Scribd Logo
Upload

Welcome to Scribd!

  • 29 views

    Information Technology Project Management: by Jack T. Marchewka

    Uploaded by

    imranfasih

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd

    Information Technology Project Management: by Jack T. Marchewka

    Uploaded by

    imranfasih
    29 views27 pages

    Original Title

    ch05

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    29 views27 pages

    Information Technology Project Management: by Jack T. Marchewka

    Uploaded by

    imranfasih

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    You are on page 1of 27

    Information

    Technology Project
    Management
    by Jack T. Marchewka

    Power Point Slides by Jack T. Marchewka, Northern Illinois University

    Copyright 2006 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.
    Chapter 5

    Defining and Managing Project


    Scope
    Learning Objectives
    • Identify the five processes that support project
    scope management. These processes, defined
    by PMBOK®, include initiation, planning, scope
    definition, scope verification and scope change
    control.
    • Describe the difference between product scope
    and project scope.
    • Apply several tools and techniques for defining
    and managing the project’s scope.
    Scope
    • The deliverables or work products that must be
    completed in order to achieve the project’s MOV.
    • Provides a boundary so that what needs to get
    done – gets done.
    – Otherwise, schedule and budget are increased for no
    reason
    • Defines what is part of the project team’s work
    and what is not.
    – This also sets expectations for all of the project’s
    stakeholders
    • Provides a link between the project’s MOV and
    the project plan.
    Project Planning Framework

    MOV

    Scope

    Phases Sequence
    Schedule
    Tasks Resources

    Time Budget
    Estimates
    PMBOK Scope Management
    Processes
    Scope Management Description
    Process
    Scope Planning The development of a scope management plan that
    defines the project’s scope and how it will be verified
    and controlled throughout the project.

    Scope Definition A detailed scope statement that defines what work will
    and will not be part of the project and will serve as a
    basis for all future project decisions

    Create Work Breakdown The decomposition or dividing of the major project


    deliverables into smaller and more manageable
    Structure (WBS) components.

    Scope Verification Confirmation and formal acceptance that the project’s


    scope is accurate, complete, and supports the project’s
    MOV.

    Scope Change Control Ensuring that controls are in place to manage proposed
    scope changes once the project’s scope is set. These
    procedures must be communicated to all project
    stakeholders.
    Scope Management Plan

    Figure 5.1
    Project Scope Initiation & Planning
    • A beginning process that formally
    authorizes the project manager and team
    to develop the scope management plan
    • This entails
    – Conceptualizing the Scope Boundary
    – Developing the Scope Statement
    The Scope Boundary

    “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, 1994

    (an anonymously written column in PM Network Magazine)


    The Scope Statement
    • Provides a way to define the scope
    boundary.
    • A narrative of what deliverables or work-
    products the project team will and will not
    provide throughout the project.
    • A first step that provides a high-level
    abstraction of the project’s scope that will
    be defined in greater detail as the project
    progresses.
    Scope Statement Example – Work
    within the scope boundary
    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.
    Scope Statement Example – Work
    outside the scope boundary
    1. Technology and organizational
    assessment of the current environment
    2. Customer resource management and
    data mining components
    Project Scope Definition
    • Project-Oriented Scope
    – Deliverables that support the project management and IT
    development processes defined in the Information
    Technology Project Methodology (ITPM).
    – Examples
    • Business case, project charter and project plan, etc.
    • Product-Oriented Scope
    – High-level features and functionality of the application system
    – First cut for requirements definition that will be defined in
    greater detail during the systems development life cycle
    (SDLC)
    – Examples
    • Add new customer, look up customer balance, print daily sales
    report by region, etc.
    Project-Oriented Scope Definition
    Tools
    • Deliverable Definition Table (DDT)
    • Deliverable Structure Chart (DSC)
    Deliverable Definition Table
    Deliverable Structure Standards Approval Resources
    Needed By Required
    Business Document As defined in Project Business
    Case project Sponsor Case team &
    methodology OA tools
    Project Document As defined in Project Project
    charter & project Sponsor manager,
    project plan methodology sponsor, &
    OA tools
    Technology Document As defined in Project Bank’s syst.
    & Org. project manager & analyst, OA
    assessment methodology Sponsor & case tools
    Require- Document As defined in Project Syst. analyst
    ments project manager programmer
    definition methodology Case & OA
    Deliverable Structure Chart
    Product-Oriented Scope Definition
    Tools
    • Context Dataflow Diagram (DFD)
    • Use Case Diagram (USD)
    Context Level Data Flow
    Diagram
    Use Case
    Diagram
    Scope Verification
    • Ensures:
    – That the project’s scope is well-defined, accurate and
    complete
    – The project’s scope is acceptable to the project
    stakeholders
    – That standards exist so that the project’s scope will be
    completed correctly
    – That the project’s MOV will be achieved if the project
    scope is completed
    • Tools
    – Scope Verification Checklist
    Scope Verification Check List

     MOV – Has the project’s MOV been clearly defined and agreed upon?
    Failure to define and agree upon the MOV will result in scope changes later
    on in the project. This can lead to added work that can impact the project’s
    schedule and budget.
     Deliverables – Are the deliverables tangible and verifiable? Do they
    support the project’s MOV?
     Quality Standards - Are controls in place to ensure that the work was not
    only completed but also completed to meet specific standards?
     Milestones – Are significant events that mark the acceptance of a
    deliverable and give the project manager and team the approval to begin
    working on the next deliverable. In short, milestones tell us that a
    deliverable was not only completed, but that it was also reviewed and
    accepted.
     Review and Acceptance – Finally, the project’s scope must be reviewed
    and accepted by the project stakeholders. The project sponsor must
    formally accept the boundary, product to be produced and the project-
    related deliverables. On the other hand, the project team must accept and
    be clear as to what it must deliver.
    Scope Change Control
    • Ensures that any changes to the project’s scope
    will help the project achieve its MOV.
    • Keeps the “triple constraint” in balance.
    – i.e., an increase in scope will require an increase in
    the project’s schedule and budget.

    Scope Schedule

    Budget
    Scope Change Control
    • Mitigates:
    – Scope Grope – i.e., scope poorly defined
    – Scope Creep – i.e., increasing featurism
    – Scope Leap – i.e., drastic change in project
    direction or the project’s MOV
    • Tools:
    – Scope Change Request Form
    – Scope Change Request Log
    Example of a Scope Change Request Form
    Example of a Scope Change Request Log
    Benefits of Scope Control
    • Keeps the project manager in control of
    the project.
    – Gives the project manager the authority to
    manage and control the project’s schedule
    and budget. Otherwise she or he may ‘feel”
    pressured by the client or upper management
    to accept scope changes
    • Allows the project team to stay focused
    and on track
    – Do not have to perform unnecessary work
    Summary of Scope Management
    Processes

    You might also like