Project Scope Management Report: Analysis of TruEco's OOS Reduction

This report provides a comprehensive analysis of project scope management, focusing on a case study involving TruEco and its goal to reduce out-of-stock (OOS) products. The report details the project authorization activities, including the selection and training of database developers. It defines the project scope by outlining boundaries such as project phases, stakeholder roles, and expected outcomes. The report further explores the project scope control process, highlighting the benefits, outcomes, and outputs of the project, as well as identifying relevant stakeholders. It also presents a scope management plan for TruEco, covering requirement collection, scope definition, and control phases. The report addresses the impact of scope changes, potential scope management issues, and references relevant literature on project management principles.

MANAGE PROJECT SCOPE
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Table of Contents
Conduct project authorisation activities..........................................................................................2
Define project scope........................................................................................................................2
Manage project scope control process.............................................................................................3
Reference List..................................................................................................................................5
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Conduct project authorisation activities
 Details of the procedures
Firstly, well trained database developers will be outsourced, who are well versed with the process
of reducing out of stock or OOS. Their skills must be tested in order to check if they can meet the
needs of organisations. When the potential candidates will be chosen, they should be made aware
how TruEco works, and what are the rules and procedures of Logistics department. For the initial
few days, the database developer needs to track and measure retail OOS in the various stores and
supermarkets that are located in Sydney.
 Resources needed
Data regarding the stocks in various stores are needed. Besides, as per the view of Heagney (2016),
human resource used in an effective way is of utmost importance that helps to enhance the
performance and goodwill of the organisation. TruEco must implement more technology that will
be of great help to the database developers; where in spreadsheet it will be stored which products
are out of stock. For this, they must take permission from senior management, after a proper
discussion.
 Methods that will be used to delegate authority
After taking employee feedback, and discussion with new database developers, project delegations
and authorities must be confirmed (Serrador and Turner, 2015). Tasks will be delegated based on
skills and experience in TruEco; where there will be a team of 3 database developers. There will be
around 5-6 people in one team, where one team will check the products that are coming from
manufacturers. Another team will check the data regarding how many stocks are out of order; and
another team will discard them.
Define project scope
 Project boundaries
1. The project phases will be its project boundaries; where start of the project and its closure will
have an estimated date and time (Takey and de Carvalho, 2015). Therefore, if the project
deadline has been set to 5th April 2019, then anyhow this project should be fulfilled within 5th
April.
2. The functions, roles and responsibilities of the stakeholders involved in the project are another
project boundary, where none of the team member will be forced to work beyond boundaries.
Project Owner William and Project Manager John must set different roles and responsibilities to
the teams. However, the specifications and roles of every team should be set by the database
developers only, as they are the ones, who are well acquainted with each member’s strengths and
weaknesses (Verzuh, 2015).
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3. Another boundary is the goal or expected outcome from the project (Kerzner, 2017). In the
project of Reduction of OOS, database developers need to upgrade the system so that required
features can be understood. This is the main aim of the project, and here lies the boundary. The
team thus needs to set future plans, like how things will be done, and then this plan must be
authorised.
4. When every stage is passed through, it should be regarded as a milestone in this project of
TruEco. These stages should be set beforehand, and these are also different boundaries. Like
teams must fulfil each stage, and after one stage is completed, they can then only turn into the
next stage.
Manage project scope control process
 Project benefits, outcomes and outputs
Through this project, systems will be upgraded that will help to identify the required changes or
requirements in logistics department of TruEco. This way, they can identify and keep a track of the
products that are out of stock. Old products thus can be replaced with new fresh ones. There will be
few complaints then from customers, and customer loyalty will increase (Turner, 2016). As a result
performance and goodwill of TruEco will get enhanced; and employee turnover will also
minimise.
 Relevant stakeholders
For this project, customers are the main stakeholders, who will be benefitted if a new system is
made or upgraded. It is because of their regular complaints that TruEco thought of planning this
project. Therefore, after the project accomplishment customers will be happy and satisfied, and this
way goodwill of the company will increase. Besides, employees, management, database
developers are the internal stakeholders, taking whose feedback this project will be made
successful (Padalkar and Gopinath, 2016). Furthermore, if this project gets accomplished, those
partners will also be benefitted from which technology and database developers have been
outsourced.
 Scope management plan for TruEco’s project
Firstly all the requirements needs to be collected; like the documents, project charter, as well as
stakeholder register. This way team can identify and discuss associated requirements; and can
understand each other’s roles. This step also helps in the next stage that is the defining scope stage.
How much this project will help the stakeholders; is what is done in this step. Project deliverables
are then broken down into work bread down structure. Next is the control scope phase; where it is
monitored minutely that all the stakeholders are doing their work properly; and whether any
changes are needed in the stages of project management (Muller, 2017).
 Implementation of scope management procedures
Documenting will be done at first; and they will be shared with all the stakeholders involved in this
project in TruEco. Their feedback will also be taken, and therefore if any changes are required they
will be made accordingly. Data regarding logistics department will be provided to database
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developer, and their teams will be formed. Every 10 days, it will be monitored; how much wastage
of products are been done; whether the number has increased or decreased.
 Impact of scope changes
If there need any change; that will be done immediately; and for that plan B should be made
beforehand (Kerzner, 2017). It is to be made sure that employees do not get distracted or de-
motivated, and remain focused on the main goal of TruEco. However, if the project does not get
fruitful at first attempt; time and cost constraints can be faced. Due to monetary or time problem,
the company might fail to train or motivate the database developer.
 Potential scope management issues
The issues that can be faced while carrying out scope management are lack of funds; and for that
investment and savings should be done by management beforehand. Besides; it might happen that
few employees are not that well skilled, or do not show equal amount of dedication. For this, either
those employees must be motivated, or must be replaced by others.
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Reference List
Heagney, J., (2016). Fundamentals of project management. Amacom.
Kerzner, H., (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Muller, R., (2017). Project governance. Routledge.
Padalkar, M. and Gopinath, S., (2016). Six decades of project management research: Thematic
trends and future opportunities. International Journal of Project Management, 34(7), pp.1305-
1321.
Serrador, P. and Turner, R., (2015). The relationship between project success and project
efficiency. Project Management Journal, 46(1), pp.30-39.
Takey, S.M. and de Carvalho, M.M., (2015). Competency mapping in project management: An
action research study in an engineering company. International Journal of Project
Management, 33(4), pp.784-796.
Turner, R., (2016). Gower handbook of project management. Routledge.
Verzuh, E., (2015). The fast forward MBA in project management. John Wiley & Sons.
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