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Read the attached case and Conduct online research on case’s industry and also on relevant business functions to understand the organization’s value chain activities. (Examples of business functions are: Finance, Information Technology, Manufacturing/Operations, Marketing, Distribution, etc.) Then complete the SMP template. retail_pms.pdf scope_management_plan_template_with_instructions_student.docx Unformatted Attachment Preview client successes pmcollege.com :: 888.619.2819 :: Project Management Training :: Course Customization :: Competency Development Customizing Project Management Training Drives Process Adoption and Shows Positive Impacts on Quality and Productivity Industry: General Merchandise/Retail Services Provided: Developed and delivered a customized Project Management Training $ VA L UE DE L IVE RE D Curriculum (6 courses) aligned with company processes. Company: A Fortune 100 global retailer operating thousands of facilities worldwide. Course participants have demonstrated a 31\% increase Challenge: The client’s IT division had an existing project management training curriculum in their knowledge of project that was not consistent with their processes. Participant feedback indicated that the courses management tools and were not well received and did not help them meet their goal of standardizing project processes, even better than management processes and knowledge across the organization. The client sought to replace expected. its current project management curriculum with a series of courses that could be customized to seamlessly incorporate their processes, deliver the right information to the right level of employee, and meet their training metrics requirements. The courses had to both focus on company processes and be compliant with the industry-standard, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) framework. In addition to the new course content, the client needed instructors who could deliver an engaging classroom experience to support the adoption of concepts presented in the classroom. Solution: PM College was called in to customize and deliver a series of courses targeted at different knowledge levels. They began by conducting an initial needs analysis and developing a design document for each course. Working closely with the client during all facets of development, PM College used its existing PMBOK-compliant curriculum and infused the content with client-specific processes and terminology. Courses were developed in successive waves, allowing PM College to meet tight delivery timelines. Pilots provided feedback to fine tune the content and flow of each course for delivery to the full participant base. CS107-01 results To date, nearly 2,000 client employees have participated in the training program. In the last 18 months, more than 150 courses have been delivered in the US, Russia, Chile, India and China with more scheduled for these and other sites around the world. Pre- and post-course assessments show that participants have demonstrated a 31\% increase in their knowledge of project management tools and processes, even better than expected. Initial indicators from course evaluations suggest that the greatest impact of this training program has been on quality and productivity. These early indicators have prompted the client to take measurement to the next level, by putting in place a study of behavior change to help validate that projects are being managed more efficiently as a result of the training. This training program is now in high demand across the organization, with several other business and operating units requesting access to the program. “PMBOK” is a registered trademark of the Project Management Institute, Inc. Project Scope Management Plan (SMP) [Student - Template] [Insert Project Name] [Insert Project Name] SMP VERSION HISTORY Version # Date Author Key Differences Scope Management Plan [Insert Version Number] | Page 2 [Insert Project Name] TABLE OF CONTENTS 1 Introduction ................................................................................................................... 5 2 Approach........................................................................................................................ 5 3 Roles and Responsibilities ............................................................................................... 5 4 Scope Management Processes ........................................................................................ 5 4.1 Definition of Scope ..............................................................................................................5 4.2 Creation of the Work Breakdown Structure (WBS) and Dictionary ........................................5 4.3 Deliverable Validation and Acceptance ................................................................................8 4.4 Control Scope......................................................................................................................8 Scope Management Plan [Insert Version Number] | Page 3 [Insert Project Name] INTRODUCTION TO THE SCOPE MANAGEMENT PLAN TEMPLATE The Scope Management Plan (SMP) is created during the project’s Planning/Definition Process Phase and is considered a component of the Project Management Plan (PMP). The purpose of the Scope Management Plan is to document the defined scope management approach and processes, as well as the roles and responsibilities for Stakeholders participating in those processes. The Scope Management Plan serves as a written reference guide. It describes how the project team will define and develop the project scope, create the Work Breakdown Structure (WBS), validate the scope, verify completion of project deliverables, control the scope baseline, and handle scope changes. The following sections are constructed to match the suggested heading structure for the Scope Management Plan. Each section provides instructions and descriptions to help the reader understand the section purpose and how to complete it. Template style conventions are as follows: Style Normal text [Instructional text in brackets] Example text in italics Convention Indicates placeholder text that can be used for any project. Indicates text that is be replaced/edited/deleted by the user] Indicates text that might be replaced/edited/deleted by the user NO EXAMPLES IN STUDENT VERSION As you complete the template, please remember to delete all instructional text (including this section) and update the following items, as applicable: • • • • title page version history table of contents headers / footers Scope Management Plan [Insert Version Number] | Page 4 [Insert Project Name] 1 Introduction [Describe the purpose of the Scope Management Plan and how scope will be managed throughout the project. Information contained in this section should be tailored to fit a particular project’s needs.] 2 Approach [Describe the activities, processes, and procedures used to manage the scope of the project. This section describes the processes that will be used to prepare the project Scope Statement, create the Work Breakdown Structure (WBS), validate completion of project deliverables, and control requirement change requests to the project scope.] 3 Roles and Responsibilities [Describe the Roles and Responsibilities of those involved in the Scope Management process. The following table is provided as an example and can be extended to meet a project’s specific needs.] Example: Name Role Responsibility [Name] Project Sponsor • [Name] • [Name] Executive Project Steering Committee (if used) Project Manager [Name] Key Stakeholder(s) • [Name] Project Team Members and Subject Matter Experts (SMEs) Other Key Stakeholders? • [Name] 4 4.1 • • Scope Management Processes Definition of Scope [In this section, describe the approach to developing the project scope statement.] 4.2 Creation of the Work Breakdown Structure (WBS) and Dictionary Scope Management Plan [Insert Version Number] | Page 5 [Insert Project Name] [Discuss how the project scope is to be sub-divided into smaller deliverables in a Work Breakdown Structure (WBS) and WBS Dictionary, and how these smaller components are managed during the project. Provide a high-level WBS with accompanying WBS Dictionary components (Student Reminder: This is a high-level WBS - we will develop a detailed WBS later in the Scope Management class) Student Example: This section contains the Work Breakdown Structure (WBS) and related information. The WBS and its corresponding WBS Dictionary are important components of effective scope management. Example: WBS Level 1 1. Widget Management System Level 2 1.1 Initiating 1.2 Planning 1.3 Executing 1.4 Closeout Level 3 1.1.1 Evaluation and Recommendations 1.1.2 Develop Project Charter 1.1.3 Deliverable: Submit Project Charter 1.1.4 Project Sponsor Reviews Project Charter 1.1.5 Project Charter Signed and Approved 1.2.1 Create Preliminary Scope Statement 1.2.2 Determine Project Team 1.2.3 Project Team Kickoff 1.3.1 Project Kickoff Meeting 1.3.2 Verify and Validate User Requirements 1.3.3 Design System 1.3.4 Procure Hardware/Software 1.3.5 Install Development System 1.4.1 Audit Procurement 1.4.2 Document Lessons Learned Scope Management Plan [Insert Version Number] | Page 6 [Insert Project Name] Student Example: WBS Dictionary WBS Level 1 WBS Code 1 2 1.1 3 1.1.1 WBS Element Name Description of Work Deliverable(s) Widget Management System Automated System to Manage Widgets Tested and accepted Widget Mgt System Initiating Initiation of Project to build Widget Management System Evaluation of options and recommendations Charter [include additional deliverables] Evaluation and recommendations Evaluation and Recommendations Report Committed Resources Project Manager Technical Analyst SMEs Project Manager Business Analyst SMEs Project Manager Business Analyst SMEs Comments Scope Management Plan [Insert Version Number] | Page 7 [Insert Project Name] 4.3 Deliverable Validation and Acceptance [Document the project deliverables. Discuss how deliverables will be validated against the original scope (e.g. business case or case study overview) and how deliverables will be formally accepted by Sponsor and customer. [Best Practice: Project deliverables should be formally accepted and signed off by the Project Sponsor throughout the project and not held back as a single set of deliverables at the end of the project.] 4.4 Control Scope [Describe the change process for making changes to the project scope to prevent scope creep.] Scope Management Plan [Insert Version Number] | Page 8 ... Purchase answer to see full attachment