Project Planning: Scope and the Work Breakdown Structure Chapter 5a

Project Planning Framework Copyright 2012 John Wiley & Sons, Inc.

Introduction Scope – defines the work boundaries and deliverables of the project so what needs to get done, gets done – and only what needs to get done, gets done. is determined directly by the project’s MOV. Defines all the work, activities, and deliverables that the project team much provide for the project to achieve its MOV Work Breakdown Structure – a project management tool that provides a hierarchical structure that acts as a bridge, or link, between the project’s scope and the detailed project plan that will be created. Copyright 2015 John Wiley & Sons, Inc.

Figure 5.1 – The Triple Constraint Copyright 2015 John Wiley & Sons, Inc.

Why do we need scope planning?

Scope Planning Copyright 2012 John Wiley & Sons, Inc.

Scope Boundary Copyright 2012 John Wiley & Sons, Inc.

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

Scope Management Plan Contents Example A Example B

Requirements Management Plan (RMP) “conditions or capabilities that must be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification*” *The PMBOK® Guide, Fifth Edition

RMP: Collecting Requirements For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation http://www.certified-re.de/en/home.html

Relative Cost to Correct a Software Requirement Defect

RMP: Methods for Collecting Requirements

Statistics on Requirements for Software Projects * 88% of the software projects involved enhancing existing products instead of creating new ones 86% said that customer satisfaction was the most important metric for measuring the success of development projects 83% of software development teams still use MS Office applications (e.g. Word and Excel) as their main tools to communicate requirements *John Simpson, “2011: The State of Requirements Management” (2011).

Improving User Input

Improving User Input

Reduce Incomplete and Changing Requirements

RMP: Managing Requirements during Project A requirements traceability matrix (RTM) is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed Another Example

SMP: Defining Scope Project scope statements should include at least:

Statement of Work Narrative description of the product, service, or information system. For internal projects, this is tied to the business need For external projects, this would include specifications, quantities, quality standards, and performance requirements for prospective bidders.

Scope Statement Develop a proactive electronic commerce strategy that identifies the processes, products and services to be delivered through the World Wide Web. Develop an application system that supports all of the processes, products, and services identified in the electronic commerce strategy. The application system must integrate with the bank’s existing enterprise resource planning system.

Out of Scope Technology and organizational assessment of the current environment Customer resource management and data mining components

Project Scope Definition The scope boundary and scope statement provide a useful first step The project’s scope must now be defined in more detail in terms of specific deliverables that provide a basis for developing the project’s work breakdown structure (WBS) Tools:

Project-Oriented vs. Product-Oriented Deliverables Project-Oriented Deliverables Product-Oriented Deliverables

Deliverable Definition Table (DDT)   Deliverable Definition Table (DDT) Deliverable Structure Standards Approval Needed By Resources Required Business Case Document As defined in the Project Methodology Project Sponsor Business Case Team, & office automation (OA) tools Project Charter & Project Plan Project manager, project sponsor & OA tools Current System Study Project Manager & Project Sponsor Systems analysts users, case tool and OA tools

Deliverable Structure Chart Copyright 2012 John Wiley & Sons, Inc.

Context Data Flow Diagram Product-Oriented

Use Case Diagram

Project Scope Verification MOV Deliverables Quality Standards Milestones Review and Acceptance

Sample Project Charter (partial) Describes the high level scope

Refining Project Scope

Example Scope Statements

Project Scope Statement - Exercise POQ Organization – Online Shoe Store Review the exercise and answer the questions at the bottom of the sheet We will discuss each of these questions and then create the scope statement

Controlling Scope Scope control involves controlling changes to the project scope

Controlling Scope Goals of scope control:

Scope Change Control Concerned with managing changes to the project’s scope and to ensure that these changes are beneficial when they occur Mitigates: Tools/Procedures:

Scope Change Request Form   Scope Change Request Form Requestor Name: _______________ Request Date: __________ Request Title: __________________ Request Number: _______ Request Description:   Justification: Possible Alternatives: Impacts Alternative 1 Alternative 2 Alternative 3 Scope   Schedule Resources Required Cost   Recommendation: Authorized By: Date:

Scope Change Request Log

Benefits of Scope Control Keeps the project manager in control of the project. Allows the project team to stay focused and on track

Avoiding Scope Creep Scope creep may occur as a result of:

Scope Creep To mitigate these types of issues, the proposed solutions are the following:

Best Practices - Avoiding Scope Problems 1. 2. 3. 4.

Scope Problems -> Project Failures A project scope that is too broad and grandiose can cause severe problems FoxMeyer Drug McDonalds

What is Project Scope Management?

PMI: Project Scope Management Processes Process Group Integration Management Process Major Output Planning P1: Plan Scope Management Scope Mgmt Plan Requirement Mgmt Plan P2: Collect Requirements Req. Documentation Req. Traceability Matrix P3: Define Scope Project Scope Stmt Project Docs Update P4: Create WBS Scope Baseline Monitoring and Controlling MC1: Validate Scope Accept Deliverables Change Requests Work Performance Info MC2: Control Scope Project Mgmt Plan Updates Org, Process Asset Updates \

Scope Management Plan Collect Requirements Define Scope Defining and documenting the customer, sponsor, or stakeholder needs and expectations. This may be a formal document. Define Scope A detailed description of the product, service, or information system to be designed, built and implemented. A detailed scope statement defines what work will and will not be part of the project and will serve as a basis for all future project decisions Create the Work Breakdown Structure The decomposition or dividing of the major project deliverables (i.e., scope) into smaller and more manageable components Verify Scope Confirmation and formal acceptance that the project’s scope is accurate, complete, and supports the project’s MOV. The project team and sponsor must agree to all deliverables Control Scope Ensuring that controls are in place to manage proposed scope changes once the project’s scope is set. Must be communicated to all project stakeholders.

Scope Management Plan Collect Requirements Centers on defining and documenting the stakeholders’ needs to properly manage expectations Define Scope A detailed description of project and the product. It should define what work will and will not be included in the project. Create Work Breakdown Structure (WBS) The decomposition or dividing of the major project deliverables into smaller and more manageable components. Verify Scope Confirmation and formal acceptance that project’s scope is accurate, complete, and supports the project’s goal. Control Scope Ensuring that controls are in place to manage proposed scope changes one the project’s scope is accepted. These procedures must be communicated and understood by all project stakeholders.