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PROJECT SCOPE STATEMENT KEADUE WWTP UPGRADE WORKS

KMCF ENGINEERING DUBLIN ROAD ATHLONE

2014


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TABLE OF CONTENTS 2014..................................................................................................................................................1 Introduction......................................................................................................................................3 Project Purpose and Justification.....................................................................................................3 Scope Description............................................................................................................................4 High Level Requirements................................................................................................................5 Boundaries.......................................................................................................................................5 Strategy............................................................................................................................................5 Deliverables.....................................................................................................................................6 Acceptance Criteria..........................................................................................................................6 Constraints.......................................................................................................................................6 Assumptions.....................................................................................................................................7 Cost Estimate...................................................................................................................................7 Cost Benefit Analysis......................................................................................................................7

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INTRODUCTION This Project Scope Statement serves as a baseline document for defining the scope of the Keadue WWTP Upgrade Works Project, project deliverables, work which is needed to accomplish the deliverables, and ensuring a common understanding of the project’s scope among all stakeholders. All project work should occur within the framework of the project scope statement and directly support the project deliverables. Any changes to the scope statement must be vetted through the approved Project Change Management Process prior to implementation. This completion date for this project is 21st March 2014.

PROJECT PURPOSE AND JUSTIFICATION The Keadue WWTP Upgrade Works Project has been approved to plan, design and develop a programme to manage the development of a new, upgraded WWTP located off the R285 outside the village of Keadue in Co. Roscommon. The purpose of the project is two-tiered: 

Firstly, the project team has been drafted to develop a tender selection system capable of comparing a series of WWTP options for the planned improvement works at Keadue WWTP, develop the schedule for said development and a cost performance system to be used during the contract phase. Secondly, the project team is to develop a generic tender selection system with the same capabilities as listed previously. This generic system is to be applicable to all future works of a similar nature and is to be based on, and verified through, the Keadue development.

This project brief has been development with the overall goal of streamlining the tender selection process for small community WWTP upgrade works. Once completed, this system is to greatly reduce the man-hours required for such works in the future while simultaneously providing a check to the selection process, thus reducing the risk of miss-calculation or omission on the part of the individual responsible for the task.

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SCOPE DESCRIPTION The scope of the Keadue WWTP Upgrade Works project is to develop a tender selection system for the planned development of the existing WWTP. This system is then to be used as the basis for the development of a generic system which may then be tailored and used in all future works of a similar nature. This system is to comprise of several key components:     

A feasibility assessment A schedule of works A construction schedule A performance management system All associated project management documentation

The above list has been generated with the view of providing future Tendering teams with all required information and tools in one collaborative system. The system will be designed to take all submitted tenders through one simple process. Firstly all tender information will be entered into the relevant fields within the feasibility assessment along with all relevant information relating to the planned site (available size, PE etc.), all data will then be automatically compared and two systems chosen as the most suitable for the planned development. These two systems will then be examined in further detail with such elements compared as cost performance and resultant effluent standards. Once this information has been compiled the system will select a final system to be passed on to the next stage whereupon a generic construction and works schedule will be tailored to suit its requirements. These schedules may then be passed along to the contractor to commence construction while the project is constantly monitored by the system throughout the contract stage. Providing that the system is regularly updated with the status of all current processes, it will be capable of adjusting the project’s schedule and budget accordingly as delays are encountered. It will also have the facility to provide documentation for the request of remediation in the event that unforeseen delays are incurred. In addition to the above functionalities, the proposed tender selection system is to include all relevant project management documentation; project scope, project charter, risk register, WBS etc. Once again, all of this documentation will be developed in relation to the planned Keadue works, with the generic versions based upon these.

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HIGH LEVEL REQUIREMENTS The Tender Selection System for Keadue WWTP Upgrade works has been approved to meet a business need for Acme Consulting. In order to meet this business need there are several requirements which must be met as part of the successful execution of this project. The following high level requirements have been identified for this project: • • • •

The system must be capable of running a minimum of two tender submissions through a detailed feasibility assessment. The system must be capable of developing a detailed works and construction schedule of the chosen tender option. The system must be capable of monitoring the ongoing performance of the project in relation to cost and schedule. The end product must be sufficient of managing all wastewater requirements for the Keadue are and meet all relevant environmental legislation.

BOUNDARIES The Keadue WWTP Upgrade Works Project includes all of the works associated with the tender selection, scheduling and monitoring for the planned development works. This is to include a preliminary design of the submitted tenders in relation to expected size and resultant effluent standards, the initial costing of the proposed tenders (for two options), the scheduling of the required works for the chosen tender and the development of a system capable of monitoring the performance of the project on an on-going basis. This project is also to include the drafting of all relevant project management documentation. Not included in the scope of this project is a detailed design of the chosen WWTP or scheduling of future maintenance.

STRATEGY For the Keadue WWTP Upgrade Works Project, the project team is to operate in tandem for as much of the project as possible. Each team member is to be assigned a unique role in the project with its own unique responsibilities. The project is to be separated in such a way so as to maximize the overall efficiency of its development, while maintaining a level of simplicity in its eventual collaboration. All work is to be checked by an assigned member of staff with the overall development of the project to be constantly monitored by the team’s project manager.

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DELIVERABLES There are several deliverables which will be produced as a result of the successful completion of the Keadue WWTP Upgrade Works Project. If all of the following deliverables are not met then the project will not be considered successful. The Project Manager is responsible for ensuring the completion of these deliverables. 1. Deliverable 1 – A feasibility assessment system capable of comparing a minimum of two WWTP tender submissions and identifying the most appropriate option for the desired site. 2. Deliverable 2 – A construction and works schedule tailored to the development requirements of the chosen WWTP tender. 3. Deliverable 3 – A monitoring system capable of measuring the on-going performance of the project in relation to cost and schedule throughout the contract phase. 4. Deliverable 4 – All associated project management documentation.

ACCEPTANCE CRITERIA Acceptance criteria have been established for the Keadue WWTP Upgrade Works Project to ensure thorough vetting and successful completion of the project. The acceptance criteria are both qualitative and quantitative in nature. All acceptance criteria must be met in order to achieve success for this project: 1. Meet all deliverables within scheduled time. 2. Chosen system to be suitable for Keadue current/future requirements. 3. Designed system to significant reduce workload involved in future tender selection process. 4. Designed monitoring system to significantly reduce the risk involved in the contract phase on behalf on the consultant involved.

CONSTRAINTS Several constraints have been identified for the PMD Project. It is imperative that considerations be made for these constraints throughout the project lifecycle. All stakeholders must remain mindful of these constraints as they must be carefully planned for to prevent any adverse impacts to the project’s schedule, cost, or scope. The following constraints have been identified for the PMD Project: 1. Project must be completed within allocated timeframe. 2. Designed WWTP system must satisfy associated criteria within a budget realistic to the development’s size.

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ASSUMPTIONS Several assumptions have been identified for the PMD Project. All stakeholders must be mindful of these assumptions as they introduce some level of risk to the project until they’re confirmed to be true. During the project planning cycle every effort must be made to identify and mitigate any risk associated with the following assumptions: 1. IT group is capable of producing quality and professional manuals and guides in their print shop 2. IT experts working only 50% of their billable hours on this project is adequate to complete the project by December 31, 2014 3. The Project Manager working only 75% of billable hours on this project is adequate to complete the project by December 31, 2014 4. The PMD Project has full support from senior management across all departments within Acme Consulting

COST ESTIMATE The project cost estimate is the foundation for budgeting for the project. It represents an estimate of the funding which will be needed to successfully complete the project. While all costs may not be exactly known until later in the project lifecycle, it is extremely important to develop as accurate an estimate as possible. This section should provide a project cost estimate with all known details so that there’s a common understanding among all stakeholders. The estimated costs for this project are included in the table below. As the project proceeds and any additional costs become known, this cost estimate will be refined and communicated to all project stakeholders. Estimated Budget

Expense

Expended to Date

Estimate to Complete

Variance

Labor Internal External Software Hardware Other Total

$165,000 $0 $0 $0 $7,000 $172,000

$14,000 $0 $0 $0 $0 $14,000

$151,000 $0 $0 $0 $7,000 $158,000

+/- $4,000 N/A N/A N/A +/- $500

COST BENEFIT ANALYSIS The project cost benefit analysis is a measure of a project’s costs vs. its benefits to determine a course of action most beneficial to an organization in terms of cost. Projects are undertaken to provide some benefit to an organization assuming the project is completed successfully. If there is no benefit provided by a project, then it will not be approved. However, there must be a quantitative way to measure the benefit provided by the project. This section must provide this quantitative analysis and ensure all stakeholders understand why the project has been approved as well as the benefits. 7


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A cost benefit analysis has been performed for the PMD Project. The successful completion of this project will provide significant benefits to Acme Consulting. It is imperative that all stakeholders understand these benefits as well as the importance of the successful completion of this project. The table below shows a net benefit of $35,000 over one year after successful completion of the PMD Project. This is a total benefit of $242,000 if no project is done and schedule delays, cost overruns, and poor resource allocation continue.

With PMD Project

Without PMD Project

Costs of Project Recurring Cost Non-Recurring Cost Capital Costs Total Cost of PMD Project

$0 $172,000 $0 $172,000

$0 $0 $0 $0

Benefits (1 year) Reduce Delays by 30% Reduce Overruns by 30% Improve Resource Allocation Total Benefits of PMD Project

$15,000 $170,000 $22,000 $207,000

-$15,000 -$170,000 -$22,000 -$207,000

$35,000

-$207,000

Net Benefits of PMD Project

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SPONSOR ACCEPTANCE Approved by the Project Sponsor: ___________________________________________ <Project Sponsor> <Project Sponsor Title>

Date:____________________

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Project scope statement