ACC IT PM Schwalbe, Fifth EditionChap 05 1Chapter 5:Chapter 5:Project Scope ManagementProject Scope ManagementInformation Technology Information Technology Project Management,Project Management,Fifth EditionFifth EditionWhat is Project Scope Management?y Scope refers to all the work involved in creating the products of the project and the processes used to create themy A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutesy Project scope management includes the processes involved in defining and controlling what is or is not included in a projectInformation Technology Project Management, Fifth Edition, Copyright 20074Project Scope Management Processesy Scope planning: deciding how the scope will be defined, verified, and controlled y Scope definition: reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approvedy Creating the WBS: subdividing the major project deliverables into smaller, more manageable componentsy Scope verification: formalizing acceptance of the project scopey Scope control: controlling changes to project scopeInformation Technology Project Management, Fifth Edition, Copyright 20075ACC IT PM Schwalbe, Fifth EditionChap 05 2What Determines Success?Project Success = Product Success+Project Management SuccessThese are largely determined bythe quality of your processes, and your ability to manage Projectand Product ScopeProject vs. Product ScopeProject ScopeProduct ScopeWork done to deliver Product with specified features & functionsFeatures & functions characterizing a product or serviceScopeFigure 5-1: Project Scope Management SummaryInformation Technology Project Management, Fifth Edition, Copyright 20078ACC IT PM Schwalbe, Fifth EditionChap 05 3Scope Planning and the Scope Management Plany 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 scopey Key inputs include the project charter, preliminary scope statement, and project management plan Information Technology Project Management, Fifth Edition, Copyright 20079Table 5-1: Sample Scope Management PlanInformation Technology Project Management, Fifth Edition, Copyright 200711Table 5-2: Sample Project CharterInformation Technology Project Management, Fifth Edition, Copyright 200712ACC IT PM Schwalbe, Fifth EditionChap 05 4Project Descriptiony Make a one-page project descriptiony Key Parts:y Project Objective StatementWhat will the project accomplish?y Deliverables ListWhat will the project produce for the customer?y Primary BenefitsWhat will the benefits be?Project Descriptiony Setting the Project Objectivey A Good Objective Statement is:y Focused on deliverables, not just processes(most objectives tell how, best ones tell why)y Measurable and testable ($, %, Dates, etc.)y Action-orientedy Conversationaly Doable (within your authority)y Communicated wellSpecificMeasurableAttainableRelevantTimeboundSpecificMeasurableAttainableRelevantTimeboundWhat will the project accomplish?Project DescriptionObjective Statement:y Avoid a long, random list of end itemsy Instead, make a hierarchy of:y Business objectives: y describe the net effect of the end product(but not the end product itself)ySystem or “Ends” objectives:y describe physical /discrete characteristics of the end producty Project or “Means” objectives:y describe characteristics of the project, regardless of the end producty Use only the top level items in the objective statement (“KISS”)What will the project accomplish?ACC IT PM Schwalbe, Fifth EditionChap 05 5Project Descriptiony Project Objective Statement Testy Use Is / Is not techniqueto clear up boundariesThe project Is NOT…________________________________________________________________________The project Is NOT…________________________________________________________________________The project Is …________________________________________________________________________The project Is …________________________________________________________________________What will the project accomplish?“Verbs”Flexibility Matrixy A PRIORITIZED ordering of the three principle elements to manage on a projecty Used for daily decision makingWhat are the Trade-off Priorities?Least Flexible Moderately Flexible Most FlexibleScope/QualityScheduleResourcesScope Definition and theProject Scope Statementy The preliminary scope statement, project charter, organizational process assets, and approved change requests provide a basis for creating the project scope statementy As time progresses, the scope of a project should become more clear and specificInformation Technology Project Management, Fifth Edition, Copyright 200718ACC IT PM Schwalbe, Fifth EditionChap 05 6Table 5-3: Further Defining Project ScopeInformation Technology Project Management, Fifth Edition, Copyright 200719Project Management PlansProject ManagementPlanProject Scope StatementHigh‐Level and broad: Identifies Sponsor & Project Manager; authorizes detailed project planning (Authority)Detailed:PRODUCT scope definition:Features & functions (Specs) characterizing a product, service, or resultPROJECTscope definition:Work (Steps) doneto deliver the product, service, or result with specified features & functionsSummary or Detailed: narrative defining how the project will be executed, monitored& controlled; how you’ll handle issues, risks, & changes (Control Processes)Mgmt Plansfor:ScopeScheduleCostQualityStaffing (HR)CommunicationRiskProcurementPreliminaryScope StatementAnd usually…“The Plan”Good Scope Starts with Good Requirements.How Do I Get the Requirements Right?Understanding RequirementsACC IT PM Schwalbe, Fifth EditionChap 05 7Understanding RequirementsSome questions to ask:1. What is the Problem? (symptoms)2. What is the (REAL) Problem? (core)3. Where does the problemcome from? (source and cause)3. 4. Whose problem is it?5. (Why) Do we really care to solve it?(bottom line - business case)Source: Are Your Lights On?, Don Gauss & Gerry Weinberg, Dorset House, 1990ISISDSDSPPInternal Stakeholders - People/orgs directly involvedDirect Stakeholders - People/orgs directly affected byPenumbra (“Customer’s Customer”) - People/orgs peripherally affectedUnderstanding RequirementsSome things