Ch 4 - Learning Objectives Scope Management You should be able to: n Discuss the relationship...
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![Page 1: Ch 4 - Learning Objectives Scope Management You should be able to: n Discuss the relationship between scope and project failure n Describe how strategic.](https://reader036.fdocuments.in/reader036/viewer/2022080917/56649eef5503460f94bff9b5/html5/thumbnails/1.jpg)
Ch 4 - Learning ObjectivesScope Management
You should be able to: Discuss the relationship between scope and
project failure Describe how strategic business planning is
related to project selection Explain how projects are initiated and selected Define activities, inputs, and outputs of scope
initiation, planning, definition, verification Prepare a project charter Construct a WBS
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Scope Management
Processes are needed to ensure that:– The project includes all required work– The project includes only required work
Product scope– features and functions of product deliverables– measured against product requirements
Project scope– work that must be done to deliver them– measured against project plan
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Scope Management Processes
Project Initiation– commitment to next phase
Scope Planning– written scope statement
Scope Definition: WBS Scope Verification: formal acceptance Scope Change Control
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Scope Initiation
Initiating a new project, or Commitment to the next phase of an
existing project Inputs:
– product description/business need– strategic plan/goals– project selection criteria & methods– expert judgment, historical information
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Strategic Planning, Leading toProject Selection Business strategy and goals
– SWOT analysis IT systems help companies compete Identify and prioritize opportunities
Business Goals
Selected Projects
PotentialProjects
Business Needs
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Methods for Project Selection Organizational Need Perspective
– Perceived need?– Likelihood of funding?– Willingness to support?
Source, time, impact, priority– problem– opportunity– directive
Financial Perspective
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Project Selection
Low Benefit High Benefit
High Cost/Risk
Low Cost/Risk
C
B
E
G
A
D
F
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Financial Perspective
Cost/benefit analysis– NPV - net present value– ROI - return on investment– Payback analysis
Limitations: difficulty of estimating Weighted scoring model
– incorporates multiple criteria
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Weighted Scoring Model
Determine criteria Weight criteria by importance Score each project on each criterion Multiply scores by weights Get overall score for each project Select project with highest score “What-if” analysis may be helpful
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Scope Initiation Outputs
Project Charter– Conceptual baseline
Project Manager selected Constraints
– factors that will limit the team’s options– e.g., fixed budget– e.g., contractual provisions
Assumptions
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Project Charter
Formalizes existence of project
Provides direction on objectives
Signoff by key project stakeholders
Charter Components: title, date project manager scope statement summary of approach roles and responsibilities
matrix sign-off comments (assumptions,
constraints)
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Scope Planning
Inputs to planning = outputs of initiation – description and charter– constraints and assumptions– product description and analysis– cost/benefit analysis
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Scope Planning Outputs
Written Scope Statement– justification: business need– product description– project deliverables– quantifiable criteria for success
Common understanding of project
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Scope Definition
Decomposition of project into more manageable components– sufficiently detailed for tasks, estimation
Helps improve estimation accuracy Defines a baseline for measurement
and control Clarifies responsibilities
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Work Breakdown Structure Analysis of work needed to complete project Hierarchical breakdown of tasks Provides basis for planning and change
control Can be organized around products or phases Work package is lowest, detailed level Requires involvement of project team and
customers Helps identify needed coordination
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Approaches to Preparing a WBS Use formal templates if available Use previous similar projects’ WBS Top-down
– iteratively add levels of detail Bottom-up
– team members identify detailed tasks– tasks are aggregated and summarized– creates buy-in by project team
Combination
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WBS Principles
A unit of work appears only once Each unit of work responsibility is assigned to
one person Each unit of work must have a clear scope WBS reflects how work will be done
– serves project team first Must be flexible to accommodate changes
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Scope Verification
Formal acceptance by stakeholders Inputs:
– Work results from execution of project plan– Product documentation
Inspection Outputs:
– documented level of completion– documented acceptance
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Scope Control and Project Failure Project failure often due to scope getting out
of control– Did not understand requirements– Or, allowed requirements to grow
On average, project scope increases 4-fold “Requirements (scope) creep”
– users see potential for automation, ask for more– users want new system for current jobs
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Reducing IT Project Scope Creep
User involvement– project selection: ensure sponsor– easy access to project information– users as member(s) of project team– regular meetings with users– co-location with users– focus on completion dates– prototyping, use cases, JAD, CASE