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Scope issues are everywhere on today’s complex projects.
Over 50% of development project failures occur due to problems with
scope control. (Incomplete requirements, lack of user involvement,
unrealistic expectations, etc.) The technical scope of a system
development project defines the expected and desired results. At
the outset of a project, most participants believe that they understand
the scope. Yet as the project proceeds, that understanding becomes
confused by outside changes, new ideas, and re-interpretations.
In every such confusion lie the seeds of cost and schedule over-runs.
This course provides detailed, useful techniques to define and
manage the scope of complex system projects. Included is an entire
day on development of detailed project plans in the form of network
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course if you are:
- A leader or a key member of a complex project team
- Concerned about controlling the project scope
- Seeking methods to bound technical choices
- Looking for practical methods to use today
is aimed at
- Program managers
- Project managers
- Systems engineers
- Technical team leaders
- Logistic support leaders
- Others who participate in defining and developing complex systems.
Introduction – Concepts
of integration and scope management. Expectations for what to achieve.
Terms and definitions. Roles of a project leader in relation to
integration and scope control.
- Definitions of project success
- The many faces of failure
Scope Definition – How to
define a workable project scope, from the viewpoints of both acquirer
and supplier. Levels of contract definition.
- Scope definition in operational terms: Objective Function
- Project planning to bound scope
- Top-level scope definition
- Statement of Work
- Project Specifications
- Milestone Schedules
- Performance-based specification
Scope Management – High-level
techniques to manage scope. Dealing with management and customer
- Predicting project success
- Managing the team image of scope
- Project sponsors and stakeholders
- Managing expectations
Project Planning – Detailed
project planning as a means to define and control scope. Creation
of a workable project plan in the form of network schedules. Challenges
in cost estimation.
- Work Breakdown Structures
- Project planning graphics
- Network scheduling techniques
- Network fundamentals
- PERT/CPM network methods
- Dependencies, slack time, lag, calculations
- Workload and resources
- Probabilistic time estimates
- Crash times, costs
- Estimating strategies
- Estimation pitfalls
- Low bidders and high risk projects
Scope Control – Managing
to the detailed plan in the face of constant change. Tracking and
control to know when problems exist. Change control methods.
- Scope control during execution
- Continuous verification methods
- Technical Performance Measurement
- Earned value management
- Critical chain management
- Change control
Submarine Explorer Case Study
– The Submarine Explorer case study lets you practice the
skills in the course. This realistic project involves the creation
of challenging robotic submarines for exploration of marine environments,
along with the complex communications and control facilities to
manage them. Define scope; create a Work Breakdown Structure; develop
a project network schedule; handle contract changes.
Continuing Education: This course qualifies for 1.4 CEUs or 14
Eric Honour, CSEP, INCOSE Fellow, and former INCOSE President,
has been in international leadership of the engineering of systems
for over 20 years, part of a 40+ year career of complex systems development
and operation. His energetic and informative presentation style actively
involves class participants. He was the founding Chair of the INCOSE
Technical Board in 1994, and served as Director of the Systems Engineering
Center of Excellence (SECOE). He was selected in 2000 for Who’s
Who in Science and Technology and in 2004 as an INCOSE Founder. He
is on the editorial board for Systems Engineering. He has
been a successful entrepreneur, systems engineer, engineering manager,
and program manager at Harris Information Systems, E-Systems Melpar,
and Singer Link, preceded by nine years as a US Naval Officer flying
P-3 aircraft. He has led or contributed to the development of 17 major
systems.. Dr. Honour has a BSSE (Systems Engineering) from the US
Naval Academy, MSEE from the Naval Postgraduate School, and PhD from
the University of South Australia based on his ground-breaking work
to quantify the value of systems engineering.
Page last modified 10 Nov 16