1. Project Scope Management Pantelis Ipsilandis- Dimitrios Tselios

2. 2 Did your project ask for this?

3. 3 …And end up building this instead?

4. 4 Why does it happen?

5. 5 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

6. 6 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.

7. 7 Scope Management involves… Initiation, Planning, Definition and Verification of the features and functionality required for completion of the project. Scope Management Definition

8. 8 Scope Management is centered around…  Controlling Changes to the defined requirements of the project –  - and managing Scope Creep

9. 9 Projects are steered by the business needs of an organization… …and influenced by the Triple Constraint:  Scope  Time  Cost Project Management

10. 10 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

11. 11 “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

12. 12 Defining the Project (You have to implement the red steps!!!) 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 using the appropriate Information System

13. 13 Project Scope Checklist 1. Project objective 2. Deliverables 3. Milestones 4. Technical requirements 5. Limits and exclusions 6. Reviews with customer

14. 14 5.2 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, 2008

15. 15 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

16. 16 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

17. 17 Scope Planning Project Objectives  Objectives should be SMART Specific, Measurable, Attainable, Realistic, Time-limited  Does not state HOW they will be accomplished!!!

18. 18 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.

19. 19 Scope Planning Acceptance Criteria  Explicit goals that must be obtained to call a project “complete”  Determined during project planning  Quantitative Criteria

20. 20 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

21. 21 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

22. 22 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

23. 23 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

24. 24 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