BIS2003/SBM4305 IS

Project Management
Dr Ifeanyi Egwutuoha
Ifeanyi.egwutuoha@apicollege.edu.au
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Lecture 4:
Project Scope Management
 • Understand the elements that make
good project scope management
important
Learning • Describe the strategic planning process,
apply different project selection methods,
Objectives such as a net present value analysis, a
weighted scoring model, and a balanced
scorecard, and understand the
importance of creating a project charter
• Explain the scope planning process and
contents of a scope statement

4
 • Discuss the scope definition process and
construct a work breakdown structure using
Learning the analogy, top-down, bottom-up, and
mind mapping approaches
Objectives • Understand the importance of scope
verification and scope change control
• Describe how software can assist in project
scope management

5
 • 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 what is or is not to be done
Project • Deliverables are products produced as part
of a project, such as hardware or software,
Scope planning documents, or meeting minutes

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 they’ll be produced
 • Initiation: beginning a project or continuing to the
next phase
• Scope planning: developing documents to provide
the basis for future project decisions
Project • Scope definition: subdividing the major project

Scope deliverables into smaller, more manageable

components

Management • Creating the WBS: subdividing the major project

deliverables into smaller, more manageable

Processes components
• Scope verification: formalizing acceptance of the
project scope
• Scope change control: controlling changes to project
scope
Project Initiation: Strategic Planning and Project
Selection
The first step in initiating projects is to look at the big picture or
strategic plan of an organization

Strategic planning involves determining long-term business

objectives

IT projects should support strategic and financial business

objectives

8
Identifying Potential
Projects
• Many organizations follow a planning process for
selecting IT projects
• First develop an IT strategic plan based on the
organization’s overall strategic plan
• Then perform a business area analysis
• Then define potential projects
• Then select IT projects and assign resources

9
Information
Technology
Planning Process

10
Methods for
Selecting Projects
There are usually more projects than
available time and resources to implement
them
It is important to follow a logical process
for selecting IT projects to work on
Methods include:
• focusing on broad needs
• categorizing projects
• performing financial analyses
• using a weighted scoring model
• implementing a balanced scorecard

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Focusing on Broad Organizational Needs

It is often difficult to provide strong justification for many IT

projects, but everyone agrees they have a high value

“It is better to measure gold roughly than to count pennies

precisely”

There is a need for the project

Three important criteria for There are funds available
projects: There’s a strong will to make the
project succeed
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Categorizing IT Projects

a problem
One categorization is whether
an opportunity
the project addresses
a directive

Another categorization is how long it will take to do and when it is

needed

Another is the overall priority of the project

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Scope Management Plan Contents

How to prepare a How to maintain

How to create a
detailed project and approve the
scope statement WBS WBS

How to obtain How to control

formal acceptance requests for
of the completed changes to the
project deliverables project scope
 A scope statement is a document used to
develop and confirm a common
understanding of the project scope. It
should include
• a project justification
• a brief description of the project’s products
• a summary of all project deliverables
Scope • a statement of what determines project
Planning and success
the Scope
Statement See the example scope statement in
Chapter 3

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Scope After completing scope planning, the next step is
to further define the work by breaking it into
Planning manageable pieces
Good scope definition
and the • helps improve the accuracy of time, cost,
Work and resource estimates
• defines a baseline for performance
Breakdown measurement and project control
• aids in communicating clear work
Structure responsibilities

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Work Breakdown Structure
WBS in Tabular Form

1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
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19
 Using guidelines:
The analogy
Some
approach: Review
organizations, like
WBSs of similar
the DoD, provide
Approaches guidelines for
preparing WBSs
projects and tailor
to your project
to
Developing The top-down
The bottom-up
WBSs approach: Start
with the largest
items of the
approach: Start
with the detailed
tasks and roll
project and break
them up
them down
 Basic Principles for Creating WBSs*
A unit of work should appear at only one place in the WBS.

The work content of a WBS item is the sum of the WBS items below it.

A WBS item is the responsibility of only one individual, even though many people may be working on it.

The 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.

Each WBS item must be documented to ensure accurate understanding of the scope of work included and
not included in that item.

The 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.

*Cleland, David I. Project Management: Strategic Design and Implementation, 1994

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 The PMBOK® Guide describes
requirements as “conditions or capabilities
that must be met by the project or present
Requirements in the product, service, or result to satisfy
Management an agreement or other formally imposed
specification”
Plan
The requirements management plan
documents how project requirements will
be analyzed, documented, and managed

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 • Interviewing
• Focus groups and facilitated
workshops
• Using group creativity and
decision-making techniques
• Questionnaires and surveys
• Observation
Methods for • Prototyping
Collecting • Benchmarking, or
generating ideas by
Requirements comparing specific project
practices or product
characteristics to those of
other projects or products
inside or outside the
performing organization, can
also be used to collect
requirements

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Validating Scope
• It is very difficult to create a
good scope statement and
WBS for a project
• It is even more difficult to
verify project scope and
minimize scope changes
• 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 24
 Scope control involves
controlling changes to influence the factors that
cause scope changes
the project scope

assure changes are

Controlling Goals of scope
control
processed according to
procedures developed
Scope are to as part of integrated
change control

Variance is the
difference between manage changes when
planned and actual they occur
performance
 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 include
Summary • Define scope management
• Collect requirements
• Define scope
• Create WBS
• Validate scope
• Control scope