Engineering Management - Scoping, WBS, and Method Statements

Scoping (07.1), WBS (07.2), & Method Statements (07.3)

Roles of Role-Players

  • Client:
    • Has the idea, funds, and a need for the project.
    • Could be private, corporate, or government.
    • Typically a non-technical expert needing input from experts to compile a working document for contractors to tender.
  • Consultant / Engineer / Client's Agent:
    • Could include the project manager.
    • Determines the client's needs and creates a "scope" of the works.
    • Outcomes:
      • Knowing what needs to be done.
      • When it needs to be done (scheduling - activities from start to end with a timeframe).
      • Estimating expected project costs based on previous jobs and cost escalation.
      • The consultant does not price the tender document but has a fair idea of the price.
  • Contractor:
    • Purchases the tender document.
    • Evaluates, decides to tender, does site visit.
    • Estimates and costs the project (needs method statements, etc., for each activity).
    • Determines the duration of each activity and its resources to allocate cost in order to submit a successful tender.

Introduction to Project Management

  • Project Management is about completing something for someone.
  • Requires three sets of information:
    • What? – The scope.
    • When? – The schedule. Scheduling is the art of planning activities to achieve goals and priorities in the available time. Effective scheduling helps to:
      • Understand what can realistically be achieved.
      • Ensure enough time for essential tasks.
      • Plan processes or procedures, giving lists of intended events and times.
    • How much? – The cost. Clients seek multiple cost estimates to determine a project’s scope and feasibility and to allocate budgets. Contractors use them when deciding whether to bid on a project. Estimates are prepared with input from architects and engineers.

Project Scoping

  • Scoping is about figuring out WHAT needs to be done.
  • Ensuring that enough, but only enough, work is undertaken to deliver the purpose (deliverable) of the project successfully.
  • The process ensures the project includes all the work required, and only the work required, to complete the project successfully.
  • Primarily concerned with defining and controlling what is or is not in the project.
  • All parties need to agree on the scope, which forms the basis for the tender document.

The Value of Scoping

  • Each project is unique and must thus be planned from new.
  • The function of planning is to decide and specify what needs to be done.
  • Delivering accurately is a function of monitoring and control.
  • During the planning phase, a plan:
    • Outlines project expectations; Identifies deliverables.
    • Identifies activities; Assigns responsibility.
    • Plans schedules; Fixes budgets.

The Value of Scoping - Detailed

  1. Definitions: Clear wording and terminology minimize risks of disputes, claims, and litigation. Use terms that everyone understands, avoiding industry jargon and abbreviations.
  2. Project Overview: A short, concise statement summarizing the project description. Lists critical objectives for successful project completion.
  3. Milestones & Deliverables: Details all expected project goals throughout the project's lifespan.
  4. Scope & Technical details: Precise tasks and their technical aspects, specific methods and techniques, and evaluation criteria.
  5. Schedule & Timeline: A general list of tasks and related tasks for the project and when they are expected to be completed. Contractors need overall anticipated project timeline, delivery dates, and completion milestones.
  6. Management & Administration: Defines administrative procedures on the project, including how change orders are handled and when and how payments are issued, along with other pertinent contract and legal requirements.

Scoping in the 3 Stages of Planning

  • Pre-tender.
  • Pre-contract.
  • Contract phase.

Guideline on the Field of Services Offered by the Consulting Engineer on a Project

  • Stage 1: Inception
    • Establish client needs and preferences.
    • Agree on scope of work and services.
    • Signed agreement.
    • Report on project, site, and functional requirements.
    • Schedule of required tests, surveys, analyses, and investigations.
    • Schedule of consents and approvals.
  • Stage 2: Concept and Viability
    • Prepare and finalise the project concept in accordance with brief.
    • Concept design.
    • Schedule of required surveys, tests, investigations.
    • Process design.
    • Preliminary design.
    • Cost estimates as required.
  • Stage 3: Design Development (Detail Design)
    • Develop the approved concept to finalise design, cost, financial viability, and programme.
    • Design development drawings.
    • Outline specifications.
    • Local and other authority submissions of drawings.
    • Detailed estimates of construction costs.
  • Stage 4: Documentation and Procurement
    • Prepare procurement and construction documentation.
    • Specifications.
    • Working drawings.
    • Budget construction costs.
    • Tender documentation.
    • Evaluation report tender recommendations.
    • Priced contract documentation.
  • Stage 5: Contract Admin & Inspection
    • Manage, administer, and monitor construction contract and processes.
    • Schedule of predicted cash flow.
    • Contract instructions.
    • Financial control reports.
    • Valuation for payment certificates.
    • Practical completion and defects list.
  • Stage 6: Close Out
    • Fulfill and complete documents for handover of project.
    • Valuations for payment certificates.
    • Final completion list.
    • Guarantees and warranties.
    • As-built drawings and documentation.
    • Final account.

Why is Scoping so Important?

  • Potential to add value vs. cost of change.
  • Obtain a shared vision of the project.
  • Acceptance of plans by all the stakeholders.
  • Focuses the team on the purpose of the project and the method of achieving it.
  • Generate “What if?” possibilities and develop contingencies.
  • Clarify responsibilities, authorities, and accountabilities.
  • Beware scope creep = When you end up doing more than what you planned to do.

The Process of Scoping

  • Create common understanding of the customer’s requirements as stated in the project brief.
  • Determine the goal of the project and break the goal down into objectives.
  • Identify and classify the stakeholders and determine actions towards stakeholders.
  • Break the chosen project down into the main components.
  • For each main component determine:
    • What are to be included?
    • What are to be excluded?
    • What assumptions were made and what actions are required?
    • What risks might jeopardize some or all of the outcome of the project and what mitigating actions are required?
    • Who will do the work?
    • How long will the work take?
    • What is the budget of the work?

Assignment Context

  • The scoping had been done to a large extend, you and your group member can have an informal discussion around the technical details and what additional information will be required around the scoping to complete the next section of work, the Work Breakdown Structure (WBS).
  • End of scoping