Project  Scope  Management  

Presented By: Anit Kumar Roy

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Project  Scope  Management  

O Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done

O Deliverables are products produced as part of a project, such as hardware or software, planning documents, or meeting minutes

O The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how they’ll be produced

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Processes  in  Project  Scope  Management  

O Collecting requirements: stakeholder requirements documentation, a requirements management plan and a requirements traceability matrix

O Defining scope O Creating the Work Breakdown Structure (WBS): WBS

dictionary, a scope baseline, and updates to project documents

O Verifying scope O Controlling scope

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STEP  1:  Collecting  Requirements  

O IEEE Standard Glossary of Software Engineering Terminology: O A condition or capability that must be met or processed

by a system or system component to satisfy a contract, standard, specification, or other formally imposed document

O E.g.: Opening case: Upgrading IT assets to meet corporate standards.

O Some IT projects divide requirements development into categories: elicitation, analysis, specification and validation

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Ways  of  Collecting  Requirements  

O Interviewing stakeholders one-on-one O Holding focus groups, facilitated workshops and using group

creativity and decision making techniques to collect requirements

O Questionnaires and surveys O Observations O Prototyping O Software tools The project size, complexity, importance and other factors will

affect how much effort is spent on collecting requirements 5

Documenting  Requirements  O Project teams should first review the project charter O Review stakeholders register O People involved in complex projects O Software generated O Broken down into different categories: functional

requirements, service requirements, performance requirements, quality requirements, training requirements.

O Requirement Management Plan O Requirement Traceability Matrix (RTM)

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Requirement  Traceability  Matrix  

 Requirement

No. Name Category Source Status

R32 Laptop Memory

Hardware Project charter and corporate

laptop specifications

Complete. Laptops

ordered meet requirement

by having 4GB of

memory

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STEP  2:  Defining  Scope  O Good scope definition

O helps improve the accuracy of time, cost, and resource estimates

O defines a baseline for performance measurement and project control

O aids in communicating clear work responsibilities O Tools: expert judgment, product analysis, alternative

identification and facilitated workshops O Inputs: Project charter, requirements documentation,

organizational process assets (policies and procedures) and also previous project files and lessons learned.

O Outputs: The project scope statement and project document updates 8

Project  Charters  

O After deciding what project to work on, it is important to formalize projects

O A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management

O Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project

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Sample  Project  Charter  

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Scope  Planning  and  the  Scope  Statement  

O A scope statement is a document used to develop and confirm a common understanding of the project scope. It should include O a project justification O a brief description of the project’s products O a summary of all project deliverables O a statement of what determines project success O E.g.: Servers: This project will require purchasing ten new

servers to support Web, network, database, application, and printing functions. Virtualization will be used to maximize efficiency. Detailed description of the servers are provided in a product brochure in Appendix 8 along with a plan describing where they will be located 12

Work  Breakdown  Structure  O After completing scope planning, the next step is to

further define the work by breaking it into manageable pieces

O Good scope definition O helps improve the accuracy of time, cost, and

resource estimates O defines a baseline for performance measurement

and project control O aids in communicating clear work responsibilities

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The  Work  Breakdown  Structure  

O A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project

O It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes

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Sample  WBS  Organized  by  Product    

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Sample  WBS  Organized  by  Phase  

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WBS  in  Tabular  Form  

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1.0 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 requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team

2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

WBS  and  Gantt  Chart  in  Project  2000  

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Project 98 file

WBS  and  Gantt  Chart  Organized  by  Project  Management  Process  Groups  

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Approaches  to  Developing  WBSs  O Using guidelines: Some organizations, like the DOD,

provide guidelines for preparing WBSs O The analogy approach: It often helps to review WBSs

of similar projects O The top-down approach: Start with the largest items

of the project and keep breaking them down O The bottoms-up approach: Start with the detailed

tasks and roll them up O The mind-mapping approach: Uses branches radiating

out from a core idea to structure thoughts and ideas

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Mind  Mapping  

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Advice  for  Creating  WBS  and  WBS  Dictionary  

O A unit of work should appear at only one place in the WBS O The work content of a WBS item is the sum of the WBS items below it O A WBS item is the responsibility of only one individual, even though

many people may be working on it O 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

O Project team members should be involved in developing the WBS to ensure consistency and buy-in

O Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

O 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 22

Verifying  and  Controlling  Scope  

O It is very difficult to create a good scope statement and WBS for a project

O It is even more difficult to verify project scope and minimize scope changes

O Many IT projects suffer from scope creep and poor scope verification

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IT  Project  Problems  

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Factor Rank Lack of user input 1 Incomplete requirements and specifications 2 Changing requirements and specifications 3 Lack of executive support 4 Technology incompetence 5 Lack of resources 6 Unrealistic expectations 7 Unclear objectives 8 Unrealistic time frames 9 New Technology 10

*Johnson, Jim. CHAOS: The Dollar Drain of Information Technology Project Failures,” Application Development Trends (January 1995) www.standishgroup.com/chaos.html

Suggestions  for  Improving  User  Input  

O Insist that all projects have a sponsor from the user organization

O Have users on the project team O Have regular meetings O Deliver something to project users and sponsor

on a regular basis O Co-locate users with the developers

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Suggestions  for  Reducing  Incomplete  and  Changing  Requirements  

O Develop and follow a requirements management process

O Employ techniques such as prototyping, use case modeling, and Joint Application Design to thoroughly understand user requirements

O Put all requirements in writing and current O Create a requirements management database O Provide adequate testing O Use a process for reviewing requested changes from a

systems perspective O Emphasize completion dates 26

Using  Software  to  Assist  in    Project  Scope  Management  

O Word-processing software helps create several scope-related documents

O Spreadsheets help to perform financial calculations and weighed scoring models, and develop charts and graphs

O Communication software like e-mail and the Web help clarify and communicate scope information

O Project management software helps in creating a WBS, the basis for tasks on a Gantt chart

O Specialized software is available to assist in project scope management 27

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