plan that
documents how the project scope will be defined, validated, and controlled.

5.2 collect requirements—The process of determining, documenting, and managing

stakeholder needs and requirements to meet project objectives.

5.3 define Scope—The process of developing a detailed description of the project and
product.
5.4 create WBS—The process of subdividing project deliverables and project work into
smaller, more

manageable components.

5.5 Validate Scope—The process of formalizing acceptance of the completed project

deliverables.

5.6 control Scope—The process of monitoring the status of the project and product scope
and managing changes to the scope baseline.

I) the difference between product and project

 Product scope. The features and functions that characterize a product, service, or
result; and/or
 Project scope. 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.
Plan Scope Management

Plan Scope Management is the process of creating a scope management plan that documents
how the project scope will be defined, validated, and controlled. The key benefit of this process
is that it provides guidance and direction on how scope will be managed throughout the project.

collect requirements

Collect Requirements is the process of determining, documenting, and managing stakeholder

needs and requirements to meet project objectives. The key benefit of this process is that it
provides the basis for defining and managing the project scope including product scope.

define Scope

Define Scope is the process of developing a detailed description of the project and product.
The key benefit of this process is that it describes the project, service, or result boundaries by
defining which of the requirements collected will be included in and excluded from the project
scope.

create WBS

Create WBS is the process of subdividing project deliverables and project work into smaller,
more manageable components. The key benefit of this process is that it provides a structured
vision of what has to be delivered.

Validate Scope

Validate Scope is the process of formalizing acceptance of the completed project deliverables.
The key benefit of this process is that it brings objectivity to the acceptance process and
increases the chance of final product, service, or result acceptance by validating each
deliverable.

control Scope

Control Scope is the process of monitoring the status of the project and product scope and
managing changes to the scope baseline. The key benefit of this process is that it allows the
scope baseline to be maintained throughout the project.
Q2/ HUMAN RESOURCES

Project Human Resource Management includes the processes that organize, manage, and
lead the project team.

Human Resource Management processes,

Plan Human resource Management—The process of identifying and documenting project

roles, responsibilities, required skills, reporting relationships, and creating a staffing
management plan.

Acquire Project team—The process of confirming human resource availability and

obtaining the team necessary to complete project activities.

develop Project team—The process of improving competencies, team member

interaction, and overall team environment to enhance project performance.

Manage Project team—The process of tracking team member performance, providing

feedback, resolving issues, and managing changes to optimize project performance.
Plan Human resource Management
Plan Human Resource Management is the process of identifying and documenting project
roles, responsibilities, required skills, reporting relationships, and creating a staffing
management plan. The key benefit of this process is that it establishes project roles and
responsibilities, project organization charts, and the staffing management plan including the
timetable for staff acquisition and release.

Acquire Project team

Acquire Project Team is the process of confirming human resource availability and obtaining
the team necessary to complete project activities. The key benefit of this process consists of
outlining and guiding the team selection and responsibility assignment to obtain a successful
team.

Develop Project team

Develop Project Team is the process of improving competencies, team member interaction,
and overall team environment to enhance project performance. The key benefit of this process
is that it results in improved teamwork, enhanced people skills and competencies, motivated
employees, reduced staff turnover rates, and improved overall project performance.

Manage Project team

Manage Project Team is the process of tracking team member performance, providing
feedback, resolving issues, and managing team changes to optimize project performance. The
key benefit of this process is that it influences team behaviour, manages conflict, resolves
issues, and appraises team member performance

interpersonal skills that a project manager uses most often include:

• Leadership. Successful projects require strong leadership skills. Leadership is important

through all phases of the project life cycle. There are multiple leadership theories defining
leadership styles that should be used as needed for each situation or team. It is especially
important to communicate the vision and inspire the project team to achieve high
performance.

•
Influencing.Becauseprojectmanagersoftenhavelittleornodirectauthorityoverteammember
sina matrix environment, their ability to influence stakeholders on a timely basis is critical
to project success. Key influencing skills include:

 ○ Ability to be persuasive and clearly articulate points and positions;

 ○ High levels of active and effective listening skills;
  ○ Awareness of, and consideration for, the various perspectives in any situation;
and
 ○ Gathering relevant and critical information to address important issues and reach
agreements while maintaining mutual trust.

• Effective decision making. This involves the ability to negotiate and influence the
organization and the project management team. Some guidelines for decision making
include:

○ Focus on goals to be served,

○ Follow a decision-making process,
○ Study the environmental factors,
○ Analyse available information,
○ Develop personal qualities of the team members, ○ Stimulate team creativity, and
○ Manage risk.

Q3/ MANAGEMENT PROJECT QUALITY

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

Plan Quality Management—The process of identifying quality requirements and/or

standards for the project and its deliverables and documenting how the project will
demonstrate compliance with quality requirements.

Perform Quality Assurance—The process of auditing the quality requirements and the
results from quality control measurements to ensure that appropriate quality standards and
operational definitions are used.

control Quality—The process of monitoring and recording results of executing the quality
activities to assess performance and recommend necessary changes.

 customer satisfaction. Understanding, evaluating, defining, and managing

requirements so that customer expectations are met. This requires a combination of
conformance to requirements (to ensure the project produces what it was created to
produce) and fitness for use (the product or service needs to satisfy the real needs).
 Prevention over inspection. Quality should be planned, designed, and built into—not
inspected into the project’s management or the project’s deliverables. The cost of
 preventing mistakes is generally much less than the cost of correcting mistakes when
they are found by inspection or during usage.
 Continuous improvement. The PDCA (plan-do-check-act) cycle is the basis for
quality improvement as defined by Shewhart and modified by Deming. In addition,
quality improvement initiatives such as Total Quality Management (TQM), Six
Sigma, and Lean Six Sigma could improve the quality of the project’s management as
well as the quality of the project’s product. Commonly used process improvement
models include Malcolm Baldrige, Organizational Project Management Maturity
Model (OPM3®), and Capability Maturity Model Integrated (CMMI®).
 Management responsibility. Success requires the participation of all members of the
project team. Nevertheless, management retains, within its responsibility for quality, a
related responsibility to provide suitable resources at adequate capacities.
 cost of quality (coQ). Cost of quality refers to the total cost of the conformance work
and the nonconformance work that should be done as a compensatory effort because,
on the first attempt to perform that work, the potential exists that some portion of the
required work effort may be done or has been done incorrectly.
Plan Quality Management

Plan Quality Management is the process of identifying quality requirements and/or standards
for the project and its deliverables, and documenting how the project will demonstrate
compliance with relevant quality requirements. The key benefit of this process is that it
provides guidance and direction on how quality will be managed and validated throughout
the project.

Perform Quality Assurance

Perform Quality Assurance is the process of auditing the quality requirements and the results
from quality control measurements to ensure that appropriate quality standards and
operational definitions are used. The key benefit of this process is that it facilitates the
improvement of quality processes.

Control Quality

Control Quality is the process of monitoring and recording results of executing the quality
activities to assess performance and recommend necessary changes. The key benefits of this
process include: (1) identifying the causes of poor process or product quality and
recommending and/or taking action to eliminate them; and (2) validating that project
deliverables and work meet the requirements specified by key stakeholders necessary for
final acceptance.

PAST YEAR QUESTIONS

1. Project management involves five process group is as an identified in PMBOK

guide discuss the 5 process group?

A1- The five overarching process groups is:

1) Initiating
2) Planning
3) Executing
4) Monitoring & Controlling
5) Closing
 1) Initiating
Sol: The application of knowledge, skills, tools and techniques to project activities to meet
project requirements, PM is accomplished through the appropriate application comprising 5
process groups. These are:
• Selection the best project based on given resource limits
• Recognizing the benefits of the project – feasibility studies
• Preparation documents of the project (Project brief)
• Assigning of the project Manager

Two main processes of the Initiating Process Group:

1. Develop Project Charter ( under Project Integration Management )
2. Identify Stakeholders ( under Project Communication Management)
2. Planning
• Definition of the work requirements
• Definition of the quality and quantity of work
• Definition of the resources needed
• Scheduling the activities
• Evaluation of the various risks

3. Executing
• Negotiating for the project team members
• Directing and managing the work
• Working with the team members to help them improve

4. Monitoring and Controlling

• Tracking the progress
• Compare the actual outcome to planned predicted outcome
• Analysing variances and impacts
• Making adjustments

5. Closing
• Verifying that all of the work has been accomplished
• Contractual close of the contract
• Financial close of the charge numbers
 • Administrative close of the paper work (reports)

What is project quality ,management and what is the difference between quality and
grade

Project quality management involves all the activities involved to determine quality policies,
objectives, and procedures in an organization. Project Quality Management uses policies and
procedures to implement the organization’s quality management system, and it supports
continuous process improvement activities.
Quality and Grade are two different concepts:

 Quality = The degree to which a set of inherent characteristics fulfill requirements

 Grade = A category assigned to deliverables having the same functional use but different
technical characteristics
While having low quality is always a problem, having a low grade may not be a problem

Why do we need to do Project Quality Management? What are the processes involved
Project Quality Management is necessary to determine quality policies, objectives
(expectation of your clients, customers, stake holders & triple constraints) and responsibilities
(who are responsible to put proactive plans) so that the project will satisfy the needs for
which it was undertaken (to meet those expectations). It is also to ensure the project is to
ensure the project is not only to meet the needs but also to exceed the requirement.
PQM involves 3 processes:
1. Quality Planning: Identifying which quality standards are relevant to the project and
determining how to satisfy them, and documenting how the project will demonstrate
compliance.
2. Perform Quality Assurance: Applying the planned, systematic quality activities to
ensure that the project employs all processes needed to meet requirements, and
auditing the quality requirements and the results from quality control measurements to
ensure appropriate quality standards & operational definitions are used.
3. Perform quality assurance: Monitoring specific project results to determine whether
they comply with relevant quality standards & identifying ways to eliminate causes of
unsatisfactory performance, monitoring & recording the results of quality activities
to assess performance & recommend necessary changes.

Q/ a) What is Quality? b) What is Project Quality Management c) Cost of quality?

Quality defined as meeting or exceeding the needs or expectation of the customer. In
construction, quality control must start as early as project initiation, where it must be planned
and monitored throughout the project design and implementation. Quality has always been
the prime concern of the project stakeholders in construction industry and is the responsibility
of all the team members. Quality is planned into projects to prevent errors rather than relying
on inspections to catch them.

Project Quality Management is the combination of the 2 fields that is Quality Management
& Project Management. It is a processes and activities to determine quality policies,
objectives (expectation of your clients/customers/stake holders & triple constraints) and
responsibilities (who are responsible to put proactive plans) so that the project will satisfy the
needs for which it was undertaken (to meet clients expectations). Quality Management is to
ensure the project is not only to meet the needs but also to exceed the requirements.

Ø Project management processes and product-oriented processes overlap and interact throughout the
project. For example, the scope of the project cannot be defined in the absence of some basic
understanding of how to create the product.
 This graph illustrates how the process groups overlap and vary within a
phase

Q4/ Critical Path