IST 302 Chapter 5 PSH

Scope
all the work involved used to create
the products of the project
the processes used to create the products the deliverables
Project Scope Management
the processes involved in defining & controlling:
what is or/and
is not included in the project

The project team and stakeholders must have the same understanding of:
what products will be produces as a result of a project what processes will be used in producing them

Deliverable
a product produced as part of a project,
hardware
software
planning documents
meeting minutes
What is Good Project Scope Management?
Important for project success:
user involvement,
a clear project mission,
a clear statement of requirements, proper planning
1995 CHAOS

How scope will be:
Planned
Executed
Controlled

What makes A Project Fail?
The main reasons projects fail:
proper project definition
proper project scope
The program manager of Keller Graduate School of Management
Scope Planning Management
Project Scope Management Process
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 organizational process assets to create a scope statement

Creating the WBS: subdividing the major project deliverables into smaller, more manageable components

Validating scope: formalizing acceptance of the project deliverables

Controlling scope: controlling changes to project scope throughout the life of the project

Planning Scope
(First Step in Project Scope Management)
(First Step in Project Scope Management)
After reviewing the project management plan, project charter, enterprise environmental factors, and organizational process assets, the project team uses expert judgement and meetings to develop two important outputs: the scope management plan and the requirements management plan
Scope Management Plan
How to prepare a detailed project scope statement – Are there templates/guidelines to follow? How much detail is needed to describe them?

How to create a WBS (Work Breakdown Structure) – Provide suggestions, samples and resources to create WBS

How to maintain and approve WBS: Understand the process for obtaining formal acceptance of completed deliverables, especially for projects in which payments are based on formal acceptance

How to obtain formal acceptance of the completed project deliverables: Understand the process for obtaining formal acceptance of completed deliverables

How to control requests for changes to the project scope: performing integrated change control. Setting guidelines for submitting, evaluating, and approving changes to scope, and how to handle change request for project

1990 IEEE Standard Glossary of Software Engineering Terminology (Def. of Requirement)
“1. A condition or capability needed by a user to solve a problem or achieve an objective

2. A condition or capability that must be met or possessed by a system or system component to satisfy a contact, standard, specification, or other formally imposed document

3. A documented representation of a condition or capability as in 1 or 2.”

PMBOK Guide (Def. of Requirement)
“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”
Requirement Development
Organized into categories:
-Elicitation
-Analysis
-Specification
-Validation

The gathering, evaluating, and documenting requirements for a software/containing-product.

Requirements Management Plan
Documents how project requirements will be analyzed, documented, and managed.

How to plan, track, and report requirement activities
How to perform configuration management activities
How to prioritize requirements
How to use product metrics
How to trace and capture attributes of requirements

Collecting Requirements
(Second Step in Project Scope Management)
(Second Step in Project Scope Management)
Most difficult step

Consequence of not defining requirement = rework
Can consume up to half of project costs.

Several ways to collect requirements:
Interviewing stakeholders
Focus groups and facilitated workshops
Questionnaires/Surveys
Observation
Prototyping & Document Analysis
*Benchmarking

Effort to collect requirements:
Project Size, Complexity, Importance and other factors

Documenting Requirements:
Review the project charter (includes high level requirements for the project)
Scope
Requirement Management Plan

Often generated by software and include text, images, diagrams, videos and other media.

*RTM (Requirements Traceability Matrix)

Benchmarking
Generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization
Requirements Traceability Matrix (RTM)
A table that lists requirements, their various attributes, and the status of the requirements to ensure that all are address

The main purpose is to maintain the linkage form the source of each requirement through it’s decomposition to implementation and validation.

Defining Scope
(Third Step in Project Scope Management)
Provide a detailed explanation of the work required for the project.

Good Scope definition is important:
helps improve the accuracy of time, cost, and resource estimates
Defines a baseline for performance measurement and project control