Project Scope Control Management - Revision history

Srdjangluhovic: /* Introduction */

2019-03-04T16:21:05Z

Introduction

← Older revision		Revision as of 16:21, 4 March 2019
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	===Introduction===		===Introduction===
	The description from the abstract associates to applying the change method into developments projects within the medical companies and in this case, it regards the hearing aids industries. In order to finalize the procedures of change in the sectors, there has been established a meeting with the with the Operations Department including the Director, Project Manager, and several Engineers ~~too~~ gather information and additionally applying the company’s procedure documents that change is built upon together with their experience in change. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>		The description from the abstract associates to applying the change method into developments projects within the medical companies and in this case, it regards the hearing aids industries. In order to finalize the procedures of change in the sectors, there has been established a meeting with the with the Operations Department including the Director, Project Manager, and several Engineers to gather information and additionally applying the company’s procedure documents that change is built upon together with their experience in change. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>
	In the following section an example of a flowdiagram that contain a design change regarding a component in a hearing aid device need to be replaced, and the process of the change with the overall control. Furthermore, there has been illustrated in figure 4 the various roles and responsibilities of the stakeholders involved in the scope change process from the project owner to the Change Control Board (CCB). <ref group="Glossary"> '''Change Control Board (CCB):''' Designated individual responsible for reviewing and approving all change orders prior, to release for different departments.</ref> <ref name = "QMS"> Quality Management System (QMS) – 003666 – "Change Control Approval Matrix Rev C". Page 1-3</ref> <sup>(p.1)</sup>		In the following section an example of a flowdiagram that contain a design change regarding a component in a hearing aid device need to be replaced, and the process of the change with the overall control. Furthermore, there has been illustrated in figure 4 the various roles and responsibilities of the stakeholders involved in the scope change process from the project owner to the Change Control Board (CCB). <ref group="Glossary"> '''Change Control Board (CCB):''' Designated individual responsible for reviewing and approving all change orders prior, to release for different departments.</ref> <ref name = "QMS"> Quality Management System (QMS) – 003666 – "Change Control Approval Matrix Rev C". Page 1-3</ref> <sup>(p.1)</sup>

Srdjangluhovic: /* Introduction */

2019-03-03T15:09:02Z

Introduction

← Older revision		Revision as of 15:09, 3 March 2019
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	===Introduction===		===Introduction===
	The description from the abstract associates to applying the change method into developments projects within the medical companies and in this case, it regards the hearing aids industries. In order to finalize the procedures of change in the sectors, there has been established a meeting with the with the Operations Department ~~and interviewed~~ the Director, Project Manager, and several Engineers ~~including applied~~ the company’s procedure documents that change ~~are~~ built upon together with their experience in change. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>		The description from the abstract associates to applying the change method into developments projects within the medical companies and in this case, it regards the hearing aids industries. In order to finalize the procedures of change in the sectors, there has been established a meeting with the with the Operations Department including the Director, Project Manager, and several Engineers too gather information and additionally applying the company’s procedure documents that change is built upon together with their experience in change. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>
	In the following section an example of a flowdiagram that contain a design change regarding a component in a hearing aid device need to be replaced, and the process of the change with the overall control. Furthermore, there has been illustrated in figure 4 the various roles and responsibilities of the stakeholders involved in the scope change process from the project owner to the Change Control Board (CCB). <ref group="Glossary"> '''Change Control Board (CCB):''' Designated individual responsible for reviewing and approving all change orders prior, to release for different departments.</ref> <ref name = "QMS"> Quality Management System (QMS) – 003666 – "Change Control Approval Matrix Rev C". Page 1-3</ref> <sup>(p.1)</sup>		In the following section an example of a flowdiagram that contain a design change regarding a component in a hearing aid device need to be replaced, and the process of the change with the overall control. Furthermore, there has been illustrated in figure 4 the various roles and responsibilities of the stakeholders involved in the scope change process from the project owner to the Change Control Board (CCB). <ref group="Glossary"> '''Change Control Board (CCB):''' Designated individual responsible for reviewing and approving all change orders prior, to release for different departments.</ref> <ref name = "QMS"> Quality Management System (QMS) – 003666 – "Change Control Approval Matrix Rev C". Page 1-3</ref> <sup>(p.1)</sup>

Srdjangluhovic: /* Limitations */

2019-03-03T14:43:42Z

Limitations

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	Throughout the description of the project scope control management and the application of the scope change, the procedure seems evident in some cases to follow. Furthermore, in the real world across different industries, the complex subject involves multiple stakeholders which reveals in the application. However, there are also various kinds of limitations regarding the scope change control which is the significant and detailed knowledge that goes into the changing procedures requires a lot of people involved in the project can be challenging with a lot is regulations. One of the challenges regarding the project change control is that long process time to get permission to implement the changes, from sending the change request to actual implementation takes time, and if the application is not sufficient, it returns directly to the originator. Therefore, one of the limitations is long process time which can move the schedule and perhaps have a more significant cost of the finished project. In general, the project scope can be complicated to define. At the beginning of the project scope where the definition is not completed yet it is possible to correct and adjust during the early stages of the design phase of the project, but when the scope has been approved, is not always obtainable to correctly define the baseline of the project at another point of the project lifetime. Therefore, these results are referred to as re-design changes in the Research & Development department (R&D) which cannot re-correct the design immediately but first through the change process.		Throughout the description of the project scope control management and the application of the scope change, the procedure seems evident in some cases to follow. Furthermore, in the real world across different industries, the complex subject involves multiple stakeholders which reveals in the application. However, there are also various kinds of limitations regarding the scope change control which is the significant and detailed knowledge that goes into the changing procedures requires a lot of people involved in the project can be challenging with a lot is regulations. One of the challenges regarding the project change control is that long process time to get permission to implement the changes, from sending the change request to actual implementation takes time, and if the application is not sufficient, it returns directly to the originator. Therefore, one of the limitations is long process time which can move the schedule and perhaps have a more significant cost of the finished project. In general, the project scope can be complicated to define. At the beginning of the project scope where the definition is not completed yet it is possible to correct and adjust during the early stages of the design phase of the project, but when the scope has been approved, is not always obtainable to correctly define the baseline of the project at another point of the project lifetime. Therefore, these results are referred to as re-design changes in the Research & Development department (R&D) which cannot re-correct the design immediately but first through the change process.

	There is also another limitation when discussing management of change that does not take employees' viewpoint into account when changing project which can result in the behavioral change in ~~peoples~~. People get emotionally affected and dealing with different issues with change, and this is not considered and supports. The procedure is focusing mainly on the technical elements of the change. In order to manage the scope control right and achieve success, it is essential to take other aspects into account as the management of change from people’s perspective because in the project deliberation multiple stakeholders are involved in the process and project.		There is also another limitation when discussing management of change that does not take employees' viewpoint into account when changing project which can result in the behavioral change in people. People get emotionally affected and dealing with different issues with change, and this is not considered and supports. The procedure is focusing mainly on the technical elements of the change. In order to manage the scope control right and achieve success, it is essential to take other aspects into account as the management of change from people’s perspective because in the project deliberation multiple stakeholders are involved in the process and project.

	Great collaboration throughout the departments and the necessary stakeholder involved in approving the project changes is essential in order to succeed the change acceptance to implement the changes. This refers to have a good project manager that has the overview to deliver efficient work and to manage the control scope and the change.		Great collaboration throughout the departments and the necessary stakeholder involved in approving the project changes is essential in order to succeed the change acceptance to implement the changes. This refers to have a good project manager that has the overview to deliver efficient work and to manage the control scope and the change.

Srdjangluhovic: /* Change Request */

2019-03-03T14:38:58Z

Change Request

← Older revision		Revision as of 14:38, 3 March 2019
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	The Change Analyst approves the ECO, and it continues to the Engineering review which also is a part of the CCB, but they need to accept the ECO first; otherwise, it cannot proceed. Engineering reviews all the design changes in the form of fits and functions and technical appropriateness and completeness. Furthermore, review the risk analysis regarding the functional design and for impact on safety testing.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup> If there is any concern in the engineering review, the ECO will return to the originator. Otherwise, it will continue to the CCB review where the other departments as Operations, Manufacturing, Quality, and Finance.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>		The Change Analyst approves the ECO, and it continues to the Engineering review which also is a part of the CCB, but they need to accept the ECO first; otherwise, it cannot proceed. Engineering reviews all the design changes in the form of fits and functions and technical appropriateness and completeness. Furthermore, review the risk analysis regarding the functional design and for impact on safety testing.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup> If there is any concern in the engineering review, the ECO will return to the originator. Otherwise, it will continue to the CCB review where the other departments as Operations, Manufacturing, Quality, and Finance.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>

	The ~~operations~~ review the changes for impact in the current process, schedule and establishing the effective date of the proposed change and evaluating changes in regards for material disposition requirement, whether it both in-house or with the supplier but also ensure that if any changes affect purchased parts or assemblies include notification to the supplier. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup> Finance is the one that reviews the project scope, budget, and schedule and accepts that the budget is going to increase and get the approval to change the budget.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup>		The Operations review the changes for impact in the current process, schedule and establishing the effective date of the proposed change and evaluating changes in regards for material disposition requirement, whether it both in-house or with the supplier but also ensure that if any changes affect purchased parts or assemblies include notification to the supplier. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup> Finance is the one that reviews the project scope, budget, and schedule and accepts that the budget is going to increase and get the approval to change the budget.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup>

	The Quality Assurance (QA) <ref group="Glossary"> '''Quality Assurance (QA):''' Reviewing changes for impact and ensuring that all steps needed to implement the change orders are correctly included and controlled.</ref>, evaluate the request whether it is a significant change if the ~~change~~ is substantial than the Regulatory Affair (RA) <ref group="Glossary"> '''Regulatory Affair (RA):''' Reviewing for impact on Regulatory agency compliance and evaluating all product claims.</ref>, ~~Authorities~~ review and make sure it supports by regulatory clearance, but this is in tremendous changes that RA are involved. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup> ~~Otherwise~~, the ECO is released the ~~ECO~~ implementation activities can be assigned. Now that the ECO is published and ready for implementation all the internal and externals stakeholders from the different departments that have reviewed and approved the changes are legally obligated to implement the recommended change which also includes the updating the cost and schedule of the project.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup> It is essential that the project manager continuously monitor ~~and~~ the change but also register the cost and schedule of the actual project to ensure that the deliverables are achieved.		The Quality Assurance (QA) <ref group="Glossary"> '''Quality Assurance (QA):''' Reviewing changes for impact and ensuring that all steps needed to implement the change orders are correctly included and controlled.</ref>, evaluate the request whether it is a significant change and if the difference is substantial than the Regulatory Affair (RA) <ref group="Glossary"> '''Regulatory Affair (RA):''' Reviewing for impact on Regulatory agency compliance and evaluating all product claims.</ref>, gets notified. The authorities review and make sure it supports by regulatory clearance, but this is in tremendous changes that RA are involved. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup> Furthermore, the ECO is released, and the implementation activities can be assigned. Now that the ECO is published and ready for implementation all the internal and externals stakeholders from the different departments that have reviewed and approved the changes are legally obligated to implement the recommended change which also includes the updating the cost and schedule of the project. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.5)</sup> It is essential that the project manager continuously monitor including the change, but also register the cost and schedule of the actual project to ensure that the deliverables are achieved.

	==Limitations==		==Limitations==

Srdjangluhovic: /* Change Request */

2019-03-03T14:27:53Z

Change Request

← Older revision		Revision as of 14:27, 3 March 2019
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	The structure of the process is represented in 11 steps shown in figure 5. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.11)</sup> The whole procedure and method are initiated by the Engineer that requested the change of the scope project regards a modification to the design of the project and to deliver a better product if the change is made. The Engineer or Change Originator is the one how is responsible for creating the Engineering Change Order (ECO) <ref group="Glossary"> '''Engineering Change Order (ECO):''' The change order form and process used to review and approve the Quality Management System (QMS) Documentation.</ref> which is a form and process used to review and approve the document. In the document there needs to be sufficient technical content are substantiated appropriated in terms of test date, supporting reports, update the cost, scope, impact and the documentation of all the necessary steps required for implementation of the change order. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup> All Change Request is going through the IT-system to have complete control, and nothing can be changed if the Change Request is not approved, but it can still depend on the size of the project.		The structure of the process is represented in 11 steps shown in figure 5. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.11)</sup> The whole procedure and method are initiated by the Engineer that requested the change of the scope project regards a modification to the design of the project and to deliver a better product if the change is made. The Engineer or Change Originator is the one how is responsible for creating the Engineering Change Order (ECO) <ref group="Glossary"> '''Engineering Change Order (ECO):''' The change order form and process used to review and approve the Quality Management System (QMS) Documentation.</ref> which is a form and process used to review and approve the document. In the document there needs to be sufficient technical content are substantiated appropriated in terms of test date, supporting reports, update the cost, scope, impact and the documentation of all the necessary steps required for implementation of the change order. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup> All Change Request is going through the IT-system to have complete control, and nothing can be changed if the Change Request is not approved, but it can still depend on the size of the project.

	Now that the Change Originator has obtained and fulfilled all the requirements the document is submitted to the Change Analyst how is going to review the proposal. If the proposal is without an Engineering Change Request (ECR) <ref group="Glossary"> '''Engineering Change Request (ECR):''' The document where the proposer or originator explains the changes and which parts of the project/ product are affected by the change.</ref>, the ECO returns to the originator otherwise if the proposal is with an ECR and has the right change plans which ensure sufficient information. The Change ~~analyst~~ ensures that all the submitted ~~change order~~ are reviewed and approved and is routed for approval appropriate in accordance with policies and procedures. The analyst also assigns the proper approvals from the Change Control Board (CCB) is regards to the ECO. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup>		Now that the Change Originator has obtained and fulfilled all the requirements the document is submitted to the Change Analyst how is going to review the proposal. If the proposal is without an Engineering Change Request (ECR) <ref group="Glossary"> '''Engineering Change Request (ECR):''' The document where the proposer or originator explains the changes and which parts of the project/ product are affected by the change.</ref>, the ECO returns to the originator otherwise if the proposal is with an ECR and has the right change plans which ensure sufficient information. The Change Analyst ensures that all the submitted Change Order are reviewed and approved and is routed for approval appropriate in accordance with policies and procedures. The analyst also assigns the proper approvals from the Change Control Board (CCB) is regards to the ECO. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup>

	The Change Analyst approves the ECO, and it continues to the Engineering review which also is a part of the CCB, but they need to accept the ECO first; otherwise, it cannot proceed. Engineering reviews all the design changes in the form of fits and functions and technical appropriateness and completeness. Furthermore, review the risk analysis regarding the functional design and for impact on safety testing.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup> If there is any concern in the engineering review, the ECO will return to the originator. Otherwise, it will continue to the CCB review where the other departments as Operations, Manufacturing, Quality, and Finance.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>		The Change Analyst approves the ECO, and it continues to the Engineering review which also is a part of the CCB, but they need to accept the ECO first; otherwise, it cannot proceed. Engineering reviews all the design changes in the form of fits and functions and technical appropriateness and completeness. Furthermore, review the risk analysis regarding the functional design and for impact on safety testing.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup> If there is any concern in the engineering review, the ECO will return to the originator. Otherwise, it will continue to the CCB review where the other departments as Operations, Manufacturing, Quality, and Finance.<ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup>

Srdjangluhovic: /* Change Request */

2019-03-03T14:26:57Z

Change Request

← Older revision		Revision as of 14:26, 3 March 2019
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	[[File:ChangeOrderProcedure.png\|thumb\|right\|631x945px\|Figure 5: Shows the Project Scope Change flowdiagram based on the medical industry inspired from the QMS. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.11)</sup>]]		[[File:ChangeOrderProcedure.png\|thumb\|right\|631x945px\|Figure 5: Shows the Project Scope Change flowdiagram based on the medical industry inspired from the QMS. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.11)</sup>]]

	The structure of the process is represented in 11 steps shown in figure 5. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.11)</sup> The whole procedure and method are initiated by the Engineer that requested the change of the scope project regards a modification to the design of the project and to deliver a better product if the change is made. The Engineer or Change Originator is the one how is responsible for creating the Engineering Change Order (ECO) <ref group="Glossary"> '''Engineering Change Order (ECO):''' The change order form and process used to review and approve the Quality Management System (QMS) Documentation.</ref> which is a form and process used to review and approve the document. In the document there needs to be sufficient technical content are substantiated appropriated in terms of test date, supporting reports, update the cost, scope, impact and the documentation of all the necessary steps required for implementation of the change order. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup> All ~~change request~~ is going through the IT-system to have complete control, and nothing can be changed if the Change Request is not approved, but it can still depend on the size of the project.		The structure of the process is represented in 11 steps shown in figure 5. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.11)</sup> The whole procedure and method are initiated by the Engineer that requested the change of the scope project regards a modification to the design of the project and to deliver a better product if the change is made. The Engineer or Change Originator is the one how is responsible for creating the Engineering Change Order (ECO) <ref group="Glossary"> '''Engineering Change Order (ECO):''' The change order form and process used to review and approve the Quality Management System (QMS) Documentation.</ref> which is a form and process used to review and approve the document. In the document there needs to be sufficient technical content are substantiated appropriated in terms of test date, supporting reports, update the cost, scope, impact and the documentation of all the necessary steps required for implementation of the change order. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.1)</sup> All Change Request is going through the IT-system to have complete control, and nothing can be changed if the Change Request is not approved, but it can still depend on the size of the project.

	Now that the Change Originator has obtained and fulfilled all the requirements the document is submitted to the Change Analyst how is going to review the proposal. If the proposal is without an Engineering Change Request (ECR) <ref group="Glossary"> '''Engineering Change Request (ECR):''' The document where the proposer or originator explains the changes and which parts of the project/ product are affected by the change.</ref>, the ECO returns to the originator otherwise if the proposal is with an ECR and has the right change plans which ensure sufficient information. The Change analyst ensures that all the submitted change order are reviewed and approved and is routed for approval appropriate in accordance with policies and procedures. The analyst also assigns the proper approvals from the Change Control Board (CCB) is regards to the ECO. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup>		Now that the Change Originator has obtained and fulfilled all the requirements the document is submitted to the Change Analyst how is going to review the proposal. If the proposal is without an Engineering Change Request (ECR) <ref group="Glossary"> '''Engineering Change Request (ECR):''' The document where the proposer or originator explains the changes and which parts of the project/ product are affected by the change.</ref>, the ECO returns to the originator otherwise if the proposal is with an ECR and has the right change plans which ensure sufficient information. The Change analyst ensures that all the submitted change order are reviewed and approved and is routed for approval appropriate in accordance with policies and procedures. The analyst also assigns the proper approvals from the Change Control Board (CCB) is regards to the ECO. <ref name = "QMS1"> Quality Management System (QMS) – 000017 – "Design Change Order Procedure. Rev M". Page 1-11</ref> <sup>(p.4)</sup>

Srdjangluhovic: /* 6. Control Scope */

2019-03-03T14:24:52Z

6. Control Scope

← Older revision		Revision as of 14:24, 3 March 2019
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	<li>'''Work breakdown structure (WBS)''' - The work breakdown structure is addressed as the project components that are deliverable-oriented arranged that organize and defines the total scope project. The objective is to establish a common perception of the project scope baseline. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>		<li>'''Work breakdown structure (WBS)''' - The work breakdown structure is addressed as the project components that are deliverable-oriented arranged that organize and defines the total scope project. The objective is to establish a common perception of the project scope baseline. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>
	<li>'''Performance Reports''' - Performance reporting gives information on the scope performance, comparing which deliverables have been completed and which is still behind, but the performance reporting also contributes to the different issues that can cause problems in the future, which help to warn the project managers or the team regarding scope performance. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>		<li>'''Performance Reports''' - Performance reporting gives information on the scope performance, comparing which deliverables have been completed and which is still behind, but the performance reporting also contributes to the different issues that can cause problems in the future, which help to warn the project managers or the team regarding scope performance. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>
	<li>'''Change Request''' - Change requests can come in different forms, but the common one used is proceeded through the IT system, where a written change request is made depending on the scale of the project. Some of the change requests are results of an error in defining the scope of the project fx failure to include a required feature in the design, or a change which adds more value to the project. The project owner does these changes where everyone can send the change request for review. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>		<li>'''Change Request''' - Change requests can come in different forms, but the common one used is proceeded through the IT system, where a written change request is made depending on the scale of the project. Some of the change requests are results of an error in defining the scope of the project, e.g. failure to include a required feature in the design, or a change which adds more value to the project. The project owner does these changes where everyone can send the change request for review. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>
	<li>'''Scope management plan''' - From the scope management plan, the report describes which scope changes will be integrated and how they will be implemented into the project including how to manage the project scope. In the document, the description always needs to be clear and always include how the scope change will be identified and classified. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>		<li>'''Scope management plan''' - From the scope management plan, the report describes which scope changes will be integrated and how they will be implemented into the project including how to manage the project scope. In the document, the description always needs to be clear and always include how the scope change will be identified and classified. <ref name="Will1"> William R. Duncan. (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition''. Pennsylvania: Project Management Institute. Page 57-58</ref> <sup>(p.57)</sup>
	</ol>		</ol>

Srdjangluhovic: /* 4. Create Work Breakdown Structure (WBS) */

2019-03-03T14:22:50Z

4. Create Work Breakdown Structure (WBS)

← Older revision		Revision as of 14:22, 3 March 2019
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	====4. Create Work Breakdown Structure (WBS)====		====4. Create Work Breakdown Structure (WBS)====
	Now that the plan, collect requirements and the definition of the scope has been established, creating a Work Breakdown Structure (WBS). WBS is the process of subdividing the various significant deliverables into smaller and manageable sizes which provides a structured view of what has to be delivered.<ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition''. Page 129-171</ref> <sup>(p.156)</sup> Depending on the size and complexity of the given project, the degree of dividing the project can vary. The advantages of splitting the project into smaller tasks to make it more manageable to assign several responsibilities to the responsible people of the project. The additional benefits of applying the work breakdown structure are the duration time, and cost easier ~~can~~ be managed, and the accuracy can increase. <ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition''. Page 129-171</ref> <sup>(p.156)</sup>		Now that the plan, collect requirements and the definition of the scope has been established, creating a Work Breakdown Structure (WBS). WBS is the process of subdividing the various significant deliverables into smaller and manageable sizes which provides a structured view of what has to be delivered.<ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition''. Page 129-171</ref> <sup>(p.156)</sup> Depending on the size and complexity of the given project, the degree of dividing the project can vary. The advantages of splitting the project into smaller tasks to make it more manageable to assign several responsibilities to the responsible people of the project. The additional benefits of applying the work breakdown structure are the duration time, and cost which can easier be managed, and the accuracy can increase. <ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition''. Page 129-171</ref> <sup>(p.156)</sup>

	====5. Validate Scope====		====5. Validate Scope====

Srdjangluhovic: /* 3. Define Scope */

2019-03-03T13:01:33Z

3. Define Scope

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	====3. Define Scope====		====3. Define Scope====
	The third process of the project scope management is to define the scope which consists of developing a well-detailed description of the project. <ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition''. Page 129-171</ref> <sup>(p.150)</sup> The primary benefits of building a sufficiently detailed description of the scope are that it provides the foundation in the future for making project decisions. But this also provides a common understanding of what the project scope is between the stakeholders. Besides having an explicit description of the project scope, it is also essential to include the different requirements from the stakeholders that have been developed in the collect requirements process and chosen to be the preferred requirements of the scope. <ref name="scope1"> Margaret Rouse (January 2018). ''Project scope''. Retrieved 02 March 2019. Available at: http://searchcio.techtarget.com/definition/project-scope</ref> <ref name="PSM1"> Avantika Monnappa. (2017). ''Project Scope Management: What It is and Why It’s Important.''. Retrieved 02 March 2019. Available at: https://www.simplilearn.com/project-scope-management-importance-rar89-article</ref> Furthermore, it is necessary to consider the known risks, constraints and assumptions to add the project scope. <ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition'' Define Scope. Page 129-171</ref> <sup>(p.150)</sup> All these points will have a significant contributor to the success and achievement of the project.		The third process of the project scope management is to define the scope which consists of developing a well-detailed description of the project. <ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition''. Page 129-171</ref> <sup>(p.150)</sup> The primary benefits of building a sufficiently detailed description of the scope are that it provides the foundation in the future for making project decisions. But this also provides a common understanding of what the project scope is between the stakeholders. Besides having an explicit description of the project scope, it is also essential to include the different requirements from the stakeholders that have been developed in the collect requirements process and chosen to be the preferred requirements of the scope. <ref name="scope1"> Margaret Rouse (January 2018). ''Project scope.'' Retrieved 02 March 2019. Available at: http://searchcio.techtarget.com/definition/project-scope</ref> <ref name="PSM1"> Avantika Monnappa. (2017). ''Project Scope Management: What It is and Why It’s Important.'' Retrieved 02 March 2019. Available at: https://www.simplilearn.com/project-scope-management-importance-rar89-article</ref> Furthermore, it is necessary to consider the known risks, constraints and assumptions to add the project scope. <ref name = "PMI1">Project Management Institute (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition'' Define Scope. Page 129-171</ref> <sup>(p.150)</sup> All these points will have a significant contributor to the success and achievement of the project.

	====4. Create Work Breakdown Structure (WBS)====		====4. Create Work Breakdown Structure (WBS)====

Srdjangluhovic: /* Annotated Bibliography */

2019-03-02T21:01:46Z

Annotated Bibliography

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	'''Managing Successful Projects with PRINCE2, 2017 edition.''' The Prince2 book provides the reader with a functional and structural guide toward project management with Prince2 including the methodology and projects in context together with the application of Prince2. Furthermore, it covers the advantages and disadvantages of the components within Prince2.		'''Managing Successful Projects with PRINCE2, 2017 edition.''' The Prince2 book provides the reader with a functional and structural guide toward project management with Prince2 including the methodology and projects in context together with the application of Prince2. Furthermore, it covers the advantages and disadvantages of the components within Prince2.

	'''Hayes, John (2014): The Theory and Practice of Change Management. 4th edition.''' Theory and Practice of Change Management provide comprehensive insight in dealing with management of change from the ~~employees~~ perspective. This will help to address the limitation of one of the ~~point~~ in Scope Change Control.		'''Hayes, John (2014): The Theory and Practice of Change Management. 4th edition.''' Theory and Practice of Change Management provide comprehensive insight in dealing with management of change from the employee’s perspective. This will help to address the limitation of one of the points in Scope Change Control.

	'''Gareth R. Jones and Jennifer M. George. Essentials of Contemporary Management. 6th edition. McGraw-Hill Education, 2015.''' Essentials of Contemporary Management describes the process of which managers prefer organizational structures which gives a better insight i WBS but also explains the different type of managers and how to tackle issues.		'''Gareth R. Jones and Jennifer M. George. Essentials of Contemporary Management. 6th edition. McGraw-Hill Education, 2015.''' Essentials of Contemporary Management describes the process of which managers prefer organizational structures which gives a better insight i WBS but also explains the different type of managers and how to tackle issues.