1. Week 2 Seminar: Project Scope Management
IT301 Project Management I – Unit 2

2. 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
Information Technology Project Management, Sixth Edition

3. Project Scope Management Processes
Collecting requirements: defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them
Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement
Creating the WBS: subdividing the major project deliverables into smaller, more manageable components
Verifying scope: formalizing acceptance of the project deliverables
Controlling scope: controlling changes to project scope throughout the life of the project
Information Technology Project Management, Sixth Edition

4. Figure 5-1. Project Scope Management Summary
Information Technology Project Management, Sixth Edition

5. Collecting Requirements
Purpose is to define and document stakeholder expectations for meeting the project objectives
Requirements describe the characteristics of the deliverables

6. Collecting Requirements
Tools and techniques:
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision making techniques
Questionnaires and surveys
Observations
Prototypes

7. Formulating Scope Definition
The scope management plan describes how the project team will define project scope, verify work, and manage and control scope
Project scope management plan should include:
The process for preparing the scope statement
The process for creating the WBS
A definition of how deliverables will be verified
A description for controlling scope changes

8. Formulating Scope Definition
Accurate scope definition is critical to project success
Poor scope definition leads to rework, increased cost, schedule delays, and poor morale
Refer to the project charter when creating the final scope statement

9. Writing the Project Scope Statement
Project scope statements document the following:
Product scope description
Product acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions

10. Writing the Project Scope Statement
Acceptance criteria used to determine whether the deliverables and final product, service, or results are acceptable and satisfactory
Constraints restrict or dictate the actions of the project team
Assumptions are elements believed to be true

11. Kicking Off the Project Charter
Project charter inputs
Project statement of work
Business case
Contract
Enterprise environmental factors
Organizational process assets

12. Project Statement of Work
Contains the following:
Business need
Product scope description
Strategic plan

13. Enterprise Environmental Factors
Organizational culture, structure, and processes
Governmental or industry standards
Infrastructure
Human resources
Personnel administration
Organization’s work authorization system
Marketplace conditions
Stakeholder risk tolerances
Political climate
Communication channels
Commercial databases

14. Using Tools and Techniques for Charter Development
Expert judgment
Individuals or groups of people, who have training, specialized knowledge, or skills
Helpful in assessing the inputs, environmental factors, organizational process assets, and analyzing historical information

15. Formalizing and Publishing the Project Charter
Key stakeholders
Project manager
Project sponsor
Customers (internal or external)
Pulling the project charter together
Project charter sign-off

16. Pulling the Project Charter Together
Key Elements:
Purpose or justification
Business need
High level list of requirements
High level description of project and
product
High level list of risks
Summary milestone schedule
Summary budget
Criteria for project approval
Name of project manager
Name of the project sponsor

17. Project Charter Sign-Off
Project charter sign-off is buy-in for the project
Project sponsor, senior management, and key stakeholders should sign charter

18. Creating the Work Breakdown Structure
Decomposing the Deliverables
Constructing the WBS
Unique WBS Identifiers
Defining Work Packages
Scope Statement Updates
WBS Dictionary

19. Creating 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
WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes
Decomposition is subdividing project deliverables into smaller pieces
A work package is a task at the lowest level of the WBS
Information Technology Project Management, Sixth Edition

20. Defining Work Packages
Work packages are the lowest level of the WBS
Activities may be assigned at the work package level
Time, cost, and resource estimates are determined here

21. Constructing the WBS
First level

22. Constructing the WBS
First two levels

23. Constructing the WBS
All levels

24. Figure 5-3. Sample Intranet WBS Organized by Product
Information Technology Project Management, Sixth Edition

25. Figure 5-4. Sample Intranet WBS Organized by Phase
Information Technology Project Management, Sixth Edition

26. Figure 5-5. Intranet WBS and Gantt Chart in Microsoft Project
Information Technology Project Management, Sixth Edition

27. 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
Information Technology Project Management, Sixth Edition

28. Class Project: Used in Units 2, 3, 4, 6, and 8
Choose from the following class project options
A home improvement project
A website creation project
A corporate office move of several departments of workers from one building to another located in the same city
A family vacation
A wedding
A gardening project
Unit 2 Assignment requires (see next slide for WBS example)
Develop a project charter for your class project – using the Greer template (zip file in Doc Sharing). Look at the charter in the Gauchito Rocket project plan to see the types of information included. Include the same type of info for your project.
Develop the WBS for your project (using the Gauchito Worksheet in Doc Sharing – there is a WBS tab with an example from the Gauchito Rocket project, replace this with your information)
Document a narrative in Word answering the questions bulleted in the assignment instructions (What are the deliverables? Etc.)
Information Technology Project Management, Sixth Edition

29. WBS Example in Excel Workbook
Information Technology Project Management, Sixth Edition