项目范围管理+wbs

项目范围管理iSoftStone Information Service Corporation2006-5-15What is Project Scope Management?•Includes the processes required to ensure that the project includes all, and only work required（确保项目包括成功完成项目所需的全部工作，但又只包括必须完成的工作的各个过程）–Scope Planning–Scope Definition（范围说明书，决策依据）–Create WBS（划分大的交付成果与项目工作）–Scope Verification（验收完成的交付成果）–Scope Control（控制变更）•Defining what “is/is not”included in the project（应该与不应该）©2005 iSoftStone Information Service Corporation. All rights reserved.Project vs. Product Scope•Project scope –work that must be done –measured against project management plan and scope baseline (scope statement, associated WBS and WBS dictionary) •Product scope –features and functions included in the product or service –measured against requirements©2005 iSoftStone Information Service Corporation. All rights reserved.•Scope Planning Defines–How project scope is managed,–How to Define, Verify and Change Control ProjectScope–Control what is/is not in the project; preventsdelivering “extra”benefits to the customer that were not specified/required©2005 iSoftStone Information Service Corporation. All rights reserved.©2005 iSoftStone Information Service Corporation. All rights reserved.Outputs from?(Fig.5-2)Related Org. Policies,ProceduresHistorical Info, LessonlearnedSubsidiary of the project mgt. plan Formal or informal based on projects needs•Scope Definition –Develop a detailed project scope statement •Scope statement –a document used to develop and confirm a common understanding of a project scope. Should include:–Project Objective –what determine project success–Brief description of project product–Summary of all project deliverable:•outputs which comprise the product/service of the project•and ancillary results e.g: project management reports,documentation–Initial project organization–Initial project risks©2005 iSoftStone Information Service Corporation. All rights reserved.Methods of translating objectives into tangible deliverable andrequirementsGenerate differentapproaches to executeproject workIdentify Stakeholder needsConvert Needs ->RequirementsSubjective expectations entail risks©2005 iSoftStone Information Service Corporation. All rights reserved.•What is a WBS?–deliverable-oriented, hierarchical decomposition of project work –subdivides the project work into smaller, more manageable pieces of work•Improve accuracy of cost, time, and resource estimates•Clear responsibility assignments•Critical to project success –reduces risk of higher cost,redundancy, time delays, and poor productivity•Defines “what”you are doing–lowest-level WBS components -work packages, can be scheduled, cost estimated, monitored, and controlled©2005 iSoftStone Information Service Corporation. All rights reserved.Output from?1.WBS from aprevious project2.Standard WBStemplate fromapplication areasand performing org.3.PMI also provideguidance for WBS2.Balance between too littleand too much in the detaillevel of WBSScope baseline©2005 iSoftStone Information Service Corporation. All rights reserved.Create WBS -Decomposition•Can take numerous forms–Using major deliverables and subprojects as first level (Fig.5-6)•subprojects may be developed by organizations outside theproject team–Using phases of the project life cycle as the first level, project deliverables as the second level (Fig.5-7)–Using different approaches within each branch of the WBS (as illustrated in Figure 5-8, test and evaluation is a phase, airvehicle is a product, and training is a supporting service )•Verify correctness of decomposition–All items necessary and sufficient?–Clearly and completely defined?–Appropriately scheduled, budgeted, assigned?©2005 iSoftStone Information Service Corporation. All rights reserved.Create WBS Output -WBS•Each descending level represents further detail; smaller and more manageable pieces•Each item is assigned a unique identifier collectively known as “code of accounts”•Work element descriptions included in a WBS dictionary (work, schedule and planning information)•Distinguish with other kinds of breakdown structure–Organizational Breakdown Structure (OBS) -hierarchical depiction of the project organization–Bill of Materials (BOM) -hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate amanufactured product–Risk Breakdown Structure (RBS) -hierarchical depiction of project risks arranged by risk category.–Resource Breakdown Structure (RBS) -hierarchical depiction of the resources by type to be used on the project.©2005 iSoftStone Information Service Corporation. All rights reserved.Scope Definition Outputs (WBS) -Benefits•Prevent work slippage•Project team understands how their tasks fit into the overall project and their impact upon the project•Facilitates communication and cooperation between project team and stakeholders•Helps prevent changes•Focuses team experience into what needs to be done –results in higher quality•Basis and proof for estimating staff, cost and time•Gets team buy-in, role identification•Graphical picture of the project hierarchy•Identifies all tasks©2005 iSoftStone Information Service Corporation. All rights reserved.Rolling Wave Elaborating•Charter ->Scope Statement->WBS •Objective -> Deliverable->Work Package •Recognize existence of project->Common understanding on what to be done->Scope baseline©2005 iSoftStone Information Service Corporation. All rights reserved.•Formal acceptance of project scope completion includes reviewing deliverables to ensure that each is completed satisfactorily •Scope Verification vs. Quality Control–In parallel–Scope Verification•Acceptance•Inspect Deliverable–Quality Control•Correctness -meeting quality requirements•Inspection include activity and project management results ©2005 iSoftStone Information Service Corporation. All rights reserved.Output from?1.measuring, examining,and verifying todetermine whether workand deliverables meetrequirements andacceptance criteria.2.Variously called reviews,product reviews, audits,and walkthroughs.Either acceptable or non-acceptable needsdocumenting©2005 iSoftStone Information Service Corporation. All rights reserved.•Scope Change Control–Influencing factors to ensure that changes arebeneficial–Determining scope change has occurred–Managing changes when they occur–Thoroughly integrated with other control processes •Uncontrolled changes are often referred to as project scope creep •It is very difficult to create a good scope statement and WBS for a project•It is even more difficult to verify project scope and minimize scope changes©2005 iSoftStone Information Service Corporation. All rights reserved.©2005 iSoftStone Information Service Corporation. All rights reserved.1.Assess the magnitude of variance 2.Determine cause of variance 3.Decide whether corrective action neededassure requested changes to project & product scope are thoroughly considered and documented before being processedProvide information on projectwork performance, such asinterim deliverables that havebeen completed Expansion/shrink of scope baseline derived from :1.External events (government regulations etc.)2.Scope definition errors of product or projectScope Change Control Outputs•Scope Change Control Outputs:–Scope Changes: Scope Statement, WBS and WBS dictionary, fed back through planning processes–Corrective Actions–Lessons Learned –cause and reasoning forvariances documented for historical purposes©2005 iSoftStone Information Service Corporation. All rights reserved.•参见考题©2005 iSoftStone Information Service Corporation. All rights reserved.谢谢iSoftStone Information Service Corporation2006-5-15。