Download - LO 3A Scope Management
-
8/13/2019 LO 3A Scope Management
1/54
Project Scope Management
-
8/13/2019 LO 3A Scope Management
2/54
Learning Objectives
Understand the elements that make goodproject scope management important.
Explain the scope planning process and
describe the contents of a scope management
plan.
Describe the process for developing a project
scope statement using the project charter and
preliminary scope statement. Discuss the scope definition process and work
involved in constructing a work breakdown
structure using the analogy, top-down, bottom-
up, and mind-mapping approaches.
-
8/13/2019 LO 3A Scope Management
3/54
Learning Objectives
Explain the importance of scope verification
and how it relates to scope definition and
control.
Understand the importance of scope control
and approaches for preventing scope-related
problems on information technology projects.
.
-
8/13/2019 LO 3A Scope Management
4/54
Introduction
Scoperefers to allthe work involved in
creating the products of the project and
the processes used to create them.
-
8/13/2019 LO 3A Scope Management
5/54
A deliverableis a product produced as
part of a project.
Product related: hardware or software
Process related: planning document,
minutes of meting etc.
Introduction
-
8/13/2019 LO 3A Scope Management
6/54
What is Project Scope
Management?
Project scope management includes the
processes involved in defining and controlling
what is or is not included in a project.
Ensures that the project team and stakeholdershave the same understanding of what products
will be produced as a result of the project and
what processes will be used in producing them
-
8/13/2019 LO 3A Scope Management
7/54
Project Scope Management
Processes Scope planning:Deciding how the scope will be
defined, verified, and controlled.
Scope definition:Reviewing the project charter and
preliminary scope statement and adding more
information as requirements are developed and changerequests are approved.
Creating the WBS:Subdividing the major project
deliverables into smaller, more manageable
components. Scope verification:Formalizing acceptance of the
project scope.
Scope control:Controlling changes to project scope.
-
8/13/2019 LO 3A Scope Management
8/54
Scope Planning and the Scope
Management Plan Main output of the scope planning is a scope management
plan.
The scope management planis a document that includes
descriptions of how the team will prepare the project scopestatement, create the WBS, verify completion of the project
deliverables, and control requests for changes to the
project scope.
Key inputs include the project charter, preliminary scope
statement, and project management plan.
Tools and Techniques for scope planning includes
templates, forms, standards, as well as expert judgement.
-
8/13/2019 LO 3A Scope Management
9/54
Sample Project Charter
-
8/13/2019 LO 3A Scope Management
10/54
Sample Project Charter (contd)
-
8/13/2019 LO 3A Scope Management
11/54
-
8/13/2019 LO 3A Scope Management
12/54
Project Scope Statement
Project scope statements should include
Description of the project
Overall objectives
Description of the project deliverables
Characteristics and requirements of products
and services
Other scope related information
-
8/13/2019 LO 3A Scope Management
13/54
Further Defining Project Scope
-
8/13/2019 LO 3A Scope Management
14/54
Media SnapshotMany people enjoy watching television shows like Changing Roomsor
Trading Spaces, where participants have two days and $1,000 to update a room intheir neighbors house. Because the time and cost are set, its the scope that has
the most flexibility. Designers on these shows often have to change initial scope
goals due to budget or time constraints.
Although most homeowners are very happy with work done on the show,
some are obviously disappointed. Unlike most projects where the project teamworks closely with the customer, homeowners have little say in what gets done
and cannot inspect the work along the wayWhat happens when the
homeowners dont like the work thats been done? The FAQ section of tlc.com
says, Everyone on our show is told upfront that theres a chance they wont like
the final design of the room. Each applicant signs a release acknowledging thatthe show is not responsible for redecorating a room that isnt to the owners
taste.
Too bad you cant get sponsors for most projects to sign a similar release
form. It would make project scope management much easier!
-
8/13/2019 LO 3A Scope Management
15/54
Work Breakdown Structure
(WBS)
A WBSis a deliverable-oriented grouping of the
work involved in a project that defines the total
scope of the project.
Results-oriented family tree that captures all the
work of a project in an organized way.
Subdivides the project into tasks that are defined,
estimated and tracked. Foundation document that provides the basis for
planning and managing project schedules, costs,
resources, and changes.
-
8/13/2019 LO 3A Scope Management
16/54
Work Breakdown Structure (WBS)
Used to provide the framework for organizing and
managing the work.
Root of the tree is labeled by the problem name.
Project scope statement and project management
plan are the primary input for creating a WBS.
-
8/13/2019 LO 3A Scope Management
17/54
Serves as input to five key project
management activities: Cost estimating
Cost budgeting
Resource planning Risk management planning
Activity definition
-
8/13/2019 LO 3A Scope Management
18/54
Sample Intranet WBS
Organized by Product
-
8/13/2019 LO 3A Scope Management
19/54
Sample Intranet WBS
Organized by Phase
-
8/13/2019 LO 3A Scope Management
20/54
Intranet WBS in Tabular Form1.0 Concept
1.1 Evaluate current systems
1.2 Define requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
-
8/13/2019 LO 3A Scope Management
21/54
WBS Structure
Fig: WBS architecture for a Aircraft
-
8/13/2019 LO 3A Scope Management
22/54
WBS Structure
-
8/13/2019 LO 3A Scope Management
23/54
Building a Desktop Computer
-
8/13/2019 LO 3A Scope Management
24/54
Creating an Animated Computer
Game
-
8/13/2019 LO 3A Scope Management
25/54
Intranet Gantt Chart Organized by
Project Management Process Groups
-
8/13/2019 LO 3A Scope Management
26/54
Executing Tasks for JWD
Consultings WBS
-
8/13/2019 LO 3A Scope Management
27/54
Work Package
Task at the lowest level of the WBS.
Smallest deliverable within the WBS
Project activity list derived form the WBS
-
8/13/2019 LO 3A Scope Management
28/54
WBS
Involve the entire project team and the
customers in creating and reviewing the WBS.
People who will do the work should help to
plan the work
Wh U WBS?
-
8/13/2019 LO 3A Scope Management
29/54
Why Use WBS?
Identifies the tasks, subtasks and units of work (aWBS element) to be performed
Increases the probability that every requirement willbe accounted
Partition the major project deliverables into smallercomponents to improve the accuracy of cost
estimates Provide a mechanism for collecting and organizing
actual costs
Provide a mechanism for performancemeasurement and control
Helps with assigning responsibilities Shows the control points and project milestones
Ensures that unnecessary work is excluded
Decision making tool
A h t D l i
-
8/13/2019 LO 3A Scope Management
30/54
Approaches to Developing
WBSs
Guidelines: Some organizations, such as theDOD, provide guidelines for preparing WBSs.
Analogy approach: Review WBSs of similar
projects and tailor to your project.
Top-down approach: Start with the largest itemsof the project and break them down.
Bottom-up approach: Start with the specific
tasks and roll them up. Mind-mapping approach: Write tasks in a non-
linear, branching format and then create the WBS
structure.
-
8/13/2019 LO 3A Scope Management
31/54
Top- Down and Bottom-Up
Bottom-up method is ideal for brainstorming a solutionto a problem.
Very specific solutions without delving into all of the
details of each solution.
Top-down approach requires more logic and structureand generally preferred method for creating WBS.
Top-down approach would identify the solution first and
then dissect the solution into the steps require to
implement it.
-
8/13/2019 LO 3A Scope Management
32/54
Sample Mind-Mapping Approach
-
8/13/2019 LO 3A Scope Management
33/54
Technique that uses branches radiating out from a
core idea to structure thoughts and ideas.
Allows people to write and draw pictures of ideas in a
nonlinear format.
-
8/13/2019 LO 3A Scope Management
34/54
Resulting WBS in Chart Form
-
8/13/2019 LO 3A Scope Management
35/54
The WBS Dictionary and Scope
Baseline
Many WBS tasks are vague and must be
explained in more detail so people know what to
do and can estimate how long the work will take
and what it will cost. A WBS dictionaryis a document that describes
detailed information about each WBS item.
The approved project scope statement and itsWBS and WBS dictionary form the scope
baseline, which is used to measure performance
in meeting project scope goals.
-
8/13/2019 LO 3A Scope Management
36/54
-
8/13/2019 LO 3A Scope Management
37/54
Freezing the scope baseline
Is not as easy as it sounds
There will be resistance
Do it too early and the customers will be
disappointed with the product
Do it too late and the client will be
disappointed with the cost and schedule
results
-
8/13/2019 LO 3A Scope Management
38/54
When to freeze?
The right time to freeze
Generally depends on the area of project
management application
And the technology involved
And hence the degree of technological uncertainty
Consequently, freezing properly takes place
later in some projects than others
But in any case, no later than when funds are
committed to the start of a new phase or stage
-
8/13/2019 LO 3A Scope Management
39/54
Scope Creep
Scope Creep may be characterized as Continual extension of the scope as observed
in some projects
Often leading to a runaway project
As some projects progress, especially through
the definition phase, their requirements
continually change (increase) incrementally
causing the project team to add to theproject's mission or objectives
Involving more work, more time and more money
The Progression
-
8/13/2019 LO 3A Scope Management
40/54
The Progression
Thus, as every project
Moves from its conceptual statement to a
point where there is sufficient definition and
planning for implementation
So, there is necessarily an "evolution" or"clarification" of the scope
In most types of project
This is through a process of iteration todetermine
What is it that is really required?
And what does this involve?
-
8/13/2019 LO 3A Scope Management
41/54
The Problem
Unfortunately, during the Implementation
Phase, as the product gradually becomes
reality
The client/customers may well say That's not really what I meant
Or, if it is, that's not really what I want!
In the course of normal project execution
It is some times difficult to detect these shifts
in direction
Without firm project control
-
8/13/2019 LO 3A Scope Management
42/54
It could be worse
Because the project sort of grew out of nowhere
There was no Business Case
No benefits analysis or project justification as to
value No verification of alignment with corporate goals
No clear scope definition and scope change
procedure
No timeline as a basis for managing activities
No evaluation of resource requirements
-
8/13/2019 LO 3A Scope Management
43/54
Consequently . . .
In the initial weeks of project implementation
It isn't long before the plan has to change
We often find
Things have been left out
There's a better way of doing the work The estimates, hence budgets, are no longer valid
Or the time, cost or resource estimates are suspect
The client/sponsor or users want changes
Usually, additions to the scope All of which
Represent scope creep
And require more time and money
-
8/13/2019 LO 3A Scope Management
44/54
The answer to scope creep is to
Establish a clear strategic direction
And a clear set of benefits
Establish a firm baseline plan
The baseline plan will necessarily include a
clear scope description
That is a "Scope Baseline"
-
8/13/2019 LO 3A Scope Management
45/54
Ad i f C ti WBS d
-
8/13/2019 LO 3A Scope Management
46/54
Advice for Creating a WBS and
WBS Dictionary
A unit of work should appear in only one place in the
WBS.
The work content of a WBS item is the sum of the WBS
items below it.
A WBS item is the responsibility of only one individual,
even though many people may be working on it.
The WBS must be consistent with the way in which work is
actually going to be performed; it should serve the project
team first, and other purposes only if practical.
Ad i f C ti WBS d
-
8/13/2019 LO 3A Scope Management
47/54
Advice for Creating a WBS and
WBS Dictionary (contd)
Project team members should be involved in developing
the WBS to ensure consistency and buy-in.
Each WBS item must be documented in a WBS dictionary
to ensure accurate understanding of the scope of work
that is included and not included in that item.
The WBS must be a flexible tool to accommodate
inevitable changes while properly maintaining control of
the work content in the project according to the scope
statement.
-
8/13/2019 LO 3A Scope Management
48/54
Scope Verification
Very difficult to create a good scope statement andWBS for a project.
It is even more difficult to verify project scope and
minimize scope changes.
Many IT projects suffer from scope creep and poor
scope verification
Involves formal acceptance of the completed
project scope by stakeholders
-
8/13/2019 LO 3A Scope Management
49/54
Scope Verification
Input: Scope statement
WBS dictionary
Scope management plan
Tool: Inspection
Output:
Accepted deliverables Requested changes
Recommended corrective actions
-
8/13/2019 LO 3A Scope Management
50/54
Scope Control
Scope controlinvolves controlling changes to
the project scope.
Goals of scope control are to:
Influence the factors that cause scope changes.
Ensure changes are processed according to
procedures developed as part of integrated change
control. Manage changes when they occur.
Varianceis the difference between planned and
actual performance.
-
8/13/2019 LO 3A Scope Management
51/54
Scope Control
Input: Project scope statement
Scope management plan
WBS and WBS dictionary
Performance reports
Change requests
Tools: Change control systems
Configuration management
Variance analysis
Output:
Requested changes Recommended corrective actions
Updates to the project scope statement, WBS, WBS dictionary, scopebaseline.
Suggestions for Improving User
-
8/13/2019 LO 3A Scope Management
52/54
Suggestions for Improving User
Input
Develop a good project selection process and insistthat sponsors are from the user organization.
Place users on the project team in important roles.
Hold regular meetings with defined agendas, and
have users sign off on key deliverables presented at
meetings.
Deliver something to users and sponsors on a regular
basis.
Dont promise to deliver when you know you cant.
Co-locate users with developers.
Suggestions for Reducing Incomplete
-
8/13/2019 LO 3A Scope Management
53/54
Suggestions for Reducing Incomplete
and Changing Requirements
Develop and follow a requirements management
process.
Use techniques such as prototyping, use casemodeling, and JAD to get more user involvement.
Put requirements in writing and keep them
current.
Create a requirements management database for
documenting and controlling requirements.
Suggestions for Reducing
-
8/13/2019 LO 3A Scope Management
54/54
Suggestions for Reducing
Incomplete and Changing
Requirements (contd)
Conduct adequate testing throughout the project
life cycle.
Review changes from a systems perspective.
Emphasize completion dates to help focus on
whats most important.
Allocate resources specifically for handling
change requests and enhancements