•
Project
Scope Management
–
Processes
required to ensure that the project includes all, and only, work required
–
Defining
what “is/is not” included in the project
–
Project
scope – work that must be done – measured against project plan
–
Product
scope – features and functions included in the product or service – measured
against requirements
(Click
above for PMBOK4 Article)
•
Initiation
– process of formally recognizing that a new project exists, or an existing
project continue to next phase
•
Involves
feasibility study, preliminary plan, or equivalent analysis
•
Authorized
as a result of:
–
Market
Demand
–
Business
Need
–
Customer
Request
–
Technological
Advance
–
Legal
Requirement
•
Initiation
Inputs:
–
Product
Description – characteristics of the product/service that the project was to
create
•
Less
detail in early phases, more comprehensive in latter
•
Relationship
between product/service and business need
•
Should
support later project planning
•
Initial
product description is usually provided by the buyer
–
Strategic
Plan – supportive of the organization's goals
–
Project
Selection Criteria – defined in terms of the product and covers range of
management concerns (finance, market)
–
Historical
Information – results of previous project decisions and performance should be
considered
•
Tools
& Techniques for Initiation
–
Project
Selection Methods:
•
Benefit
measurement models – comparative approaches, scoring models, economic models
•
Murder
Boards
•
Peer
Review
•
Scoring
Models
•
Economic
Models
•
Benefits
compared to costs
•
Constrained
operation models – programming mathematical
•
Linear
Programming
•
Integer
Programming
•
Dynamic
Programming
•
Multi-objective
programming
•
Tools
& Techniques for Initiation
–
Project
Selection Methods:
•
Decision
models – generalized and sophisticated techniques
–
Expert
judgment
•
Business
Units with specialized skills
•
Consultant
•
Professional
and Technical Associations
•
Industry
Groups
•
Delphi
Technique – obtain expert opinions on technical issues, scope of work and risks
•
Keep
expert’s identities anonymous
•
Build
consensus
•
Outputs
from Initiation:
–
Project
Charter – formally recognizes project, created by senior manager, includes:
•
Business
need/Business Case
•
Product
description & title
•
Signed
contract
•
Project
Manager Identification & Authority level
•
Senior
Management approval
•
Project’s
Goals and Objectives -
•
Constraints
– factors that limit project management team’s options
•
Assumptions
– factors that are considered true for planning purposes. Involve a degree of risk
•
Scope
Planning – process of developing a
written statement as basis for future decisions
–
Criteria
to determine if the project or phase is successful
•
Scope
Planning Inputs:
–
Product
description
–
Project
Charter
–
Constraints
–
Assumptions
•
Scope
Planning Tools & Techniques
–
Product
Analysis - - developing a better understanding of the product of the project
–
Cost/Benefit
Analysis – estimating tangible/intangible costs and returns of various project
alternatives and using financial measures (R.O.I.) to assess desirability
–
Alternatives
Identification – generate different approaches to the project; “brainstorming”
–
Expert
Judgment
•
Scope
Planning Outputs
–
Scope
Statement – documented basis for making project decisions and confirming
understanding among stakeholders.
Includes:
•
Project
justification – business need, evaluating future trade-offs
•
Project
Product – summary of project description
•
Project
Deliverables – list of summary of delivery items marking completion of the
project
•
Project
Objectives – quantifiable criteria met for success. Addresses cost, schedule
and metrics – unqualified objectives indicate high risk (customer satisfaction)
–
Supporting
detail – includes documentation of all assumptions and constraints
–
Scope
Management Plan – how project scope is managed, change control procedure,
expected stability, change identification and classification
•
Control
what is/is not in the project; prevents delivering “extra” benefits to the
customer that were not specified/required
•
Scope
Definition – subdividing major deliverables into smaller, manageable components
–
Improve
accuracy of cost, time, and resource estimates
–
Define
a baseline for performance measurement
–
Clear
responsibility assignments
–
Critical
to project success – reduces risk of higher cost, redundancy, time delays, and
poor productivity
–
Defines
“what” you are doing; WBS is the tool
•
Scope
Definition Inputs:
–
Scope
Statement
–
Constraints
– consider contractual provisions
–
Assumptions
–
Other
Planning Outputs
–
Historical
Information
•
Scope
Definition Tools & Techniques
–
Work
Breakdown Structure – templates from previous projects
–
Decomposition
– subdividing major deliverables into manageable components:
•
Major
elements – project deliverables and project management approach
•
Decide
cost and duration estimates are appropriate at level of detail
•
Constituent
elements – tangible verifiable results to enable performance management, how
the work will be accomplished
•
Verify
correctness of decomposition
•
All
items necessary and sufficient?
•
Clearly
and completely defined?
•
Appropriately
scheduled, budgeted, assigned?
•
Scope
Definition Outputs
–
Work
Breakdown Structure (WBS) – a deliverable-oriented grouping of project
assignments that organizes and defines the scope of the project
•
Each
descending level represents further detail; smaller and more manageable pieces
•
Each
item is assigned a unique identifier collectively known as “code of accounts”
•
Work
element descriptions included in a WBS dictionary (work, schedule and planning
information)
•
Other
formats:
•
Contractual
WBS – seller provides the buyer
•
Organizational
(OBS) – work elements to specific org. units
•
Resource
(RBS) – work elements to individuals
•
Bill
of Materials (BOM) – hierarchical view of physical resources
•
Project
(PBS) – similar to WBS
•
Scope
Definition Outputs
–
Work
Breakdown Structure (WBS)
•
First
Level is commonly the same at the Project Life Cycle (requirements, design,
coding, testing, conversion and operation)
•
First
level is completed before the project is broken down further
•
Each
level of the WBS is a smaller segment of level above
•
Work
toward the project deliverables
•
Break
down project into tasks that
•
Are
realistically and confidently estimable
•
Cannot
be logically divided further
•
Can
be completed quickly (under 80 hours rule of thumb)
•
Have
a meaningful conclusion and deliverable
•
Can
be completed without interruption
•
Provides
foundation for all project planning and control
•
Scope
Definition Outputs
–
Work
Breakdown Structure (WBS) - Benefits
•
Prevent
work slippage
•
Project
team understands how their tasks fit into the overall project and their impact
upon the project
•
Facilitates
communication and cooperation between project team and stakeholders
•
Helps
prevent changes
•
Focuses
team experience into what needs to be done – results in higher quality
•
Basis
and proof for estimating staff, cost and time
•
Gets
team buy-in, role identification
•
Graphical
picture of the project hierarchy
•
Identifies
all tasks, project foundation
•
WBS
phrases
–
Graphical
hierarchy of the project
–
Identifies
all tasks
–
Foundation
of the project
–
Very
important
–
Forces
thought of all aspects of the project
–
Can
be re-used for other projects
•
Scope
Definition Outputs
–
Work
Breakdown Structure (WBS) – Dictionary
•
Designed
to control what work is done and when
•
Also
known as a task description
•
Puts
boundary on what is included in a task and what is not included
•
Scope
Verification Inputs
–
Work
results – partially/completed deliverables, costs to date
–
Product
documentation – description available for review (requirements)
•
Scope
Verification Tools & Techniques
–
Inspection
– measuring, examining, testing to determine if results conform to requirements
•
Scope
Verification Outputs
–
Formal
acceptance – documentation identifying client and stakeholder approval,
customer acceptance of efforts
•
Scope
Change Control:
–
Influencing
factors to ensure that changes are beneficial
–
Determining
scope change has occurred
–
Managing
changes when they occur
–
Thoroughly
integrated with other control processes
•
Scope
Change Control Inputs:
–
Work
Breakdown Structure
–
Performance
Reports- issues reported
–
Change
Requests – expansion/shrink of scope derived from :
•
External
events (government regulations)
•
Scope
definition errors of product or project
•
Value
adding change – new technology
–
Scope
Management Plan
•
Scope
Change Control Tools & Techniques
–
Scope
Change Control System – defines procedures how scope change can occur
•
All
paperwork, tracking systems, approval levels
•
Integrated
with overall change control procedures
–
Performance
Measurement – determine what is causing variances and corrective actions
–
Additional
Planning
•
Scope
Change Control Outputs:
–
Scope
Changes – fed back through planning processes, revised WBS
–
Corrective
Actions
–
Lessons
Learned – cause and reasoning for variances documented for historical purposes
•
Management
By Objectives (MBO)
–
Philosophy
that has 3 steps:
•
Establish
unambiguous and realistic objectives
•
Periodically
evaluate if objectives are being met
•
Take
corrective action
•
Project
Manager must know that if project is not aligned or support corporate
objectives, the project is likely to lose resources, assistance and attention.
•
MBO
only works if management supports it
