Session 4

1. Scope Planning:Getting The Project Scoped Out Session 4

2. Learning Objectives • Understand what is meant by the project scope • Talk about the major sections of the project scope statement • Name the inputs and outputs to the Planning Process Group

3. What is Scope? • The work that is to be done to deliver the product or services • A poorly defined project scope can lead to: • Missed deadlines • Cost overruns • Unhappy clients • Builds on and adds detail to the outputs you have created for the project charter • Scope planning is the starting point for defining the activities required to deliver the product requirements.

4. Project Scope Statement • Documents the agreement between the project manager and the stakeholders as to what is included in the delivery of the project. • Is the foundation for defining the activities required to complete the project • Will be used as a baseline to manage change requests to the project.

5. Elements of the Project Scope Statement • The Project Scope Statement generally includes: • Project justification • Product description • Major deliverables • Success criteria • Completion criteria • Time and cost estimates • Assumptions • Constraints • Review and consensus

6. Sample Project Scope Statement • Imagine you are a project manager for a wireless telecommunications carrier in charge of a project for a new consumer product called Voice Activated Dialing (VAD). The product is critical to the corporate strategy to become one of the top three carriers in the markets where your company offers wireless service. Using your high-level requirements, the project charter, and input from various team members and stakeholders, you are ready to create your project scope statement. Here is what your project scope statement might look like. • Project Justification: • Market research and customer feedback indicate that a demand for Voice Activated Dialing (VAD) has increased 40 percent over the past three months. One of our competitors has already announced a launch date for this product, and two others are expected to follow within the next two months. • Our market share growth is expected to decline by 20 percent if we do not add VAD as part of our product mix. • Product Description: • The product features included in Voice Activated Dialing are dialing by speaking a phone number or name into the phone and the ability to create address book entries from a website. Voice Activated Dialing does not include the ability to add/edit/delete address book entries over the phone or an interface to personal information managers. • Major deliverables: • 500 Customer service technicians trained • Marketing communication plans executed in all markets • VAD available in all markets • Product requirements defined • System requirements defined • System requirements developed • Sales training developed • Customer service training developed • System enhancements implemented • 3,000 Sales consultants trained

7. The Scope Management Plan • The scope management plan describes how you’ll manage changes to the scope--the dreaded scope creep. • In considering the scope management plan, you’ll be interested in: • Stability of the scope • Impact of scope changes • Scope change process • Stand form to submit the change request • An analysis of the impact of the request on the scope, budget, schedule and quality of the project • An approval process to accept or reject requests • A communication plan to keep stakeholders informed of the status of requests • A method to incorporate approved changes into the project plan

8. The Work Breakdown Structure (WBS) • High-level requirements are decomposed into their smaller components • The WBS is used to: • Assign resources • Create a budget • Estimate the work effort • WBS acts as a boundary around the project—anything outside the WBS is out of scope

9. Organizing the WBS • Involve as many team members or functional representatives as possible • Use a tree structure or outline Major Deliverable Porch Project Level 1 “Sub”-deliverables Prepare Porch Purchase Materials Paint Railing Level 2 Remove old Paint Tasks (work effort) Sweep porch Level 3 Move furniture

10. Guidelines for Creating a WBS • Use subject matter experts (SMEs) to assist you with the formulation of the activities • Work through all level two items before drilling down to the lower levels • Make sure that the lower level elements are indeed a component of the next higher element • List all the activities and break them down into their component parts • Be careful to not simply create a to-do list • Be sure you’ve thoroughly broken down a given element into its sub-parts, but don’t go so deep that you’re instructing people how to do things • Create numeric identifiers for the WBS

11. You Decide Suppose that you’re the project manager in charge of constructing a new high-rise, or implementing a new computer system. • Create a WBS of at least three level 1 deliverables and draw a tree structure that goes to level 2 and level 3

12. Chaptal Winery Case Study • What is the business need? • Describe the deliverables • What are the success criteria? • What are the assumptions? • What are the constraints? • Do you agree with the WBS?

13. End of Chapter Review Q&AInstructor Hand-out Q&A • Go over end-of-chapter review questions • Instructor to hand out additional questions (POP QUIZ TIME!)

14. “Sidebar Systems” Discussion Review the sidebar on page 88 of the book

15. Next Steps • For this session: • Understand the purpose of the scope statement • Be able to list the components of a scope statement • Describe the purpose of a scope management plan • Know how to define and create a work breakdown structure (WBS) • Understand the level structure of a WBS • Be able to name the constraints common to all projects • For next session: • Read Chapter 4 and complete the end of chapter review questions. • Work through the continuation of the Chaptal Winery case study found at the end of Chapter 4