Chapter 5 :Defining and Managing Project Scope

The scope management plan keys inputs

include the project charter, preliminary scope statement, and project management plan.

Project scope management

includes the processes involved in defining and controlling what is or is not included in a project

The Scope Boundary (Olde Curmudgeon, 1994)

"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, 1994

The deliverables or work products that must be completed in order to achieve the project's MOV.

( Scope is there to help achieve our Mesurable organisation values) -Provides a boundary so that what needs to get done - gets done. Otherwise, schedule and budget are increased for no reason -Defines what is part of the project team's work and what is not. -This also sets expectations for all of the project's stakeholders -Provides a link between the project's MOV and the project plan.

Project-Oriented Scope Definition Tools

-Deliverable Definition Table (DDT) it is a punch list to help control the project. to keep track of all the deliverables -Deliverable Structure Chart (DSC) after the DDT put that inside the DSC, it is a chart There are steps that can help you move ahead with your project) Two useful tools to coming out with your scope.

Suggestions for Reducing Incomplete and Changing Requirements

-Develop and follow a requirements management process -Use techniques such as prototyping, use case modeling, 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

Collecting Requirements

-For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation -It is important to use an iterative approach to defining requirements since they are often unclear early in a project

collecting requirement

-For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation -It is important to use an iterative approach to defining requirements since they are often unclear early in a project

Scope Management Plan Contents

-How to prepare a detailed project scope statement -How to create a WBS -How to maintain and approve the WBS -How to obtain formal acceptance of the completed project deliverables -How to control requests for changes to the project scope

Using Software to Assist in Project Scope Management

-Word-processing software helps create several scope-related documents -Spreadsheets help to perform financial calculations, weighed scoring models, and develop charts and graphs -Communication software like e-mail and the Web help clarify and communicate scope information -Project management software helps in creating a WBS, the basis for tasks on a Gantt chart Specialized software is available to assist in project scope management

Benefits of Scope Control

-keeps the project manager in control of the project. Gives the project manager the authority to manage and control the project's schedule and budget. Otherwise she or he may 'feel" pressured by the client or upper management to accept scope changes -Allows the project team to stay focused and on track Do not have to perform unnecessary work

Best Practices for Avoiding Scope Problems

1-Keep the scope realistic. Don't make projects so large that they can't be completed. Break large projects down into a series of smaller ones 2. Involve users in project scope management. Assign key users to the project team and give them ownership of requirements definition and scope verification 3. Use off-the-shelf hardware and software whenever possible. Many IT people enjoy using the latest and greatest technology, but business needs, not technology trends, must take priority 4. Follow good project management processes. As described in this chapter and others, there are well-defined processes for managing project scope and others aspects of projects

Scope Verification Check List

1-MOV 2-Deliverables 3-Milestones. 4- Review and Acceptance

Best Practices for Avoiding Scope Problems

1. keep the scope realistic 2. involve users in project scope management 3. use off-the-shelf hardware and software whenever possible 4. follow good project management processes

Scope planning

: Deciding how the scope will be defined, verified, and controlled.

Project Scope Initiation & Planning

A beginning process that formally authorizes the project manager and team to develop the scope management plan This entails Conceptualizing the Scope Boundary Developing the Scope Statement

Examples of product-oriented scope

Add new customer, look up customer balance, print daily sales report by region, etc.

Scope definition and scope verification control

Are thre PMBOk management areas most important

Project-Oriented ScopeExamples

Business case, project charter and project plan, etc.

Product-Oriented Scope Definition Tools

Context Dataflow Diagram (DFD) Use Case Diagram (USD

Scope control:

Controlling changes to project scope.( It is the most important

Project-Oriented Scope

Deliverables that support the project management and IT development processes defined in the Information Technology Project Methodology (ITPM). That helps move our or manage our project

Scope Change Control

Ensures that any changes to the project's scope will help the project achieve its MOV. Keeps the "triple constraint" in balance. i.e., an increase in scope will require an increase in the project's schedule and budget.

Scope Verification

Ensures: That the project's scope is well-defined, accurate and complete The project's scope is acceptable to the project stakeholders That standards exist so that the project's scope will be completed correctly That the project's MOV will be achieved if the project scope is completed Tools Scope Verification Checklist

MOV - Has the project's MOV been clearly defined and agreed upon?

Failure to define and agree upon the MOV will result in scope changes later on in the project. This can lead to added work that can impact the project's schedule and budget.

Scope verification:

Formalizing acceptance of the project scope.

Product-Oriented Scope

High-level features and functionality of the application system First cut for requirements definition that will be defined in greater detail during the systems development life cycle (SDLC) This is what we give to our client

Milestones - Are significant events that mark the acceptance of a deliverable and give the project manager and team the approval to begin working on the next deliverable.

In short, milestones tell us that a deliverable was not only completed, but that it was also reviewed and accepted.

Methods for Collecting Requirements

Interviewing Focus groups and facilitated workshops Using group creativity and decision-making techniques Questionnaires and surveys Observation Prototyping Benchmarking, or generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization, can also be used to collect requirements

Deliverables Are the deliverables tangible and verifiable? Do they support the project's MOV?

Quality Standards - Are controls in place to ensure that the work was not only completed but also completed to meet specific standards? .

Scope definition:

Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved.

Tools:

Scope Change Request Form Scope Change Request Log

Mitigates:

Scope Grope - i.e., scope poorly defined Scope Creep - i.e., increasing featurism Scope Leap - i.e., drastic change in project direction or the project's MOV

Controlling changes to project scope.

Scope control:

The five PMBOK management process

Scope planning control Scope definition Creating the WBS Scope verification Scope change control

Creating the WBS

Subdividing the major project deliverables into smaller, more manageable components.

Review and Acceptance - Finally, the project's scope must be reviewed and accepted by the project stakeholders.

The project sponsor must formally accept the boundary, product to be produced and the project-related deliverables. On the other hand, the project team must accept and be clear as to what it must deliver

Planning Scope Management

The project team uses expert judgment and meetings to develop two important outputs: the scope management plan and the requirements management plan The scope management plan is a subsidiary part of the project management plan

Project Scope Definition

There are two types: -Project-Oriented Scope -product-oriented scope

The scope management plan

is a document that includes descriptions of how the team will prepare the project scope statement, create the WBS, verify completion of the project deliverables, and control requests for changes to the project scope.

A deliverable

is a product produced as part of a project, such as: 1-hardware or software ( what we give to our client) 2-planning documents, or meeting minutes.( help to control the project) (2 kinds of of deliverable all involve with the project scope. so we need everything to be define and control so we can get our project done)

scope

very important bcs it define what we want to do so how to control it? by defining the Mesurable vOrganization value to actually run the project

in your gantt chart

you will be also have to put all your deliverable there