Slides by: Ms. Shree Jaswal CHP 3: PROJECT SCOPE MANAGEMENT

Transcription

1 Slides by: Ms. Shree Jaswal CHP 3: PROJECT SCOPE MANAGEMENT

2 TOPICS Introduction scope planning project scope definition project scope verification scope change control Work Breakdown Structure (WBS) the linear responsibility chart 2

3 WHICH CHAPTER? WHICH BOOK? Textbook: * Chp 5: The Scope Management Plan * Chp 6: The work breakdown structure Reference Books: #1 Chp 7: Network Scheduling and PDM Note: * Textbook: "Information Technology Project Management" Jack T. Marchewka #1 Reference book: "Project Management for business and Technology" John M. Nicholas #2 Reference book: "Project Management" Jack R. Meredith 3

4 PROJECT SCOPE MANAGEMENT PROCESSES DEFINED IN PMBOK 1. Scope Planning: It lays out all the processes, tools & techniques that will be used by the project team to define & manage the project s scope. 2. Scope definition & Create WBS: Both help to determine what is and is not included in the project work. 3. Scope verification: It confirms that the scope is complete & accurate. 4. Scope change control: It is needed to handle the inevitable changes so that if a scope change is appropriate, the change can be approved in order to amend the project s schedule & budget accordingly. It also prevents scope boundaries from expanding. 4

5 SCOPE MANAGEMENT PLAN The processes & techniques for defining and managing scope make up the scope management plan. 5

6 SCOPE MANAGEMENT PLAN 6

7 PROJECT SCOPE INITIATION 1. Project Scope Planning 2. Scope Boundary 3. The Scope Statement 4. Out of Scope for this Project 7

8 JUST A THOUGHT! Failure to define what is part of the project, as well as what is not, may result in work being performed that was unnecessary to create the product of the project and thus lead to both schedule and budget overruns. Olde Curmudgeon, PM Network Magazine,

9 PROJECT SCOPE PLANNING Scope planning is a process for defining & documenting the project work. A project s scope defines all the work, activities & deliverables that the project team must provide in order for the project to achieve its MOV. The scope management plan documents how the scope will be defined, verified and controlled as well as how the WBS will be defined and created. 9

10 SCOPE BOUNDARY Defining the scope boundary is the 1 st step to establishing what is and what is not part of the project work to be completed by the project team. Eg. Fence Having a clear & agreed upon definition of project MOV is critical for defining & managing the scope boundary. 10

11 SCOPE BOUNDARY 11

12 THE SCOPE STATEMENT The preliminary scope statement developed in the project charter can be used to create a more detailed scope statement that documents the project sponsor s needs & expectations. This detailed scope statement is a way to define the scope boundary. Eg. We are outside consultants hired to develop an e-commerce application for a bank 12

13 SAMPLE SCOPE STATEMENT WHAT S WITHIN THE SCOPE BOUNDARY 1. Develop a proactive electronic commerce strategy that identifies the processes, products, and services to be delivered through the World Wide Web. 2. Develop an application system that supports all of the processes, products, and services identified in the electronic commerce strategy. 3. Integrate the application system with the bank s existing enterprise resource planning system. 13

14 SAMPLE SCOPE STATEMENT WORK OUTSIDE THE SCOPE BOUNDARY 1. Technology and organizational assessment of the current environment 2. Customer resource management and data mining components 14

15 PROJECT SCOPE DEFINITION A project s scope should also be defined in terms of deliverables that the team must provide. These deliverables can be divided into project-oriented and product-oriented deliverables A clear definition of the project s deliverables sets unambiguous expectations & agreement among all of the project stakeholders. 15

16 PROJECT SCOPE DEFINITION Project-Oriented deliverables or scope: It includes such as the business case, project charter, & project plan and defines the work products of the various ITPM phases. It also includes specific deliverables such as current systems study, Requirements definition, & the documented design of the IS. Project-Oriented Scope Definition Tools Deliverable Definition Table (DDT) Deliverable Structure Chart (DSC) 16

17 Chapter 3 Slides by Ms. Shree J. DELIVERABLE DEFINITION TABLE Deliverable Structure Standards Approval Needed By Resources Required Business Case Document As defined in project methodology Project Sponsor Business Case team & Office Automation tools Project charter & project plan Document As defined in project methodology Project Sponsor Project manager, sponsor, & OA tools Technology & Document Org. assessment As defined in project methodology Project manager & Sponsor Bank s syst. analyst, OA & case tools Requirement s definition Document As defined in project methodology Project manager Syst. analyst programmer Case & OA User Interface Prototype As defined in user interface Project sponsor System analyst, programmers, users, IDE 17

18 DELIVERABLE STRUCTURE CHART 18

19 PROJECT SCOPE DEFINITION Product-Oriented Scope Product-Oriented Scope Definition Tools Data Flow Diagrams (DFD) Use Case Diagram Joint Application development (JAD) 19

20 CONTEXT LEVEL DATA FLOW DIAGRAM 20

21 USE CASE DIAGRAM Chapter 3 Slides by Ms. Shree J. 21

22 PROJECT SCOPE VERIFICATION CHECK LIST MOV: Project s MOV must be clearly defined & agreed upon to avoid scope changes later in the project Deliverables: Are the deliverables tangible and verifiable? And do they support project MOV? Quality standards: Are controls in place to ensure that work was completed to meet specific standards Milestones: Milestones defined for each deliverable indicate that deliverable was completed, reviewed & accepted Review and acceptance : Both sides should review and accept project scope so that they are clear in their expectations 22

23 SCOPE CHANGE CONTROL Concerns Scope grope: It is a metaphor that describes a project team s inability to define project s scope. It can be minimized with clearly defined MOV Scope creep: Refers to increasing featurism once the scope of the project has been approved. It should be controlled as it will lengthen the schedule & lead to cost overruns Scope leap: It suggests a fundamental & significant change to project scope. It can occur due to changes in environment, business and competitive make-up of industry. It may entail changing the MOV. 23

24 SCOPE CHANGE CONTROL PROCEDURES SCOPE CHANGE REQUEST FORM 25

25 SCOPE CHANGE CONTROL PROCEDURES SCOPE CHANGE REQUEST LOG 26

26 BENEFITS OF SCOPE CONTROL Keep project manager in control of project Allow project manager to control project s schedule and budget Allow project team to stay focused and on track 27

27 SCOPE MANAGEMENT PROCESS 28

28 THE WORK BREAKDOWN STRUCTURE (WBS) The WBS represents a logical decomposition of the work to be performed and focuses on how the product, service, or result is naturally subdivided. It is an outline of what work is to be performed. Gregory T. Haugan (2002) 29

29 WORK PACKAGE Work packages represent jobs of equal magnitude of effort and be of relatively small cost and short duration compared to that of the total project Concept of work package is central to project management-planning, organizing, directing, and controlling. Each work package represents either a work subcontract to be performed by outsiders or an internal contract for work to be performed by an inside functional unit 30

30 WORK PACKAGE 31

31 DELIVERABLES AND MILESTONES Deliverables Tangible, verifiable work products Reports, presentations, prototypes, etc. Milestones Significant events or achievements Acceptance of deliverables or phase completion Cruxes (proof of concepts) Quality control Keeps team focused 32

32 DEVELOPING THE WBS Develop work packages for each of the phases and deliverables defined in the Deliverable Structure Chart (DSC) 33

33 WORK BREAKDOWN SCHEDULE 34

34 PURPOSE OF WBS To divide total project into small pieces, sometimes called work packages. Dividing the project into work packages makes it possible to prepare schedules and cost estimates and to assign management and task responsibility. The WBS must be checked by all project participants to ensure that no activity is missed. 35

35 DEVELOPING THE WBS The WBS Should Be Deliverable-Oriented The WBS Should Support the Project's MOV Ensure WBS allows for the delivery of all the project s deliverables as defined in project scope 100 percent rule The Level of Detail Should Support Planning and Control Developing the WBS Should Involve the People Who Will Be Doing the Work Learning Cycles and Lessons Learned Can Support the Development of a WBS Focus on what we know(facts), what we think we know(assumptions) and what we need to find out(research) 36

36 WORK BREAKDOWN Chapter 3 STRUCTURE Slides by Ms. Shree J. 01 Project Category Category Category Task Work Package Task Task Subtask Work package Subtask Work package Work package 37

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38 GENERAL WBS FORMAT Chapter 3 Slides by Ms. Shree J. WBS FORMAT OUTLINE GIVEN IN NEXT SLIDE 39

39 WORK BREAKDOWN STRUCTURE OUTLINE OF PREVIOUS EXAMPLE/ DIAGRAM Level 1 Level 2 Level 3 Task 1 Task 2 Subtask 1.1 Work Package Work Package Work Package Subtask 1.2 Work Package Work Package Work Package Subtask 2.1 Work Package Work Package Work Package Chapter 3 Slides by Ms. Shree J. 40

40 THE LINEAR RESPONSIBILITY CHART It is also called as responsibility matrix. And it is useful to show who is responsible for what. This chart also shows critical interfaces between units that may require special managerial coordination With it, the PM can keep track of who must approve what & who must report to whom. 41

41 PROJECT ORGANIZATION STRUCTURE & RESPONSIBILITY Chapter 3 Slides by Ms. Shree J. Integrating WBS & project organization During development of WBS, each work package is linked to specific organizational units which will have its functional and budgetary responsibility 42

42 PROJECT ORGANIZATION STRUCTURE & RESPONSIBILITY Chapter 3 Slides by Ms. Shree J. 43

43 THE LINEAR RESPONSIBILITY CHART Intersection by organization structure and WBS is represented by a chart called a responsibility matrix. Note that for each task only one person is held responsible Advantage of Responsibility matrix is that project personnel can easily see their responsibility to work packages and to other individuals on the project. 44

44 THE LINEAR RESPONSIBILITY CHART To prevent confusion or conflict, the matrix can be filled in during a team building session using role analysis or similar techniques. Responsibility matrix helps avoid passing the buck Responsibility matrix doesn t express how people really interact or other aspects of informal organization Nonetheless, it is a useful planning device and helps reduce misunderstandings and conflict later on. 45

45 RESPONSIBILITY MATRIX 46

46 THANK YOU!