1. Project Scope Management
Project Management
Project Scope Management

2. Software Project Management
Knowledge Areas
Software Project Management

3. What is Project Scope Management?
Scope refers to all the work involved in creating the products of the project and the processes used to create them
A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes
Project scope management includes the processes involved in defining and controlling what is or is not included in a project
Software Project Management

4. Software Project Management
Knowledge Area Processes
Project Management Process Groups
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
Project Management Integration
- Develop Project Charter
- Develop Preliminary Project Scope Statement
- Develop Project Management Plan
- Direct and Manage Project Execution
- Monitor and Control Project Work
- Integrated Change Control
- Close Project
Project Scope Management
- Scope Planning
- Scope Definition
- Scope WBS
- Scope Verification
- Scope Control
Project Time Management
- Activity Definition
- Activity Sequencing
- Activity Resource Estimating
- Activity Duration Estimation
- Schedule Development
- Schedule Control
Project Cost Management
- Cost Estimating
- Cost Budgeting
- Cost Control
Project Quality Management
- Quality Planning
- Perform Quality Assurance
- Perform Quality Control
Project Human Resources Management
- Human Resources Planning
- Acquire Project Team
- Develop Project Team
- Manage Project Team
Project Communication Management
- Communications Planning
- Information Distribution
- Performance Reporting
- Manage Stakeholders
Project Procurement Planning
- Plan Purchase and Acquisitions
- Plan Contracting
- Request Seller Responses
- Select Sellers
- Contract Administration
- Contract Closure
Project Risk Management
- Risk Management Planning
- Risk Identification
- Qualitative Risk Analysis
- Quantitative Risk Analysis
- Risk Response Planning
- Risk Monitoring and Control
Software Project Management

5. Project Scope Management Processes
Scope planning: deciding how the scope will be defined, verified, and controlled
Scope definition: reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved
Creating the WBS: subdividing the major project deliverables into smaller, more manageable components
Scope verification: formalizing acceptance of the project scope
Scope control: controlling changes to project scope
Software Project Management

6. Project Scope Management Summary
Software Project Management

7. The Scope Management Plan
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 scope
Key inputs include the project charter, preliminary scope statement, and project management plan
Software Project Management

8. Sample Scope Management Plan
Software Project Management

9. The Project Scope Statement
The preliminary scope statement, project charter, organizational process assets, and approved change requests provide a basis for creating the project scope statement
As time progresses, the scope of a project should become more clear and specific
It is one of the main inputs for creating a Work Breakdown Structure (WBS)
Software Project Management

10. Project Scope Statement Content
description of the project
detailed descriptions of project deliverables
characteristics of products and services produced as part of the project
project success criteria and acceptance criteria
constrains and assumptions
defined risks
milestones
raw cost estimate
configuration management requirements, etc
Software Project Management

11. The Work Breakdown Structure (WBS)
A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project
Decomposition is subdividing project deliverables into smaller pieces based on product characteristics OR project phases.
A work package is a task at the lowest level of the WBS
Software Project Management

12. WBS – Basis of Many Things
Network scheduling
Costing
Risk analysis
Organizational structure
Control
Measurement
Software Project Management

13. Software Project Management
WBS
Hierarchical list of project’s work activities
2 Formats
Outline (Indented format)
Graphical Tree (Organizational chart)
Uses a decimal numbering system
Ex: 3.1.5
0 is typically top level
Includes
Development, mgmt., and project support tasks
Shows “is contained in” relationships
Does not show dependencies or durations
Software Project Management

14. Software Project Management
WBS
List of Activities
List of items can come from many sources
SOW, proposal, brainstorming, stakeholders, team
Describe activities using “bullet language”
Meaningful but terse labels
All WBS paths do not have to go to the same level
Do not plan more detail than you can manage
WBS items trace back to scope statement items
Software Project Management

15. The WBS Dictionary and Scope Baseline
Many WBS tasks are vague and must be explained more so people know what to do and can estimate how long it will take and what it will cost to do the work
A WBS dictionary is a document that describes detailed information about each WBS item
The approved project scope statement and its WBS and WBS dictionary form the scope baseline, which is used to measure performance in meeting project scope goals
Software Project Management

16. Software Project Management
Project Elements
A Project: functions, activities, tasks
Software Project Management

17. Software Project Management
WBS Chart Example
Software Project Management

18. Software Project Management
WBS Outline Example
0.0 Retail Web Site
1.0 Project Management
2.0 Requirements Gathering
3.0 Analysis & Design
4.0 Site Software Development
4.1 HTML Design and Creation
4.2 Backend Software
4.2.1 Database Implementation
4.2.2 Middleware Development
4.2.3 Security Subsystems
4.2.4 Catalog Engine
4.2.5 Transaction Processing
4.3 Graphics and Interface
4.4 Content Creation
5.0 Testing and Production
Software Project Management

19. Partitioning Your Project
You need to decompose your project into manageable chunks
ALL projects need this step
Divide & Conquer
Two main causes of project failure
Forgetting something critical
Ballpark estimates become targets
How does partitioning help this?
Software Project Management

20. Software Project Management
WBS
Contract WBS (CWBS)
First 2 or 3 levels
High-level tracking
Project WBS (PWBS)
Defined by PM and team members
Tasks tied to deliverables
Lowest level tracking
Software Project Management

21. Software Project Management
A Full WBS Structure
Up to six levels (3-6 usually) such as
Upper 3 can be used by customer for reporting (if part of RFP/RFQ)
Different levels can be applied to different uses
Ex: Level 1: authorizations; 2: budgets; 3: schedules
Software Project Management

22. Software Project Management
WBS Types
Process WBS
a.k.a. Activity-oriented
Ex: Requirements, Analysis, Design, Testing
Typically used by PM
Product WBS
a.k.a. Entity-oriented
Ex: Development of the financial engine, Building the interface system, Creating the DB
Typically used by engineering manager
Hybrid WBS: both above
This is not unusual
Ex: Lifecycle phases at high level with component or feature-specifics within phases
Rationale: processes produce products
Software Project Management

23. Software Project Management
Product WBS
Software Project Management

24. Software Project Management
Process WBS
Software Project Management

25. Software Project Management
Outline WBS w/Gantt
Software Project Management

26. WBS by PMI Process Groups
Software Project Management

27. Software Project Management
WBS Types
Less frequently used alternatives
Organizational WBS
Research, Product Design, Engineering, Operations
Can be useful for highly cross-functional projects
Geographical WBS
Can be useful with distributed teams
NYC team, San Jose team, Off-shore team
Software Project Management

28. Software Project Management
Work Packages
Generic term for discrete tasks with definable end results
Typically the “leaves” of the tree
The “one-to-two” rule
Often at: 1 or 2 persons for 1 or 2 weeks
Basis for monitoring and reporting progress
Can be tied to budget items (charge numbers)
Resources (personnel) assigned
Ideally shorter rather than longer
Longer makes in-progress estimates needed
These are more subjective than “done”
2-3 weeks maximum for software projects
1 day minimum (occasionally a half day)
Not so small as to micro-manage
Software Project Management

29. Software Project Management
WBS & Methodology
PM must map activities to the chosen lifecycle
Each lifecycle has different sets of activities
Integral process activities occur for all methodologies: planning, configuration, testing, etc
Operations and maintenance phases are not normally in plan (considered post-project)
Some models are “straightened” for WBS:
Spiral and other iterative models
Linear sequence several times
Deliverables of tasks vary by methodology
Software Project Management

30. Software Project Management
WBS Techniques
Top-Down
Bottom-Up
Analogy
Rolling Wave
1st pass: go 1-3 levels deep
Gather more requirements or data
Add more detail later
Post-its on a wall
Software Project Management

31. Software Project Management
WBS Techniques
Top-down
Start at highest level
Systematically develop increasing level of detail
Best if
The problem is well understood
Technology and methodology are not new
This is similar to an earlier project or problem
But is also applied in majority of situations
Software Project Management

32. Software Project Management
WBS Techniques
Bottom-up
Start at lowest level tasks
Aggregate into summaries and higher levels
Cons
Time consuming
Needs more requirements complete
Pros
Detailed
Software Project Management

33. Software Project Management
WBS Techniques
Analogy
Base WBS upon that of a “similar” project
Use a template
Analogy also can be estimation basis
Pros
Based on past actual experience
Cons
Needs comparable project
Software Project Management

34. Software Project Management
WBS Techniques
Brainstorming
Generate all activities you can think of that need to be done
Group them into categories
Both Top-down and Brainstorming can be used on the same WBS
Software Project Management

35. Software Project Management
WBS Guidelines Part 1
Should be easy to understand
Some companies have corporate standards for these schemes
Some top-level items, like Project Mgmt. are in WBS for each project; others vary by project
Break down until you can generate accurate time & cost estimates
Ensure each element corresponds to a deliverable
Software Project Management

36. Software Project Management
WBS Guidelines Part 2
How detailed should it be?
Not as detailed as the final MS-Project plan
Each level should have no more than 7 items
It can evolve over time
What tool should you use?
Excel, Word, MS Project
Org chart diagramming tool (Visio, etc)
Specialized commercial apps
Re-use a “template” if you have one
Software Project Management

37. Advice for Creating a WBS and WBS Dictionary*
A unit of work should appear at only one place in the WBS
The work content of a WBS item is the sum of the WBS items below it
A WBS item is the responsibility of only one individual, even though many people may be working on it
The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first, and other purposes only if practical
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994
Software Project Management

38. Advice for Creating a WBS and WBS Dictionary (continued)*
Project team members should be involved in developing the WBS to ensure consistency
Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included in that item
The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement
*Cleland, David I. Project Management: Strategic Design and Implementation, 1994
Software Project Management

39. Software Project Management
Scope Verification
It is quite difficult to create a good scope statement and WBS for a project
It is even more difficult to verify project scope and minimize scope changes
Scope verification involves formal acceptance of the completed project scope by the stakeholders
Acceptance is often achieved by a customer inspection and then sign-off on key deliverables
Software Project Management

40. Software Project Management
Scope Control
Scope control involves controlling changes to the project scope
Part of the overall integrated change control (see PIM)
Goals of the scope control are to:
Influence the factors that cause scope changes
Ensure changes are processed according to procedures developed as part of integrated change control
Manage changes when they occur
Variance is the difference between planned and actual performance
Software Project Management

41. Best Practices for Avoiding Scope Problems
1. Keep the scope realistic: Don’t make projects so large that they can’t be completed; break large projects down into a series of smaller ones
2. Involve users in project scope management: Assign key users to the project team and give them ownership of requirements definition and scope verification
3. Use off-the-shelf hardware and software whenever possible: Many IT people enjoy using the latest and greatest technology, but business needs, not technology trends, must take priority
4. Follow good project management processes: there are well-defined processes for managing project scope and others aspects of projects
Software Project Management

42. Suggestions for Improving User Input
Develop a good project selection process and insist that sponsors are from the user organization
Have users on the project team in important roles
Have regular meetings with defined agendas, and have users sign off on key deliverables presented at meetings
Deliver something to users and sponsors on a regular basis
Don’t promise to deliver when you know you can’t
Co-locate users with developers
Software Project Management

43. Suggestions for Reducing Incomplete and Changing Requirements
Develop and follow a requirements management process
Use techniques such as prototyping, use case modeling to get more user involvement
Put requirements in writing and keep them current
Create a requirements management database for documenting and controlling requirements
Software Project Management

44. Suggestions for Reducing Incomplete and Changing Requirements (continued)
Provide adequate testing and conduct testing throughout the project life cycle
Review changes from a systems perspective
Emphasize completion dates to help focus on what’s most important
Allocate resources specifically for handling change requests/enhancements
Software Project Management