4 defining the project
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DEFINING THE PROJECTDEFINING THE PROJECT
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DEFINING THE PROJECT
Step 1: Defining the Project Scope
Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Coding the WBS for Information System
Step 5: Integrating the WBS with Organization
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Defining Project ScopeDefining Project Scope&&
Project CharterProject Charter
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DEFINING THE PROJECT SCOPE
Project Scope
Scope refers to all the work involved in creating the products
of the project and the processes used to create them.
A definition of the end result or mission of the project (e.g.
product/service for the client)in specific, tangible, and
measurable terms.
Purpose of the Scope Statement
To clearly define the deliverable(s) for the end user.
To focus the project on successful completion of goals.
To be used by the project owner and participants as a
planning tool and for measuring project success.
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DEFINING SCOPE
Product Scope Versus Project Scope
Product Scope: The sum of the features that make
up the product or service created by the project.
Project Scope:All of the activities and resources
required to produce the target product or service.
Scope Creep:
The tendency for the project scope to expand over
time due to changing requirements, specifications,and priorities.
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ELEMENTS OF PROJECT SCOPE
Objective What, when, how much
Deliverables
Expected output over life of project
Milestones
A significant event at a point in time
Major segments of work
Technical requirements
Standards, Specifications
Limits and exclusions
Boundary of the project
Outsourcing work details
Reviews with Customer
Internal and external customer review
Key performance requirements
ObjectiveObjective
DeliveraDelivera
blesbles
MileMile
stonesstonesTechTech
Req.Req.
LimitsLimits
ExclusionExclusion
CustomerCustomer
ReviewReview
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SCOPE STATEMENT: EXAMPLE
You are in charge of organizing a dinner-dance festivalfor a local charity. You have to hired a music band forthe night.
Develop a scope statement for this project thatcontains examples of all the elements. Assume that
the event will occur on 31st Dec, 2012 and provide your
best guess estimate of the dates for milestones.
If, Some of the necessary information has not yet been
provided for you by your customer. Identify it and
assume it
Total number of invited guest 100.
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SAMPLE SCOPE STATEMENT
1. Project Objective:
Organize a dinner dance for 100 guests by 31st Dec, 2012 at a cost not greaterthan Rs 50,000 to raise money for a local charity.
2. Deliverable
100 Catered dinners, music band, Rented hall/ground, printed tickets
3. Milestones: Find and Reserve hall/ground by date 25th September, 2012,
Sell 100 tickets by 1st Dec, 2012
Arrange caterer by 10th Dec, 2012..
4. Technical Requirements: Hall/ground has suff icient space to accommodate 100 guests & large enough
dance floor.
Convenient parking (or transit) available
Infrastructure to support catered dinner, music band and dance floor Meals include vegetarian option (or other such)
5. Limits and Exclusions:
Caterer responsible for preparing, serving, and clean-up
Music band responsible for bringing, setting up, and using sound system
Event transpires between 7:00pm 1:00am
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SCOPE MANAGEMENT PROCESS
ou
tcome
Measurable organizational value (MOV).
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SCOPE CHANGE CONTROL PROCEDURES
SCOPE CHANGE REQUEST FORM
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SCOPE CHANGE CONTROL PROCEDURES
SCOPE CHANGE REQUEST LOG
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MYTHS OF SCOPE MANAGEMENT
1. A scope statement will clearly define what a project will do.
Good scope statement will also make it clear as to what project will not
attempt to do. It not only keeps things in, it also keeps things out
2. Once the scope of the project is defined, hold firm because any deviation
from original plan is a sign that project is out of control.
Scope change is inevitable. Early estimates should be revised as new
information is acquired.
3. Regular and frequent meetings with senior management will ensure they
are kept up to date and wil l result in goodwill and support.
They may not be listening -> focus on the benefit of the system
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4. A function of a scope change committee is to arbitrate user
requests for additional features or functionality beyond the original
project charter.
The project nit get off track while the scope change committee
reviews a particular change.
5. You can always make up schedules and budgets later on if theyslip a little bit.
Catching up is a rare occurrence. If there are minor setbacks, it is
important that the project manager honestly informs management
MYTHS OF SCOPE MANAGEMENT
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PROJECT CHARTER
Project charter is a document that formally
recognizes the existence of a project and
provides a direction on the projects objectives
and management.
It should come from someone outside the project
team itself with funding-access, resource-
assignment, and decision-making authority
sufficient to support the project.
This person is known as the project sponsor.
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Principal document for transmitting the customersproject requirements
Written Description of project requirementsTechnical or performance specifications
High Level schedule and mile stones
Budget (optional)
Acceptance Criteria
Key contact personnel
Scope Change process
Communication requirements
PROJECT CHARTER
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WHY HAVE A PROJECT CHARTER?
Document project Measurable Organizational Value (MOV)
Get approval to proceed with the project & obtain
sufficient approval for resources to move to the next
phase of the project (with project infrastructure in mind).
Communicate to stakeholders & other interested parties
the mission, objectives of the project.
Communicate to the project team what they are expected
to accomplish - roles and responsibilities.
Summarize details of project plan & control mechanisms
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HAT SHOULD BE IN A
PROJECT CHARTER?
Project Mission
Project Identification
Project Stakeholders
Project Description
Measurable Organizational
Value (MOV)
Project Scope
Project Schedule
Project Budget
Resources
Assumptions and Risks
Quality Issues
Project Administration
Acceptance & Approval
References
Terminology
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PROJECT CHARTER TEMPLATE I
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PROJECT CHARTER TEMPLATE II
List at least Three SMART Object ives.
Project A ssumptions
List at least three Project Assum ptions.
Project Constraints
See Project Pr ior ity Matr ix in App endix. L is t any other constra in
Project Phases
Indicate the phases of the propo sed project.
Mi lestones
List major milestones for project identi f ied so far . Include at
least f ive throughout the l i fe of the project. )
Project Risks
Attach Risk Identi f icat ion Worksheets and Risk Pr ior i ty
Stakeholders
Attach Potent ia l Stakeholders W orksheet .
S ignature Page Grant ing A uthor i ty to Proceed
Ob ta in s ignatures of Project Sponsor and Project Man ager .
Pro ject Spon sor S ignature:
Project M anager S ignature:
Specific
Measurable
Assignable
Realistic
Time-framed
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PROJECT CHARTER TEMPLATE III
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PROJECT CHARTER TEMPLATE III
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Establishing Project PrioritiesEstablishing Project Priorities
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ESTABLISHING PROJECT PRIORITIES
Causes of Project Trade-offs
Shifts in the relative importance of
criterions related to cost, time, andperformance parameters
BudgetCost
ScheduleTime
PerformanceScope
Managing the Priorit ies of ProjectTrade-offs
Constrain: the parameter is a fixedrequirement.
Enhance: opt imizing that parameter overothers.
Accept: reducing (or not meeting) aparameter requirement.
Which criterion can be relaxed? is it okay for schedule to slip/ reduce
scope/ have cost overruns?
QualityQuality
CostCost
ScopeScope
TimeTime
Project TradeProject Trade--offsoffs
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PROJECT PRIORITY MATRIX
Dont have to have 1 in each, but is the most typical.
Dont make mistake of having all be enhance.
Typically we have at least 1 accept.
PerformancePerformance
is criticalis critical
It has to beIt has to beattainedattained
Try as much asTry as much as
possible to quicklypossible to quicklyfinish the projectfinish the project Going overGoing over
budget thoughbudget though
not desirable isnot desirable is
acceptableacceptable
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T NKYOU