IT Project Management Individual Assignment
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Lesson7ProjectScopeMgmt2.pptxIT Project Management
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Diploma in Information Technology
Copyright © 2020 by Singapore Institute of Management Pte Ltd. All rights reserved.
Lesson 7: Project Scope Management –
Part 2
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Learning Objectives
Discuss the process for creating a work breakdown structure using the analogy, top-down, bottom-up, and mind-mapping approaches.
Explain the importance of verifying scope and how it relates to defining and controlling scope.
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Learning Objectives
Understand the importance of controlling scope and approaches for preventing scope-related problems on information technology projects
Describe how software can assist in project scope management
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7.1 Work Breakdown Structure (WBS)
After collecting requirements and defining scope, the next step in project scope management is to create a work breakdown structure, WBS
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It is the main tool or technique of decomposition, that is, subdividing project deliverables into smaller pieces or work packages.
7.1 Work Breakdown Structure (WBS)
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“Work Breakdown Structure as a deliverable oriented hierarchical decomposition of the work to be executed by the project team.”
Project Management Book of Knowledge
(PMBOK)
7.1 Work Breakdown Structure (WBS)
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Work Breakdown Structure (WBS) breaks a complex project into smaller tasks that are more manageable and approachable.
It is an important project management document that integrates scope, cost and schedule baselines ensuring that project plans are aligned.
7.1 Work Breakdown Structure (WBS)
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7.1.1 Create WBS
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7.1.1 Create WBS
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A sample WBS for IT intranet project
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7.2 Methods of creating WBS
Using guidelines
The analogy approach
The top-down approach
The bottom-up approach
The mind-mapping approach
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Guidelines exist to provide form, content, and a project framework that is based upon meeting certain criteria and standards of the organization” (Schwalbe, 2011).
Every company has own guidelines to obtain the best possible outcome of the project.
7.2.1 Using Guidelines
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It is important to check the past project templates, relative documentations, examples for past successful projects, and important information – all that is used for the benefit of the WBS design
7.2.1 Using Guidelines
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This technique uses a repository of WBS’s on file that already worked for similar kind of project in past.
The project manager can review a previous project WBS for a new project at a new company, because it is the same method for all projects.
7.2.2 The Analogy Approach
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For example,
If you are currently working on an eCommerce website and you have successfully worked on such similar project previously.
Then it is simple for you to break down the work based on the past experiences.
7.2.2 The Analogy Approach
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The WBS is derived by decomposing the overall project into sub-projects or lower-level tasks. This decomposition is based on general project characteristics and not on detailed design elements. The decomposition continues until the tasks or work units reach a level where they can be accurately defined and estimated.
7.2.3 The Top-down Approach
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It is more popular than the bottom-up approach.
More logical & rational to first define a solution to a problem & then dissect the solution into the steps required to implement.
Human nature is to first start with a broad approach to a problem and then iteratively narrow it down to specifics.
7.2.3 The Top-down Approach
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Team members first identify as many specific tasks related to the project as possible. They then aggregate the specific tasks and organize them into summary activities, or higher levels in the WBS.
Can be quite chaotic if the tasks identified by the team are not all at the same level.
7.2.4 The Bottom-up Approach
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Time consuming to ensure that all tasks at a given level have been completely identified.
It is resource intensive since it assumes that all members of the team have sufficient domain knowledge.
The team needs a complete understanding of the project requirements to identify and integrate tasks at different levels.
7.2.4 The Bottom-up Approach
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Often a few low-level tasks are inadvertently omitted because team members are either not knowledgeable or sensitive to all parts of the project.
This approach is only recommended when the WBS is created by a group of experts who have a very detailed knowledge of the project and its decomposed elements.
7.2.4 The Bottom-up Approach
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Mind minding describes the process of brainstorming by creating a branching structure that diagrams the thoughts and ideas associated with the project.
Tasks are written into non-linear, branching format and then create the WBS structure.
Once completed, the mind mapping can be used in developing a top-down or bottom-up approach WBS.
7.2.5 Mind-mapping Approach
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7.2.5 Mind-mapping Approach
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7.2.6 WBS Dictionary
A WBS dictionary is a document that describes detailed information about each WBS item.
It’s format can vary based on project needs. It might be appropriate to have just a short paragraph describing each work package.
The approved project scope statement and its associated WBS and WBS dictionary form the scope baseline. Performance in meeting project scope goals is based on this scope baseline.
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7.2.6 WBS Dictionary
A WBS is a visual tool, and because of its graphic nature, it doesn’t have the space to explain the details of each step.
To add this information to the WBS would be to make it difficult to read and use. The purpose of the WBS dictionary, then, is to add additional context to the WBS and increase its usability.
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7.2.6 WBS Dictionary
WBS structures have a title and often a number indicating each individual step.
These labels correspond to the WBS dictionary, where detailed explanation of the step’s purpose and execution is provided.
When referring to the WBS dictionary, it gives a deeper understanding of what’s needed to complete the project successfully.
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7.2.6 WBS Dictionary
It ensures that the project is meeting whatever regulatory or compliance issues govern the work.
It also make sure the deliverables are meeting the quality expectations of the project stakeholders.
Use it make sure that the project work is done right the first time and avoid costly and timely revisions.
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7.3 Scope Verification
Scope verification involves formal acceptance of the completed project scope by the stakeholders.
This acceptance is often achieved by a customer inspection and then sign-off on key deliverables.
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Even when the project scope is fairly well defined, many information technology projects suffer from scope creep, the tendency for project scope to keep getting bigger and bigger.
7.3 Scope Verification
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7.3 Scope Verification
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7.4 Scope Control
The goal of scope control is to influence the factors that cause scope changes, assure changes are processed according to procedures developed as part of integrated change control, and manage changes when they occur.
You cannot do a good job of controlling scope if you do not first do a good job of collecting requirements, defining scope, and verifying scope.
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7.4 Scope Control
Validation is an ongoing process, so it’s important to control the changes that arise from the customer’s feedback.
It’s critical to keep the scope under control, which requires the project manager to monitor the project’s status.
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7.4 Scope Control
For instance, the customer may decide that the website to have an extra page.
Project manager needs to assess this request and measure it against the baseline established during the planning phase.
If he decides adding the page will help meet the project goal, he’ll tweak the project scope to reflect that change.
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7.4 Scope Control
It’s critical to watch for changes that won’t add anything of value to the end deliverable.
The more changes made, the easier it is to miss the deadlines and over-budget.
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7.4 Scope Control
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7.5 Software for Project Scope Management
It allows the project manager to create various accounts and invite clients, contractors and others to join the collaborative workspace and set permission levels for everyone who has access.
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7.5 Software for Project Scope Management
Some PM software integrate with third-party apps to enable information gathering using a variety of customisable forms.
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7.5 Software for Project Scope Management
File storage is a common feature. Integrations with popular apps such as Google Drive and Dropbox allow the team to quickly share and access every project document.
The team can find the right document without wading through email threads or constantly jumping back to their computer’s hard drive folders.
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7.5 Software for Project Scope Management
PM software provides:
Gantt charts: Plot the task dates on a timeline and manage task dependencies.
Custom workflows: Create workflows that are best-suited for the team so tasks move seamlessly through the project phases.
Kanban view of tasks: Visualise workflows so that everyone always knows what’s on their plate.
Calendars: Keep the entire team on schedule and track deadlines in a single location.
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7.5 Software for Project Scope Management
Dashboards are an excellent way to keep the scope on track.
They compile project data into a single view that can be customised depending on which Key Performance Indicators (KPIs) to track, giving the team a complete picture of the project’s status.
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7.5 Software for Project Scope Management
Example of a dashboard in project management software.
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Questions?
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