Instruction attached
Michelle_Michy
202010011832159781337101356_ppt_ch05.pptxChapter 5: Project Scope Management
Information Technology Project Management, Ninth Edition
Note: See the text itself for full citations
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Learning Objectives (1 of 2)
List key reasons why good project scope management is important
Describe the process of planning scope management
Discuss methods for collecting and documenting requirements to meet stakeholder needs and expectations
Explain the scope definition process and describe the contents of a project scope statement
Discuss the process for creating a work breakdown structure using the analogy, top-down, bottom-up, and mind-mapping approaches
Explain the importance of validating scope and how it relates to defining and controlling scope
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Learning Objectives (2 of 2)
Given an information technology (IT) project situation, show how recommended approaches for controlling scope can improve the potential for project success
Describe how software can assist in project scope management
Discuss considerations for agile/adaptive environments
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Scope Management?
Scope refers to all the work involved in creating the products of the project and the processes used to create them
A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes
Project scope management includes the processes involved in defining and controlling what is or is not included In a project
Ensures that the project team and stakeholders have the same understanding of what products the project will produce and what processes the project team will use to produce them
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Scope Management Processes (1 of 2)
Main processes
Planning scope management: determining how the project’s scope and requirements will be managed
Collecting requirements: defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them
Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement
Creating the WBS: subdividing the major project deliverables into smaller, more manageable components
Validating scope: formalizing acceptance of the project deliverables
Controlling scope: controlling changes to project scope throughout the life of the project
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Scope Management Processes (2 of 2)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Planning Scope Management (1 of 2)
The project team uses expert judgment, data analysis, and meetings to develop two important outputs
Scope management plan (subsidiary part of the project management plan)
Requirements management plan
Scope management plan contents
Prepare a detailed project scope statement
Create a WBS
Maintain and approve the WBS
Obtain formal acceptance of the completed project deliverables
Control requests for changes to the project scope
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Planning Scope Management (2 of 2)
Requirements Management Plan
The PMBOK® Guide, Sixth Edition, describes a requirement as ““a condition or capability that is necessary to be present in a product, service, or result to satisfy a business need”
The requirements management plan documents how project requirements will be analyzed, documented, and managed
How to plan, track, and report requirements activities
How to perform configuration management activities
How to prioritize requirements
How to use product metrics
How to trace and capture attributes of requirements
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Right?
U.S. Bureau of Labor Statistics projected the number of jobs for business analysts to increase 19 percent by 2022
49 percent of survey respondents had the resources in place to do requirements management properly
53 percent failed to use a formal process to validate requirements
There are several certification programs available for business analysis to help meet this need
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Collecting Requirements (1 of 3)
Several ways to collect requirements
Interviewing stakeholders
Holding focus groups and facilitated workshops
Using group creativity and decision-making techniques
Utilizing questionnaires and surveys
Conducting observation studies
Generating ideas by comparing specific project practices or product characteristics (i.e., benchmarking)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Collecting Requirements (2 of 3)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Collecting Requirements (3 of 3)
Requirements traceability matrix (RTM): a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed
| Requirement No. | Name | Category | Source | Status |
| R32 | Laptop memory | Hardware | Project charter and corporate laptop specifications | Complete. Laptops ordered meet memory requirement. |
Table 5-1 Sample entry in a requirements traceability matrix
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Best Practice
Book called How Google Tests Software describes how Google changed their culture as quality rests on the shoulders of those writing the code
Do not rely on testers to ensure quality
Do not believe in fads or buzzwords
Including Agile
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Defining Scope (1 of 2)
Important elements of a project scope statement
Product scope description
Product user acceptance criteria
Detailed information on all project deliverables
It is also helpful to document other scope-related information
Project boundaries, constraints, and assumptions
Supporting document references (e.g., product specifications)
As time progresses, the scope of a project should become more clear and specific
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Defining Scope (2 of 2)
| Project Charter: Upgrades may affect servers . . . (listed under Project Objectives) |
| Project Scope Statement, Version 1: Servers: If additional servers are required to support this project, they must be compatible with existing servers. If it is more economical to enhance existing servers, a detailed description of enhancements must be submitted to the CIO for approval. See current server specifications provided in Attachment 6. The CEO must approve a detailed plan describing the servers and their location at least two weeks before installation. |
| Project Scope Statement, Version 2: Servers: This project will require purchasing 10 new servers to support Web, network, database, application, and printing functions. Virtualization will be used to maximize efficiency. Detailed descriptions of the servers are provided in a product brochure in Attachment 8, along with a plan describing where they will be located. |
Table 5-3 Further defining project scope
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Media Snapshot
Inaccurate requirements gathering continues to be one of the main causes of project failure
For every dollar spent on projects and programs, 5.1 percent is wasted due to poor requirements management
Organizations need to develop people, processes, and culture to improve requirements management
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (1 of 9)
Work Breakdown Structure (WBS) is a 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 the main tool or technique for creating a WBS
Subdividing project deliverables into smaller pieces
A work package is a task at the lowest level of the WBS
Outputs of creating the WBS are the scope baseline and project documents updates
Scope baseline includes the approved project scope statement and its associated WBS and WBS dictionary
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (2 of 9)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Creating the Work Breakdown Structure (3 of 9)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Creating the Work Breakdown Structure (4 of 9)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Creating the Work Breakdown Structure (5 of 9)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Creating the Work Breakdown Structure (6 of 9)
| 1.0 Software Product Release 5.0 | ||
| 1.1 Project Management | ||
| 1.1.1 Planning | ||
| 1.1.2 Meetings | ||
| 1.1.3 Administration | ||
| 1.2 Product Requirements | ||
| 1.2.1 Software | ||
| 1.2.2 User Documentation | ||
| 1.2.3 Training Program Materials | ||
| 1.3 Detail Design | ||
| 1.3.1 Software | ||
| 1.3.2 User Documentation | ||
| 1.3.2 User Documentation | ||
| 1.4 Construct | ||
| 1.4.1 Software | ||
| 1.4.2 User Documentation | ||
| 1.4.3 Training Program Materials | ||
| 1.5 Integration and Test | ||
| 1.5.1 Software | ||
| 1.5.2 User Documentation | ||
| 1.5.3 Training Program Materials |
Table 5-4 Tabular form of WBS
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (7 of 9)
Approaches to developing work breakdown structures
Using guidelines: some organizations, like the U.S. Department of Defense (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
Mind mapping: uses branches radiating out from a core idea to structure thoughts and ideas
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (8 of 9)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Creating the Work Breakdown Structure (9 of 9)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Advice for Young Professionals
It is very difficult to create a good WBS
Attend meetings in your organization where teams work together
Ask to see WBSs for projects that have been completed or are in process
Conduct your own research to find examples of different WBSs
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The WBS Dictionary (1 of 3)
Many WBS tasks are vague
WBS dictionary is a document that describes detailed information about each WBS item
Format of the WBS dictionary can vary based on project needs
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The WBS Dictionary (2 of 3)
| WBS Dictionary Entry March 20 |
| Project Title: Information Technology (IT) Upgrade Project |
| WBS Item Number: 2.2 |
| WBS Item Name: Database Update |
| Description: The IT department maintains an online database of hardware and software on the corporate intranet. We need to make sure that we know exactly what hardware and software employees are currently using and if they have any unique needs before we decide what to order for the upgrade. This task will involve reviewing information from the current database, producing reports that list each department’s employees and location, and updating the data after performing the physical inventory and receiving inputs from department managers. Our project sponsor will send a notice to all department managers to communicate the importance of this project and this particular task. In addition to general hardware and software upgrades, the project sponsors will ask the department managers to provide information for any unique requirements they might have that could affect the upgrades. This task also includes updating the inventory data for network hardware and software. After updating the inventory database, we will send an e-mail to each department manager to verify the information and make changes online as needed. Department managers will be responsible for ensuring that their people are available and cooperative during the physical inventory. Completing this task is dependent on WBS Item Number 2.1, Physical Inventory, and must precede WBS Item Number 3.0, Hardware and Software Acquisition. |
Table 5-5 Sample WBS dictionary entry
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The WBS Dictionary (3 of 3)
Advice for creating a WBS and WBS dictionary
Unit of work should appear at only one place in the WBS
Work content of a WBS item is the sum of the WBS items below it
WBS item is the responsibility of only one individual, even though many people may be working on it
WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first, and other purposes only if practical
Project team members should be involved in developing the WBS to ensure consistency and buy-in
Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included
WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Validating Scope
It is difficult to create a good project scope statement and WBS for a project
Even more difficult, especially on IT projects, to verify the project scope and minimize scope changes
Even when the project scope is fairly well defined, many IT projects suffer from scope creep
Tendency for project scope to keep getting bigger and bigger
Scope validation involves formal acceptance of the completed project deliverables
Acceptance is often achieved by a customer inspection and then sign-off on key deliverables
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Wrong?
A project scope that is too broad and grandiose can cause severe problems
Scope creep and an overemphasis on technology for technology’s sake resulted in the bankruptcy of a large pharmaceutical firm, Texas-based FoxMeyer Drug
In 2001, McDonald’s fast-food chain initiated a project to create an intranet that would connect its headquarters with all of its restaurants to provide detailed operational information in real time
After spending $170 million on consultants and initial implementation planning, McDonald’s realized that the project was too much to handle and terminated it
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Global Issues
Many countries have had difficulties controlling the scope of large projects
Especially those that involve advanced technologies and many different users
For example, the state government of Victoria, Australia, has a website for its public transportation smart card; there were many problems in developing and implementing the smart card
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Controlling Scope (1 of 3)
Scope control involves controlling changes to the project scope
Keeping project goals and business strategy in mind
Goals of scope control
Influence the factors that cause scope changes
Ensure changes are processed according to procedures developed as part of integrated change control
Manage changes when they occur
Variance is the difference between planned and actual performance
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Controlling Scope (2 of 3)
Suggestions for improving user input
Develop a good project selection process and insist that sponsors are from the user organization
Place users on the project team
Conduct regular meetings with defined agendas
Deliver something to users and sponsors on a regular basis
Do not promise to deliver what the team cannot deliver in a particular time frame
Locate users with the developers
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Controlling Scope (3 of 3)
Suggestions for reducing incomplete and changing requirements
Develop and follow a requirements management process
Employ techniques such as prototyping, use case modeling, and JAD to get more user involvement
Put requirements in writing and keep them current
Create a requirements management database for documenting and controlling requirements
Provide adequate testing and conduct it throughout the project life cycle
Review changes from a systems perspective
Emphasize completion dates to help focus on what’s most important
Allocate resources specifically for handling change requests
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Software to Assist in Project Scope Management
Word-processing software helps create several scope-related documents
Spreadsheets or presentation software to develop various charts, graphs, and matrixes related to scope management
Mind-mapping software can be useful in developing a WBS
Communication software like e-mail and web-based applications can transmit project scope management information
Project management software helps in creating a WBS; basis for creating a Gantt chart
Specialized software is available to assist in project scope management
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Considerations for Agile/Adaptive Environments
Stakeholders define and approve the detailed scope before the start of an iteration with an adaptive or agile product life cycle, producing a usable product at the end of each iteration
Detailed scope develops over time
Agile approach provides several usable products during the project
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Summary
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
Define scope management
Collect requirements
Define scope
Create WBS
Validate scope
Control scope
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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