4

Defining Scope, Quality, Responsibility, and

Activity Sequence

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 Defining Scope, Quality, Responsibility, and
Activity Sequence
G
The project objective must be clear, attainable,
specific and measurable.
There can be situations where the project objective
needs to be modified as the project proceeds.
The project scope defines what needs to be done
Expected benefits, which will result from
implementation of the project and define success,
establish why the project is beiıng done.

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 SCOPE

The project scope is all the work that must be done

to do all:
 Produce all the project deliverables
 Accomplish the project objectives
 Satisfy the sponsor or customer that all the work and
deliverables meet the requirements or acceptance criteria
 It is important to document the detailed
requirements in the project scope document in order
to establish a clear understanding with the sponsor
or customer.
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 WORK BREAK DOWN STRUCTURE(WBS)

Creating a WBS is a structured approach for

organizing all the project work and deliverables into
logical groupings and subdividing them into more
manageable components to help ensure that all the
work and deliverables to complete the project are
identified and included in the baseline project plan

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 STATEMENT OF WORK(SOW)

The SOW(statement of work) defines the project

team or contractor will do.
Many project over spend the budget or are not
completed on time because of scope creep caused by
 Additional work that was not documented or approved
 Was not communicated and in turn caused errors or
rework for the element of the project

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 Chapter Concepts
Clearly defining the project objective
Preparing a project scope document
Understanding the importance of planning for quality
Creating a work breakdown structure
Assigning responsibility for work elements
Defining specific activities
Creating a network diagram
Utilizing a project management methodology called the
systems development life cycle for information systems
development projects

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 Learning Outcomes

Establish a clear project objective

Prepare a project scope document
Discuss the importance and elements of a project
quality plan
Develop a work breakdown structure
Prepare a responsibility assignment matrix
Describe how to define specific activities
Create a network diagram

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 Project Management Knowledge Areas from PMBOK® Guide

Project Integration Management

Project Scope Management
Project Quality Management
Project Time Management

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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Establish Project Objective

Planning process is based on the project objective

 Establishes what is to be accomplished
 Often stated in the project charter or RFP
 Is the tangible end product
Project objective includes
 Expected benefits
 Primary project end product or deliverable
 Date required to be completed
 Budget
Changes agreed upon by customer and contractor
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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Define Project Scope

Project Scope Project Scope Document

Defines what needs done Usually contains
Includes  Customer requirements
 Items contained in project  Statement of Work
charter, RFP, proposal  Deliverables
 More detail  Acceptance Criteria
Establishes common  Work Breakdown Structure
understanding of scope with Establishes baseline
stakeholders Change control system to
avoid scope creep

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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Plan for Quality

Complete work according to specifications and

standards
Plan for assuring quality as project progresses
Include
 References for specifications and standards
 Written procedures for quality tools and techniques
Key aspects
 Monitor as the project progresses
 Do work right the first time rather than rework

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 Create Work Breakdown Structure

Deliverable-oriented hierarchical decomposition

Organize project work and deliverables
Create logical groupings
Subdivide into more manageable components
 Deliverable is output of work package
 Resource requirements and durations can be assigned
 Accountability can be assigned
 Project manager can monitor and control
Graphic chart or indentured list
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 WBS with Breakdown to Different Levels

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 WBS

Graphic Chart

Indentured List

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 Assign Responsibility
Responsibility assignment matrix
 Designate responsible individuals
 P = Primary responsibility
 S = Support responsibility
 Associates responsibility
 For each work item
 For each individual

Only one primary per work item

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 Define Activities

Responsible resources
define activities
 Breakdown work packages to
work items
 Level needed to perform
deliverable
 May not be able to define all
Comprehensive activity list
 Not always require
expenditure of effort
 Could be wait time

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 Sequence Activities

Network diagram
 Defines the sequence of
activities and relationships
 Tool for arranging order
Common techniques
 PERT
 CPM
 PDM

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 Network Principles

Activities
 Represented by a box
 Consume time
 Described by verb
Relationships
 Linked in serial sequence
 Complete concurrently

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 Loops

Illogical relationship
among activities
Perpetually repeats itself
Not acceptable

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 Laddering
Set of repeating activities
Serial sequence
 One work
 Two wait

Can be performed at same time

Would need triple resources

Ladder activities
Allow for shortest possible time for
completion
Best use of the three workers and experts

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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Create Network Diagram

Tips and Techniques Development of Diagram

Logical sequence of activities Questions to answer
Show dependent relationships  Finish before next start?
Elaborate as project progresses  Done concurrently?
 Cannot be started next?
Use subnetworks for similar
activity sequences and Guidelines for detail level
relationships  Define each work package
 Draw summary level network
then add detail
 Detail to responsibility or
deliverable change
 Duration less than project
progress review
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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Planning
for Information Systems Development
Definition Process
Computer-based system Plan, execute, and control
 Accepts data as input Systems Development Life Cycle
 Processes the data  Problem definition
 Produces useful information  System analysis
Examples  System design
 Computerized order entry  System development
 E-commerce  System testing
 Automatic teller machines  System implementation
 Billing, payroll, and inventory

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 An IS Example: Internet Applications
Development for ABC Office Designs
ABC Office Designs Project
Large number of sales Project manager identified
representatives
WBS follows SDLC
Sell office furniture to major
corporations Responsibility assignment
State assignments in four regions matrix completed
Management monitor state and List of tasks compiled and
regional sales predecessors identified
Build Web-based IS system to
track prices, inventory, and
Network diagram created
competition

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 IS Example: WBS follows SDLC

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 IS Example:
Responsibility
Assignment
Matrix

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 IS Example:
Task List and
Predecessors

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 IS Example: Network Diagram

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 Project Management Information Systems

Wide variety of systems available

Plan and control projects in interactive mode
Plan and test different options
Create reports, diagrams, and charts
Interface with other software applications
Appendix A has additional information

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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Critical Success Factors
Plan the work and then work the plan. It is important to develop a plan before starting to perform
the project. Taking the time to develop a well-thought-out plan is critical to the successful
accomplishment of any project.
Participation builds commitment. By participating in the planning of the work, individuals will
become committed to accomplishing it according to the plan.
The project must have a clear objective of what is to be accomplished. The objective should be
defined in terms of end product or deliverable, schedule, and budget, and it must be agreed upon
by the customer and the project team that will perform the project.
The project scope document is valuable for establishing a common understanding and agreement
among project stakeholders regarding the scope of the project.
Having a quality plan at the outset of the project is extremely beneficial because it will help prevent
incurring additional costs and schedule extensions due to rework caused by work and deliverables
that fail to meet quality requirements and customer expectations.
The key to quality control is to monitor the quality of the work early and regularly throughout the
performance of the project, rather than waiting until all the work is completed before checking or
inspecting for quality.
The network diagram is also is a communication tool for the project team because it shows who is
responsible for each activity and how each person’s work fits into the overall project.

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the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Summary
The planning process is based on the project objective, which establishes what is to be accomplished.
The project scope defines what needs to be done.
The project scope document usually contains the customer requirements, statement of work,
deliverables, acceptance criteria, and a work breakdown structure.
The quality plan must include or reference the specifications, industry or government standards, and
codes that must be used and met during the performance of the project work.
The work breakdown structure establishes the framework for how the work will get done to produce
the project deliverables.
A responsibility assignment matrix defines who will be responsible for the work.
Activities define more specifically how the work will get done.
A network diagram defines the sequence of how and when the activities will be performed.
Project planning is a critical activity in developing an information system (IS).
A project management planning tool or methodology, called the systems development life cycle
(SDLC), is often used to help plan, execute, and control IS development projects.
Numerous project management information systems are available to help project managers plan,
track, and control projects in a completely interactive way.

© 2012 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from
the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.