Synopses & Reviews
All You Need to Know to Manage Integration and Scope Throughout the Full Project Lifecycle
• The only PM guide 100% focused on integration and scope, the key drivers of project success
• Shows how to avoid “scope creep” by actively managing scope from initiation through closing
• Illuminates deep linkages between integration, scope, and other PM processes
• Offers practical insights reflecting the author’s 30+ years of PM experience
Master all the modern project strategy and process definition techniques you need, in one focused tutorial!
Leading project consultant Dietmar W. Sokowski brings together powerful insights and tools for accurately defining project domains and boundaries, transforming your definitions into effective requirements and plans, and managing scope and integration from initiation to closing. His holistic approach helps you address actual project realities as you also deepen your knowledge of key PMP® PMBOK® processes and interrelationships. Sokowski addresses issues ranging from reflecting scope in effective project charters through validating that you’ve delivered what you promised. He also offers candid guidance on leading projects when stakeholders are morphing their requirements and making it a daily struggle to control scope.
Whatever your PM role, this tutorial will help you define projects you can successfully execute, keep all your participants and stakeholders aligned, and get the results you’re aiming for.
Integration and scoping are utterly critical to the success of any project. This is the first project management guide focused entirely on these two areas. Seasoned project manager Dietmar W. Sokowski considers these areas holistically, recognizing that scope must be actively managed throughout the entire project lifecycle, and is deeply interconnected with PM integration activities.
Sokowski addresses integration and scope throughout every major PMBOK® project phase, from initiation, with the definition of a single-point-of-reference (SPOR) project charter, through closing, with the completion of the project closure acceptance documentation (PCAD). Drawing on his 30+ years of project management and consulting experience, he offers valuable insights into issues ranging from building effective work breakdown structures to keeping projects from veering off course.
Whether you’re a working PM, PMP® certification candidate, or student, strong integration and scoping expertise is your foundation for success in any project role. This guide gives you that foundation.
• Correctly and completely define project objectives and deliverables
• Translate project domains and boundaries into requirements and integrated project plans
• More accurately assess the impact of potential project changes
• Manage “holistic” linkages among scope, integration, and other processes
• Gain a deeper real-world understanding of key PMBOK® processes
Synopsis
Mastering Project Management Integration and Scope gives managers powerful insights and tools for addressing the most crucial success factor in any project: completely and accurately defining project objectives and deliverables, and transforming your definitions into effective requirements and an integrated project plan.
This book is part of a new series of six cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome.
Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, as well as indispensable knowledge for anyone pursuing PMI/PMBOK certification or other accreditation in the field.
About the Author
Dietmar W. Sokowski is the Founder and Chief Consultant of QTunnel Business Consulting, a consultancy focused on critical thinking and a leading provider of services related to enterprise analysis, enterprise architecture, IT strategy, organizational development, project management, and project management training. He has more than 30 years of experience in diverse business fields, including banking, corporate IT, law enforcement, manufacturing, national security, and small businesses.
Dietmar earned his MBA at Northcentral University, his BSc in mathematics at Auburn University, a two-year certificate in adult professional education at the University Koblenz-Landau (Germany), and a Controller’s Diploma at the Controller Akademie Gauting/Munich (Germany).
Table of Contents
Preface xiv SECTION I: THE INITIATING OF PROJECTS 1
Chapter 1 Fundamentals 3
Learning Objectives 3
The Four Sections of This Book 4
Glossary 5
Overview 7
The Holistic Viewpoint of Project Integration and Scope Management 11
The PMBOK® View of Project Integration and Scope Management 18
The IPO Concept and How Project Management Might Have Started 26
The Similarity and Difference Between the PMBOK® and the Holistic View 31
Some Fundamental Terms and Concepts 35
Two Enterprise Elements That Influence Project Management 45
Summary 48
Review Questions 49
Chapter 2 The Project Charter 51
Learning Objectives 51
Overview 52
Project Charter—The Single Point of Reference (SPOR) for the Project 57
Inputs to and Activity Tasks for Writing a Project Charter 93
The Output: The Project Charter 109
A Charter Case in Point 110
Summary 112
Review Questions 113
SECTION II: THE PLANNING, DEFINING, SCOPING, AND STRUCTURING OF PROJECTS 115
Chapter 3 Project Management Plans and Documents 117
Learning Objectives 117
Overview 118
Project Management Planning 122
The Project Management Master Plan 128
The Change Management Plan 131
The Communications Management Plan 133
The Configuration Management Plan 135
The Cost Baseline 137
The Cost Management Plan 138
The Human Resource Management Plan 140
The Process Improvement Plan 141
The Procurement Management Plan 142
The Quality Management Plan 144
The Requirements Management Plan 145
The Risk Management Plan 146
The Schedule Baseline 147
The Schedule Management Plan 148
The Scope Baseline 149
The Scope Management Plan 150
The Stakeholder Management Plan 151
Additional Project Management Documentation 152
Summary 154
Review Questions 154
Chapter 4 Project Requirements 155
Learning Objectives 155
Overview 156
Understanding Requirements 161
Requirement Classification and Traceability 179
Collecting and Documenting Requirements 181
Summary 184
Review Questions 185
Chapter 5 The Scoping of Projects 187
Learning Objectives 187
Overview 187
The PMBOK® Process Define Scope 188
The Holistic View of the Scoping of Projects 189
Summary 191
Review Questions 191
Chapter 6 The Project Work Breakdown Structure (WBS) 193
Learning Objectives 193
Overview 193
The PMBOK® Process Create WBS 196
The Making of a Work (or Scope) Breakdown Structure (WBS or SBS) 199
A WBS Case in Point 204
Summary 206
Review Questions 206
SECTION III: THE MANAGING AND LEADING OF THE EXECUTION OF PROJECTS 207
Chapter 7 The Directing and Managing of the Work Performed in Projects 209
Learning Objectives 209
Overview 210
The PMBOK® Process Direct and Manage Project Work 213
The Holistic View of Directing and Managing the Work Performed in Projects 215
Tools and Techniques 219
Aspects of Managing and Leading the Execution of Projects 223
From and For Practical Project Cases 226
Summary 230
Review Questions 230
Chapter 8 The Monitoring and Controlling of the Work Performed in Projects 231
Learning Objectives 231
Overview 232
The PMBOK® View of Monitoring and Controlling Project Work 232
The Holistic View of Monitoring and Controlling Project Work 234
From and for Practical Project Cases 238
Summary 242
Review Questions 242
Chapter 9 The Integrating and Controlling of the Changes Occurring in Projects 243
Learning Objectives 243
Overview 244
The PMBOK® Process Perform Integrated Change Control 244
The Holistic View of Integrating and Controlling the Changes Occurring in Projects 246
From and for Practical Project Cases 250
Summary 258
Review Questions 258
Chapter 10 The Controlling and Validating of the Scope of Projects 259
Learning Objectives 259
Overview 259
The PMBOK® Processes to Validate and Control Scope 260
The Holistic View of the Controlling and Validating of the Scope of Projects 262
From and for Practical Project Cases 266
Summary 271
Review Questions 271
SECTION IV: THE CLOSING OF PROJECTS 273
Chapter 11 The Closing of a Project or of a Phase 275
Learning Objectives 275
Overview 276
The PMBOK® Process Close Project or Phase 276
The Holistic View of the Closing of a Project or a Phase 278
The Project Closure Acceptance Documentation (PCAD) 280
Summary 285
Review Questions 285
Bibliography 287
Index 289