Ch 4 - Learning Objectives Scope Management

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Ch 4 - Learning ObjectivesScope Management

• You should be able to
• Discuss the relationship between scope and
  project failure
• Describe how strategic business planning is
  related to project selection
• Explain how projects are initiated and selected
• Define activities, inputs, and outputs of scope
  initiation, planning, definition, verification
• Prepare a project charter
• Construct a WBS

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Scope Management

• Processes are needed to ensure that
• The project includes all required work
• The project includes only required work
• Product scope
• features and functions of product deliverables
• measured against product requirements
• Project scope
• work that must be done to deliver them
• measured against project plan

3
Scope Management Processes

• Project Initiation
• commitment to next phase
• Scope Planning
• written scope statement
• Scope Definition WBS
• Scope Verification formal acceptance
• Scope Change Control

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Scope Initiation

• Initiating a new project, or
• Commitment to the next phase of an existing
  project
• Inputs
• product description/business need
• strategic plan/goals
• project selection criteria methods
• expert judgment, historical information

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Strategic Planning, Leading toProject Selection

• Business strategy and goals
• SWOT analysis
• IT systems help companies compete
• Identify and prioritize opportunities

Selected Projects
PotentialProjects
Business Needs
Business Goals
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Methods for Project Selection

• Organizational Need Perspective
• Perceived need?
• Likelihood of funding?
• Willingness to support?
• Source, time, impact, priority
• problem
• opportunity
• directive
• Financial Perspective

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Project Selection
High Cost/Risk
A
C
B
D
Low Cost/Risk
E
F
G
Low Benefit High Benefit
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Financial Perspective

• Cost/benefit analysis
• NPV - net present value
• ROI - return on investment
• Payback analysis
• Limitations difficulty of estimating
• Weighted scoring model
• incorporates multiple criteria

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Weighted Scoring Model

• Determine criteria
• Weight criteria by importance
• Score each project on each criterion
• Multiply scores by weights
• Get overall score for each project
• Select project with highest score
• What-if analysis may be helpful

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Scope Initiation Outputs

• Project Charter
• Conceptual baseline
• Project Manager selected
• Constraints
• factors that will limit the teams options
• e.g., fixed budget
• e.g., contractual provisions
• Assumptions

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Project Charter

• Charter Components
• title, date
• project manager
• scope statement
• summary of approach
• roles and responsibilities matrix
• sign-off
• comments (assumptions, constraints)

• Formalizes existence of project
• Provides direction on objectives
• Signoff by key project stakeholders

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Scope Planning

• Inputs to planning outputs of initiation
• description and charter
• constraints and assumptions
• product description and analysis
• cost/benefit analysis

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Scope Planning Outputs

• Written Scope Statement
• justification business need
• product description
• project deliverables
• quantifiable criteria for success
• Common understanding of project

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Scope Definition

• Decomposition of project into more manageable
  components
• sufficiently detailed for tasks, estimation
• Helps improve estimation accuracy
• Defines a baseline for measurement and control
• Clarifies responsibilities

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Work Breakdown Structure

• Analysis of work needed to complete project
• Hierarchical breakdown of tasks
• Provides basis for planning and change control
• Can be organized around products or phases
• Work package is lowest, detailed level
• Requires involvement of project team and
  customers
• Helps identify needed coordination

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Approaches to Preparing a WBS

• Use formal templates if available
• Use previous similar projects WBS
• Top-down
• iteratively add levels of detail
• Bottom-up
• team members identify detailed tasks
• tasks are aggregated and summarized
• creates buy-in by project team
• Combination

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WBS Principles

• A unit of work appears only once
• Each unit of work responsibility is assigned to
  one person
• Each unit of work must have a clear scope
• WBS reflects how work will be done
• serves project team first
• Must be flexible to accommodate changes

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Scope Verification

• Formal acceptance by stakeholders
• Inputs
• Work results from execution of project plan
• Product documentation
• Inspection
• Outputs
• documented level of completion
• documented acceptance

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Scope Control and Project Failure

• Project failure often due to scope getting out of
  control
• Did not understand requirements
• Or, allowed requirements to grow
• On average, project scope increases 4-fold
• Requirements (scope) creep
• users see potential for automation, ask for more
• users want new system for current jobs

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Reducing IT Project Scope Creep

• User involvement
• project selection ensure sponsor
• easy access to project information
• users as member(s) of project team
• regular meetings with users
• co-location with users
• focus on completion dates
• prototyping, use cases, JAD, CASE