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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.

It defines what is or is not to be done.

433-443 Software Project Management

Deliverables are products produced as part of a project, such

as hardware or software, planning documents, or meeting

minutes.

Project Scope Management

The project team and stakeholders must have the same

understanding of what products will be produced as a result

of a project and how theyll be produced.

Please read the article managing project scope by Joseph Phillipslinked to the subject web site

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Project Scope Management Processes

(five processes) defined in PMBOKProject Scope Management Processes

D Initiation: beginning a project or continuing to the next

phase

D Scope planning: developing documents to provide the basisfor future project decisions

D Scope definition: subdividing the major project

deliverables into smaller, more manageable

components

D Scope verification: formalizing acceptance of the project

scope

D Scope change control: controlling changes to project scope

1. Project scope initiation

2. Scope Planning

3. Scope definition

4. Scope verification

5. Scope change control

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Scope Verification and Scope Change ControlProject Initiation

It is very difficult to create a good scope statement and WBS for a project The first step in initiating projects is to look at

the big picture or strategic plan of an organization It is even more difficult to verify project scope and minimize scopechanges

Many software projects suffer from scope creep and poor scopeverification

Strategic planning involves determining long-term

business objectivesEngineers at Grumman called a system Naziware and refused to

use it

21st Century Insurance Group wasted a lot of time and money on a

project that could have used off-the-shelf components

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Project Scope

Describe the difference betweenproduct scope (i.e., the features and functions that must

support the solution) and

project scope (i.e., the deliverables and activities thatsupport project methodology).

Failu r e t o d ef in e w h at is p ar t of t h ep r oj ect , as w ell as w h at is n ot , m ay

r esu lt in w or k b ein g p er f or m ed t h atw as u n n ecessar y t o cr eat e t h e p r od u ctof t h e p r oj ect an d t h u s lead t o b ot h

sch ed u le an d b u dg et ov er r u n s.

Old e Cu r m u d g eon , PM Net w or k Mag azin e, 1 9 9 4 .

Apply several tools and techniques for definingand managing the projects scope.

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Scope Man agemen t

Plan Project Scope Initiation

1.2.

3.

4.

Project Scope PlanningScope Boundary

Scope Statement

Out of Scope for this Project

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Sample Scope Statement

Whats within the scope boundaryScope Boundary

1. Develop a proactive electronic commercestrategy that identifies the processes, products,

and services to be delivered through the WorldWide Web.

2. Develop an application system that supports allof the processes, products, and services identifiedin the electronic commerce strategy.

3. Integrate the application system with the banksexisting enterprise resource planning system.

*Measurable Organizational Value (MOV)

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Sample Scope Statement

Work outside the scope boundary Project Scope Definition

1. Technology and organizational assessmentof the current environment

Project-Oriented Scope

Project-Oriented Scope Definition Tools

Deliverable Definition Table (DDT)

Deliverable Structure Chart (DSC)2. Customer resource management and data

mining components

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Deliverable Definition TableDeliverable Structure Chart

case tools

Case & OA

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Deliverable Structure Standards Approval

Needed By

Resources

Required

Business

Case

Document As defined inprojectmethodology

Project

Sponsor

Business Caseteam & OAtools

Projectcharter &

project plan


Project

Sponsor

Projectmanager,

sponsor, &OA tools

Technology

& Org.assessment


Projectmanager &Sponsor

Banks syst.

analyst, OA &

Require-

ments

definition


Projectmanager

Syst. analystprogrammer

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Context Level Data Flow DiagramProject Scope Definition

Product-Oriented Scope

Product-Oriented Scope Definition Tools

Data Flow Diagrams (DFD)

Use Case Diagram

Joint Application development (JAD)

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Project Scope Verification

Check ListUse Case

Diagram

MOV

Deliverables

Quality standards

Milestones

Review and acceptance

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Scope Change ControlScope Change Control

Myths of Scope Management

User involvement will result in software project groundedin the realities of business needs.Concerns

Scope grope A scope statement will clearly define what a project willdo.

Scope creep

Scope leap

Once the scope of the project is defined, hold firmbecause any deviation from the original plan is a sign thatthe project is out of control.

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Scope Change Control Procedures

Scope Change Request FormScope Change Control

Myths of Scope Management (cont.)

A function of a scope change committee is to arbitrate

user requests for additional features or functionalitybeyond the original project charter.

Regular and frequent meetings with senior managementwill ensure they are kept up to date and will result ingoodwill and support.

You can always make up schedules and budgets later onif they slip a little bit.

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Scope Change Control Procedures

Scope Change Request LogBenefits of Scope Control

Keep project manager in control of project

Allow project manager to control projectsschedule and budget

Allow project team to stay focused and on

track

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Using Software to Assist in Project ScopeManagement

Word-processing software helps create several scope-related documents

Spreadsheets help to perform financial calculations, create weightedscoring models, and develop charts and graphs

Communication software like e-mail and the Web help clarify andcommunicate scope information

Project management software helps in creating a WBS, the basis for taskson a Gantt chart

Specialized software is available for creating mind maps, managingrequirements, and so on

Scope Management Process

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Suggested ReadingsFocusing on Broad Organizational Needs

Frederick P B Jr, The Mythical Man-Month: Essays onSoftware Engineering. Addison-Wesley, 2nd ed., 2000.It is often difficult to provide strong justification for many

software projects, but everyone agrees that they have a highvalue

It is better to measure gold roughly than to count pennies

precisely

Three important criteria for projects:

There is a need for the project

There are fundsavailable

Theres a strong will to make the project succeed

Posner B Z, What It Takes to Be a Good Project Manager.

Project Management Institute,1987.

Pinto J and Kharbanda O, Successful Project Managers: Leading

Your Team to Success. Van Nostrand Reinhold, 1995

The Standish Group, CHAOS, 1995.

(www.standishgroup.com/chaos.html)

Provides good examples of successful and unsuccessful projects.

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Questions or Comments?

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Happy Easter

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