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Chapter 5 Chapter 5 Presentation Transcript

  • Information Technology Project Management by Jack T. Marchewka Power Point Slides by Richard Erickson, Northern Illinois University Copyright 2003 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for further information information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.
  • CHAPTER 5 Defining and Managing Project Scope
  • Chapter 5 Objectives
    • Identify the five processes that support project scope management. These processes, defined by the Project Management Body of Knowledge (PMBOK), include initiation, planning, scope definition, scope verification, and scope change control.
    • Describe the difference between product scope (i.e., the features and functions that must support the IT solution) and project scope (i.e., the deliverables and activities that support IT project methodology).
    • Apply several tools and techniques for defining and managing the project’s scope.
  • Failure to define what is part of the project, as well as what is not, may result in work being performed that was unnecessary to create the product of the project and thus lead to both schedule and budget overruns. Olde Curmudgeon, PM Network Magazine, 1994.
  • Project Scope Management Processes defined in PMBOK
        • Project scope initiation
        • Scope Planning
        • Scope definition
        • Scope verification
        • Scope change control
  • Scope Management Plan
  • Project Scope Initiation
    • Project Scope Planning
    • Scope Boundary
    • The Scope Statement
    • Scope Statement
    • Out of Scope for this Project
  • Scope Boundary
  • Sample Scope Statement – What’s within the scope boundary
    • Develop a proactive electronic commerce strategy that identifies the processes, products, and services to be delivered through the World Wide Web.
    • Develop an application system that supports all of the processes, products, and services identified in the electronic commerce strategy.
    • Integrate the application system with the bank’s existing enterprise resource planning system.
  • Sample Scope Statement – Work outside the scope boundary
    • Technology and organizational assessment of the current environment
    • Customer resource management and data mining components
  • Project Scope Definition
    • Project-Oriented Scope
    • Project-Oriented Scope Definition Tools
      • Deliverable Definition Table (DDT)
      • Deliverable Structure Chart (DSC)
  • Deliverable Definition Table Syst. analyst programmer Case & OA Project manager As defined in project methodology Document Require- ments definition Bank’s syst. analyst, OA & case tools Project manager & Sponsor As defined in project methodology Document Technology & Org. assessment Project manager, sponsor, & OA tools Project Sponsor As defined in project methodology Document Project charter & project plan Business Case team & OA tools Project Sponsor As defined in project methodology Document Business Case Resources Required Approval Needed By Standards Structure Deliverable
  • Deliverable Structure Chart
  • Project Scope Definition
    • Product-Oriented Scope
    • Product-Oriented Scope Definition Tools
      • Data Flow Diagrams (DFD)
      • Use Case Diagram
      • Joint Application development (JAD)
  • Context Level Data Flow Diagram
  • Use Case Diagram
  • Project Scope Verification Check List
    • MOV
    • Deliverables
    • Quality standards
    • Milestones
    • Review and acceptance
  • Scope Change Control
    • Concerns
      • Scope grope
      • Scope creep
      • Scope leap
  • Scope Change Control
    • Myths of Scope Management
      • User involvement will result in an IS project grounded in the realities of business needs.
      • A scope statement will clearly define what a project will do.
      • Once the scope of the project is defined, hold firm because any deviation from the original plan is a sign that the project is out of control.
      • A function of a scope change committee is to arbitrate user requests for additional features or functionality beyond the original project charter.
      • Regular and frequent meetings with senior management will ensure they are kept up to date and will result in goodwill and support.
      • You can always make up schedules and budgets later on if they slip a little bit.
  • Scope Change Control Procedures Scope Change Request Form
  • Scope Change Control Procedures Scope Change Request Log
  • Benefits of Scope Control
    • Keep project manager in control of project
    • Allow project manager to control project’s schedule and budget
    • Allow project team to stay focused and on track  
  • Scope Management Process