Scope: Mastering the Fuzzy Constraint
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The document discusses the complexities of project scope within the framework of project management, highlighting its inherent fuzziness and the importance of understanding boundaries and dimensions of scope. It emphasizes the need for proper scope management through methods like the MoSCoW analysis and suggests that scope changes should be adapted flexibly rather than strictly adhering to a predefined plan. The conclusion reinforces the necessity of maintaining a broad perspective while managing project scope.
Scope: Mastering the Fuzzy Constraint
- 1. Scope: Mastering the Fuzzy Constraint Brad Bigelow First delivered to the PMI Global Congress EMEA 2012
- 2. Outline • Introduction: The Triple Constraints • What Makes Scope “Fuzzy”? • The Multiple Dimensions of Scope • Scope Change: Good or Bad? • Looking at Scope Change from Different Angles • Conclusion: The Need for Perspective
- 3. The Triple Constraint Time Cost Scope
- 4. Or, Put Another Way … Pick any two: __ Better __ Faster __ Cheaper
- 5. The Triple Constraints Project Management, by John Stanley Baumgartner, 1963
- 6. Time Start Planned Actual Finish Start Finish Early Late 200 days 200 days 210 days
- 7. Cost Planned Actual Under Over $200,000 $200,000 $225,000
- 8. What is Scope, Anyway? “The sum of the products, services, and results to be provided as a project.” “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 9. Scope? Planned Actual Under Over ??? What number would apply?
- 10. How Do You Define the Boundary of Scope? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 11. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 12. A Fuzzy Set: Tall Basketball Players Manute Bol 7 ft. 7 in. Muggsy Bogues 5 ft. 3 in. Jason Kidd 6 ft. 4in. Dirk Nowitski 7 ft. Josh Howard 6 ft. 7 in. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 13. A Set with a Clear Boundary “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 14. A Set with a Fuzzy Boundary “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 15. Boundaries Alone Don’t Always Help Is the Glass Half Empty? Half Full? Or is the Glass Too Big? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 16. Three Key Aspects of Scope • Output (products, deliverables) • Work • Boundaries “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 17. Still a Triangle? Time Cost Products Work Boundaries Scope “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 18. Product Breakdown Structure “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 19. Work Breakdown Structure “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 20. Boundaries • Authority – What Project Manager has authority to decide • Legal – What means are considered legal? • Regulatory – Are there health and safety constraints? • Interfaces – Do the products have to work with other systems? • Policy – Are there policy constraints on how the work is done? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 21. Still a Triangle? Time Cost Products Scope Work Boundaries “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 22. And Yet Other Aspects of Scope Quantity Location Functional requirements Non-Functional requirements Modes of operation Production methods and facilities Test or certification requirements Intended users Procurement Transparency Look and feel/Appearance Resources Raw materials Environmental factors Standardization “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 23. Still a Triangle? Time Cost Products Scope Work Boundaries Other Factors “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 25. How to Tame the Scope Beast “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only Presentation Title
- 26. MoSCoW Analysis • Must Have • Should Have • Could Have • Won’t Have Scope Definitely In Definitely Out “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 27. The Most Important Aspect of Scope Change? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 28. The Traditional Approach #1. Plan the Work #2. Work the Plan “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 29. The Traditional Approach Scope Change = Deviation from the Plan Change? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 30. Scope Change = “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 31. The Adaptive Approach #1. Plan the Work #4: Adapt the Plan #2. Work the Plan #3. Compare with Reality “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 32. Obeng Matrix Know What Don’t Know What Quest Painting by Numbers Lost in a Fog Making a Movie Know How Don’t Know How “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 33. Rationale for Change Unsound Sound “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 34. Impact of Duration Planning Completion “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 35. Impact of Duration Planning Completion “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 36. The Project is Not the Center of the Universe You are Here “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 37. Third Law of Motion Rejecting a change has a consequence “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only Presentation Title
- 38. What Happens to Change that Falls Out of Scope? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
- 39. Summary • Project Scope is Inherently Fuzzy • Break it Down into as Many Aspects as Relevant • Find out preference and priorities (MoSCoW) • Understand the Appetite for Change • Don’t Lose Sight of the Big Picture “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only