1. Information Technology Project Management
by Jack T. Marchewka
Power Point Slides by Richard Erickson, Northern Illinois University
Copyright 2003 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 the express permission of the copyright owner is unlawful. Request for further information 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 contained herein.

2. Chapter 5 Objectives
Identify the five processes that support project scope management. These processes, defined by the Project Management Body of Knowledge (PMBOK), include initiation, planning, scope definition, scope verification, and scope change control.
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.

3. Failure to define what is part of the project, as well as what is not, may result in work being performed that was unnecessary to create the product of the project and thus lead to both schedule and budget overruns.
Olde Curmudgeon, PM Network Magazine, 1994.

4. Project Scope Management Processes defined in PMBOK
Project scope initiation
Scope Planning
Scope definition
Scope verification
Scope change control

5. Scope Management Plan

6. Project Scope Initiation
Project Scope Planning
Scope Boundary
The Scope Statement
Scope Statement
Out of Scope for this Project

7. Scope Boundary

8. Sample Scope Statement – What’s within the scope boundary
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.
Integrate the application system with the bank’s existing enterprise resource planning system.

9. Sample Scope Statement – Work outside the scope boundary
Technology and organizational assessment of the current environment
Customer resource management and data mining components

10. Project Scope Definition
Project-Oriented Scope
Project-Oriented Scope Definition Tools
Deliverable Definition Table (DDT)
Deliverable Structure Chart (DSC)

11. Deliverable Definition Table
Structure
Standards
Approval Needed By
Resources Required
Business Case
Document
As defined in project methodology
Project Sponsor
Business Case team & OA tools
Project charter & project plan
Project manager,
sponsor, & OA tools
Technology & Org. assessment
Project manager & Sponsor
Bank’s syst.
analyst, OA & case tools
Require-
ments
definition
Project manager
Syst. analyst programmer
Case & OA

12. Deliverable Structure Chart

13. Project Scope Definition
Product-Oriented Scope
Product-Oriented Scope Definition Tools
Data Flow Diagrams (DFD)
Use Case Diagram
Joint Application development (JAD)

14. Context Level Data Flow Diagram

15. Use Case Diagram

16. Project Scope Verification Check List
MOV
Deliverables
Quality standards
Milestones
Review and acceptance

17. Scope Change Control
Concerns
Scope grope
Scope creep
Scope leap

18. Scope Change Control Myths of Scope Management
User involvement will result in an IS project grounded in the realities of business needs.
A scope statement will clearly define what a project will do.
Once the scope of the project is defined, hold firm because any deviation from the original plan is a sign that the project is out of control.
A function of a scope change committee is to arbitrate user requests for additional features or functionality beyond the original project charter.
Regular and frequent meetings with senior management will ensure they are kept up to date and will result in goodwill and support.
You can always make up schedules and budgets later on if they slip a little bit.

19. Scope Change Control Procedures Scope Change Request Form

20. Scope Change Control Procedures Scope Change Request Log

21. Benefits of Scope Control
Keep project manager in control of project
Allow project manager to control project’s schedule and budget
Allow project team to stay focused and on track 

22. Scope Management Process