Ocean PMP BLOG

For Example, you're handling a big outdoor activity. Customer only tell you assume how many viewers will come in. this is requirement. But these viewers will generate how much traffic you need to manage, how many parking lot you need to prepare, it depends on many aspects like location, age of viewers.... that is your scope of work. how to turn requirements into scope of work that backend supprt familiar with project needs someone playing this role. Thererfore we need someone to dig out customer requirement, mapping to product and turn into scope of work.
Just like restaurant, service people at the front end msut turn customer needs into product on the menu. Take notes regarding expectations like spicy or not spicy, deliver sooner or normal tempo. and then backend kitchen knows how to delver services.   Project failed often caused by this step at very begining of project. Either needs/wants or expectation, or both are not complete and does not confirm with customer in the course of project.
Ocean

 When we run project, especially in execution stage there is always Eng raises their hand saying oh, I can not accept this feature due to …what if …….
You know they do not know what contract scope defined. They sometimes try to protect themselves and ignore contract SOW.
PM should be aware of following contract is the first priority otherwise scope is going to be divergence. SOW can be revised but should follow Change Request process. We have change control board to determine Go or No Go.

專案開始之初在Planning 階段之前我們先要做Stakeholder analysis，目的是要瞭解會影響專案成敗的有那些人，這些人當中除了負責專案實際執行的專案人員外，主要的Sponsor(ex: 各部門主管)針對這個專案它們的看法是甚麼，講白一點他們的需求是甚麼，如果沒有先談好加以收斂，注意這些需求是會不斷的出現變成Activity加入Scope裡，憑專案有限的時間、資源是沒有辦法滿足這些重量級Sponsor的需求，缺了先做 balance stakeholder needs 就進入planning階段就會漏掉這些non-business needs，日後就會有人不斷舉手告訴專案經理，他們老闆要求還要加入一些activity，專案是要拒絕還是接受(專案有專案的kpi 時間成本…,各部門有各部門的kpi),  balance stakeholder needs講白一點就是在滿足專案這個goal的前提之下，大家共體時艱來完成專案，balance stakeholder needs就是要大家先各退一步，以此為基準線來作為專案的Scope，不然Scope creeping或 change request 會不斷的出現。

用一題PMP考題來舉例:
A公司為B客戶生產全新的電腦監控設備，目前該專案已進行個7月，專案成員依據既定範疇(WBS)執行、進度超前(SPI=1.07)、成本控制在預算內(CPI=1.2)，品質控管在品質標準內，可是客戶在最近的查訪過程中表示不滿，請問如何可避免此種問題的發生?

How to define success  of a project ? or what is Project KPI? or what is project purpose? Actually, these 3 questions are pointing to same thing which is “what is project deliverable?”.
When PM gets a project charter or helps come out a draft project charter it should contain project deliverables. Therefore deliverable could be a physical product, service or a figure like improve quality 1% or reduce customer complain 5% in 3 months...
Deliverable is closely related to the purpose(justification) of a project initiated. We have to pay more attention on what project wants and then come out WBS. Don’t forget WBS is project needs to do and is deliverable-oriented. Deliverable-oriented means project/customer’s wants will be found in the WBS.
 

–

產品範疇說明 (Product Scope Description): •是用來描述專案的交付物，它是專案核准成立通知書的輸入。專案經理要確認他的完整性.

 

專案範疇 (Project Scope):• 專案為了要製造專案產品/交付物(deliverables)，所有要做的事(WBS). 

當我們將WBS分解後(如下附圖)，最下層我們稱為 Work Package就是工作包，代表同類型活動(Activity)的集合，例如控制箱體(100只)這是某專案WBS的底層(Work Package)，然而這100只控制箱體不是一天內可以完成，所以又要在Activity Definition細分成許多的步驟(備鋼材、..成型、..塗裝)，這些步驟就是Activity，如果你是一個PM你應該會想知道這100只控制箱(含控制器)，整個需要編列多少預算，實際花費多少錢，這裡的100只控制箱就會是 Control Account，你需要與Finance溝通將他列為Control Account，Finance會給專案及專案下每個Control Account編號，所有與100只控制箱相關的 manpower, overtime, invoice, business trip… cost，在填報費用申請時，都會灌進這個Control Account 編號下，而所有的Control Account相加即是你專案的總預算及實際花費，所以專案經理可以經由財務報表得知專案目前的花費是多少。在 Projectized的組織都是利用這樣的方式做專案的成本控管，Matrix 組織也要將專案部分列入財務的項目(WBS)裡這樣才能有效控管專案的預算及支出，不然是無法區分Routine 工作及專案的成本。

五大流程 Initiation 完成後，接下來開始談 Planning ，第一個流程是 Scope definition，先前談過的Preliminary Project Scope Statement初步專案範疇聲明，是Management或買方(customers)與專案經理間的共同理解，專案經理事後要透過 Core team在 Scope definition 流程裡，運用下列方法