ENGINEERING MANAGEMENT – EMN260S

SESSION 00.07

Scoping(07.1)
WBS (07.2) &
Method Statements (07.3)
ENGINEERING MANAGEMENT – EMN260S

Scoping(07.1)
■ Before we talk about scoping lets establish once again, the roles of the various role-players in the game:
■ 1.Client – Idea, the funds and has a need for a project to be constructed; The client could be private, corporate or
government. Typically the client is a non technical expert and as such need the input from various expert in the field to
compile a working document of what need to be constructed in order for a contactor to tender (think of the tender
document you have been browsing and analyzing in the 1st week – the client does not have the capacity or knowledge to
drawn this level of detail. This is done by the consulting engineer)
■ 2.Consultant / Engineer or the clients Agent, as its referred to in the technical documents: This could also include the
project manager: This person or team op people will sit with the client in order to determine his needs and put pen to
paper to create a “scope” of the works to follow. The outcome will be: You will know what you need t o do, When do you
need to do it (this is scheduling – all the activities start to end; including a time frame), and you can estimate the
expected costs of the project based on previous jobs and cost escalation (the consultant does not price the tender
document – it’s the function of the contractors tendering ; but he will have a fair idea of what the price should be).
■ 3. Contractor: Purchase the tender document, once it goes out on tender, evaluate, decide to tender, do site visit, and
start with the estimation and cost of project (for this he needs to do Method statements, etc. for each activity – this will
determine the duration of each activity and its resources and the estimator can allocate cost) in order to submit a
successful tender
 Introduction to Project Management

■ What is Project Management?

■ Project Management is about completing something for someone

■ To do this you need three sets of information

■ What? – The scope . Explained in this section of work

■ When? – The schedule. Scheduling is the art of planning your activities so that you can achieve your goals and
priorities in the time you have available. When it's done effectively, it helps you: Understand what you can realistically achieve with your
time. Make sure you have enough time for essential tasks. a Plan for carrying out a process or procedure, giving lists of intended events
and times. NOTE: this is basically the planning part what we will spend the rest of the semester on.

■ How much? – The cost. Clients considering large projects often seek multiple cost estimates, including those
prepared by contractors and those calculated by independent estimators. Project owners use cost estimates to determine a project’s scope
and feasibility and to allocate budgets. Contractors use them when deciding whether to bid on a project. You usually prepare estimates
with the input of architects and engineers to ensure that a project meets financial feasibility and scope requirements.
Project Scoping

■ https://www.youtube.com/watch?v=TzZS7T6Uzkc
View the following video:

■ Scoping is about figuring out WHAT needs to be done

■ Ensuring that enough, but only enough, work is undertaken to deliver
the purpose (deliverable) of the project successfully (you wont specify work that is not
relevant to the project, e.g. a road project linking point A –B; but now you include a parking area;)

■ This is the process required to ensure that the project includes all the
work required, and only the work required, to complete the project
successfully. It is primarily concerned with defining and controlling
what is or is not in the project
■ After knowing what needs to be done, all parties need to agree on the
scope (this forms the basis on which the tender document is drawn up)
The value of scoping

■ Each project is unique and must thus be planned from new

■ The function of planning is to decide and specify what needs to be
done
■ To ensure that it is delivered accurately is a function of monitoring
and control
■ During the planning phase, a plan is set up that:
■ Outlines project expectations; Identify deliverables
■ Identify activities; Assign responsibility
■ Plan schedules; Fix budgets

■ Where does scoping fit in, into the 3 stages of planning?

(pre-tender, pre-contract, contract phase)
GUIDELINE ON THE FIELD OF SERVICES OFFERED
BY THE CONSULTING ENGINEER ON A PROJECT :

STAGE 1 : INCEPTION,
(ESTABLISH CLIENTS NEEDS,PREFERENCE) AGREE SCOPE OF WORK AND SERVICES, SIGNED
AGREEMENT, REPORT ON PROJECT,
SITE AND FUNCTIONAL REQUIREMENTS,
SCHEDULE OF REQUIRED TESTS , SURVEYS, ANALYSES AND INVESTIGATIONS
SCHEDULE OF CONSENTS AND APPROVALS

STAGE 2 : CONCEPT AND VIABILITY

(PREPARE AND FINALISE THE PROJECT CONCEPT IN ACCORDANCE WITH BRIEF), CONCEPT DESIGN,
SCHEDULE OF REQUIRED SURVEYS, TESTS, INVESTIGATIONS,
PROCESS DESIGN,
PRELIMINARY DESIGN,
COST ESTIMATES AS REQUIRED

STAGE 3: DESIGN DEVELOPMENT (DETAIL DESIGN)

(DEV. THE APPROVED CONCEPT TO FINALISE DESIGN, COST, FIN. VIABILITY, PROGRAMME)
DESIGN DEVELOPMENT DRAWINGS, OUTLINE SPECIFICATIONS, LOCAL AND OTHER
AUTHORITY, SUBMISSION OF DRAWINGS,
DETAILED ESTIMATES OF CONSTRUCTION COSTS
GUIDELINE ON THE FIELD OF SERVICES OFFERED
BY THE CONSULTING ENGINEER ON A PROJECT

STAGE 4: DOCUMENTATION AND PROCUREMENT

(PREPARE PROCUREMENT AND CONSTRUCTION DOCUMENTATION),
SPECIFICATIONS, WORKING DRAWINGS, BUDGET CONSTRUCTION COSTS,
TENDER DOCUMENTATION, EVALUATION REPORT
TENDER RECOMMENDATIONS, PRICED CONTRACT DOCUMENTATION

STAGE 5: CONTRACT ADMIN & INSPECTION

(MANAGE, ADMINISTER AND MONITOR CONSTRUCTION CONTRACT & PROCESSES)
SCHEDULE OF PREDICTED CASH FLOW,
CONTRACT INSTRUCTIONS, FINANCIAL CONTROL REPORTS
VALUATION FOR PAYMENT CERTIFICATES,
PRACTICAL COMPLETION AND DEFECTS LIST

STAGE 6: CLOSE OUT

(FULFILL & COMPLETE DOCUMENTS FOR HANDOVER OF PROJECT)
, VALUATIONS FOR PAYMENT
CERTIFICATES, FINAL COMPLETION LIST, GUARANTEES AND WARRANTIES, AS-BUILT
DRAWINGS AND DOCUMENTATION,
FINAL ACCOUNT
Why is scoping so important?

■ Potential to add value vs. cost of change

■ Obtain a shared vision of the project
■ Acceptance of plans by all the stakeholders
■ Focuses the team on the purpose of the project and the
method of achieving it
■ Generate “What if?” possibilities and develop contingencies
■ Clarify responsibilities, authorities and accountabilities

■ Beware scope creep = When you end up doing more than

what you planned to do
The process of scoping

 Create common understanding of the customer’s requirements as stated in the

project brief
 Determine the goal of the project and break the goal down into objectives

Identify and classify the stakeholders and determine actions towards hostile
stakeholders
 Break the chosen project down into the main components
 For each main component determine:
 What are to be included?

 What are to be excluded?

 What assumptions were made and what actions are required?

 What risks might jeopardize some or all of the outcome of the project and what

mitigating actions are required?

 Who will do the work?

 How long will the work take?

 What is the budget of the work?

End of scoping
■ See assignment 4 + 5
■ Construction of Interlocking Concrete Paver Block Road
■ The scoping had been done to a large extend, you and your group member can have an informal
discussion around the technical details and what additional information will be required around the
scoping in order to complete the next section of work, the Work Breakdown Structure (WBS)