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7/23/2019 3 Defining the Project
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DEFINING THE PROJECTDEFINING THE PROJECT
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IMPACT ON PROJECT MANAGER
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DEFINING THE PROJECT
Step 1: Defining the Project Scope
Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Coding the WBS for Information System
Step 5: Integrating the WBS with Organization
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Defining Project ScopeDefining Project Scope&&
Project CharterProject Charter
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DEFINING THE PROJECT SCOPE
Project Scope
Scope refers to all the work involved in creating the products
of the project and the processes used to create them. A definition of the end result or mission of the project (e.g.
product/service for the client)—in specific, tangible, and
measurable terms.
Purpose of the Scope Statement
To clearly define the deliverable(s) for the end user.
To focus the project on successful completion of goals.
To be used by the project owner and participants as a
planning tool and for measuring project success.
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ELEMENTS OF PROJECT SCOPE
Objective
What, when, how much
Deliverables
Expected output over life of project Milestones
A significant event at a point in time
Major segments of work
Technical requirements
Standards, Specifications
Limits and exclusions
Boundary of the project
Outsourcing work details
Reviews with Customer
Internal and external customer review
Key performance requirements
ObjectiveObjective
DeliveraDelivera
blesbles
MileMile
stonesstonesTechTech
Req.Req.
LimitsLimitsExclusionExclusion
Customer Customer
ReviewReview
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SCOPE STATEMENT: EXAMPLE
You are in charge of organizing a dinner-dance concertfor 30 couples. You have hired a jazz combo.
Develop a scope statement for this project thatcontains examples of all the elements. Assume that
the event will occur in December last week, 2012 and
provide your best guess estimate of the dates for
milestones.
Some of the necessary information has not yet beenprovided for you by your customer. Identify it.
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SAMPLE SCOPE STATEMENT
1. Project Objective: Organize a dinner dance for 30 couples by 31st Dec, 2012 at a cost not greater
than Rs 50,000 to raise money for a local charity.
2. Deliverable
60 Catered dinners, Jazz combo, Rented hall, printed tickets …
3. Milestones:
Find and Reserve hall by date 25th september, 2012,
Sell 30 tickets by 1st Dec, 2012
Arrange caterer by 10th Dec, 2012…..
4. Technical Requirements: Hall has suff icient space for tables to seat 60 people & large enough dance floor.
Convenient parking (or transit) available
Hall has infrastructure to support catered dinner and jazz combo
Meals include vegetarian option (or other such)
5. Limits and Exclusions:
Caterer responsible for preparing, serving, and clean-up
Jazz combo responsible for bringing, setting up, and using sound system
Event transpires between 7:00pm – 1:00am
6. Customer Review: Charity official
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SCOPE MANAGEMENT PROCESSES
1. Project scope initiation: Ensuring that authority &resources are committed to developing a scopemanagement plan
2. Scope Planning: Setting the scope boundary todetermine what is/is not included in the project work
3. Scope definition: Identifying the product and project
deliverables that support the project’s Measurableorganizational value (MOV).
4. Scope verification: Confirming that the project’sscope is accurate, complete, and supports the
project’s MOV5. Scope change control: Ensuring that controls are in
place to manage scope changes once the project’sscope is set. These procedures must be
communicated to all project stakeholders
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SCOPE MANAGEMENT PROCESS
o u t c o m e
Measurable organizational value (MOV).
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SCOPE CHANGE CONTROL PROCEDURES
SCOPE CHANGE REQUEST FORM
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SCOPE CHANGE CONTROL PROCEDURES
SCOPE CHANGE REQUEST LOG
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MYTHS OF SCOPE MANAGEMENT
1. A scope statement will clearly define what a project will do.
Good scope statement will also make it clear as to what project will
not attempt to do. It not only keeps things in, it also keeps things out
2. Once the scope of the project is defined, hold firm because any
deviation from original plan is a sign that project is out of control.
Scope change is inevitable. Early estimates should be revised as
new information is acquired.
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3. A function of a scope change committee is to arbitrate user
requests for additional features or functionality beyond the original
project charter.
The project nit get off track while the scope change committee
reviews a particular change.
4. Regular and frequent meetings with senior management will ensure
they are kept up to date and will result in goodwill and support.
They may not be listening -> focus on the benefit of the system
5. You can always make up schedules and budgets later on if they
slip a little bit.
Catching up is a rare occurrence. If there are minor setbacks, it is
important that the project manager honestly informs management
MYTHS OF SCOPE MANAGEMENT
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PROJECT CHARTER
Project charter is a document that formally
recognizes the existence of a project and
provides a direction on the project’s objectives
and management.
It should come from someone outside the project
team itself with funding-access, resource-
assignment, and decision-making authority
sufficient to support the project.
This person is known as the project sponsor.
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Principal document for transmitting the customer’s
project requirements
Written Description of project requirements
Technical or performance specifications
High Level schedule and mile stones
Budget (optional)
Acceptance Criteria
Key contact personnel
Scope Change process
Communication requirements
PROJECT CHARTER
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WHY HAVE A PROJECT CHARTER?
Document project Measurable Organizational Value (MOV)
Get approval to proceed with the project & obtainsufficient approval for resources to move to the next
phase of the project (with project infrastructure in mind).
Communicate to stakeholders & other interested parties
the mission, objectives of the project.
Communicate to the project team what they are expected
to accomplish - roles and responsibilities.
Summarize details of project plan & control mechanisms
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WHAT SHOULD BE IN A
PROJECT CHARTER? Project Mission
Project Identification
Project Stakeholders
Project Description
Measurable Organizational
Value (MOV)
Project Scope
Project Schedule
Project Budget
Resources
Assumptions and Risks
Quality Issues
Project Administration
Acceptance & Approval
References
Terminology
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PROJECT CHARTER TEMPLATE I
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PROJECT CHARTER TEMPLATE II
List at least Three SMART Object ives.
Project A ssumptions
List at least three Project Assum ptions.
Project Constraints
See Project Pr ior i ty Matr ix in Appendix. L is t any other constra i
n
Project Phases
Indicate the phases of the proposed project.
Mi lestones
List major milestones for project identi f ied so far . Include at
least f ive throug hou t the l i fe of the project. )
Project Risks
Attach Risk Identi f icat ion Worksheets and Risk Pr ior i ty
Stakeholders
Attach Potent ia l S takeholders W orksheet .
S ignature Page Grant ing Autho r i ty to Proceed
Obta in s ignatures of Project Sponsor and Project M anager .
Project Spo nsor S ignature:
Project M anager S ignature:
S pecific
Measurable
Assignable
Realistic
Time-framed
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PROJECT CHARTER TEMPLATE III
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PROJECT CHARTER TEMPLATE III
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Establishing Project PrioritiesEstablishing Project Priorities
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ESTABLISHING PROJECT PRIORITIES
Causes of Project Trade-offs
Shifts in the relative importance of
criterions related to cost, time, andperformance parameters
• Budget–Cost• Schedule–Time
• Performance–Scope
Managing the Priorit ies of ProjectTrade-offs
Constrain: the parameter is a fixedrequirement.
Enhance: opt imizing that parameter over
others.
Accept: reducing (or not meeting) aparameter requirement.
• Which criterion can be relaxed?
• is it okay for schedule to slip/ reducescope/ have cost overruns?
QualityQuality
CostCost
ScopeScope
TimeTime
Project TradeProject Trade--offsoffs
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PROJECT PRIORITY MATRIX
Don’t have to have 1 in each, but is the most typical.
Don’t make mistake of having all be enhance.
Typically we have at least 1 accept.
PerformancePerformance
is criticalis critical
It has to beIt has to be
attainedattained
Try as much asTry as much as
possible to quickly possible to quickly
finish the projectfinish the project Going overGoing over budget though budget though
not desirable isnot desirable is
acceptableacceptable
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PROJECT PRIORITY MATRIX:
EXAMPLES
Define a project priority
matrix for the following
projects
The new Mumbai Bridge on
Sea (Bandra-worli)
Your wedding
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T NKYOU
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