Project Formulation and Management - Project Scope Management
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The document outlines project scope management processes crucial for project's success, including collecting requirements, defining and verifying scope, and creating a work breakdown structure (WBS). It emphasizes the importance of stakeholder involvement, detailed documentation, and managing changes to project scope. Various tools and techniques to capture, manage, and control project requirements and scope are also discussed to ensure project objectives are met effectively.
Project Formulation and Management - Project Scope Management
- 1. T.Y. Planning ( SEM-VI ) College of Engineering, Pune Project Formulation and Management Project Scope Management Guided by: Mahindra Bawaria Presentation by: Hrishikesh Satpute (111514040)
- 2. Project Scope Management • Ensure that the project includes all the work required to complete the project successfully. • Defining and controlling what is and is not included in the project. Define Scope Verify Scope Control Scope Create WBS Defining and Documenting stakeholders need Developing a detailed description of project & product Monitoring the status & managing changes to the scope baseline Collect Requirement Formalizing acceptance of the completed project deliverables Project deliverables & project works into more manageable component Figure No. 1.1 Processes in Project Scope Management.
- 4. Inputs 1. Project charter 2. Stakeholder Register Tools & Techniques 1. Interviews 2. Focus Groups 3. Facilitated Workshops 4. Group Creativity Techniques 5. Group Decision Making Techniques 6. Questionnaires And Surveys 7. Observation 8. Prototypes. Outputs 1. Requirements Documentation 2. Requirements Management Plan 3. Requirements Traceability Matrix • The process of determining, documenting and managing stakeholders’ needs to meet the project objectives. • The project’s success is directly influenced by the care taken in capturing and managing project and product requirements. • Collecting requirements is defining and managing customer expectations. Figure No. 1.2. Collect Requirements : Inputs, Tools & Techniques and Outputs. Collect Requirement
- 5. Requirements Product Requirements Project Requirements “Many organizations categorize requirements into project requirements and product requirements.” Business Requirements Project Management Requirements Delivery Requirements Technical Requirements Security Requirements Performance Requirements Figure No. 1.3. Project Requirements and Product Requirements.
- 7. Project Charter Provide the project requirements and detail product description of the project. Outlines the project objective. Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements.
- 8. 1.3 Collect Requirements: Tools and Techniques
- 9. Interviews • An interview is a formal or informal approach performed by asking prepared and spontaneous questions and recording the responses to discover information. Focus groups • Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. Facilitated Workshops • Primary technique for quickly defining requirements and reconciling stakeholder differences. Because of their interactive group nature, well-facilitated sessions can build trust, foster relationships, and improve communication among the participants which can lead to increased stakeholder consensus. • Issues can be discovered and resolved more quickly than in individual sessions.
- 10. Group Creativity Techniques Brainstorming: Generate and collect multiple ideas related to project and product requirements. Nominal Group Technique: Enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization. The Delphi Technique: A selected group of experts answers questionnaires and provides feedback regarding the responses from each round of requirements gathering. Idea/mind mapping: Ideas created through individual brainstorming are consolidated into a single map to reflect commonality and differences in understanding, and generate new ideas. Affinity diagram: Allows large numbers of ideas to be sorted into groups for review and analysis.
- 11. Group Decision Making Techniques • Assessment process of multiple alternatives with an expected outcome in the form of future actions resolution. • These techniques can be used to generate, classify, and prioritize product requirements. • There are multiple methods of reaching a group decision, for example: Unanimity: Everyone agrees on a single course of action. Majority: Support from more than 50% of the members of the group. Plurality: The largest block in a group decides even if a majority is not achieved. Dictatorship: One individual makes the decision for the group. • Almost any of the decision methods described previously can be applied to the group techniques used in the requirements gathering process.
- 12. Questionnaires and Surveys • Written sets of questions designed to quickly accumulate information from a wide number of respondents. Observations • Direct way of viewing individuals in their environment and how they perform • Helpful for detailed processes when the people that use the product have difficulty or are reluctant to articulate their requirements. Prototypes • Obtaining early feedback on requirements by providing a working model of the expected product before actually building it. • It allows stakeholders to experiment with a model of their final product rather than only discussing abstract representations of their requirements.
- 14. Requirements Documentation • Describes how individual requirements meet the business need for the project. Before being baselined, requirements must be unambiguous (measurable and testable), traceable, complete, consistent, and acceptable to key stakeholders. Requirements Management Plan • Documents how requirements will be analyzed and managed throughout the project. Requirements Traceability Matrix • Table that links requirements to their origin and traces them throughout the project life cycle. • Helps ensure that each requirement adds business value by linking it to the business and project objectives.
- 16. Scope • A process of developing a detailed description of the project and product. • The preparation of a detailed project scope statement is critical to project success and builds upon the major deliverables, assumptions, and constraints that are documented during Project Initiation. • During planning, the project scope is defined and described with greater specificity as more information about the project is known. • Existing risks, assumptions, and constraints are analyzed for completeness; additional risks, assumptions, and constraints are added as necessary. Inputs 1. Project charter 2. Requirements documentation 3. Organizational process assets Tools & Techniques 1. Expert judgment 2. Product analysis 3. Alternatives identification 4. Facilitated workshops Outputs 1. Project scope statement 2. Project document updates Figure No. 2.1. Define Scope: Inputs, Tools & Techniques, and Outputs
- 17. Figure No. 2.2. Define Scope Data Flow Diagram Collect Requirement Project Scope Management Define Scope Create WBS Develop project Charter Enterprise / Organization Sequence Activities Estimate Activity Durations Develop Schedule Project Documents Develop Project Management Plan Plan Risk ManagementPerform Qualitative Risk Analysis • Organizational process assets • Project Charter • Requirement Documentation • Project document updates • Project scope statement
- 19. Project Charter • The project charter provides the high-level project description and product characteristics and contains project approval requirements. • If a project charter is not used in the performing organization, then comparable information needs to be acquired or developed, and used as a basis for the detailed Project Scope Statement. Organizational Process Assets Examples of organizational process assets that can influence the Define Scope process includes : • Policies, procedures, and templates for a project scope statement, • Project files from previous projects, and • Lessons learned from previous phases or projects.
- 21. Expert Judgment Expert judgment is often used to analyze the information needed to develop the project scope statement. Such expertise is provided by any group or individual with specialized knowledge or training, and is available from many sources, including: • Other units within the organization, • Consultants, • Stakeholders, including customers or sponsors, • Professional and technical associations, • Industry groups Product Analysis • For projects that have a product as a deliverable, as opposed to a service or result, product analysis can be an effective tool. • Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis.
- 22. Alternatives Identification • Identifying alternatives is a technique used to generate different approaches to execute and perform the work of the project. • A variety of general management techniques can be used such as brainstorming, lateral thinking, pair wise comparisons, etc.
- 24. Project Scope Statement • The project scope statement describes, in detail, the project’s deliverables and the work required to create those deliverables. • It also provides a common understanding of the project scope among project stakeholders. • The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can determine how well the project management team can control the overall project scope. • The detailed project scope statement includes, either directly, or by reference to other documents. Product Scope Description • Elaborates the characteristics of the product, service and result Product Acceptance Criteria • Defines the process and criteria for accepting completed product, service and result
- 25. Project Document Updates Project documents that may be updated include, but are not limited to: • Stakeholder register, • Requirements documentation, and • Requirements traceability matrix. Project Deliverables • It include both the output and ancillary results such as Project Management Report. Project Exclusions • Identifies what is excluded in the Project Project Constrains • List and describe the specific project constrains associated with the project scope that limits the teams options.
- 26. 3.1 Create Work Breakdown Structure (WBS)
- 27. • The process of dividing project deliverables and project work into smaller, more management component. • It is hierarchical decomposition of work that to be executed. Inputs 1. Project scope statement 2. Requirements documentation 3. Organizational process assets Tools & Techniques 1. Decomposition Outputs 1. WBS 2.WBS dictionary 3.Scope baseline 4.Project document updates. Work Breakdown Structure (WBS) Figure No. 3.1..
- 28. Figure No. 3.2..
- 30. Examples of organizational process assets that can influence the Define Scope process include, but are not limited to: • Policies, procedures, and templates for a project scope statement, • Project files from previous projects, and • Lessons learned from previous phases or projects. Project Scope Statement. Requirements Documentation. Organizational Process Assets.
- 31. 3.3. Create WBS : Tools & Techniques.
- 32. Decomposition • Subdivision of project deliverables into smaller, more manageable component until the work is done. • Deliverables are defined to the work package level. • Work Package level is the lowest level in the WBS and is the point at which the cost and activity duration for the work can be reliably estimated and managed.
- 33. Simple Work Breakdown Structure Figure No. 3.1.
- 34. Figure No. 3.2.
- 36. WBS • WBS is finalized by establishing control account. These control account provide hierarchical cost, schedule and resource information. • A control account is a management control point where scope, cost, schedule are integrated and compared. • A control account may contain one or more work package but each work package must be associated with only one control account. WBS Dictionary • The WBS dictionary is document generated from WBS process. • Which give detailed description of WBS, Work package and control account.
- 37. • Scope baseline is component of Project management plan. • Component of scope baseline includes: 1. Project scope statement. 2. WBS 3. WBS dictionary. Scope Baseline Project Document Updates Project document gate updated due to creation of WBS process.
- 38. 4.1 Verify Scope
- 39. What does it mean? What does it not mean? • Reviewing deliverables with the customers to ensure that they are completed satisfactorily and obtaining formal acceptance from them. • It does not mean to ensure the correctness of deliverables and meeting the quality requirements. It is quality control. It is done before verifying scope or sometimes also parallel • Verifying scope is concerned with the acceptance only.
- 40. Collect RequirementsDevelop Project Management Plan Perform Quality Control Perform Integrated Change Control Close Project or Phase Project Documents Verify Scope Scope Baseline Validate Deliverables Requirements Documents Change Requests Accepted Deliverables Project Documents Updates Project Scope Management Requirements Traceability Matrix
- 41. 4.2 Verify Scope : Input
- 42. Requirements Documentation Project Management Plan Components of scope baseline includes, • Project Scope Statement. Includes project scope description, project deliverables and defines product user acceptance criteria. • WBS. Defines the deliverables and its decomposition in to work packages. • Lists all the project, product, technical and other types of requirements. • Also the acceptance criteria.
- 43. Requirements Traceability Matrix Links requirements to their origin and tracks them till the project is completed. These are completed and checked products for correctness in terms of quality. Validated Deliverables
- 44. 4.3 Verify Scope : Techniques
- 45. Inspection • Includes measuring, examining, and verifying whether the work and deliverables meet the acceptance criteria. • Also called as reviews, audits, walkthroughs.
- 46. 4.4 Verify Scope : Outputs
- 47. Accepted Deliverables The deliverables which meet acceptance criteria are formally signed off and approved by customer or sponsor which then leads to Close Project.
- 48. Change Request • The deliverables which are not accepted are documented along with the reasons for non-acceptance. • These require change request for defect repair. Project documents that may be updated as a result of the verify scope process include any documents that define the product or report status on product completion. Project Document Updates
- 50. • Control Scope is the process of monitoring the status of the project and product scope and managing the changes to the scope baseline. • Controlling the project scope ensures all requested changes and recommendation and preventive action. Inputs 1. Project management plan. 2.Work performance information. 3.Requirements documentation 4.Requirement traceability matrix. 5.Organizational process assets. Tools & Techniques 1. Variance Analysis Outputs 1. Work performance measurement. 2.Organizational process asset updates. 3.Change request. 4.Project management plan update. 5.Project document update. Figure No. 5.1.
- 51. 5.2. Control Scope : Input
- 52. Project Management Plan Project management plan includes following information that is used to control scope. • Scope baseline • Scope management plan • Change management plan. • Configuration management plan. • Requirement management plan. Work performance information Information about project progress, such as which deliverables have started, their progress and which deliverables have finished.
- 53. 5.3. Control Scope : Tools & Technique
- 54. Variance Analysis • It assess the magnitude of variation from original scope baseline. • Important aspect of project control include determining the cause, the degree of variance relative to the scope baseline and deciding preventive or corrective action is required.
- 56. 1. Work Performance Measurement Measurements include planned vs actual performance or other scope performance measurements. 2. Organizational Process Asset Updates Updates includes causes of variance, corrective action chosen and reason.
- 57. 5. Project Document Update 3. Change Request 4. Project Management Plan Update • Scope baseline update • Other baseline update Analysis of scope performance can result in change request to the scope baseline or other components of projects of the project management plan..
- 58. Thanks!