6/15/2014

1

CHAPTER 4

Defining the Project

4–1 4–2

Where We Are Now

4–3

Defining the Project

Step 1: Defining the Project Scope

Step 2: Establishing Project Priorities

Step 3: Creating the Work Breakdown Structure

Step 4: Integrating the WBS with the Organization

Step 5: Coding the WBS for the Information

System

Case Study:

University Library Management System

4–4

Step 1: Defining the Project Scope

• Project Scope

–A definition of the end result or mission of the

project—a product or service for the client/customer—

in specific, tangible, and measurable terms.

–“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 project successfully.

–Managing the project scope is primarily concerned

with defining and controlling what is and is not

included in the project.”…

4–5

Step 1: Defining the Project Scope

• Purpose of the Scope Statement

–To clearly define the deliverable(s) for the end user.

–To focus the project on successful completion

of its goals.

–To be used by the project owner and participants

as a planning tool and for measuring project success.

What is involved Project Scope Management?

• Scope –we use the word in two senses

• the scope of the product (ie the system under development) – essentially the same as the requirements

• the scope of the project – all the work involved in creating the products of the project and the processes

used to create them

• A deliverable – things that are produced as part of a project, such as a

system (i.e. the product), planning documents, or meeting minutes.

• Project Scope Management – includes processes involved in defining and controlling

what is or is not included in a project (and the product).

6

6/15/2014

2

Project Scope Management Processes –

include: • Scope Planning:

– Deciding how the scope will be defined, verified, and controlled.

• Scope Definition: – Reviewing the project charter and preliminary scope statement

and adding more information as requirements are developed and change requests are approved.

• Creating the WBS: – Subdividing the major project deliverables into smaller, more

manageable components.

• Scope Verification: – Formalising acceptance of the project scope.

• Scope Control: – Controlling changes to project scope.

7

What is involved Project Scope

Management?

• Collect Requirements – is the process of capturing stakeholder needs and expectations in order to meet the objectives for the project, while at the same time, managing these expectations.

• Interviewing stakeholders one-on-one is often very effective, although it can be very expensive and time-consuming. Holding focus groups, facilitated workshops, and using group creativity and decision-making techniques to collect requirements are normally faster and less expensive that one-on-one interviews.

8 PMI, PMBOK 4th Ed, 2008, and Schwalbe, 2011, pg 181

What is involved project scope management?

9 PMI, PMBOK 4th Ed, 2008, pg 106

Scope Planning & Management Plan

• The Scope Management Plan

–a document that includes descriptions of how the team

will prepare the project scope statement, create the

WBS, verify completion of the project deliverables,

and control requests for changes to the project scope.

–Key inputs include the project charter, preliminary

scope statement, and project management plan.

10

Scope Definition / Project Scope Statement

• The preliminary scope statement, project

charter, organisational process assets, and

approved change requests provide a basis for

creating the project scope statement.

• As time progresses, the scope of a project

should become clearer and more specific.

11

12 PMI, PMBOK 4th Ed, 2008, pg 113

6/15/2014

3

Scope Definition / Project Scope Statement

• See page 183 of the textbook – Table 5.2 a

Sample Project Charter and Table 5.3 on page

185 that displays a table further defining the

project scope.

• Project Charter Example on page 183 –

Information Technology (IT) Upgrade Project

13

Creating the Work Breakdown Structure

• Deliverable-oriented grouping of the work

involved in a project that defines the total scope

of the project.

• Foundation document that provides the basis for

planning and managing project schedules,

costs, resources, and changes.

• Decomposition is subdividing project

deliverables into smaller pieces.

–a hierarchy of levels

14

15 PMI, PMBOK 4th Ed, 2008, pg 117

WBS by parts of the deliverable

16

Figure 5-2 (Schwalbe, p 189)

WBS by different development phases

17

Figure 5-3 (Schwalbe, p 190)

WBS by different development phases

18 PMI, PMBOK 4th Ed, 2008, pg 120

6/15/2014

4

Approaches to Developing WBSs

• Guidelines –Some organizations, such as the DOD, provide guidelines

for preparing WBSs.

• Analogy approach –Review WBSs of similar projects and tailor to your project.

• Top-down approach –Start with the largest items of the project and break them

down.

• Bottom-up approach –Start with the specific tasks and roll them up.

• Mind-mapping approach –Write tasks in a non-linear, branching format and then

create the WBS structure.

19

Approaches to Developing WBS’s -

Mind Maps

20

Figure 5.6, Schwalbe, p 198

Approaches to Developing WBS’s

WBS developed from previous mind map

21

Figure 5.7, Schwalbe, page 198

How do we manage scope creep?

• Scope creep is where the projects scope changes (usually grows) as the project progresses – nature of systems development is such that scope cannot be set in

concrete

– almost a natural tendency for project to grow • by grow we mean address other problems or opportunities • can be ‘well, while you are there, you may as well address ….’

• a key cause of problems and ultimately failure on projects – original schedule and budget determined for a much smaller project

• scope verification and control are the processes in which we specifically look to manage scope creep

• managing scope is seen to involve two key aspects – improving user input into the project

– reducing incomplete and changing requirements

22

Scope Creep

Improving user input

• A number of tactics can be employed to improve the

users involvement and hence input into the project

–Develop a good project selection process and insist that

sponsors are from the user organization.

–Place users on the project team in important roles.

–Hold regular meetings with defined agendas, and have

users sign off on key deliverables presented at meetings.

–Deliver something to users and sponsors on a regular

basis.

–Don’t promise to deliver when you know you can’t.

–Co-locate users with developers.

23 4–24

Project Scope Checklist

1. Project objective

2. Deliverables

3. Milestones

4. Technical requirements

5. Limits and exclusions

6. Reviews with customer

6/15/2014

5

ذ25–4

Project Scope: Terms and Definitions

• Scope Statements

–Also called statements of work (SOW)

• Project Charter

–Can contain an expanded version of scope statement

–A document authorizing the project manager to initiate

and lead the project.

• Scope Creep

–The tendency for the project scope to expand over

time due to changing requirements, specifications,

and priorities.

4–26

Step 2: Establishing Project Priorities

• Causes of Project Trade-offs

–Shifts in the relative importance of criterions related

to cost, time, and performance parameters

• Budget–Cost

• Schedule–Time

• Performance–Scope

• Managing the Priorities of Project Trade-offs

–Constrain: a parameter is a fixed requirement.

–Enhance: optimizing a criterion over others.

–Accept: reducing (or not meeting) a criterion

requirement.

4–27

Step 3: Creating the Work

Breakdown Structure

• Work Breakdown Structure (WBS)

–An hierarchical outline (map) that identifies the

products and work elements involved in a project.

–Defines the relationship of the final deliverable

(the project) to its subdeliverables, and in turn,

their relationships to work packages.

–Best suited for design and build projects that have

tangible outcomes rather than process-oriented

projects.

Example: Work Breakdown Structure

4–28

4–29

How WBS Helps the Project Manager

• WBS

–Facilitates evaluation of cost, time, and technical

performance of the organization on a project.

–Provides management with information appropriate

to each organizational level.

–Helps in the development of the organization

breakdown structure (OBS). which assigns project

responsibilities to organizational units and individuals

–Helps manage plan, schedule, and budget.

–Defines communication channels and assists

in coordinating the various project elements.

Example: organization breakdown structure

4–30

6/15/2014

6

4–31

Work Packages

• A work package is the lowest level of the WBS.

– It is output-oriented in that it:

1. Defines work (what).

2. Identifies time to complete a work package (how long).

3. Identifies a time-phased budget to complete a work package (cost).

4. Identifies resources needed to complete a work package (how much).

5. Identifies a person responsible for units of work (who).

6. Identifies monitoring points (milestones) مراحل

for measuring success.

4–32

Step 4: Integrating the WBS

with the Organization

• Organizational Breakdown Structure (OBS)

–Depicts how the firm is organized to discharge its

work responsibility for a project.

• Provides a framework to summarize organization work unit performance.

• Identifies organization units responsible for work packages.

• Ties the organizational units to cost control accounts.

4–33

Step 5: Coding the WBS for

the Information System

• WBS Coding System

–Defines:

• Levels and elements of the WBS

• Organization elements

• Work packages

• Budget and cost information

–Allows reports to be consolidated at

any level in the organization structure

4–34

Project Communication Plan

• What information needs to be collected

and when?

• Who will receive the information?

• What methods will be used to gather

and store information?

• What are the limits, if any, on who has

access to certain kinds of information?

• When will the information be communicated?

• How will it be communicated?

4–35

Information Needs

• Project status reports

• Deliverable issues

• Changes in scope

• Team status meetings

• Gating decisions

• Accepted request changes

• Action items

• Milestone reports

Class Exercise

Scope Creep - What Went Wrong?

• Read the section “What went Wrong?” on pages 197-198 of the textbook and answer the following questions for each of the four organisations discussed:

• What went wrong? –what was the problem?

–how severe was the problem?

–why did the problem occur?

• How could have this situation been avoided? –consider the points in previous 3 slides

36

6/15/2014

7

CASE Tools – used in project management

CASE TOOLS - Computer assisted software engineering

• The greatest breakthroughs in the computer industry have come with the development of software which automates the production of software (Meta-software). Initially programming in machine language is very difficult. With the development of compilers the process of programming became much easier. This idea has been developed further leading to the current use of powerful CASE tools.

• Case tools (programs) assist the programmer by supplying handy tools and software to manage the development workplace.

• CASE tools vary widely in their specificity. Some CASE programs perform limited, specialist functions such as systems analysis modelling tools. Other CASE tools may be very general, managing the whole development cycle over a network with a large development team. The later are called IPSE tools (Integrated project support environments).

• Typical CASE tools may include:

• Process modelling and management tools. Used for clarifying the analysts understanding of the processes carried out within the business.

• Project planning tools. These tools are used for monitoring and managing resources and costs during the duration of a project. Typically related to Gant charts.

• Project management tools. Usually extensions to the project planning tools which measure the progress of the project.

web1.arthurphil-h.schools.nsw.edu.au/.../Year12/.../CASE_Tools.doc

Accessed 24 March 2013

37

CASE Tools – used in project management

38 http://www.filebuzz.com/files/Test_Case/1.html

Accessed 24 March 2013

Concluding comments

• Project Scope Management includes the processes required to ensure that the project addresses all the work required—and only the work required—to complete the project successfully.

• Main processes include:

–Scope Planning

–Scope Definition

–WBS creation

–Scope Verification

–Scope Control

39

4–40

Key Terms

Cost account

Milestone

Organization breakdown structure (OBS)

Scope creep

Priority matrix

Responsibility matrix

Scope statement

Process breakdown structure (PBS)

Work breakdown structure (WBS)

Work package