433-443 Software Project Management

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. It defines what is or is not to be done.

Project Scope Management

Deliverables are products produced as part of a project, such as hardware or software, planning documents, or meeting minutes. The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how theyll be produced.
Please read the article managing project scope by Joseph Phillips linked to the subject web site
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Project Scope Management Processes (five processes) defined in PMBOK

1. 2. 3. 4. 5. Project scope initiation Scope Planning Scope definition Scope verification Scope change control

Project Scope Management Processes

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Initiation: beginning a project or continuing to the next phase Scope planning: developing documents to provide the basis for future project decisions Scope definition: subdividing the major project deliverables into smaller, more manageable components Scope verification: formalizing acceptance of the project scope Scope change control: controlling changes to project scope
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Project Initiation

Scope Verification and Scope Change Control

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 Many software projects suffer from scope creep and poor scope verification Engineers at Grumman called a system Naziware and refused to use it

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

21st Century Insurance Group wasted a lot of time and money on a

project that could have used off-the-shelf components

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Project Scope
Describe the difference between
product scope (i.e., the features and functions that must support the solution) and project scope (i.e., the deliverables and activities that support project methodology).

Apply several tools and techniques for defining and managing the project s scope.

Failu r e t o d ef in e w h at is p ar t of t h e p r oj ect , as w ell as w h at is n ot , m ay r esu lt in w or k b ein g p er f or m ed t h at w as u n n ecessar y t o cr eat e t h e p r od u ct of t h e p r oj ect an d t h u s lead t o b ot h sch ed u le an d b u dg et ov er r u n s.
Old e Cu r m u d g eon , PM Net w or k Mag azin e, 1 9 9 4 .

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Scope Ma n a gem en t P la n

Project Scope Initiation

1. 2. 3. 4. Project Scope Planning Scope Boundary Scope Statement Out of Scope for this Project

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Scope Boundary

Sample Scope Statement Whats within the scope boundary

1. Develop a proactive electronic commerce strategy that identifies the processes, products, and services to be delivered through the World Wide Web. 2. Develop an application system that supports all of the processes, products, and services identified in the electronic commerce strategy. 3. Integrate the application system with the bank s existing enterprise resource planning system.

*Measurable Organizational Value (MOV)

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Sample Scope Statement Work outside the scope boundary

1. Technology and organizational assessment of the current environment 2. Customer resource management and data mining components

Project Scope Definition

Project-Oriented Scope Project-Oriented Scope Definition Tools
Deliverable Definition Table (DDT) Deliverable Structure Chart (DSC)

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Deliverable Definition Table

Deliverable
Business Case Project charter & project plan Technology & Org. assessment Requirements definition

Structure
Document

Standards
As defined in project methodology As defined in project methodology As defined in project methodology As defined in project methodology

Approval Needed By Project Sponsor Project Sponsor

Resources Required
Business Case team & OA tools Project manager, sponsor, & OA tools Banks syst. analyst, OA & case tools Syst. analyst programmer Case & OA
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Deliverable Structure Chart

Document

Document

Project manager & Sponsor Project manager

Document

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Project Scope Definition

Product-Oriented Scope Product-Oriented Scope Definition Tools
Data Flow Diagrams (DFD) Use Case Diagram Joint Application development (JAD)

Context Level Data Flow Diagram

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Use Case Diagram

Project Scope Verification Check List

MOV Deliverables Quality standards Milestones Review and acceptance

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Scope Change Control

Concerns
Scope grope Scope creep Scope leap

Scope Change Control

Myths of Scope Management
User involvement will result in software project grounded in the realities of business needs. A scope statement will clearly define what a project will do. Once the scope of the project is defined, hold firm because any deviation from the original plan is a sign that the project is out of control.

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Scope Change Control

Myths of Scope Management (cont.)
A function of a scope change committee is to arbitrate user requests for additional features or functionality beyond the original project charter. Regular and frequent meetings with senior management will ensure they are kept up to date and will result in goodwill and support. You can always make up schedules and budgets later on if they slip a little bit.

Scope Change Control Procedures Scope Change Request Form

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Scope Change Control Procedures Scope Change Request Log

Benefits of Scope Control

Keep project manager in control of project

Allow project manager to control project s schedule and budget

Allow project team to stay focused and on track

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Scope Management Process

Using Software to Assist in Project Scope Management

Word-processing software helps create several scope-related documents Spreadsheets help to perform financial calculations, create weighted scoring models, and develop charts and graphs Communication software like e-mail and the Web help clarify and communicate scope information Project management software helps in creating a WBS, the basis for tasks on a Gantt chart Specialized software is available for creating mind maps, managing requirements, and so on

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Focusing on Broad Organizational Needs

It is often difficult to provide strong justification for many software projects, but everyone agrees that they have a high value It is better to measure gold roughly than to count pennies precisely Three important criteria for projects: There is a need for the project There are funds available Theres a strong will to make the project succeed

Suggested Readings
Frederick P B Jr, The Mythical Man-Month: Essays on Software Engineering. Addison-Wesley, 2nd ed., 2000. Posner B Z, What It Takes to Be a Good Project Manager. Project Management Institute,1987. Pinto J and Kharbanda O, Successful Project Managers: Leading Your Team to Success. Van Nostrand Reinhold, 1995 The Standish Group, CHAOS, 1995. (www.standishgroup.com/chaos.html)
Provides good examples of successful and unsuccessful projects.

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Questions or Comments?

Happy Easter
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