Project Scope Management PDF

Project Scope Management 1  What is Project Scope Management?  Scope refers to all the work involved in creating the products/deliverables/ of the project and the processes used to create them.  A deliverable is a product produced as part of a project, such a...

Project Scope Management 1  What is Project Scope Management?  Scope refers to all the work involved in creating the products/deliverables/ 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….  In the project context, the term scope can refer to; Product scope: the features and functions that characterize the a product, service or result. Project scope: the work performed to deliver the product including budgets, timeframes for final delivery. 2  Contt..  Here sometime people confused with product scope and project scope. 3  What is Project Scope Management? Project scope management is the processes involved in defining and controlling what is or is not included in the project. It is a process that helps in determining and documenting the list of all project goals, tasks, deliverables, deadlines, and budgets as a part of the planning process. It is the process in w/c we can identify ,define and control output and benefits of project. 4  Contt..  It helps to distinguish between what is needed and what isn’t needed for accomplishing the project.  And used to manage scope properly that avoid scope creep and poor scope verification.  Effective project scope management gives a clear idea about time, labor, and cost involved in the project.  Project team/stakeholders must have same understanding of what products / deliverables will be produced as a result of a project and what process will be used in producing them. 5 Project Scope Management Processes 6  Plan scope management Tools and techniques used are expert judgement, meetings and data analysis. Output of this process is scope management plan and requirement management plan 7  Contt.. It is a document mainly helps in defining, managing, validating, and controlling project scope. It includes: 1. Detailed project scope statement 2. Breakdown of all project requirements 3. Expected project deliverables/output 4. Change control process 8  Collecting Requirements It is the process of determining, documenting and managing stakeholder needs and requirements to meet the objectives. It provides(reflect) the basis of defining the project and product scope  Tools and techniques including expert judgement, data gathering, data analysis, decision making, interpersonal and team skills, data representations, context diagrams and prototypes  Output of this phase is requirements document and requirements traceability matrix. 9  Methods for Collecting Requirements Interviewing Focus groups and facilitated workshops Using group creativity and decision- making techniques Questionnaires and surveys Observation Prototyping Software tools,… 10  Documenting Requirements Requirements documents are often generated by software and include text, images, diagrams, videos, and other media; they are often broken down into different categories such as functional, service, performance, quality, training requirements, and soon. It is important to use an iterative approach to defining requirements since they are often unclear early in a project. 11  Sample RTM 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. 12 Defining the Scope 13 Contt.. 14  Project Scope Statement(PSS)  PSS is also called scope document or statement of work(SOW).  PSS is output of defining scope process that specifies what work will be done and what work is excluded.  It is a document written by project manager, used to develop and create a common understanding of project scope among stakeholders.  It is a primary tool for stakeholders and teammates to refer back to and use as a guideline to accurately measure project success.  It should include: 15 Contt… 16 Simple of PSS 17  Creating Work Breakdown Structure The process of subdividing major project deliverables and project work into smaller, more manageable components. WBS is a document that break down all the work which needs to be done in the project, then assigns all tasks to the team members. WBS is an outcome-oriented analysis of work involved in a project that defines hierarchical decomposition of total scope of the project. 18  Contt…. For internal project, work is actually detailed in work breakdown structure (WBS) and WBS dictionary. WBS dictionary is a document that provides detailed deliverables, activity and scheduling info about each component in the WBS. It is the most important process of scope management, B/c it is main output of the entire scope management knowledge area or leads to final scope baseline document. 19  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 clearly using WBS dictionary.  It is a document that describes detailed information about each WBS item.  A work package is a task at the lowest level of the WBS.  The approved project scope statement and its WBS and WBS dictionary form the scope baseline, which is used to measure performance in meeting project scope goals. 20 Decomposition of scope 21  Approaches to Developing WBSs Using guidelines: Some organizations, like the DoD, provide guidelines for preparing WBSs The analogy approach: It often helps to review WBSs of similar projects The top-down approach: Start with the largest items of the project and keep breaking them down The bottom-up approach: Start with the detailed tasks and roll them up 22  Validating scope  Validating scope/Verifying scope) is the process of formalizing acceptance of completed project deliverables by the stakeholders.  In this step, scope and deliverables that you have recorded need to be sent to project executives and stakeholders to get necessary approvals.  Scope validation required before starting the project to ensure that if something goes wrong then it is easy to find where it left wrong. 23 Scope Change Control 24  Contt … Scope change control: Controlling changes to project scope throughout the life of the project. Project managers need to ensure that as the project begins, it always stays within the defined scope. But, in case there are some things that need to change, then proper change control process should be followed. 25 26