1. About Stakeholders: Scope & people engagement LECTURE 2

2. Generally…. as project we may refer to a set of interdependent activities that have certain characteristics like :  Start – end dates  Well- defined goals  Production of certain results  They are no repetitive  They consume money, time and resources

3. The 4-D model D1 – Defining the project D2 – Design the project process D3 – Deliver the project D4 – Develop the process

4. …and the 4 procedures …

5. Developing the project …. Project NEED/WILLING COVER THE NEED Constraints Economical Legal Logical Time-dependent Environmental Qualitative etc Mechanisms Human resources Knowledge Experience Capital Tools- Techniques IT

6. Did your project ask for this?

7. …And end up building this instead?

8. Why does it happen?

9. Welcome to Project Scope Management! Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done Deliverables are products produced as part of a project, such as hardware or software, planning documents, or meeting minutes The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how they’ll be produced

10. Scope Management Definition What is Project Scope Management? The complete understanding of and management of exactly what is and is not to be delivered within the project.

11. Scope Management involves… Initiation, Planning, Definition and Verification of the features and functionality required for completion of the project. Scope Management Definition

12. – Scope Management is centered around… Controlling Changes to the defined requirements of the project – - and managing Scope Creep

13. Project Management Projects are steered by the business needs of an organization… …and influenced by the Triple Constraint:  Scope  Time  Cost

14. Integrating Project Influences Project manager must integrate all aspects of the project to manage the interaction of time, cost, and scope and quality constraints for project success Project Resources Time Cost Scope and Quality Triple Constraint Model

15. “If you don’t know where you’re going, what difference does it make which path you take?” – The Cheshire Cat, from Alice in Wonderland

16. Characteristics of Effective Plans For a plan to be effective… – People have to know it – People have to believe in it – People have to have a sense of ownership about it—a stake – People have to use it as a map—regularly

17. 17 D1 - Defining the Project Step 1:Defining the Project Scope Step 2:Establishing Project Priorities Step 3:Creating the Work Breakdown Structure Step 4:Integrating the WBS with the Organization Step 5:Coding the WBS for the Information System

18. Project Scope Checklist 1.Project objective 2.Deliverables 3.Milestones 4.Technical requirements 5.Limits and exclusions 6.Reviews with customer

19. Definition: Define Scope (process) The process of developing a detailed description of the project and product. PMBOK ® Guide, Fourth Edition, Glossary

20. Scope Definition Outputs Inputs Tools and Techniques  Organizational process assets  Project charter  Requirement documentation  Project scope statement  Project document updates  Product analysis  Alternatives identification  Expert judgment  Facilitated workshops PMBOK® Guide, Fourth Edition

21. Definition: Project Scope Statement The narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, and a statement of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders. PMBOK ® Guide, Fourth Edition, Glossary

22. Scope Planning Components of a scope statement – Project Goal and Objectives – Deliverables – Key milestones – Assumptions/Constraints – Key risks – Acceptance criteria – Signature/approval of project sponsor and Client

23. Scope Planning Project Goal Spend time ensuring that the project team has a shared understanding of the project – where it is going Primary mission of all projects: To meet the needs of the customer – What are we going to do? – For whom are we going to do it?

24. Scope Planning Project Objectives The quantifiable criteria that must be met for the project to be considered successful Objectives should be SMART – Specific, Measurable, Attainable, Realistic, Time- limited Does not state HOW they will be accomplished!!!

25. Scope Planning Deliverables Any measurable, tangible, verifiable outcome, result or item that must be produced to complete a project or part of a project. A list of summary-level sub-products whose satisfactory delivery marks completion of the project.

26. Scope Planning Acceptance Criteria Explicit goals that must be obtained to call a project “complete” Determined during project planning Quantitative Criteria

27. Actively involve the users and stakeholders! Bring in their needs and knowledge! Give yourself and the project the best opportunity to consider all the factors for success The Secrets to Defining Scope

28. There will always be change in a project, and factors that you have no control over. In a dynamic world, and a dynamic industry… …Change is unavoidable. Scope Management

29. Change Control is a huge responsibility of a Project Manager. You must control changes to the project’s Schedule, Scope, and the impact on its Resources Scope Management

30. Scope Creep is the tendency for the requirements of a project to grow past the initial Scope Statement and Verification According to the Standish Group, it is the third most common Project Problem! Scope Management

31. Scope Creep is one of the reasons why you must:  spend the necessary time in the definition of the project’s scope  verify the scope with the stakeholders. Scope Management

32. Interested Parties (or Stakeholders) People or groups – interested in the performance and/or success of the project – affected or constrained by the project Project Manager: – identify the parties, their interests, and sequence both in order of importance to the project Influence the project directly or indirectly – interested parties interests – project management practices – organizational project management maturity – standards, issues, trends

33. Project Sponsor Project Manager Project team Project organization Programme organization Regional, national and international legislative and regulatory agencies Users, Customers, ….. Suppliers Community or special interest groups Politicians….. Interested Parties (or Stakeholders)

34. Internal / External networks Management of expectations and perceptions Satisfaction = perception - expectations While the core product should take the majority of the resources, it may be the peripheral product of the product that you may be judged on. ProcessOutcome ExpectationsProvide samples of process documentation. Do not over-promise. Use Quality Function Deployment (QFD) to determine requirements. Do not over-promise. PerceptionsProvide regular reports of progress Promote positive aspects of outcome

35. Interested Parties (or Stakeholders) QFDExample

36. Elements that affect perception of interested parties – Responsiveness the speed of reply to requests for information or changes – Communication How readily the project team provided information – Competence / professionalism The apparent ability of the project organization to deliver the outcomes – Courtesy The style of treatment received by stakeholders – Accessibility The ease with which individuals could be identified and contacted when information was required

37. Interested Parties (or Stakeholders) Communications Plan Interested Parties Commu- nication FrequencyTypeDistributionResponsi- bility SponsorMonthly report 1 st week of the month Short report E-mailProject manager Accounting Officer Monthly Report expenses schedule 2 weeks before the beginning of the month Short budgetary report of expenses E-mailProject administrat or Customer’s Department Monthly report 1 st week of the month One page report E-mail and information bulletin board Liaison

38. Identify Stakeholders (process according PMBOK) Inputs Project charter Procurement Documents Enterprise environmental factors Organizational process assets Tools& Techniques Stakeholder Analysis Expert Judgment Outputs Stakeholder register Stakeholder management strategy PMBOK Guide, 4 th edition, 2008

39. Identify Stakeholders (Tools & Techniques) Stakeholder analysis – Step 1: Indentify all potential stakeholders – Step 2: Indentify the potential impact or support each stakeholder could generate – Step 3: Assess how key stakeholders are likely to respond in various situations and plan your reaction PMBOK Guide, 4 th edition, 2008

40. Identify Stakeholders (Outputs) Stakeholder Register – Identification info, Assessment info, Classification Stakeholder Management Strategy – Stakeholder Analysis Matrix PMBOK Guide, 4 th edition, 2008