Planning the work scope

8/12/2019 Planning the work scope

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Programme : BBA

Semester

Subject Code: IB 0006

Subject Name: Project Planning and Scheduling

Unit Number: 4

Unit Title : Planning the work scope


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Introduction

The scope is the most important element to understand about

any project. All planning and allocation of resources are

anchored to this understanding. Scope creep is a significant

risk in software development projects. We discuss why this is

so, and how to avoid or at least mitigate the risk. New softwareis usually developed as a result of a customer identifying a

need.

The Project Management Institute Project Management Body

of Knowledge (PMBOK) defines product scope as the featuresand functions that are to be included in a product or service.


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Objectives

To assess scope, schedule and cost estimates in planning

To understand Work Break Down structure

To understand authority and responsibility in an organization

To assess Scope of the Project and its Objectives

To understand approach and strategies for effective

implementation of planning

To assess integration a project requires


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Planning and Control

All work (including programs, projects, and cost center

accounts) should be planned and controlled in accordance

with the following minimum requirements:

Planning must clearly relate cost and schedule to the scopeof work

Planning must identify desired performance and technology

levels.

Planning must be based on the current best estimates of

the eventual cost, schedule, and scope of work.

Scope, schedule, and cost estimates must be defined and

documented. The basis for planning (estimates) must be

documented and available for review by a knowledgeable

group of peers.


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Work Breakdown Structure

The WBS is a product-oriented hierarchy of the scope of

work, and is embodied in a numbering structure that provides

a system for organizing the scope in a logical manner.

A properly prepared WBS should facilitate the following:

Ensure better understanding of work

Planning of all work

Identifying end products and deliverables

Defining work in successively greater detailRelating end items to objectives

Assigning responsibility for all work

Estimating cost and schedules

Planning and allocating company resources


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Scope of the Project and its Objectives

Defining the Project:

Have you ever had a project that took longer than was

expected, cost more, or ended up totally different than the

original plan? You're not alone. Most projects sway from theinitial idea, but they shouldn't and don't have to. By keeping the

proper scope of your project, you will be able to finish on time,

on budget, and with fewer headaches.

Quality is hard to define but some companies use standardswhich set the quality parameters. A danger is where the cost

and time limits are precise and the project is not. This will allow

the project scope to grow without control and will place the

manager under great pressure.


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Internal environment

The internal environment is essentially all the factors that can

be controlled by the organization. These factors are usually

things like technology advancement, e-commerce,

andbusiness expansion.

The factors that constitute the internal environment:

Value System

Vision, Mission and ObjectivesManagement Structure and Nature

Internal Power Relationship

Human Resources

Company Image and Brand Equity
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Planning Basis:

The planning basis section provides for the documentation of

key approaches, assumptions, requirements and other factors

considered during preparation of the PMP.

The following topics are addressed in this section.

Project deliverables / end products

Requirements

ConstraintsApproaches / strategies

Key assumptions

Specifically excluded scope


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Project Specifications

Project specifications are a part of the statement of work.

Specifications are used for man-hour, equipment, and material

estimates. Small changes in a specification can cause large

cost overruns.

Milestone Schedules:

Project milestone schedules contain such information as:

Project start date

Project end date

Other major milestones

Data items (Deliverables or Reports)


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Schedules

All work should be scheduled.

A management summary schedule that encompasses major

customer and management requirements should be developed.

The management summary schedule should correspond to theupper levels of the WBS, and should identify major and key

milestones.


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Metrics for Business Case:

Opportunity options (sales volume, market share, and follow

Resource requirements (team knowledge, requirements, and

skill set).

Refined project costs

Refined savings

Benefits (financial, strategic, payback).

Risks.

Exit strategies.

Overall complexity.

Technology complexity and constraints


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Project Charter:

The project charter may be prepared in quite a detailedmanner including the following:

The scope baseline / scope statement

Scope and objectives of the projects (SOW)

Specifications

Broad WBS

Timing

Spending Plan

The Management Plan

Resources requirements and man loading

Resources of key personnel

Organizational relationship and structure

Responsibility assignment matrix

Support required from other organizations


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Managing Project Scope

Ok, you're about to kick-off a project you're managing. The

scope and budget are set, the team knows what they're

delivering, and everyone is ready to begin. You're confident

that hours have been allocated appropriately, but you alsoknow how easy it is for scope to slip away from you - you need

to keep a good handle on this project to ensure the team

doesn't squander their hours and push the project over budget.

In this article, I'll review some solid tactics you can employ to

progressively manage your project budget and maintain totalvisibility from beginning to end.


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There are seven essential elements that need to be included in

the project definition:

A clear description of the business problem and the solution to

that problem

A description of the benefits of completing the project (the

business case)

A concise (25-30 word) definition of the project schedule, scope

and budget)

A list of the major deliverables (which, when delivered, completely

satisfy the scope of the project), including what is in scope and

out of scope for each

A priority matrix which summarizes the sponsor's priorities for theschedule, scope and budget parameters that define the project

Target customers for the project deliverables

Project dependencies (committed dates and commitments to/from

other projects)


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Create a Work Breakdown Structure (WBS)

The WBS is the foundation of the project plan. The WBS is a

hierarchical logical structure that represents all the work

necessary to produce all the project deliverables. By doing so it

organizes and defines the total scope of the project. Work that

is not in the WBS is outside the scope of the project.

Integrating Scope with Schedules

Project start and end dates, if known, must be included. Other

major milestones such as review meetings, prototype available,procurement, testing, and so on, should also to be identified.

The last topic, data items, is often overlooked.


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Documents

Planning the work scope