You're welcome - glad you found me!

What? I think you made this comment on the wrong video.

I suspect if you start doing some real projects, Riboch, the ideas will start to feel more real and more engaging for you. I hope so. Anyway, thank you!

Happy to help

Thank you kindly!

@@Onlinepmcourses you're welcome sir

I don't understand the question. The scope is what you are going to do or create. The context is the background situation in which you do it. Both create risks.

Thank you, Koffi - I hope you will enjoy more of my videos!

You're welcome. Just trying to make it easier for non-native English speakers to follow.

@@Onlinepmcourses .... doesn't matter how you do, what you do, it matters and really helpful for us. If you could do some videos on Cost analysis, critical path, forecasting, budgeting, scheduling, LDs, will be helpful. Thanks

@@verticom1 Thank you. You'll find videos on some of these on my channel already, but I'll add forecasting and budgeting to my list. By LDs, do you mean Liquidated Damages? If so, I'm not sure I am qualified to give any detailed information.

You're welcome, Malik.

It's great to hear that.

Thank you very much.

My pleasure - thank you.

You're very welcome.

You are most welcome

You're very welcome!

You're very welcome.

My pleasure!

Fantastic! Thanks, Sylvester.

You're welcome. Thank you.

Thank you very much!

Thanks

Thank you

Thank you.

You're welcome, Ankush

Thank you; you're welcome.

ditto

Thank you, Iring!

Scope is difficult and deciding what to put in and out of scope will always be a pragmatic choice, based on your resources (and budget) and your assessment of (frankly) the politics. Ask yourself 'what will make your conference a success?' Clearly choosing a good speaker will be important, so that's in scope. Probably your speaker selecting a suitable topic and outline will be too, so I'd include in scope, working with the speaker on their topic and the content of their talk. But if the speaker chooses to their book at a stall, that won't make your conference a successor failure, so maybe put that out of scope, and do nothing more than liaise with the venue to offer a table. BUT... If it's a big name speaker, who demands a member of your team to staff the table, or they won't come, you may choose to bring that into scope.

@Arpit Shah This is just superb, I have been researching "how do you manage costs in a construction project?" for a while now, and I think this has helped. Have you heard people talk about - Tannilara Stupendous Transcendence - (do a search on google ) ? It is a great one of a kind guide for discovering how to getting 7000 plus project management and business templates minus the hard work. Ive heard some awesome things about it and my mate got cool results with it.

It's a mistake to see planning as a purely linear process. We estimate scope at definition stage and them come back and add precision (with WBS as a good tool to use) in the planning stage. But there is oftedn a series of cycling back to ensure consistency. And, of course, scope can change: Hence Change Control. See also: - Project Planning Process - How to Build Effective Project Plans kzfaq.info/get/bejne/b62Pf9p4ndXeoKM.html - How to Create a Work Breakdown Structure: A WBS Masterclass kzfaq.info/get/bejne/ht-CZbl9tZncnnU.html - What is Change Control? kzfaq.info/get/bejne/bbCFkqpo0dWtpqs.html

Hey @@Onlinepmcourses , thanks for coming back to me. In the cases where a contract of agreement needs to be signed with an external client and dates of completion are of great importance due to legal implications, is the approach the same?

@@yiotael Yes - you would draw the contract up after you have gone through as many rounds as you need. You will also want to inclde two neccessary protections (to both parties): 1. Contingency 2. A change control process which, in a contract, is usually known as a Variation Order or VO process.

@@Onlinepmcourses Thank you for the info.

Thank you 🙂

Rameez, I am not a PMI ATP - nor even a PMP. I find some of the questions PMI offers in the PMP exam odd - and also remember that the quality of the questions that third parties develop are variable. All of which to say... Don't sweat one example that you can't reconcile. I have no idea what PMI would say is the correct answer, but, if I were sitting an exam and saw this question, I would answer A. Fig 5-3 in PMBOK 6 clearly shows a connection between the Plan Scope Management process and the Project Management Plan. Do take a look at my detailed article: Scope Management Plan: Everything You Need to Know onlinepmcourses.com/scope-management-plan-everything-you-need-to-know/ Good luck!

Cheers, Salman!

Ahh - the Iron Triangle. Take a look at this video: kzfaq.info/get/bejne/gK6De7Jyy7yRpas.html

Thank you so much 🙂

Thank you very much!

Yes, I have a free Project management Fundamentals course: onlinepmcourses.com/project-management-tools/free-project-management-resources/

Thank you very much, Faissal.

In scope: the things you will do in your project. Out of scope: the things you won't do. Either because they are not important or valuable enough, or because somene else is doing them as part of another process, project, or initiative. Let's say I am planning an office move... In scope might be sending out directions for the new office to all staff. Out of scope may be calculating journey times Note that judging where the scope boundary is will always be a matter of judgment. Two different PMs in the same role may make different choices. It's about balancing different needs and wants against a budget and time allocation - and also about balancing the priorities of one set of stakeholders against those of other stakeholders.

Both. I have full online courses at OnlinePMCourses.com (and can offer team licensing rates) or I can deliver live or hybrid courses designed for your team. Contact me at mike@onlinepmcourses.com with details of what you need.

Cheers!

Thank you.

You're welcome!

You're welcome, Carly.

A Project Management Plan is a bigger thing - I covers every aspect of the project: scope, schedule, resources, budget, quality, H&S... Your Scope Management Plan is one component of this. It sets out: the initial statement of scope, and how you intend to handle changes in scope, as well as monitor and sign-off delivery. Which comes first? It's the chicken. No, it's the egg. Seriously, project planning is an iterative process, where aspects are refined and that triggers us to review other aspects that we already have a provisional statement on. Our goal is full self-consistency. That said, defining scope is an early stage activity. At definition stage, we define the Goal, Objectives and Scope. We then refine the scope during planning stage, making it more precise. Take a look at the video on Project Hierarchy: kzfaq.info/get/bejne/qp2Zi6mKxp7Wgqc.html - and What is MoSCoW Analysis?: kzfaq.info/get/bejne/orVlmsmltcq1hGw.html We use MOSCOW Analysis to help define scope at the outset.

Thank you so much for quick reply, but you assume we pass the begining of planning process and the startup phase and I assume we still at the begining So, how come the project management plan popped as an input for scope management plan ? I imagine lt like, we still at the startup of planning and we don't have any project management plan up to this point, and we still on our way to define scope to build on, So from where we got project mangement plan to put it as an input for scope mangement plan. * According to PMBOK 4.2.3.1 Project Management Plan The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.

Hi. I think the answer lies in the iterative nature of planning. From the earliest stages we start to develop our project plan, and develop our scoping statement and Scope Management Plan in parallel. Each feeds into the other. I hope the PMI won't be upset if I say that I find the distinction between the two as a little artificial. In the real world they are often parts of the same document.

Thank you so much again for your interest and your quick reply, But friendly speaking, I'm still confused !! regardless of the iterartive nature of planning Do we plan in parallel way or in a rolling wave way? for example can we define scope before collecting the requirements, could we have scope statement before or at the same time we get requirements documentations? I think there is some planing could happen in parallel but others not and the master plan or the project management plan is a result and a collection of all planning processes, This may bring us back to the question: what is the first step in building project management plan, Is it the scope definition or a group of planning processes happening in parallel? Here if the answer one of the two questions or both of them the project management plan still a result and an output and we can't consider it as an input for one of its components in the early stage of planning before doing any reviewing or refining.

AbdUlhamid, you raise good questions and expose the complicated nature of the topic. There are different ways we do planning and different ways to do scoping and this format cannot do justice to your question. So, I have added your question to the list of topics for my feature length articles at OnlinePMCourses.com. Sometime (but not immediately, because feature articles are thorough and planned in advance) I'll write a 1,500-2,500 word answer. In the meantime, the following article may be too basic, but it may help you: onlinepmcourses.com/define-project-scope/ Mike

Sorry - fine on my system at half volume.

The breadth and the depth of the work you are proposing to do - that is the scope of your proposal. Or, to put it another way, everything that your prospective client wants, which you are offering to do. So, to scope your proposal, you need to understand you client's wants and needs, and make a judgement about what to offer them . This will be a commercial judgement. It may be anything from 'everything your client wants' to 'some of what they need'. That depends on the spread of your capabilities and where you think you can offer value that exceeds the price you need to charge.

Indeed

👏👏👏🎬

Thanks, Trevor.

@@Onlinepmcourses no problem

thanks for the heart

What did you not understand, so I can try to clarify for you?

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Hello!

Kathy Hidalgo Yo

YoYo

What's wrong with a white background? I have moved away from plain white 18 months ago but I'm curious to understand your reasons.

Okay. So you knew the content before watching it. Great.