PowerPoint Presentation
Information Technology
FIT2002
IT Project Management
Lecture 4
Project Scope Management
Video 1: Project Scope Management
Learning Objectives
Describe the process of planning scope management
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2
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
A deliverable is a product produced as part of a project, such
as hardware or software, planning documents, or meeting
minutes
Project scope management includes the processes involved in
defining and controlling what is or is not included in a project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3
Project Scope Management Processes
Planning scope: determining how the project’s scope and
requirements will be managed
Collecting requirements: defining and documenting the features and
functions of the products produced during the project as well as the
processes used for creating them
Defining scope: reviewing the project charter, requirements
documents, and organisational process assets to create a scope
statement
Creating the WBS: subdividing the major project deliverables into
smaller, more manageable components
Validating scope: formalising acceptance of the project deliverables
Controlling scope: controlling changes to project scope throughout the
life of the project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4
Project Scope Management Summary
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 5
Planning Scope Management
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 6
The project team uses expert judgment and meetings to
develop two important outputs: the scope management plan
and the requirements management plan
The scope management plan is a subsidiary part of the project
management plan
A scope statement describes the characteristic of the product
that the project should deliver. It should include:
– Project justification
– Brief description of the project’s deliverables
– Summary of all project deliverables
– Statement of what determines project success – user acceptance
criteria
Scope Management Plan Contents
How to prepare a detailed project scope statement
How to create a WBS
How to maintain and approve the WBS
How to obtain formal acceptance of the completed project
deliverables
How to control requests for changes to the project scope
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 7
Requirements Management Plan
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 8
The PMBOK® Guide, Fifth Edition, describes requirements as:
– “conditions or capabilities that must be met by the project or
present in the product, service, or result to satisfy an
agreement or other formally imposed specification”
Requirements need to be elicited, analyzed, and recorded in
enough detail to be included in the scope baseline and be
measured once project execution begins.
The requirements management plan documents how project
requirements will be analyzed, documented, and managed
Methods for Collecting Requirements
Interviewing
Focus groups and facilitated workshops
Using group creativity and decision-making techniques
Questionnaires and surveys
Observation
Prototyping
Benchmarking, or generating ideas by comparing specific
project practices or product characteristics to those of other
projects or products inside or outside the performing
organisation, can also be used to collect requirements
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 9
Requirements Documentation
Functional and non-functional requirements
– non-functional requirements describe how the system
works, while functional requirements describe what the
system should do
Business rules
Impacts on any other systems and/or departments
Support and training requirements
Specific acceptance criteria for each requirement
Quality requirements
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 10
Requirements Traceability Matrix
A requirements traceability matrix (RTM) is a table that
lists requirements, various attributes of each requirement,
and the status of the requirements to ensure that all
requirements are addressed
Sample entry in an RTM
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 11
Video 2: Project Scope Management
Learning Objectives
Explain the scope definition process and describe the
contents of a project scope statement
Discuss the process for creating a work breakdown
structure using the analogy, top-down, bottom-up, and
mind-mapping approaches
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 12
Defining Scope
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13
Project scope statements should include at least a product
scope description, product user acceptance criteria, and detailed
information on all project deliverables.
It is also helpful to document other scope-related information,
such as the project boundaries, constraints, and assumptions.
The project scope statement should also reference supporting
documents, such as product specifications
As time progresses, the scope of a project should become more
clear and specific
Creating the Work Breakdown Structure
(WBS)
A WBS is a deliverable-oriented grouping of the work involved in
a project that defines the total scope of the project
WBS is a foundation document that provides the basis for
planning and managing project schedules, costs, resources, and
changes
Decomposition is subdividing project deliverables into smaller
pieces
A work package is a task at the lowest level of the WBS
The scope baseline includes the approved project scope
statement and its associated WBS and WBS dictionary
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14
Sample Intranet WBS Organised by Product
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16
Sample Intranet
WBS
Organized by
Phase
Intranet WBS and Gantt Chart in
Microsoft Project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18
Intranet Gantt Chart Organized by Project
Management Process Groups
Approaches to Developing WBSs
Using guidelines: Some organisations, like the DOD, provide
guidelines for preparing WBSs
The analogy approach: Review WBSs of similar projects and
tailor to your project
The top-down approach: Start with the largest items of the
project and break them down
The bottom-up approach: Start with the specific tasks and roll
them up
Mind-mapping approach: Mind mapping is a technique that
uses branches radiating out from a core idea to structure
thoughts and ideas
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 19
Sample Mind-Mapping Approach for Creating
a WBS
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20
The WBS Dictionary and Scope Baseline
Many WBS tasks are vague and must be explained more so
people know what to do and can estimate how long it will take
and what it will cost to do the work
A WBS dictionary is a document that describes detailed
information about each WBS item
Refer to the textbook (Pg 207) on advice in creating a good WBS
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 21
Video 3: Project Scope Management
Learning Objectives
Explain the importance of validating scope and how it
relates to defining and controlling scope
Understand the importance of controlling scope
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2213
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
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23
Controlling Scope
Scope control involves controlling changes to the project scope
Goals of scope control are 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
Variance is the difference between planned and actual
performance
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 24
What Went Wrong?
A project scope that is too broad and grandiose can cause
severe problems
– Scope creep and an over-emphasis on technology for
technology’s sake resulted in the bankruptcy of a large
pharmaceutical firm, Texas-based FoxMeyer Drug
– In 2001, McDonald’s fast-food chain initiated a project to
create an intranet that would connect its headquarters with
all of its restaurants to provide detailed operational
information in real time. After spending $170 million on
consultants and initial implementation planning, McDonald’s
realized that the project was too much to handle and
terminated it
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 25
Some Best Practices
Best practices to avoid major scope problems:
1. Keep the scope realistic.
2. Involve users in project scope management.
3. Use off-the-shelf hardware and software whenever possible.
4. Follow good project management processes.
Principles from IBM’s Rational Unified Process® (RUP):
• Adapt the process
• Balance competing stakeholder priorities
• Collaborate across teams
• Demonstrate value iteratively
• Elevate the level of abstraction
• Focus continuously on quality
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 26
Video 4: Project Scope Management
Learning Objectives
Understand how scope management works in an Agile
environment
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What is ‘Scope Creep”?
– is it applicable in an Agile framework?
Scope Creep
– changes to the scope baseline of a project (i.e. the addition
of new product features that occur after the project scope
has been determined and/or approved)
Is it a bad thing?
How do we accommodate change?
Enter “Agile”… does this changes how we manage scope?
28
The Agile Lifecycle
29Bob McGannon , What is Agile Project Managemnet (www.Lynda.com)
• Determine user requirements
• Confirm team members
• Set up team collaboration tools
• A documented project charter –describing scope
and overall objectives
• Creation of Product Data Sheet (PDS)
• Project description
• Project objectives
• Timelines
• Cost estimates
• Constraints
• Prioritisation
Scoping your project and managing the
scope
Bob McGannon , What is Agile Project Managemnet (www.Lynda.com) 30
• Feature based delivery plan
• Estimates for each feature
• A set of requirements for the Sprint
• A list of features to be developed
• Effort estimates for each feature
• Risks will be identified
Scoping your project and managing the
scope
Bob McGannon , What is Agile Project Managemnet (www.Lynda.com) 31
Understanding scope throughout the project
32(Ref: Mark C. Layton, Steven J. Ostermiller. (2017). Agile Project Management For Dummies, (2e) For Dummies)
Flipping the Triangle (DSDM Consortium)
(DSDM = Dynamic System Development Method)
Sliger, M. (2010). Goodbye, scope creep—hello, agile! Paper presented at PMI® Global Congress 2010—
North America, Washington, DC. Newtown Square, PA: Project Management Institute 33
Agile Principles in regards to Scope
Management
The agile principles that relate to scope management:
(1) The highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
(2) Changing requirements are welcomed – even late in
development. Agile processes harness change for the
customer’s competitive advantage.
(3) To deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the shorter
timescale.
Mark C. Layton, Steven J. Ostermiller. (2017). Agile Project Management For Dummies, (2e) For Dummies 34
Does Agile Projects have control
mechanisms?
Agile-specific techniques help manage and monitor your Agile
Projects.
Scope is managed by the backlog list.
Scope is controlled by completing features and adding new
features
Never adjust the scope of the current sprint!
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What’s different between traditional and
Agile Scope Management
Mark C. Layton, Steven J. Ostermiller. (2017). Agile Project Management For Dummies, (2e) For Dummies 36
Traditional Approach Agile Approach
Project teams attempt to identify and
document complete scope at the
beginning of the project
High level requirements are gathered at
the beginning of the project and refined
throughout the project
Organizations view scope change after
the requirements phase is complete as
negative.
Organizations view change as a
positive way to improve a product as
the project progresses.
Project managers rigidly control and
discourage changes once stakeholders
sign off on requirements.
Change management is an inherent
part of agile processes.
The product owner determines the
value and priority of new requirements
and adds to the product backlog.
What’s different between traditional and
Agile Scope Management (cont…)
Mark C. Layton, Steven J. Ostermiller. (2017). Agile Project Management For Dummies, (2e) For Dummies 36
Traditional Approach Agile Approach
The cost of change increases
over time, while the ability to
make changes decreases.
You fix resources and schedule initially.
New features with high priority don’t necessarily
cause budget or schedule slip; they simply
push out the lowest-priority features.
Iterative development allows for changes with
each new sprint.
Projects often include scope
bloat, unnecessary product
features included out of fear of
mid-project change.
Scope is determined based on which features
directly support the project vision, the release
goal, and the sprint goal.
Creates the most valuable features first to
guarantee their inclusion.
Less valuable features might never be created.
Which to use?
Agile methods are not for EVERY kind of project.
For projects where scope will not change, more traditional
methods are perhaps a better choice.
For projects with high levels of change, Agile methods tend to be
a better choice.
Agile frameworks are designed to welcome and manage change
– change is expected and accepted throughout the life of the
project.
PMI does not advocate any particular methodology
37