L5 Project Scope Management

School of Information TechnologyBachelor of Information TechnologyProject Management: CIT3114Lecture 5: 8/10/2012Topic: Project Scope Management1.To understand the elements that make good project scope management important.2.To describe the strategic planning process, apply different project selection methods,such as a net present value analysis, a weighted scoring model, and a balanced scorecard, and understand the importance of creating a project charter.3.To explain the scope planning process and contents of a scope statement.4.To discuss the scope definition process and construct a work breakdown structure usingthe analogy, top-down, bottom-up, and mind mapping approaches.5.To understand the importance of scope verification and scope change control to avoidscope creep on information technology projects.6.To describe how software can assist in project scope management.5.1 Definition•Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done.•Deliverables are products produced as part of a project, such as hardware or software, planning documents, or meeting minutes.•The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how these will be produced.•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 projectsuccessfully. Managing the project scope is primarily concerned with defining andcontrolling what is and is not included in the project.5.2 Project Scope Management Process•Initiation: beginning a project or continuing to the next phase•Scope planning: developing documents to provide the basis for future project decisions•Scope definition: subdividing the major project deliverables into smaller, more manageable components•Scope verification: formalizing acceptance of the project scope•Scope change control: controlling changes to project scope5.2.1 Initiation▪The first step in initiating projects is to look at the big picture or strategic plan of an organization▪Strategic planning involves determining long-term business objectives▪IT projects should support strategic and financial business objectivesMethods of selecting projects:•focusing on broad needs•categorizing projects•performing financial analyses•using a weighted scoring model•implementing a balanced scorecardFinancial analysis of projects•Financial considerations are often important considerations inselecting projects•Three primary methods for determining the projected financialvalue of projects:•Net present value (NPV) analysis•Return on investment (ROI)•Payback analysis5.2.2Scope planningA scope statement is a document used to develop and confirm a commonunderstanding of the project scope. It should include• a project justification• a brief description of the project’s products• a summary of all project deliverables• a statement of what determines project success5.2.3Scope statement• A scope statement is a document used to develop and confirm a common understanding of the project scope. It should include:• a project justification• a brief description of the project’s products• a summary of all project deliverables• a statement of what determines project success5.2.4Scope verification•formal acceptance of the completed project scope by the stakeholder•acceptance achieved by a customer inspection and then sign-off on key deliverables5.2.5 Scope change control•involves controlling changes to the project scope•goal is to influence the factors that cause scope changes5.3 Suggestions for improving user input•Develop a good project selection process and insist that sponsors are from the user organization•Have users on the project team in important roles•Have regular meetings•Deliver something to users and sponsors on a regular basis•Co-locate users with developers5.4 Automation in project scope management•Word-processing software helps create several scope-related documents•Spreadsheets help to perform financial calculations, create weighted scoring models, and develop charts and graphs•Communication software like e-mail and the Web help clarify and communicate scope information•Project management software helps in creating a WBS, the basis for tasks on a Gantt chart•Specialized software is available for applying the balanced scorecard, creating mind maps, managing requirements, and so on5.5 Work Breakdown Structure (WBS)a)WBS is a product-oriented family tree subdivision of the hardware, services, anddata required to produce the end product.b)WBS is structured in accordance with the way the work will be performed andreflects the way in which project costs and data will be summarized andeventually reported.5.5.1 Frameworka)The total program can be described as a summation of subdivided elements.b)Planning can be performed.c)Costs and budgets can be established.d)Time, costs, and performance can be tracked.e)Objectives can be linked to company resources in a logical manner.f)Schedules and status-reporting procedures can be established.g)Network construction and control planning can be initiated.h)The responsibility assignments for each element can be established.5.5.2 The WBS acts as vehicle for breaking the work down into smaller elements, thusproviding a greater probability that every major and minor activity will be accounted for. The most common six-level indented structure:Level DescriptionManagerial 1 Total programlevels 2 Project3 TaskTechnical 4 Subtasklevels 5 Work package6 Level of effortLevel 1: authorization and release of all workLevel 2: budgets are preparedLevel 3: schedules are preparedLevel 4: delegation of tasksLevel 5: identify work packages (identify discreet tasks that havedefinable end results)Level 6: validates work methods and accountability。