lo 3a scope management

8/13/2019 LO 3A Scope Management

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Project Scope Management


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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.


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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.

.


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Introduction

Scoperefers to allthe work involved in

creating the products of the project and

the processes used to create them.


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A deliverableis a product produced as

part of a project.

Product related: hardware or software

Process related: planning document,

minutes of meting etc.

Introduction


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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


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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.


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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.


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Sample Project Charter


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Sample Project Charter (contd)


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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


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Further Defining Project Scope


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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!


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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.


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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.


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Serves as input to five key project

management activities: Cost estimating

Cost budgeting

Resource planning Risk management planning

Activity definition


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Sample Intranet WBS

Organized by Product


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Sample Intranet WBS

Organized by Phase


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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


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WBS Structure

Fig: WBS architecture for a Aircraft


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WBS Structure


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Building a Desktop Computer


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Creating an Animated Computer

Game


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Intranet Gantt Chart Organized by

Project Management Process Groups


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Executing Tasks for JWD

Consultings WBS


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Work Package

Task at the lowest level of the WBS.

Smallest deliverable within the WBS

Project activity list derived form the WBS


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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?


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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


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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.


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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.


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Sample Mind-Mapping Approach


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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.


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Resulting WBS in Chart Form


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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.


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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


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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


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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


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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?


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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


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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


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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


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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"


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Ad i f C ti WBS d


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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


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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.


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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


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Scope Verification

Input: Scope statement

WBS dictionary

Scope management plan

Tool: Inspection

Output:

Accepted deliverables Requested changes

Recommended corrective actions


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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.


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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


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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


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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


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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

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