Just for my reviewer

1. 1
Chapter 4:
Project Scope Management

2. 2
What is Project Scope Management?
• What is a scope???
• Scope refers to all the work involved in
creating the products of the project…
• … and the processes used to create them

3. 3
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

4. 4
What is Project Scope Management?
• The project team and stakeholders…
• … must have the same understanding…
• … of what products will be
produced…(Perishable
goods,Merchandise)
• … and what processes will be used…
• … in producing the products( to be
purchased, for Production)

5. 5
Importance of Good Project Scope
Management
Important Factors for Project Success
1. User involvement
2. A clear project mission
3. A clear statement of requirements
4. Proper planning

6. 6
Importance of Good Project Scope
Management
Three Main Reasons Why Projects Fail
1. Improper project definition
2. Improper project scope
3. Lack of Teamwork

7. 7
Project Scope Management Processes
.Scope verification: formalizing acceptance of
the project scope( Team leaders and members
responsibility of the given task)
.Scope change control: controlling changes to
project scope( Project towards a different
direction).

8. 8
Project Initiation: Strategic Planning
and Project Selection
a) The first step in initiating projects is to
look at the big picture or strategic plan of
an organization( Wider Picture)
b) Strategic planning involves determining
long-term business objectives( 3-5 year
project)
c) IT projects should support strategic and
financial business objectives

9. 9
Project Charters
• After deciding what project to work on, it is
important to formalize projects
• A project charter is a document that
formally recognizes the existence of a
project and provides direction on the
project’s objectives and management

10. 10
Project Charters
• Key project stakeholders should sign a
project charter to acknowledge agreement
on the need and intent of the project.

11. PROJECT CHARTER TEMPLATE

12. 12
Example of Project Charter
Project Title: Information Technology (IT) Upgrade Project
Project Start Date: March 4, 2011 Projected Finish Date: December 4, 2012
Project Manager: Kim Nguyen, 691-2784, knguyen@abc.com
Project Objectives: Upgrade hardware and software for all employees (approximately
2,000) within 9 months based on new corporate standards. See attached sheet describing the
new standards. Upgrades may affect servers and midrange computers as well as network
hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for
labor costs.
Approach:
 Update the IT inventory database to determine upgrade needs
 Develop detailed cost estimate for project and report to CIO
 Issue a request for quotes to obtain hardware and software
 Use internal staff as much as possible to do the planning, analysis, and installation
 User testing is required prior rollout to key cities and move on.

13. 13
Table 4-2. Sample Project Charter
(continued)
Name Role Responsibility
Walter Schmidt, CEO Project Sponsor Monitor project
Mike Zwack CIO Monitor project, provide
staff
Kim Nguyen Project Manager Plan and execute project
Jeff Johnson Director of IT Operations Mentor Kim
Nancy Reynolds VP, Human Resources Provide staff, issue memo
to all employees about
project
Steve McCann Director of Purchasing Assist in purchasing
hardware and software
Sign-off: (Signatures of all above stakeholders)
Comments: (Handwritten comments from above stakeholders, if applicable)
This project must be done within ten months at the absolute latest. Mike Zwack, CIO
We are assuming that adequate staff will be available and committed to supporting this
project. Some work must be done after hours to avoid work disruptions, and overtime
will be provided. Jeff Johnson and Kim Nguyen, Information Technology Department
Roles and Responsibilities:

14. 14
Scope Planning and the
Scope Statement
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
– a statement of what determines project success

15. 15
Scope Planning and the Work
Breakdown Structure
• After completing scope planning, the next
step is to further define the work by
breaking it into manageable pieces
• Good scope definition
– helps improve the accuracy of time, cost, and
resource estimates

16. 16
Scope Planning and the Work
Breakdown Structure
• After completing scope planning, the next
step is to further define the work by
breaking it into manageable pieces
• Good scope definition
– defines a baseline for performance
measurement and project control
– aids in communicating clear work
responsibilities

17. 17
The Work Breakdown
Structure
• 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

18. 18
The Work Breakdown
Structure
• It is a foundation document in project
management because it provides the
basis for planning and managing project
schedules, costs, and changes

19. 19
Figure 4-6a. Sample Intranet
WBS Organized by Product

20. 20
Figure 4-6b. Sample Intranet
WBS Organized by Phase

21. 21
Table 4-3. 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

22. 22
Figure 4-7. Intranet WBS and Gantt Chart
in Project 20100
Project 98 file

23. 23
Figure 4-8. Intranet WBS and Gantt Chart Organized
by Project Management Process Groups

24. 24
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