M3 ScopeManagment v.1.0

8/13/2019 M3 ScopeManagment v.1.0

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Maria Maddalena Ruggini, PMP

CC ERP Roma

Scope Management (M3)

Project Management and SAP


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Scope Management

1. Introduction

2. Collect requirements

3. Define scope4. Create WBS


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Introduction

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A project needs a leader(project manager) to answer the

questions: "What?Why? and How?".

That is to say:

Whatis it that we are trying to do?

Whyare we doing it? And,

Howare we going to get it done?

You might also ask another four questions, namely:

"Who?Where?When?And How Much?" But these four are

secondary and will come later.


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Scope Management


With a solid understanding and application of requirements management

pract ices, you can reduce project and program failure and more fully meet

the needs of both your customer and your entire organization


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Collect Requirements


The purpose of this activity is to collect and document both

process-related as well as project-/non-process-related

customer requirements, which in summary and as appendixbecome part of the scope statement.

Project success is directly influenced by active stakeholder

involvement and the accuracyof the activity.

Requirements must be: Elicited

Analyzed

Recorded

in enough details to be included in the scope baselineand

to be measured once project execution begins.


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Project/Product requirements are the foundationof the WBS.


Requirements, to be included in thebaseline, must be unambiguous

(measurable and testable), traceable,

complete, consistentand acceptable


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Requirements can be grouped into classifications. These

classifications include:

Businessrequirements (eg. The reason why the project has

been undertaken

Stakeholder requirements

Solutionrequirements (functional/non

functional)

Transitionrequirements (data

conversion, training, OCM (*), )

Project requirements (action, processes, )

Qualityrequirements

(*) Organizational Change Management


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Collect Requirements - Output


The Requirements Traceability Matrix (RTM) is a tool to help

ensure that the projects scope, requirements, and deliverables

remain as is when compared to the baseline. Thus, it traces thedeliverables by establishing a thread for each requirement- from

the projects initiation to the final implementation.


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Collect Requirements - Output


The Requirements Traceability Matrix (RTM) is a tool to help

ensure that the projects scope, requirements, and deliverables

remain as is when compared to the baseline. Thus, it traces thedeliverables by establishing a thread for each requirement- from

the projects initiation to the final implementation.


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Define Scope


The Scope Statement is an essential element of any project.

Project managers use the Scope Statement as a written

confirmation of the results your project will produce and theconstraints and assumptions under which you will work. Both the

people who requested the project and the project team should

agreeto all terms in the Scope Statement before actual project

work begins.

The Preliminary Project Scope Statement

is developed in the Project Preparation phase


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Define Scope


A good Scope Statement includes the following information:

Product scope description: The characteristics of the products,

services, and/or results your project will produce.

Acceptance criteria: The conditions that must be met before project

deliverables are accepted

Deliverables

Project Exclusions

Constraints restrictions that limit what you can

achieve, how and when you can achieve it, and

how much achieving it can cost

Assumptions statements about how you will

address uncertain information as you conceive,plan, and perform your project.


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Define Scope


Think of your Scope Statement, when viewed together with the other

components of your project plan, as a binding agreement in which:

You and your team commit to producing certain results.

Your projects requesters commit that theyll consider your project 100

percent successful if you produce these results.

You and your team identify all restrictions regarding your approach to

the work and the resources you need to support your work.

Your projects requesters agree that there are no

restrictions other than the ones youve identified

and that theyll provide you the support you

declare you need.

You and your team identify all assumptions youmade when setting the terms of your Scope Statement.

Your projects requesters agree that, if any of these assumptions prove

to be invalid, you may have to modify some or all of your project plans.

D fi S


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Define Scope


A well-written Scope Statement is an important resource for

helping to manage stakeholder expectations.

Of course, predicting the future is impossible.

In fact, the farther into the future you try to

look, the less certain your predictions can

be. However, your Scope Statement

represents your project commitments

based on what you know todayand expect

to be true in the future.

D fi S


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Define Scope


If and when situations change, you have toassess the effect of the changes on all aspects

of your project and propose the necessary

changes to your Scope Statement.

Your projects requesters always have the

option of either accepting your proposed

changes (and allowing the project to continue)

or refusing the change or canceling your

project.


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Create WBS


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Create WBS


The work breakdown structure

(WBS)for the project, is a

deliverable-oriented, hierarchicaldecomposition of the work to be

executed by the project team to

complete the project.

It is the basis(foundation) for the organization andcoordination of the project.

Create WBS


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Create WBS


.A WBS consists of WBS elements that

describe project tasks and subtasks to

perform within a defined time period

Summary activity

Comprise a set of

Subordinate items

Work package

deliverables or

consistent portions

of the work to be done

0.0 Retail Web Site

1.0 Project Management

2.0 Requirements Gathering

3.0 Analysis & Design

4.0 Site Software Development

4.1 HTML Design and Creation

4.2 Backend Software

4.2.1 Database Implementation4.2.2 Middleware Development

4.2.3 Security Subsystems

4.2.4 Catalog Engine

4.2.5 Transaction Processing

4.3 Graphics and Interface

4.4 Content Creation

5.0 Testing and Production

Create WBS


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Create WBS

Decomposition logic


Decomposition of project scope generally involves the following

activities:

Identify each work package & WBS components

with unique code

Verify if the degree of decomposition of the work is necessary

and sufficient No. of Levels of WBS need not be same for all deliverables

Gather information on major project

deliverables and analyze related tasks

Start development of work breakdown

structure (WBS) at the highest level

Decompose the upper WBS levels intolower level detailed components (WP)


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Exercise

Creation of a WBSDuration : 30 min

Create WBS


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Create WBS

Standard WBS


.For SAP projects, once the PM Team have defined the project life

cycle (standard project, global roll out, upgrade, etc), you can

have a standard WBS and WBS Dictionary.

The application of a standard WBS, even if not mandatory, is

strongly recommended because:

The templates are improved over time and collect the experienceof several projects

Avoid the risk of forgetting important activities/deliverables

Define a common vocabulary

Facilitate the standardization of the documentation

Create WBS


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Create WBS


. When do I stop decomposing?

When you feel that your WBS can be a valuable tool forcommunicat ionwith various stakeholders on the project

and

When you feel that the decomposition can allow easy cont ro land

moni tor ingof project status

There are no right or wrong WBS, but WBS more orless useful.

Create WBS


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Create WBS

General rules for WBS decomposition


. 100% rule

The WBS must include no more than 100% of the work defined by the

project scope and capture all measurable deliverablesinternal,external, interimin terms of the work to be completed, including project

management.

8/80 rule

No work package should be less than 8 hours or greater than 80 hours.Notice that the work package is the lowest level of the WBS. Activities and

tasks are not included in the WBS. They will be planned from the work

packages once they are assigned.

Reporting period rule

No activity or group of activities at the lowest level of detail of the WBSshould be longer than a single reporting period. Thus if the project team

is reporting progress monthly, then no single activity or series of activities

should be longer than one month long.

Collect requirements


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Collect requirements

Documents

M3 ScopeManagment v.1.0