1. Information Technology Project Management – Fourth Edition By Jack T. Marchewka Northern Illinois University Power Point Slides by Gerald DeHondt Grand Valley State University Copyright 2012 John Wiley & Sons, Inc.5-1

2. Defining and Managing Project and Product Scope Chapter 5 Copyright 2012 John Wiley & Sons, Inc.5-2

3. Learning Objectives  Identify the five processes that support project scope management. These processes, defined by the PMBOK Guide ®, include collect requirements, define scope, create the work breakdown structure (WBS), verify scope, and control scope.  Describe the difference between product scope (i.e., the features and functions that must support the IT solution) and project scope (i.e., the deliverables and activities that support IT project methodology).  Apply several tools and techniques for defining and managing the project’s scope. Copyright 2012 John Wiley & Sons, Inc.5-3

4. Project Planning Framework Copyright 2012 John Wiley & Sons, Inc.5-4

5. Scope Management Plan  Collect Requirements  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. Copyright 2012 John Wiley & Sons, Inc.5-5

6. 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 ScopeEnsuring 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. Copyright 2012 John Wiley & Sons, Inc.5-6

7. Scope Planning  Initiating process to begin defining and documenting the project work (i.e., deliverables) needed to achieve the project’s MOV  Extra work that will not help the project achieve it’s MOV will only needlessly increase the project’s schedule and budget  This process begins at a high level and will become more detailed as the project progresses and more information becomes available  Attempts to answer the question: What is and what is not to be delivered by this project?  Makes the project sponsor’s needs and expectations explicit  Tools:  Scope Boundary  Scope Statement Copyright 2012 John Wiley & Sons, Inc.5-7

8. Scope Boundary Copyright 2012 John Wiley & Sons, Inc.5-8

9. Statement of Work Copyright 2012 John Wiley & Sons, Inc.9  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.

10. Scope Statement 1. Develop a proactive electronic commerce strategy that identifies the processes, products and services to be delivered through the World Wide Web. 2. Develop an application system that supports all of the processes, products, and services identified in the electronic commerce strategy. 3. The application system must integrate with the bank’s existing enterprise resource planning system. Copyright 2012 John Wiley & Sons, Inc.5-10

11. Out of Scope 1. Technology and organizational assessment of the current environment 2. Customer resource management and data mining components Copyright 2012 John Wiley & Sons, Inc.5-11

12. 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:  Deliverable Definition Table  Deliverable Structure Chart  Context Level Data Flow Diagram  Use Case Diagram Copyright 2012 John Wiley & Sons, Inc.5-12

13. Scope  Project-Oriented Deliverables  Support the project management and IT development processes defined in the Information Technology Project Methodology (ITPM).  Tools  Deliverable Definition Table (DDT)  Deliverable Structure Chart (DSC)  Product-Oriented Deliverables  Specific features and functionality of the application system  First cut of requirements definition  Tools  Context Dataflow Diagram (DFD)  Use Case Diagram (UCD) Copyright 2012 John Wiley & Sons, Inc.5-13

14. DeliverableStructureStandardsApproval Needed By Resources Required Business CaseDocumentAs defined in the Project Methodology Project Sponsor Business Case Team, & office automation (OA) tools Project Charter & Project Plan DocumentAs defined in the Project Methodology Project Sponsor Project manager, project sponsor & OA tools Current System Study DocumentAs defined in the Project Methodology Project Manager & Project Sponsor Systems analysts users, case tool and OA tools Deliverable Definition Table (DDT) Copyright 2012 John Wiley & Sons, Inc.5-14

15. Deliverable Structure Chart Copyright 2012 John Wiley & Sons, Inc.5-15

16. Context Data Flow Diagram Copyright 2012 John Wiley & Sons, Inc.5-16

17. Use Case Diagram Copyright 2012 John Wiley & Sons, Inc.5-17

18. Project Scope Verification MOV Has the project’s MOV been clearly defined and agreed upon? Deliverables Are the deliverables tangible and verifiable? Do they support the project’s MOV? Quality Standards Milestones Significant events that mark the acceptance of a deliverable Review and Acceptance Formal Signoff Copyright 2012 John Wiley & Sons, Inc.5-18

19. Scope Change Control  Concerned with managing changes to the project’s scope and to ensure that these changes are beneficial when they occur  Mitigates:  Scope Grope  Scope Creep  Scope Leap  Tools/Procedures:  Scope Change Request Form  Scope Change Request Log ScopeSchedule Budget Copyright 2012 John Wiley & Sons, Inc.5-19

20. Scope Change Request Form Requestor Name: _______________Request Date: __________ Request Title: __________________Request Number: _______ Request Description: Justification: Possible Alternatives: ImpactsAlternative 1Alternative 2Alternative 3 Scope Schedule Resources Required Cost Recommendation: Authorized By: Date: Copyright 2012 John Wiley & Sons, Inc.5-20

21. Scope Change Request Log Copyright 2012 John Wiley & Sons, Inc.5-21

22. Benefits of Scope Control  Keeps the project manager in control of the project.  Authorized changes to the project’s scope are reflected in changes to the project’s schedule and budget.  Allows the project team to stay focused and on track  They do not have to perform unnecessary work. Copyright 2012 John Wiley & Sons, Inc.5-22

23. Copyright 2012 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein. Copyright 2012 John Wiley & Sons, Inc.5-23