Defining and ManagingProject and Product Scope

Defining and ManagingProject and Product Scope

1. Project Scope

   • Developing a scope statement is a useful first step for defining the scope of the project and setting a boundary.  A project’s scope, however, should also be defined in terms of the deliverables that the team must provide.
   • 5 scope management processes
     • Collect Requirements
       • Centers on defining and documenting the stakeholders’ needs to properly manage expectations
       • scope planning process
         • begins with a process that formally authorizes the project manager and team to develop a scope management plan this authorization is given after the project is formally accepted and funds are committed to developing the project charter and plan by the project sponsor or client. Defines and documents the needs of the stakeholders to manage expectations. is a process for defining and docu-menting the project work
     • Define Scope
       • A detailed description of project and the product.  It should define what work will and will not be included in the project.
       • Scope Define Processes
         • Scope Boundary
           • Defining the scope boundary is the first step to establishing what is, and what is not, part of the project work to be completed by the project team. To protect the project team from spending a great deal of time doing work and activities that will not help the project achieve its MOV  Setting the scope boundary for the project not only sets expectations, but also can define the constraints of the project and how the product of the organization fits within the organization,that is, the system must integrate with the organization’s existing systems. Having a clear and agreed-upon definition of the project MOV is critical for defining and managing the scope boundary.
         • Statement of Work (SOW)
           • A statement of work (SOW) is a narrative description of the product, service, or information system.
           • Internal Projects
             • tie together the business need with the specific requirements or expectation of the project
           • External Projects
             • includes specifications, quantities, quality standards, or performance requirements that can be sent to prospective bidders. Incl docs:  request for proposal (RFP), request for information (RFI), or request forbid (RFB).
         • The Scope Statement
           • One way to define the scope boundary is to create a more detailed scope statement that documents the project sponsor’s needs and expectations. Based on preliminary scope statement developed in the project charter
       • deliverables
         • A project’s scope, however, should also be defined in terms of the deliverables that the team must provide This separation gives the team a clearer definition of the work to be accomplished and improves the likelihood of accurately assigning resources and estimating the time and cost of completing the work
         • Project-Oriented Scope
           • support the project management and IT development processes that are defined in the information technology project methodology (ITPM) Examples: Business case, project charter and project plan, etc. Definition Tools: DDT & DSC 
           • specific deliverables
             • such as a current systems study, requirements definition, and the documented design of the information system. 
           • systems development lifecycle (SDLC)
             • Supported by the systems development lifecycle (SDLC) component of the overall ITPM.
           • Part of overall budget and schedule
           • provide tangible evidence of the project’s progress (or lack of progress)
           • allow the project manager to set a baseline for performance and quality control
             • approval required  before work on the next project phase or deliverable begins
           • Definition Tools
             • deliverable definition table (DDT)
               • purpose of the DDT is to define all of the project-oriented deliverables to be provided by the project team
               • Deliverables
               • Structure
               • Standards
               • Approval needed by
               • Resources Required
             • deliverable structure chart (DSC)
               • Once the deliverables have been defined in the DDT, a deliverable structure chart (DSC) can be developed as an interim step to define detailed work packages that will be used to estimate the project schedule and budget.
               • interim step to define detailed work packages that will be used to estimate the project schedule and budget.
         • 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) 
           • Definition Tools
             • data flow diagram (DFD)
               • High level features and functionality of the system focus on what the system must do
               • High level features & functionality of the system focus on what the system must do
             • Use Case Diagram
               • provide a high level model for defining, verifying, and reaching agreement upon the product scope.
               • provide a high level model for defining, verifying, and reaching agreement upon the product scope.
               • Use Case
                 • identifying the main functions or features of the system
               • Actors
                 • the different users or external systems that interact with the system
               • an iterative process that can be developed during a joint application development (JAD)session
     • Create Work Breakdown Structure (WBS)
       • The decomposition or dividing of the major project deliverables into smaller and more manageable components.
       • The Work Breakdown Structure and Project Estimation
     • Verify Scope
       • Confirmation and formal acceptance that project’s scope is accurate, complete, and supports the project’s goal.
       • scope management process
         • Project Control
         • provides a mechanism for ensuring that the project deliverables are completed
           • according to the standards described in the DDT
       • Gray and Larson checklist
         • MOV
           • clearly defined and agreed upon?
             • Failure to define -> change in scope -> project schedule & budget
         • Deliverables
           • tangible and verifiable?
           • support the project’s MOV?
         • Quality standards
           • Controls
         • Milestones
           • 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
           • approval and move on to next
         • Review and acceptance
           • project sponsor must formally accept the boundary, product to be produced, and the project-related deliver-ables. The project team must be clear on what it must deliver. In both cases, expectations must be realistic and agreed upon.reviewed and accepted by the project stakeholders
           • reviewed and accepted by the project stakeholders
           • expectationsmust be realistic and agreed upon
     • Control Scope
       • PMBOK®Guide
       • managing actual changes to the project’s scope
       • ensure that any changes to the project’s scope will be beneficial
       • Concerns
         • Scope grope
           • common occurrence in the early stages of the project
           • project team’s inability to define the project’s scope
           • can be minimized by having a clearly defined MOV
         • Scope creep
           • increasing featurism, adding small yet time- andresource-consuming features to the system once the scope of the project has been approved
           • may lengthen the project schedule and, in turn, lead to cost overruns
         • Scope leap
           • caused by increasing featurism, scope leap suggests a fundamental and significant change in the project scope
           • can occuras a result of changes in the environment, the business, and the competitive makeupof the industry
           • entails changing the MOV -> organization rethink the value of the current project.
       • Control Procedures
         • should be included in or refferrenced in project charter
         • allow for the identification and handling of all requested changes to the project’s scope
         • assess each request’s impact on the project
         • Change Request Form
           • basic information
             • description of the changereques
             • nature and reason
           • Justification
             • would likes vs must haves
             • Alternatives
             • impats on scope, schedule, resources, and cost.
           • approval
         • change request log
           • Intention: each request viewed and acted upon
           • authority to make the scope change decision
           • expected time for response

Images and files in the map