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

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

3. 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.

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

5. Why do we need scope planning?

6. Scope Planning
Copyright 2012 John Wiley & Sons, Inc.

7. Scope Boundary
Copyright 2012 John Wiley & Sons, Inc.

8. 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

9. Scope Management Plan Contents
Example A Example B

10. 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

11. RMP: Collecting Requirements
For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation

12. Relative Cost to Correct a Software Requirement Defect

13. RMP: Methods for Collecting Requirements

14. 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).

15. Improving User Input

16. Improving User Input

17. Reduce Incomplete and Changing Requirements

18. 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

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

20. 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.

21. 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.

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

23. 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:

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

25. 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

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

27. Context Data Flow Diagram
Product-Oriented

28. Use Case
Diagram

29. Project Scope Verification
MOV
Deliverables
Quality Standards
Milestones
Review and Acceptance

30. Sample Project Charter (partial)
Describes the high level scope

31. Refining Project Scope

32. Example Scope Statements

33. 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

34. Controlling Scope
Scope control involves controlling changes to the project scope

35. Controlling Scope
Goals of scope control:

36. 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:

37. 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:

38. Scope Change Request Log

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

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

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

42. Best Practices - Avoiding Scope Problems

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

44. What is Project Scope Management?

45. 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 \

46. 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.

47. 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.