Project Planning: Scope and the Work

Breakdown Structure
Chapter 5
Learning Objectives

} Understand and describe the relationship among scope,

schedule, and budget.
} Understand the processes and apply several tools for
defining and managing the scope of a project.
} Understand the difference between project scope (i.e.
project deliverables) and product scope (i.e. features and
functionality of the product or system).
} Develop a Work Breakdown Structure (WBS).
} Differentiate between an deliverable and a milestone.
} Describe and apply several project estimation methods.
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.
Figure 5.1 – The Triple Constraint
Scope Management Processes
} Plan Scope Management
} Defines and Documents how the project and product scope will be defined, verified, and changed if
necessary.
} Collect Requirements
} 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
} Validate 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.
Figure 5.2 – Scope Management Plan
Figure 5.3 – Scope Boundary

Work within the Scope Boundary

Must Support the
Project’s MOV

Work Outside of the Project Scope

Statement of Work (SOW)
} 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 and
} The SOW is often included in a document that may
be called a request for proposal (RFP), request for
information (RFI), or request for bid (RFB).

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Scope Statement
A scope statement is another way to define the scope
boundary; it is a detailed documentation of the sponsor’s
needs and expectations.

Examples of Scope Statements

1. Develop a proactive electronic commerce strategy that identifies the
processes, products and services to be delivered through the World
Wide Web.
2. Develop an application system that supports all of the processes,
products, and services identified in the electronic commerce strategy.
3. The application system must integrate with the bank’s existing
enterprise resource planning system.

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Scope
} Project-Oriented Scope
} Support the project management processes defined by the
Project Life Cycle (PLC) and the chosen project methodology.
} Deliverable Structure Chart (Figure 5.4 – DSC) – a tool used
by the project manager and team.
} Product-Oriented Scope
} Specific features and functionality of the application system
} First cut of requirements definition
} Use Case Diagram (Figure 5.5) – a system modeling tool used
for refining the scope boundary and defining what the system
must do.
Out of Scope
1. Technology and organizational assessment of the current
environment
2. Customer resource management and data mining
components
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:
} Deliverable Definition Table
} Deliverable Structure Chart
} Context Level Data Flow Diagram
} Use Case Diagram
Figure 5.4 – Deliverable
Structure Chart
Figure 5.5 – Use Case
Diagram
Validate Scope
} Verification of the MOV
} Has the project’s MOV been clearly defined and agreed upon?
} Documentation of All Deliverables
} Are the deliverables tangible and verifiable?
} Do they support the project’s MOV?
} Specification of Quality Standards
} Are controls in place to ensure that the work was not only
completed but completed to meet specific standards?
} Identification of Milestones
} Are milestones defined for each deliverable?
} Review and Acceptance
} Are both sides clear in their expectations?
Control Scope and Scope Change Control Procedures

} Concerned with managing changes to the project’s scope

and to ensure that these changes are beneficial when they
occur
} Potential Issues:
} Scope Grope
} Scope Creep
} Scope Leap
} Procedures:
} Scope Change Request Form (Figure 5.6)
} Scope Change Request Log (Figure 5.7)
Figure 5.6 – Scope Change Request Form
Figure 5.7 – Scope Change Request Log
Work Breakdown Structure (WBS)
} The PMBOK® Guide states that the WBS represents a
logical decomposition of the work to be performed and
focuses on how the product, service, or result is naturally
subdivided. It is an outline of what work is to be
performed.
Figure 5.8 – Work Package
Deliverables versus Milestones
} Deliverables
} Tangible, verifiable work products
} Reports, presentations, prototypes, etc.
} Milestones
} Significant events or achievements
} Acceptance of deliverables or phase completion
} Cruxes (proof of concepts)
} Quality control
} Keeps team focused
Developing the WBS (Figure 5.4 repeated)

} A work package is developed for each of the phases and deliverables

defined in the Deliverable Structure Chart (DSC)
 Deliverable: Test Results Report
} Logical Activities:
1. Review the test plan with the client so that key stakeholders
are clear as to what will be tested, how the tests will be
conducted, and when the tests will be carried out.
2. Carry out the tests as outlined in the plan.
3. Once the test results are collected, we need to analyze them.
4. The results should be summarized in the form of a report and
presentation to the client.
5. If all goes well, the client will sign-off or approve the test
results and then we can move on to the implementation phase
of the project. If not, then we need to address and fix any
problems.

What are the deliverables? Milestones?

Example Work Breakdown Schedule
Figure 5.9 – Work Package and Work Breakdown Structure
Things to Keep in Mind When developing the
WBS…

} Should support the project’s MOV

} Should be “deliverable-oriented”
} The level of detail should support planning and
control
} Developing the WBS should involve those who
will be doing the work
Estimation Questions

What are you going to estimate?

Where do you start?

How do you estimate?

Estimation Techniques - Traditional
Project Management Approaches
} Guesstimating
} Delphi Technique
} Time Boxing
} Top-Down
} Bottom-Up
} Poker Planning
 Guestimating

Estimation by guessing or just picking numbers out of the air is not the
best way to derive a project’s schedule and budget. Unfortunately,
many inexperienced project managers tend to guesstimate, or guess at
the estimates, because it is quick and easy.
Delphi Technique
} Involves multiple, anonymous experts
} Each expert makes an estimate
} Estimates compared
} If close, can be averaged
} If not, do another iteration until consensus is reached
Time Boxing

} Often used on Agile projects

} A “box” of time is allocated for a specific activity,
task, or deliverable
} Can focus a team if used effectively
} Can demoralize a team if not used effectively

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Top-Down

} Top & middle managers determine overall project

schedule &/or cost
} Lower level managers are expected to breakdown
schedule/budget estimates into specific activities (WBS)

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Bottom-Up
} Schedules & budgets are constructed from WBS
} Starts with people who will be doing the work
} Schedules & budgets are the aggregate of detailed
activities & costs
} May use analogous estimation – developing estimates
based on one’s opinion that there is a significant
similarity between the current project and others.

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Poker Planning
} Variation of Delphi Technique
} Uses a deck of cards that represents an estimate in days
} Moderator describes particular task, feature, deliverable, or
user story to be estimated.
} Attempts to reach consensus in a few rounds of “play”

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