BMGN N470 Lecture 2-Project Scope

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THE MANAGERIAL PROCESS Clifford F. GrayEric W. Larson

Third Edition

Pr ojec tManagementPr ojec tManagement

BMGN N470 Lecture 02BMGN N470 Lecture 02

LO 01 Sub-outcome 04 & 05LO 01 Sub-outcome 04 & 05


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Defining the ProjectDefining the Project

• Defining the Project Scope

• Establishing Project Priorities

• Creating the Wor !reado"n Str#ct#re

• Coding the W!S for the $nfor%ationSyste%


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Defining the Project ScopeDefining the Project Scope

• Project Scope & ' definition of the end res#lt or %ission of the project

(a prod#ct or ser)ice for the client*c#sto%er(inspecific+ tangible+ and %eas#rable ter%s.

• P#rpose of the Scope State%ent &To clearly define the deli)erable,s- for the end #ser.

&To foc#s the project on s#ccessf#l co%pletion of itsgoals.

&To be #sed by the project o"ner and participants as aplanning tool and for %eas#ring project s#ccess.


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Project Scope CheclistProject Scope Checlist

• Project objecti)e & $t ans"ers the #estions of "hat+ "hen+ and ho" %#ch

• Deli)erables

• /ilestones & ' %ilestone is a significant e)ent in a project that occ#rs at

a point in ti%e. The %ilestone sched#le so"s only %ajorseg%ents of "or

• Technical re#ire%ents


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Project Scope CheclistProject Scope Checlist

• Li%its and e0cl#sions & The li%its of scope sho#ld be defined. Fail#re to do so can

lead to false e0pectations and to e0panding reso#rces andti%e on the "rong proble%. E0cl#sions f#rther define thebo#ndary of the project by stating "hat is not incl#ded.

• 1e)ie"s "ith c#sto%er

& $s the c#sto%er getting "hat she or he desires inthe deli)erables2 Does the project definition

identify the ey acco%plish%ents+ b#dgets+ti%ings+ and perfor%ance re#ire%ents2


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EXAMPLE (cont.!

• P"O#E$% OB#E$%'E &To constr#ct a high3#ality+ c#sto% ho%e "ithin

&fi)e %onths at cost not to e0ceed 4567+777.

• EL'E"ABLES & ' 8+8773s#are3foot+ 893bath+ 53bedroo%+ finished ho%e.

& ' finished garage+ ins#lated and sheetroced.

& :itchen appliances to incl#de range+ o)en+ %icro"a)e+and dish"asher.

& ;igh3efficiency gas f#rnace "ith progra%%ablether%ostat.

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EXAMPLE (cont.!

• MLES%ONES &


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EXAMPLE (cont.!

• %E$)N$AL "E*+"EMEN%S &


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EXAMPLE (cont.!

• LM%S AN EX$L+SONS &


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Project Scope Ter%s and DefinitionsProject Scope Ter%s and Definitions

• Scope State%ents & 'lso called state%ents of "or ,SW-

• Project Charter &Can contain an e0panded )ersion of scope state%ent

& ' doc#%ent a#thoriing the project %anager to initiateand lead the project.

• Project Creep

&The tendency for the project scope to e0pand o)erti%e d#e to changing re#ire%ents+ specifications+ andpriorities.


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Establishing Project PrioritiesEstablishing Project Priorities

• Ca#ses of Project Trade3offs &Shifts in the relati)e i%portance of criterions related to

cost+ ti%e+ and perfor%ance para%eters•Budget–Cost

•Schedule–Time•Performance–Scope

• /anaging the Priorities of Project Trade3offs &Constrain a para%eter is a fi0ed re#ire%ent.

&Enhance opti%iing a para%eter o)er others. & 'ccept red#cing ,or not %eeting- a para%eter

re#ire%ent.


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Project /anage%ent Trade3offsProject /anage%ent Trade3offs

,G+"E 4.1


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,G+"E 4.1

$ontr/n. %e or//n 3rmeter / /e6. %e

3roect mut meet te com3et/on date+specifications and scope of the project+ or b#dget.


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,G+"E 4.1

Ennce. G/8en te co3e o te 3roect9 :/ccr/ter/on ou6 be o3t/m/;e6< $n the case of ti%eand cost+ this #s#ally %eans taing ad)antage ofopport#nities to either red#ce costs or shorten thesched#le. Con)ersely+ "ith regard to perfor%ance+enhancing %eans 66/n 8ue to te 3roect.


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,G+"E 4.1

Acce3t. ,or :/c cr/ter/on / /t toerbe not to

meet te or//n 3rmeter<

When trade3offs ha)e to be %ade+ / /t 3erm//beor te ce6ue to /39 to re6uce te co3e andperfor%ance of the project+ or to go o)er b#dget2


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Project Priority /atri0Project Priority /atri0


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Project Priority /atri0Project Priority /atri0

Em3e the priority %atri0 for the de)elop%ent of a ne""ireless %ode%.

!eca#se time to mar*et is important to sales+ the pro,ect manageris instrcted to tae ad)antage ,ennce- of e)ery opport#nity tored#ce co%pletion ti%e. $n doing so+ going o)er b#"get isacceptale thogh not desirale ,cce3t-. At the same time+ theoriginal per$ormance speci/ications /or the modem as well as

reliaility standards cannot be co%pro%ised ,contr/n-.

BMGN N470 Lecture 2-Project Scope

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