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Chapter 5:
Project Scope Management
Information Technology Project
Management, Seventh Edition
Note: See the text itself for full citations.
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, Seventh Edition Copyright 2014 2 Project Scope Management Processes Planning scope: determining how the project’s scope and requirements will be managed 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 Validating scope: formalizing acceptance of the project deliverables Controlling scope: controlling changes to project scope throughout the life of the project Information Technology Project Management, Seventh Edition Copyright 2014 3 Figure 5-1. Project Scope Management Summary
Information Technology Project
Management, Seventh Edition Copyright 2014 4 Planning Scope Management The project team uses expert judgment and meetings to develop two important outputs: the scope management plan and the requirements management plan The scope management plan is a subsidiary part
of the project management plan
Information Technology Project
Management, Seventh Edition Copyright 2014 5 Scope Management Plan Contents How to prepare a detailed project scope statement How to create a WBS How to maintain and approve the WBS How to obtain formal acceptance of the completed
project deliverables How to control requests for changes to the project
scope
Information Technology Project
Management, Seventh Edition Copyright 2014 6 Requirements Management Plan The PMBOK® Guide, Fifth Edition, describes requirements as “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 requirements management plan documents
how project requirements will be analyzed,
documented, and managed
Information Technology Project
Management, Seventh Edition Copyright 2014 7 Collecting Requirements For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation It is important to use an iterative approach to
defining requirements since they are often unclear
early in a project
Information Technology Project
Management, Seventh Edition Copyright 2014 8 Figure 5-2. Relative Cost to Correct a Software Requirement Defect
Information Technology Project
Management, Seventh Edition Copyright 2014 9 Methods for Collecting Requirements Interviewing Focus groups and facilitated workshops Using group creativity and decision-making
techniques Questionnaires and surveys Observation Prototyping Benchmarking, or generating ideas by comparing
specific project practices or product characteristics to
those of other projects or products inside or outside the performing organization, can also be used to collect requirements Information Technology Project Management, Seventh Edition Copyright 2014 10 Requirements Traceability Matrix 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 Table 5-1. Sample entry in an RTM
Information Technology Project
Management, Seventh Edition Copyright 2014 11 Defining Scope Project scope statements should include at least: ◦ a product scope description ◦ product user acceptance criteria ◦ detailed information on all project deliverables ◦ project boundaries, constraints, and assumptions The project scope statement should also reference supporting documents, such as product specifications As time progresses, the scope of a project should
Management, Seventh Edition Copyright 2014 14 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 The scope baseline includes the approved project
scope statement and its associated WBS and WBS
dictionary Information Technology Project Management, Seventh Edition Copyright 2014 15 Figure 5-3. Sample Intranet WBS Organized by Product
Management, Seventh Edition Copyright 2014 20 Approaches to Developing WBSs Using guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSs The analogy approach: Review WBSs of similar projects and tailor to your project The top-down approach: Start with the largest items of the project and break them down The bottom-up approach: Start with the specific tasks and roll them up Mind-mapping approach: Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas
Information Technology Project
Management, Seventh Edition Copyright 2014 21 Figure 5-7. Sample Mind-Mapping Approach for Creating a WBS
Information Technology Project
Management, Seventh Edition Copyright 2014 22 Figure 5-8. Gantt Charts With WBS Generated From a Mind Map
Information Technology Project
Management, Seventh Edition Copyright 2014 23 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
Management, Seventh Edition Copyright 2014 25 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, Seventh Edition Copyright 2014 26 Advice for Creating a WBS and WBS Dictionary (cont’d) Project team members should be involved in developing the WBS to ensure consistency and buy-in 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
Information Technology Project
Management, Seventh Edition Copyright 2014 27 What Went Wrong? A project scope that is too broad and grandiose can cause severe problems ◦ Scope creep and an overemphasis on technology for technology’s sake resulted in the bankruptcy of a large pharmaceutical firm, Texas-based FoxMeyer Drug ◦ In 2001, McDonald’s fast-food chain initiated a project to create an intranet that would connect its headquarters with all of its restaurants to provide detailed operational information in real time. After spending $170 million on consultants and initial implementation planning, McDonald’s realized that the project was too much to handle and terminated it
Information Technology Project
Management, Seventh Edition Copyright 2014 28 Validating Scope It is very 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 validation involves formal acceptance of the completed project deliverables Acceptance is often achieved by a customer inspection and then sign-off on key deliverables
Information Technology Project
Management, Seventh Edition Copyright 2014 29 Controlling Scope Scope control involves controlling changes to the project scope Goals of scope control are to
◦ influence the factors that cause scope changes
◦ assure changes are processed according to procedures developed as part of integrated change control, and ◦ manage changes when they occur Variance is the difference between planned and actual performance
Information Technology Project
Management, Seventh Edition Copyright 2014 30 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. As described in this chapter and others, there are well-defined processes for managing project scope and others aspects of projects
Information Technology Project
Management, Seventh Edition Copyright 2014 31 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
Information Technology Project
Management, Seventh Edition Copyright 2014 32 Suggestions for Reducing Incomplete and Changing Requirements Develop and follow a requirements management process Use techniques such as prototyping, use case modeling, and JAD to get more user involvement Put requirements in writing and keep them current Create a requirements management database for documenting and controlling requirements
Information Technology Project
Management, Seventh Edition Copyright 2014 33 Suggestions for Reducing Incomplete and Changing Requirements (cont’d) 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 like NWA did with
ResNet
Information Technology Project
Management, Seventh Edition Copyright 2014 34 Using Software to Assist in Project Scope Management Word-processing software helps create several scope-related documents Spreadsheets help to perform financial calculations, weighed scoring models, and develop charts and graphs Communication software like e-mail and the Web help clarify and communicate scope information Project management software helps in creating a WBS, the basis for tasks on a Gantt chart Specialized software is available to assist in project scope management
