Chapter7-ScopePlanning.pptx

CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells

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Scope Planning

Chapter 7

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Chapter 7 Core Objectives:
Describe the planning of scope management, collecting requirements, & defining scope processes
Create a requirements traceability matrix, project scope statement, & change request form
Describe a work breakdown structure (WBS) and why it is important
Compare different methods of developing a WBS
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Chapter 7 Technical Objective:
Create a WBS, including work packages and a numbering system for the code of accounts, both by hand and using MS Project

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Web Intelligence Solutions from Teradata

“An effective scope management approach fosters open communications and sound decision making to ensure all parties get the business value expected from the project”
Mike Van Horn, Teradata
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Scope Planning Processes
Plan Scope Management
Collect project requirements
Define project scope
Create work breakdown structure (WBS)
Establish change control

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Flow of Scope Planning

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Plan Scope Management

Total scope = product scope + project scope

Product scope – outputs the team will deliver to its customers
Project scope – the work needed to be performed in to deliver the project’s outputs
Plan scope management – the process of developing a plan that includes the total scope of what needs to be done and what is excluded from the project; implementation and validation of the scope; and how to control deviations from the scope statement.
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Make sure the project team is absolutely clear on the project objectives!

Collect Requirements
Collect requirements – a systematic effort to understand and analyze stakeholder needs to define and document these needs and requirements with a focus on meeting project objectives.
Why…
this project?

Requirement– a condition or capability needed by a user to solve a problem or achieve an objective that satisfies a standard, specification, or any other formally-documented need.
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Gather Stakeholder Input & Needs
Use voice of the customer techniques (VOC)
Ask questions
Place yourself in the customer’s situation
State customer desires in operational terms

Collecting requirements is same regardless
of type of project. Generally Agile documentation
is less formal, thus allowing for progressive elaboration

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Gather Stakeholder Input & Needs
Common methods for obtaining & documenting requirements:
Meetings with Stakeholders
Interviews
Focus Groups
Questionnaires
Surveys
Observations
Prototypes
Industry Standards
Reference Documents
Market Analysis
Competitive Analysis
Client Requests
Standard Specifications

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Gather Stakeholder Input & Needs
Seek a high-level description:
What do we not understand about the feature?

What is the business reason for the feature?

What is the impact of not providing this feature?

What action items need to be accomplished if we do this?

What impact will this have on other features of the project or elsewhere?
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Requirements Traceability Matrix *See Exhibit 7.2

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Breakout Session!
Create a Requirements Matrix, similar to the one in Exhibit 7.2
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Define Scope

Reasons to Define Scope
How to Define Scope
List deliverables and acceptance criteria
Establish project boundaries
Create a project work statement
Defining Scope in Agile Projects

Define scope – the process of translation stakeholder needs and requirements into detailed specifications of the project outcomes & products
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Reasons to Define Scope
All other planning is based on the project scope
Needed to preventing scope creep

If we provide this, will it solve your problem?
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How to Define Scope
List project deliverables
Determine acceptance criteria
Establish project boundaries
In scope vs. Out of scope
Understand constraints
Create a Scope Definition

Scope Statement
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© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Breakout Session!
For a given project, list the following:

Intermediate deliverables
Final deliverables
Acceptance criteria
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Defining Scope in Agile Projects
At beginning of project, overall scope only identified at high level
Backlog of possible work identified also
Use smaller, frequent iterations to get feedback, as customer desires evolve over time
Customer representative (“owner”) prioritizes scope based on business need, value, cost, & risk.

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Defining Scope in Agile Projects
User stories

Acceptance tests
High level scope
Commit to work
PERSONAS

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Work Breakdown Structure (WBS)
What is the WBS?
Why use a WBS?
WBS Formats
Work Packages
How to Construct a WBS
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What is the WBS?
Tool to progressively divide project deliverables into smaller pieces
Identifies all deliverables
A framework for further planning, execution, and control
Define activity – a project planning process which identifies and determines specific actions to develop and deliver the project outcomes, such as products, services or results

What are the components of this deliverable?
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Why use a WBS?
Ensures all parts of project are considered
Adds discipline and visibility to project planning
Basis for planning schedule, resources, cost, quality, & risk
Useful in determining where and why problems occur
Helpful in project communications
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WBS Formats
Indented outline
Organizational chart
Free format
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WBS – Indented Outline Format

Useful when typing WBS into scheduling software
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WBS in Org Chart Format

Familiar
Easy to understand
Flexible
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Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level

WBS in Free Format

Completely flexible
Especially useful when project’s structure is not initially clear
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Work Packages
Lowest level of WBS
Basis for subsequent planning & control
Work activities are defined
Schedule is formed
Resources are aligned
Control features are developed
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Work Packages

Work package – deliverable at the lowest level of the WBS, for which cost and duration can be estimated & managed
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Work Packages
State succinctly in very few words (use adjectives, not verbs!)
WBS component – “an entry in the WBS
that can be at any level.” PMBOK® Guide
WBS dictionary – document that provides detailed information about every work package, including deliverable details; activity; scheduling information; predecessor & successor activities; person responsible; resources required; & risks.
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Work Package Detail

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How to construct a WBS
Include appropriate subject matter experts (SMEs)
Use a top-down approach
Consider WBS from a previous project as a starting point
Use brainstorming
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Steps in WBS Construction
Identify major deliverables
Decompose deliverables
Continue until deliverables are the right size
Review

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Identify Major Deliverables
Begin with Scope Statement
Organize in systematic manner such as by project phase
Facilitates rolling wave planning—planning near term work in detail and future work at a higher level
Rolling wave planning  quick start
Helps avoid:
Analysis paralysis – never starting anything because the plan is not complete
Ready, fire, aim – not planning at all

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WBS Organization Examples

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Decompose Deliverables
Brainstorm list of interim and final deliverables (use Post It® Notes)
Assemble deliverables on large work space
Organize deliverables into related groups
Decomposition – breaking down into smaller and smaller pieces
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Continue Until Deliverables Are the Right Size

When to stop decomposing? Judgment call…Ideally, work packages are:
Small enough to control
Not so small as to micro-manage
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Review
Ensure completeness
Consider parent-child concept
Have between 3 and 9 child elements for each parent
Assign a unique name & number to each component
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Establish Change Control
Projects are conducted in an atmosphere of uncertainty
Plans must be made to ensure all potential changes are considered, accepted or rejected, and that their impact is factored into revised plans

Baseline – the approved project plan, mostly consisting of scope, schedule, & cost; should not be altered without going through integrated change control system
Change control system – a system of managing and controlling changes and modifications to the project plan and project deliverables
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Establish Change Control
Document potential changes to a project with a change request
Every change to a project must be formally proposed
Change request – a written request or formal proposal to change any project planning component, such as a document, project deliverable, or the baseline (scope, cost, and time).
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Change Request Form

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Using MS Project for Work Breakdown Structures (WBS)
Set Up the WBS
Understand WBS definitions & displays.
Enter project deliverables & work package elements.
Create the outline of your WBS.
Insert a WBS code identification column.
Hide (or show) the desired amount of detail in WBS.

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Summary tasks are displayed:
Tables as an outline
Gantt view

Step 1. Understand WBS displays and definitions
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Step 2. Enter WBS Elements (Tasks)
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Click on Task Name field to select the row below where you want the new row to be.
On Task tab, Insert group, click Insert Task.
In the Task Name field, enter the name of the added WBS element.
Enter any additional task(s).

Step 2. Enter WBS Elements (Tasks)
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Click Task Name field of the row to be indented.
On Task tab, Schedule group, click Indent Task.
To decrease an indent level with the Outdent control: On the Task tab, Schedule group, click Outdent Task. Any lower-level items will also be outdented.

Step 3. Create the outline of your (WBS)
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Project will automatically number summaries
Right-click Task Name heading
Insert – Column –WBS
Step 4. Insert Row Number Column
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Ready to Insert WBS Column

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WBS Column Inserted

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Select summary row whose detail is to be hidden/displayed

Click on the Hide ( – ) subtasks button or Show subtasks button ( + )

Step 5. Hide (or Show) Underlying Detail

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Summary
Use scope planning to determine deliverables and acceptance criteria.
Organize scope into a work breakdown structure (WBS).
Decompose the project into smaller and smaller pieces.
Assign WBS components.
Create WBS by hand or use MS Project to create WBS.
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PMBOK Exams
When in doubt, work backwards from your desired solution
What would it take to make this project/product successful?
Collect Requirements—get input from stakeholders, end-users, & SMEs
Break down project deliverables into smaller and smaller pieces with a WBS
Remember, these are things (nouns), not activities (verbs)
Lowest level (work packages) should be small enough to monitor

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Work Breakdown Structure Template
Management and Technical activities for banks in South Africa
First level decomposition is physical (“powerhouse,” “factory,” etc.)
Second level decompositions varied—based on function or product
Developed from a client’s (rather than the project team’s) perspective
PM IN ACTION
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Casa de Paz Development Project
The Promotion and Community Relations Working Group are creating a product backlog

They ask “what are the three to five most important things to be created?”

For each, what details must be accomplished for it to be a minimum viable product?
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