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6/15/2014
1
CHAPTER 4
Defining the Project
4–1 4–2
Where We Are Now
4–3
Defining the Project
Step 1: Defining the Project Scope
Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Integrating the WBS with the Organization
Step 5: Coding the WBS for the Information
System
Case Study:
University Library Management System
4–4
Step 1: Defining the Project Scope
• Project Scope
–A definition of the end result or mission of the
project—a product or service for the client/customer—
in specific, tangible, and measurable terms.
–“Project Scope Management includes the processes
required to ensure that the project includes all the
work required, and only the work required, to complete
the project successfully.
–Managing the project scope is primarily concerned
with defining and controlling what is and is not
included in the project.”…
4–5
Step 1: Defining the Project Scope
• Purpose of the Scope Statement
–To clearly define the deliverable(s) for the end user.
–To focus the project on successful completion
of its goals.
–To be used by the project owner and participants
as a planning tool and for measuring project success.
What is involved Project Scope Management?
• Scope –we use the word in two senses
• the scope of the product (ie the system under development) – essentially the same as the requirements
• the scope of the project – all the work involved in creating the products of the project and the processes
used to create them
• A deliverable – things that are produced as part of a project, such as a
system (i.e. the product), planning documents, or meeting minutes.
• Project Scope Management – includes processes involved in defining and controlling
what is or is not included in a project (and the product).
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Project Scope Management Processes –
include: • Scope Planning:
– Deciding how the scope will be defined, verified, and controlled.
• Scope Definition: – Reviewing the project charter and preliminary scope statement
and adding more information as requirements are developed and change requests are approved.
• Creating the WBS: – Subdividing the major project deliverables into smaller, more
manageable components.
• Scope Verification: – Formalising acceptance of the project scope.
• Scope Control: – Controlling changes to project scope.
7
What is involved Project Scope
Management?
• Collect Requirements – is the process of capturing stakeholder needs and expectations in order to meet the objectives for the project, while at the same time, managing these expectations.
• Interviewing stakeholders one-on-one is often very effective, although it can be very expensive and time-consuming. Holding focus groups, facilitated workshops, and using group creativity and decision-making techniques to collect requirements are normally faster and less expensive that one-on-one interviews.
8 PMI, PMBOK 4th Ed, 2008, and Schwalbe, 2011, pg 181
What is involved project scope management?
9 PMI, PMBOK 4th Ed, 2008, pg 106
Scope Planning & Management Plan
• The Scope Management Plan
–a document that includes descriptions of how the team
will prepare the project scope statement, create the
WBS, verify completion of the project deliverables,
and control requests for changes to the project scope.
–Key inputs include the project charter, preliminary
scope statement, and project management plan.
10
Scope Definition / Project Scope Statement
• The preliminary scope statement, project
charter, organisational process assets, and
approved change requests provide a basis for
creating the project scope statement.
• As time progresses, the scope of a project
should become clearer and more specific.
11
12 PMI, PMBOK 4th Ed, 2008, pg 113
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Scope Definition / Project Scope Statement
• See page 183 of the textbook – Table 5.2 a
Sample Project Charter and Table 5.3 on page
185 that displays a table further defining the
project scope.
• Project Charter Example on page 183 –
Information Technology (IT) Upgrade Project
13
Creating the Work Breakdown Structure
• Deliverable-oriented grouping of the work
involved in a project that defines the total scope
of the project.
• 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 hierarchy of levels
14
15 PMI, PMBOK 4th Ed, 2008, pg 117
WBS by parts of the deliverable
16
Figure 5-2 (Schwalbe, p 189)
WBS by different development phases
17
Figure 5-3 (Schwalbe, p 190)
WBS by different development phases
18 PMI, PMBOK 4th Ed, 2008, pg 120
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Approaches to Developing WBSs
• Guidelines –Some organizations, such as the DOD, provide guidelines
for preparing WBSs.
• Analogy approach –Review WBSs of similar projects and tailor to your project.
• Top-down approach –Start with the largest items of the project and break them
down.
• Bottom-up approach –Start with the specific tasks and roll them up.
• Mind-mapping approach –Write tasks in a non-linear, branching format and then
create the WBS structure.
19
Approaches to Developing WBS’s -
Mind Maps
20
Figure 5.6, Schwalbe, p 198
Approaches to Developing WBS’s
WBS developed from previous mind map
21
Figure 5.7, Schwalbe, page 198
How do we manage scope creep?
• Scope creep is where the projects scope changes (usually grows) as the project progresses – nature of systems development is such that scope cannot be set in
concrete
– almost a natural tendency for project to grow • by grow we mean address other problems or opportunities • can be ‘well, while you are there, you may as well address ….’
• a key cause of problems and ultimately failure on projects – original schedule and budget determined for a much smaller project
• scope verification and control are the processes in which we specifically look to manage scope creep
• managing scope is seen to involve two key aspects – improving user input into the project
– reducing incomplete and changing requirements
22
Scope Creep
Improving user input
• A number of tactics can be employed to improve the
users involvement and hence input into the project
–Develop a good project selection process and insist that
sponsors are from the user organization.
–Place users on the project team in important roles.
–Hold 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.
23 4–24
Project Scope Checklist
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer
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ذ25–4
Project Scope: Terms and Definitions
• Scope Statements
–Also called statements of work (SOW)
• Project Charter
–Can contain an expanded version of scope statement
–A document authorizing the project manager to initiate
and lead the project.
• Scope Creep
–The tendency for the project scope to expand over
time due to changing requirements, specifications,
and priorities.
4–26
Step 2: Establishing Project Priorities
• Causes of Project Trade-offs
–Shifts in the relative importance of criterions related
to cost, time, and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
• Managing the Priorities of Project Trade-offs
–Constrain: a parameter is a fixed requirement.
–Enhance: optimizing a criterion over others.
–Accept: reducing (or not meeting) a criterion
requirement.
4–27
Step 3: Creating the Work
Breakdown Structure
• Work Breakdown Structure (WBS)
–An hierarchical outline (map) that identifies the
products and work elements involved in a project.
–Defines the relationship of the final deliverable
(the project) to its subdeliverables, and in turn,
their relationships to work packages.
–Best suited for design and build projects that have
tangible outcomes rather than process-oriented
projects.
Example: Work Breakdown Structure
4–28
4–29
How WBS Helps the Project Manager
• WBS
–Facilitates evaluation of cost, time, and technical
performance of the organization on a project.
–Provides management with information appropriate
to each organizational level.
–Helps in the development of the organization
breakdown structure (OBS). which assigns project
responsibilities to organizational units and individuals
–Helps manage plan, schedule, and budget.
–Defines communication channels and assists
in coordinating the various project elements.
Example: organization breakdown structure
4–30
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4–31
Work Packages
• A work package is the lowest level of the WBS.
– It is output-oriented in that it:
1. Defines work (what).
2. Identifies time to complete a work package (how long).
3. Identifies a time-phased budget to complete a work package (cost).
4. Identifies resources needed to complete a work package (how much).
5. Identifies a person responsible for units of work (who).
6. Identifies monitoring points (milestones) مراحل
for measuring success.
4–32
Step 4: Integrating the WBS
with the Organization
• Organizational Breakdown Structure (OBS)
–Depicts how the firm is organized to discharge its
work responsibility for a project.
• Provides a framework to summarize organization work unit performance.
• Identifies organization units responsible for work packages.
• Ties the organizational units to cost control accounts.
4–33
Step 5: Coding the WBS for
the Information System
• WBS Coding System
–Defines:
• Levels and elements of the WBS
• Organization elements
• Work packages
• Budget and cost information
–Allows reports to be consolidated at
any level in the organization structure
4–34
Project Communication Plan
• What information needs to be collected
and when?
• Who will receive the information?
• What methods will be used to gather
and store information?
• What are the limits, if any, on who has
access to certain kinds of information?
• When will the information be communicated?
• How will it be communicated?
4–35
Information Needs
• Project status reports
• Deliverable issues
• Changes in scope
• Team status meetings
• Gating decisions
• Accepted request changes
• Action items
• Milestone reports
Class Exercise
Scope Creep - What Went Wrong?
• Read the section “What went Wrong?” on pages 197-198 of the textbook and answer the following questions for each of the four organisations discussed:
• What went wrong? –what was the problem?
–how severe was the problem?
–why did the problem occur?
• How could have this situation been avoided? –consider the points in previous 3 slides
36
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7
CASE Tools – used in project management
CASE TOOLS - Computer assisted software engineering
• The greatest breakthroughs in the computer industry have come with the development of software which automates the production of software (Meta-software). Initially programming in machine language is very difficult. With the development of compilers the process of programming became much easier. This idea has been developed further leading to the current use of powerful CASE tools.
• Case tools (programs) assist the programmer by supplying handy tools and software to manage the development workplace.
• CASE tools vary widely in their specificity. Some CASE programs perform limited, specialist functions such as systems analysis modelling tools. Other CASE tools may be very general, managing the whole development cycle over a network with a large development team. The later are called IPSE tools (Integrated project support environments).
• Typical CASE tools may include:
• Process modelling and management tools. Used for clarifying the analysts understanding of the processes carried out within the business.
• Project planning tools. These tools are used for monitoring and managing resources and costs during the duration of a project. Typically related to Gant charts.
• Project management tools. Usually extensions to the project planning tools which measure the progress of the project.
web1.arthurphil-h.schools.nsw.edu.au/.../Year12/.../CASE_Tools.doc
Accessed 24 March 2013
37
CASE Tools – used in project management
38 http://www.filebuzz.com/files/Test_Case/1.html
Accessed 24 March 2013
Concluding comments
• Project Scope Management includes the processes required to ensure that the project addresses all the work required—and only the work required—to complete the project successfully.
• Main processes include:
–Scope Planning
–Scope Definition
–WBS creation
–Scope Verification
–Scope Control
39
4–40
Key Terms
Cost account
Milestone
Organization breakdown structure (OBS)
Scope creep
Priority matrix
Responsibility matrix
Scope statement
Process breakdown structure (PBS)
Work breakdown structure (WBS)
Work package