Project Scope Management 1
Project Management Framework
IT Project Management
Project Integration Management
Project Scope Management 2
The Triple Constraint of Project Management
IT Project Management
Project Scope Management 3
Phases of the Project Life Cycle
IT Project Management
Project Scope Management 4
Overlap of Process Groups in a Phase
IT Project Management
Project Scope Management 5
Framework for Project Integration Management
IT Project Management
Topic:
Project Scope Management
INSTRUCTOR,SHU LIU
HIT SCHOOL OF SOFTWARE
Fall 2005
All rights reserved
IT Project Management
Project Scope Management 7
Outline
What is Project Scope Management?
Project Initiation
Methods for Selecting Projects
Net Present Value Analysis,ROI,and Payback Analysis
Weighted Scoring Model
Project Charters
Scope Planning
The Scope Statement
Scope Definition
The Work Breakdown Structure
Approaches to Developing Work Breakdown Structures
Scope Verification and Scope Change Control
IT Project Management
Project Scope Management 8
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.
Project scope management includes the
processes involved in defining and
controlling what is or is not included in the
project
IT Project Management
Project Scope Management 9
1995 CHAOS study cited
user involvement,a clear
project mission,a clear
statement of requirements,
and proper planning as
being important for project
success
IT Project Management
It is very important to ensure that the project team and
stakeholders have the same understanding of what products
will be produced as a result of a project and what processes
will be used in producing those products.
Project Scope Management 10
Project Scope Management Processes
Initiation
Scope planning
Scope definition
Scope verification
Scope change control
IT Project Management
Project Scope Management 11
Project Initiation
The first step in initiating projects is to
look at the big picture or strategic plan of
an organization
Project Selection
Project Charters
IT Project Management
Project Scope Management 12
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,financial methods,and
weighted scoring models
IT Project Management
Project Scope Management 13
Financial Analysis of Projects
Financial considerations are often an
important consideration in selecting projects
IT Project Management
We can’t achieve anything in business
without profits…
Fujio Mitarai CEO Canon
Project Scope Management 14
Financial Analysis of Projects
Three primary methods for determining the
projected financial value of projects:
Net present value (NPV净现值 ) analysis
Return on investment (ROI投资收益率 )
Payback analysis （投资回收率）
IT Project Management
Project Scope Management 15
NPV Analysis （ 净现值 ）
Net Present Value (NPV) analysis is a method of
calculating the expected net monetary gain or loss
from a project by discounting all expected future cash
inflows and outflows to the present point in time
Projects with a positive NPV should be considered if
financial value is a key criterion
The higher the NPV,the better
IT Project Management
Project Scope Management 16
NPV Analysis
The mathematical formula for calculating NPV
NPV =∑t=1…n A/(1+r)^t
t – the year of the cash flows
A – the amount of cash flow each year
r – the discount rate
IT Project Management
Project Scope Management 17
NPV Analysis
To determine NPV,follow these steps:
Determine the cash inflows and outflows for
the project
Determine the discount rate,
A discount rate is the minimum acceptable rate of
return on an investment,It is also called the
required rate of return,hurdle rate,or opportunity
cost of capital.
Calculate the net present value.
IT Project Management
Project Scope Management 18
Net Present Value Example
NPV =∑t=1…n A/(1+r)^t
2316
3201
IT Project Management
Project Scope Management 19
Return on Investment (投资收益率 )
Return on investment (ROI) is income divided by
investment
ROI = (total discounted benefits - total discounted costs) / discounted costs
The higher the ROI,the better
Many organizations have a required rate of return
or minimum acceptable rate of return on
investment for projects
IT Project Management
Project Scope Management 20
Payback Analysis (投资回收分析 )
Another important financial consideration is
payback analysis
The payback period is the amount of time it will
take to recoup,in the form of net cash inflows,the
net dollars invested in a project
Payback occurs when the cumulative discounted
benefits and costs are greater than zero
Many organizations want IT projects to have a
fairly short payback period
IT Project Management
Project Scope Management 21
NPV,ROI,and Payback Analysis for Project 1
31%
(9743-7427)/7427
IT Project Management
Project Scope Management 22
NPV,ROI,and Payback Analysis for Project 2
IT Project Management
Project Scope Management 23
NPV,ROI,and Payback Analysis for Project 2
IT Project Management
Project Scope Management 24
Weighted Scoring Model (加权评分模型 )
A weighted scoring model is a tool that provides a
systematic process for selecting projects based on many
criteria
First identify criteria important to the project selection process
Then assign weights (percentages) to each criterion so they
add up to 100%
Then assign scores to each criterion for each project
Multiply the scores by the weights and get the total weighted
scores
The higher the weighted score,the better
IT Project Management
Project Scope Management 25
Sample Weighted Scoring Model for Project Selection
IT Project Management
Project Scope Management 26
Project Charter (项目章程 )
A project charter is a document that formally
recognizes the existence of a project and
provides direction on the project’s objectives
and management
Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project
A project charter is a key output of the
initiation process
IT Project Management
Project Scope Management 27
Project Charter (项目章程 )
Project title:
Project start date:
Project finish date:
Project manager:
Project objectives:
Project approaches:
Roles and responsibilities:
Sign off:
Comments:
IT Project Management
Project Scope Management 28
Sample Project Charter (see page 97)
P r oj e c t Ti t le,I nf o r m a ti o n T e c hn o lo g y ( I T ) U pg r a de P r o j e c t
P r oj e c t S t ar t D at e,Ma r c h 4,2 00 P r oj e c t e d F in is h D at e,D e c e m be r 4,20 02
P r oj e c t M an ag e r,K im N g uy e n,69 1 - 27 84,k ng uy e n@ a bc,c o m
P r oj e c t Ob j e c t iv e s,U pg r a de ha r dw a r e a nd so f tw a r e f o r a ll e m plo y e e s ( a pp r o xim a te ly 2,00 0) w it hin 9
m o nths ba se d o n n e w c o r po r a te st a nd a r ds,S e e a tt a c he d she e t de sc r ibi ng the ne w st a nd a r ds,U pg r a de s m a y
a f f e c t s e r v e r s a nd m idr a ng e c o m pu te r s a s w e ll a s ne tw o r k ha r dw a r e a nd so f tw a r e,Bud g e te d $ 1,0 00,00 0 f o r
ha r dw a r e a nd so f tw a r e c o st s a nd $5 00,00 0 f o r la bo r c o st s,
A p p r oa c h,
U pd a te the I T inv e nto r y da ta ba se to de te r m ine up g r a de ne e ds
D e v e lo p d e ta il e d c o st e st im a te f o r pr o j e c t a nd r e po r t t o CI O
I ssue a r e qu e st f o r qu o te s t o o bta in ha r dw a r e a nd so f tw a r e
U se inte r na l s ta f f a s m uc h a s po ssi ble to do the pla nn ing,a na ly si s,a nd inst a ll a ti o n
IT Project Management
Project Scope Management 29
Sample Project Charter (continued)
N a m e R o l e R e s p o n s i b i l i ty
W a l t e r S c hm i d t,CE O P ro j e c t S po ns or M on i t or pr oj e c t
M i ke Z w a c k CI O M on i t or pr oj e c t,pr ov i de
s t a ff
K i m N g u y e n P ro j e c t M a na g e r P l a n a nd e xe c ut e pr oj e c t
J e ff J oh ns on D i re c t or of I T O pe ra t i on s M e nt or K i m
N a nc y Re y no l ds V P,H um a n R e s ou rc e s P ro v i de s t a ff,i s s ue m e m o
t o a l l e m pl oy e e s a bo ut
pr oj e c t
S t e v e M c Ca nn D i re c t or of P ur c h a s i ng A s s i s t i n p ur c ha s i ng
ha rd w a re a nd s of t w a r e
S i gn-o ff,( S i g na t ur e s of a l l a bo v e s t a ke ho l d e rs )
C om m e n t s,( H a nd w ri t t e n c om m e nt s fro m a bo v e s t a ke ho l de rs,i f a pp l i c a b l e )
T hi s pr oj e c t m us t be do n e w i t hi n t e n m on t hs a t t h e a bs ol u t e l a t e s t,M i k e Z wa c k,CIO
W e a re a s s um i ng t ha t a d e qu a t e s t a ff wi l l be a v a i l a bl e a nd c o m m i t t e d t o s up po rt i ng t hi s
pr oj e c t,S om e w or k m us t be do ne a ft e r h ou rs t o a v oi d work d i s ru pt i on s,a nd ov e rt i m e
w i l l be pr ov i de d,J e f f J oh ns on an d K i m Ng uy e n,In f or m at i on T e c hn ol og y D e pa r t m e n t
Roles and Responsibilities:
IT Project Management
Project Scope Management 30
Project Scope Planning (项目范围计划 )
A scope statement is a document used to
develop and confirm a common
understanding of the project scope.
A Statement of Work (SOW) is a type of
scope statement used in many government
projects,
Scope statements vary depending on the
nature of the project.
IT Project Management
Project Scope Management 31
Project Scope Planning
Project
Charter
Description of
the products
Project
constraints
Project
assumptions
IT Project Management
Scope
statement
Supporting
detail
Scope
management
plan
Scope
Planning
Project Scope Management 32
Project Scope Planning
Scope Statements should include
a project justification (describing the business
need that sparked creation of the project.)
a brief description of the project’s products
a summary of all project deliverables
a statement of what determines project success
IT Project Management
Project Scope Management 33
Scope Definition (范围定义 )
After completing scope planning,the next
step is to further define the work by
breaking it into manageable pieces
WBS - a deliverable from scope definition
IT Project Management
Project Scope Management 34
Work Breakdown Structure (工作分解结构 )
A work breakdown structure (WBS) is an
outcome-oriented analysis of the work involved in
a project that defines the total scope of the project
It is a foundation document in project
management because it provides the basis for
planning and managing project schedules,costs,
and changes
IT Project Management
Project Scope Management 35
Approaches to Developing WBSs
Using guidelines,Some organizations 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 bottoms-up approach,Start with the detailed
tasks and roll them up
IT Project Management
Project Scope Management 36
Approaches to Developing WBSs
WPL – Work Product List
工作产品清单
PBS – Product Breakdown Structure
产品细分结构
WBS – Work Breakdown Structure
工作细分结构
OBS – Organization Breakdown Structure
组织细分结构
IT Project Management
Approach Product
Process
Project Scope Management 37
PBS –use,noun(名词 )”
IT Project Management
Components/Work products
Project Scope Management 38
WBS –use,verb (动词 )”
IT Project Management
Activities/tasks
Project Scope Management 39
OBS –use,noun (名词 )”
IT Project Management
Team/Group/Person
Project Scope Management 40
WBS Format
Tabular 缩行表
1.1 XXXXXXXXXXXX
1.1.1 XXXXXXXXX
1.1.1.1XXXXX
1.2 XXXXXXXXXXXXX
1.2.1 XXXXXXXXX
1.2.2 XXXXXXXXX
1.2.3 XXXXXXXXX
1.2.4 XXXXXXXXX
1.3 XXXXXXXXXXXXX
1.4 XXXXXXXXXXXXX
1.4.1 XXXXXXXXX
Tree structure 树型结构
IT Project Management
项目
Project Scope Management 41
WBS
IT Project Management
开展项目
1.1
设计规程
1.1.1 1.1.2 1.3.1
1.4
培训包
1.4.1 1.4.2
1.2
项目
1.3
网络
1.3.2 1.3.3
1.3.3.1 1.3.3.21.3.1.1 1.3.1.2
Project Scope Management 42
Sample Intranet WBS Organized by Product
IT Project Management
Project Scope Management 43
Basic Principles for Creating WBSs
1,A unit of work should appear at only one place in the WBS.
2,The work content of a WBS item is the sum of the WBS items
below it.
3,A WBS item is the responsibility of only one individual,even
though many people may be working on it.
4,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.
IT Project Management
Project Scope Management 44
Basic Principles for Creating WBSs
5,Project team members should be involved in developing the
WBS to ensure consistency and buy-in.
6,Each WBS item must be documented to ensure accurate
understanding of the scope of work included and not included
in that item.
7,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
IT Project Management
Project Scope Management 45
Sample Intranet WBS Organized by Phase
IT Project Management
Project Scope Management 46
Intranet 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
IT Project Management
Project Scope Management 47
Intranet WBS and Gantt Chart in Project 2000
Project 98 file
IT Project Management
Project Scope Management 48
Intranet WBS and Gantt Chart Organized by Project
Management Process Groups
IT Project Management
Project Scope Management 49
Scope Definition (范围定义 )
Good scope definition
helps improve the accuracy of time,cost,and
resource estimates
defines a baseline for performance
measurement and project control
aids in communicating clear work
responsibilities
IT Project Management
Project Scope Management 50
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 IT projects suffer from scope creep and poor
scope verification
FoxMeyer Drug filed for bankruptcy after scope creep on
a robotic warehouse
…
IT Project Management
Project Scope Management 51
Factors Causing IT Project Problems
F a c tor R a n k
L a c k o f u s e r inp u t 1
I n c o mp le te r e q u ire ments and s p e c ifi c a t ion s 2
C h a n g ing r e q u ire ments and s p e c ifi c a ti o n s 3
L a c k o f e x e c u ti v e s u p p o rt 4
Te c h n o log y in c o mp e t e n c e 5
L a c k o f res o u rce s 6
U n rea li s ti c exp e c t a ti o n s 7
U n c le a r o b j e c ti v e s 8
U n rea li s ti c ti me fr a mes 9
N e w Tec h n o log y 10
*Johnson,Jim,"CHAOS,The Dollar Drain of IT Project Failures," Application Development Trends,
January 1995,www.stadishgroup.com/chaos.html
IT Project Management
Project Scope Management 52
Suggestions for Improving User Input
Insist that all projects have a sponsor from the user
organization
Have users on the project team
Have regular meetings
Deliver something to project users and sponsor on a
regular basis
Co-locate users with the developers
IT Project Management
Project Scope Management 53
Suggestions for Reducing Incomplete and
Changing Requirements
Develop and follow a requirements management process
Employ techniques such as prototyping,use case modeling,and
Joint Application Design to thoroughly understand user
requirements
Put all requirements in writing and current
Create a requirements management database
Provide adequate testing
Use a process for reviewing requested changes from a systems
perspective
Emphasize completion dates
IT Project Management
Project Scope Management 54
Initiation – Project Selection; Project Charter; Business Case
起步 - 项目选择；项目宗旨；业务情况
Planning – Scope Statement,Scope Management Plan; WBS
计划 - 工作范围描述；工作范围管理计划； WBS
Executing – Formal Acceptance Documentation
执行 - 正式确认文件
Controlling – Scope Change Request; Corrective Action;
Performance Report
控制 - 要求变动工作范围；正确的行动 ; 工作状况报告
Closing – Lessons Learnt; Post-Review Meeting Minutes
收尾 - 学到的经验；工作回顾会议记录
Project Scope Management 项目范围管理
IT Project Management
Project Scope Management 55
Project Scope Management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
Project Charter
Scope Statement
WBS
Verification
Document
Change control
process
Project Scope Management 56
Group Exercise
Exercise 5 on page 113
Create a WBS for one of the following projects:
Building your dream house
Planning a birthday party
Planning a traditional wedding
Creating a new information system for your school or
company
Break down the work to at least the third level for one
of the items on the WBS,
IT Project Management
Project Scope Management 57
IT Project Management
Project Management Framework
IT Project Management
Project Integration Management
Project Scope Management 2
The Triple Constraint of Project Management
IT Project Management
Project Scope Management 3
Phases of the Project Life Cycle
IT Project Management
Project Scope Management 4
Overlap of Process Groups in a Phase
IT Project Management
Project Scope Management 5
Framework for Project Integration Management
IT Project Management
Topic:
Project Scope Management
INSTRUCTOR,SHU LIU
HIT SCHOOL OF SOFTWARE
Fall 2005
All rights reserved
IT Project Management
Project Scope Management 7
Outline
What is Project Scope Management?
Project Initiation
Methods for Selecting Projects
Net Present Value Analysis,ROI,and Payback Analysis
Weighted Scoring Model
Project Charters
Scope Planning
The Scope Statement
Scope Definition
The Work Breakdown Structure
Approaches to Developing Work Breakdown Structures
Scope Verification and Scope Change Control
IT Project Management
Project Scope Management 8
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.
Project scope management includes the
processes involved in defining and
controlling what is or is not included in the
project
IT Project Management
Project Scope Management 9
1995 CHAOS study cited
user involvement,a clear
project mission,a clear
statement of requirements,
and proper planning as
being important for project
success
IT Project Management
It is very important to ensure that the project team and
stakeholders have the same understanding of what products
will be produced as a result of a project and what processes
will be used in producing those products.
Project Scope Management 10
Project Scope Management Processes
Initiation
Scope planning
Scope definition
Scope verification
Scope change control
IT Project Management
Project Scope Management 11
Project Initiation
The first step in initiating projects is to
look at the big picture or strategic plan of
an organization
Project Selection
Project Charters
IT Project Management
Project Scope Management 12
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,financial methods,and
weighted scoring models
IT Project Management
Project Scope Management 13
Financial Analysis of Projects
Financial considerations are often an
important consideration in selecting projects
IT Project Management
We can’t achieve anything in business
without profits…
Fujio Mitarai CEO Canon
Project Scope Management 14
Financial Analysis of Projects
Three primary methods for determining the
projected financial value of projects:
Net present value (NPV净现值 ) analysis
Return on investment (ROI投资收益率 )
Payback analysis （投资回收率）
IT Project Management
Project Scope Management 15
NPV Analysis （ 净现值 ）
Net Present Value (NPV) analysis is a method of
calculating the expected net monetary gain or loss
from a project by discounting all expected future cash
inflows and outflows to the present point in time
Projects with a positive NPV should be considered if
financial value is a key criterion
The higher the NPV,the better
IT Project Management
Project Scope Management 16
NPV Analysis
The mathematical formula for calculating NPV
NPV =∑t=1…n A/(1+r)^t
t – the year of the cash flows
A – the amount of cash flow each year
r – the discount rate
IT Project Management
Project Scope Management 17
NPV Analysis
To determine NPV,follow these steps:
Determine the cash inflows and outflows for
the project
Determine the discount rate,
A discount rate is the minimum acceptable rate of
return on an investment,It is also called the
required rate of return,hurdle rate,or opportunity
cost of capital.
Calculate the net present value.
IT Project Management
Project Scope Management 18
Net Present Value Example
NPV =∑t=1…n A/(1+r)^t
2316
3201
IT Project Management
Project Scope Management 19
Return on Investment (投资收益率 )
Return on investment (ROI) is income divided by
investment
ROI = (total discounted benefits - total discounted costs) / discounted costs
The higher the ROI,the better
Many organizations have a required rate of return
or minimum acceptable rate of return on
investment for projects
IT Project Management
Project Scope Management 20
Payback Analysis (投资回收分析 )
Another important financial consideration is
payback analysis
The payback period is the amount of time it will
take to recoup,in the form of net cash inflows,the
net dollars invested in a project
Payback occurs when the cumulative discounted
benefits and costs are greater than zero
Many organizations want IT projects to have a
fairly short payback period
IT Project Management
Project Scope Management 21
NPV,ROI,and Payback Analysis for Project 1
31%
(9743-7427)/7427
IT Project Management
Project Scope Management 22
NPV,ROI,and Payback Analysis for Project 2
IT Project Management
Project Scope Management 23
NPV,ROI,and Payback Analysis for Project 2
IT Project Management
Project Scope Management 24
Weighted Scoring Model (加权评分模型 )
A weighted scoring model is a tool that provides a
systematic process for selecting projects based on many
criteria
First identify criteria important to the project selection process
Then assign weights (percentages) to each criterion so they
add up to 100%
Then assign scores to each criterion for each project
Multiply the scores by the weights and get the total weighted
scores
The higher the weighted score,the better
IT Project Management
Project Scope Management 25
Sample Weighted Scoring Model for Project Selection
IT Project Management
Project Scope Management 26
Project Charter (项目章程 )
A project charter is a document that formally
recognizes the existence of a project and
provides direction on the project’s objectives
and management
Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project
A project charter is a key output of the
initiation process
IT Project Management
Project Scope Management 27
Project Charter (项目章程 )
Project title:
Project start date:
Project finish date:
Project manager:
Project objectives:
Project approaches:
Roles and responsibilities:
Sign off:
Comments:
IT Project Management
Project Scope Management 28
Sample Project Charter (see page 97)
P r oj e c t Ti t le,I nf o r m a ti o n T e c hn o lo g y ( I T ) U pg r a de P r o j e c t
P r oj e c t S t ar t D at e,Ma r c h 4,2 00 P r oj e c t e d F in is h D at e,D e c e m be r 4,20 02
P r oj e c t M an ag e r,K im N g uy e n,69 1 - 27 84,k ng uy e n@ a bc,c o m
P r oj e c t Ob j e c t iv e s,U pg r a de ha r dw a r e a nd so f tw a r e f o r a ll e m plo y e e s ( a pp r o xim a te ly 2,00 0) w it hin 9
m o nths ba se d o n n e w c o r po r a te st a nd a r ds,S e e a tt a c he d she e t de sc r ibi ng the ne w st a nd a r ds,U pg r a de s m a y
a f f e c t s e r v e r s a nd m idr a ng e c o m pu te r s a s w e ll a s ne tw o r k ha r dw a r e a nd so f tw a r e,Bud g e te d $ 1,0 00,00 0 f o r
ha r dw a r e a nd so f tw a r e c o st s a nd $5 00,00 0 f o r la bo r c o st s,
A p p r oa c h,
U pd a te the I T inv e nto r y da ta ba se to de te r m ine up g r a de ne e ds
D e v e lo p d e ta il e d c o st e st im a te f o r pr o j e c t a nd r e po r t t o CI O
I ssue a r e qu e st f o r qu o te s t o o bta in ha r dw a r e a nd so f tw a r e
U se inte r na l s ta f f a s m uc h a s po ssi ble to do the pla nn ing,a na ly si s,a nd inst a ll a ti o n
IT Project Management
Project Scope Management 29
Sample Project Charter (continued)
N a m e R o l e R e s p o n s i b i l i ty
W a l t e r S c hm i d t,CE O P ro j e c t S po ns or M on i t or pr oj e c t
M i ke Z w a c k CI O M on i t or pr oj e c t,pr ov i de
s t a ff
K i m N g u y e n P ro j e c t M a na g e r P l a n a nd e xe c ut e pr oj e c t
J e ff J oh ns on D i re c t or of I T O pe ra t i on s M e nt or K i m
N a nc y Re y no l ds V P,H um a n R e s ou rc e s P ro v i de s t a ff,i s s ue m e m o
t o a l l e m pl oy e e s a bo ut
pr oj e c t
S t e v e M c Ca nn D i re c t or of P ur c h a s i ng A s s i s t i n p ur c ha s i ng
ha rd w a re a nd s of t w a r e
S i gn-o ff,( S i g na t ur e s of a l l a bo v e s t a ke ho l d e rs )
C om m e n t s,( H a nd w ri t t e n c om m e nt s fro m a bo v e s t a ke ho l de rs,i f a pp l i c a b l e )
T hi s pr oj e c t m us t be do n e w i t hi n t e n m on t hs a t t h e a bs ol u t e l a t e s t,M i k e Z wa c k,CIO
W e a re a s s um i ng t ha t a d e qu a t e s t a ff wi l l be a v a i l a bl e a nd c o m m i t t e d t o s up po rt i ng t hi s
pr oj e c t,S om e w or k m us t be do ne a ft e r h ou rs t o a v oi d work d i s ru pt i on s,a nd ov e rt i m e
w i l l be pr ov i de d,J e f f J oh ns on an d K i m Ng uy e n,In f or m at i on T e c hn ol og y D e pa r t m e n t
Roles and Responsibilities:
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Project Scope Management 30
Project Scope Planning (项目范围计划 )
A scope statement is a document used to
develop and confirm a common
understanding of the project scope.
A Statement of Work (SOW) is a type of
scope statement used in many government
projects,
Scope statements vary depending on the
nature of the project.
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Project Scope Management 31
Project Scope Planning
Project
Charter
Description of
the products
Project
constraints
Project
assumptions
IT Project Management
Scope
statement
Supporting
detail
Scope
management
plan
Scope
Planning
Project Scope Management 32
Project Scope Planning
Scope Statements should include
a project justification (describing the business
need that sparked creation of the project.)
a brief description of the project’s products
a summary of all project deliverables
a statement of what determines project success
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Project Scope Management 33
Scope Definition (范围定义 )
After completing scope planning,the next
step is to further define the work by
breaking it into manageable pieces
WBS - a deliverable from scope definition
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Project Scope Management 34
Work Breakdown Structure (工作分解结构 )
A work breakdown structure (WBS) is an
outcome-oriented analysis of the work involved in
a project that defines the total scope of the project
It is a foundation document in project
management because it provides the basis for
planning and managing project schedules,costs,
and changes
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Project Scope Management 35
Approaches to Developing WBSs
Using guidelines,Some organizations 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 bottoms-up approach,Start with the detailed
tasks and roll them up
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Project Scope Management 36
Approaches to Developing WBSs
WPL – Work Product List
工作产品清单
PBS – Product Breakdown Structure
产品细分结构
WBS – Work Breakdown Structure
工作细分结构
OBS – Organization Breakdown Structure
组织细分结构
IT Project Management
Approach Product
Process
Project Scope Management 37
PBS –use,noun(名词 )”
IT Project Management
Components/Work products
Project Scope Management 38
WBS –use,verb (动词 )”
IT Project Management
Activities/tasks
Project Scope Management 39
OBS –use,noun (名词 )”
IT Project Management
Team/Group/Person
Project Scope Management 40
WBS Format
Tabular 缩行表
1.1 XXXXXXXXXXXX
1.1.1 XXXXXXXXX
1.1.1.1XXXXX
1.2 XXXXXXXXXXXXX
1.2.1 XXXXXXXXX
1.2.2 XXXXXXXXX
1.2.3 XXXXXXXXX
1.2.4 XXXXXXXXX
1.3 XXXXXXXXXXXXX
1.4 XXXXXXXXXXXXX
1.4.1 XXXXXXXXX
Tree structure 树型结构
IT Project Management
项目
Project Scope Management 41
WBS
IT Project Management
开展项目
1.1
设计规程
1.1.1 1.1.2 1.3.1
1.4
培训包
1.4.1 1.4.2
1.2
项目
1.3
网络
1.3.2 1.3.3
1.3.3.1 1.3.3.21.3.1.1 1.3.1.2
Project Scope Management 42
Sample Intranet WBS Organized by Product
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Project Scope Management 43
Basic Principles for Creating WBSs
1,A unit of work should appear at only one place in the WBS.
2,The work content of a WBS item is the sum of the WBS items
below it.
3,A WBS item is the responsibility of only one individual,even
though many people may be working on it.
4,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.
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Project Scope Management 44
Basic Principles for Creating WBSs
5,Project team members should be involved in developing the
WBS to ensure consistency and buy-in.
6,Each WBS item must be documented to ensure accurate
understanding of the scope of work included and not included
in that item.
7,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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Project Scope Management 45
Sample Intranet WBS Organized by Phase
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Project Scope Management 46
Intranet 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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Project Scope Management 47
Intranet WBS and Gantt Chart in Project 2000
Project 98 file
IT Project Management
Project Scope Management 48
Intranet WBS and Gantt Chart Organized by Project
Management Process Groups
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Project Scope Management 49
Scope Definition (范围定义 )
Good scope definition
helps improve the accuracy of time,cost,and
resource estimates
defines a baseline for performance
measurement and project control
aids in communicating clear work
responsibilities
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Project Scope Management 50
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 IT projects suffer from scope creep and poor
scope verification
FoxMeyer Drug filed for bankruptcy after scope creep on
a robotic warehouse
…
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Project Scope Management 51
Factors Causing IT Project Problems
F a c tor R a n k
L a c k o f u s e r inp u t 1
I n c o mp le te r e q u ire ments and s p e c ifi c a t ion s 2
C h a n g ing r e q u ire ments and s p e c ifi c a ti o n s 3
L a c k o f e x e c u ti v e s u p p o rt 4
Te c h n o log y in c o mp e t e n c e 5
L a c k o f res o u rce s 6
U n rea li s ti c exp e c t a ti o n s 7
U n c le a r o b j e c ti v e s 8
U n rea li s ti c ti me fr a mes 9
N e w Tec h n o log y 10
*Johnson,Jim,"CHAOS,The Dollar Drain of IT Project Failures," Application Development Trends,
January 1995,www.stadishgroup.com/chaos.html
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Project Scope Management 52
Suggestions for Improving User Input
Insist that all projects have a sponsor from the user
organization
Have users on the project team
Have regular meetings
Deliver something to project users and sponsor on a
regular basis
Co-locate users with the developers
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Project Scope Management 53
Suggestions for Reducing Incomplete and
Changing Requirements
Develop and follow a requirements management process
Employ techniques such as prototyping,use case modeling,and
Joint Application Design to thoroughly understand user
requirements
Put all requirements in writing and current
Create a requirements management database
Provide adequate testing
Use a process for reviewing requested changes from a systems
perspective
Emphasize completion dates
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Project Scope Management 54
Initiation – Project Selection; Project Charter; Business Case
起步 - 项目选择；项目宗旨；业务情况
Planning – Scope Statement,Scope Management Plan; WBS
计划 - 工作范围描述；工作范围管理计划； WBS
Executing – Formal Acceptance Documentation
执行 - 正式确认文件
Controlling – Scope Change Request; Corrective Action;
Performance Report
控制 - 要求变动工作范围；正确的行动 ; 工作状况报告
Closing – Lessons Learnt; Post-Review Meeting Minutes
收尾 - 学到的经验；工作回顾会议记录
Project Scope Management 项目范围管理
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Project Scope Management 55
Project Scope Management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
Project Charter
Scope Statement
WBS
Verification
Document
Change control
process
Project Scope Management 56
Group Exercise
Exercise 5 on page 113
Create a WBS for one of the following projects:
Building your dream house
Planning a birthday party
Planning a traditional wedding
Creating a new information system for your school or
company
Break down the work to at least the third level for one
of the items on the WBS,
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Project Scope Management 57
IT Project Management
