23 May Scope statement
Week 4 Scope Statement Assignment.doc
Week 4 Scope Statement Assignment
Referring to the material in this week’s PPT file, create a Scope Document for “___?___ Party” (Look online to get a sense of a current scope statement then create your own and cite your source).
Restrictions:
· 20 people
· Food
· Entertainment
THIS IS AN INDIVIDUAL ASSIGNMENT! Each person works independently and submits his/her Scope Statement
Scope Rubric Week 4.xlsx
Sheet1
| SCOPE Assignment Rubric Week 4 | Full Marks | Half Marks | Zero | |
| Scope statement | 4 | Well written scope statement covering all aspects of the project. | Well written scope statement covering most of the aspects of the project. | Poorly written document, hard to follow and understand that does not cover the entire scope of the project |
| SCOPE Elements | 6 | Contains all 6 elements | Contains 4 or more elements | Contains less than 4 elements |
| Relevance of writings | 3 | Covers the major topics required for assignment. Writings reflect the readings. | Does not cover a number of topics required for assignment. Writings reflect the readings. | Does not cover the major topics required for assignment. Writings are not relevant to topic |
| Contains external citation | 3 | Source and Citation are correct and appropriate | Source and Citation are incomplete | No source and citation |
| Grammar and syntax | 4 | Appropriate grammar | Minor grammatical errors | Major grammatical errors, difficult to follow and so pporly written that it detracts from understanding. |
| TOTAL | 20 | Cite your work – uncited work will receive a zero |
Sheet2
Sheet3
MGMT-6084-03-wk4.W2018.pptx
Defining the project
Module 4
MGMT-6084 WInTER 2018
When you have to manage several small projects or a large complex project, you need a formal planning process!
“We can control what we plan”
We will talk about a structured, disciplined way to collect information from different parties that will be useful through all phases of the project lifecycle
Usually 5 steps which we will talk about
The method suggested in using a technique called the work breakdown structure (or WBS)
1
Lesson Objectives
Announcements
Week 3 Refresher
5 Steps to Defining Scope
Responsibility Matrices
Project Communication Plan
Assignment 2
Lesson Recap
2
Week 3 Refresher
What do project management organizational structures help accomplish (i.e. what is their purpose)?
What factors should you consider when choosing a project management structure? Consider both organizational and project factors.
What are advantages and disadvantages of the functional unit structure?
Question 1:
Provide a framework for launching and implementing projects
Balance the needs of both the organization and the project
Help determine who has the most authority regarding the project
Question 2:
How important is the project to the organizations success
What percentage of core work involves projects
What level of resources are available to use
Should consider the project itself, including 7 different factors
Question 3:
Advantages – No structural changes, flexibility, in-depth expertise, easy post-project transition
Disadvantages – Lack of focus, poor integration, slow (longer project duration), lack of ownership (lack of team member motivation)
Question 4:
Advantages:
Efficient – can share resources across projects
Strong project focus – formally dedicated project manager to coordinate activities and decision-making
Easier Post-project transition – specialists maintains a tie to their functional group
Flexible
Disadvantages:
Dysfunctional conflict – tension b/w project managers & functional units
Infighting – b/c equipment, people, resources are scarce
Stressful – project members have TWO bosses
Slow (long project duration) – decision-making has to be made across multiple groups
Question 5:
Weak, Balanced, Strong
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Week 3 Refresher
What are the advantages and disadvantages of the matrix structure?
What type of matrix structures exist?
How would you best describe culture?
Question 4:
Advantages:
Efficient – can share resources across projects
Strong project focus – formally dedicated project manager to coordinate activities and decision-making
Easier Post-project transition – specialists maintains a tie to their functional group
Flexible
Disadvantages:
Dysfunctional conflict – tension b/w project managers & functional units
Infighting – b/c equipment, people, resources are scarce
Stressful – project members have TWO bosses
Slow (long project duration) – decision-making has to be made across multiple groups
Question 5:
Weak, Balanced, Strong
Question 6:
– The organization’s personality
4
Week 3 Refresher
Scenario 1 – Functional Structure
Scenario 2 – Dedicated Team / Projectized
Scenario 3 – Projectized
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Where are we now?
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Steps to defining the project
First step for project planning is to define the project scope!
B. Choosing an Appropriate Structure
Balances the needs in terms of authority, allocation of resources and integration of project outcomes into operations
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Step 1: Define Project Scope
Project Scope
A definition of the end result or mission of the project—a product or service for the client/customer—in specific, tangible, and measurable terms
What you want to deliver to the customer/client
Purpose of the Scope Statement
To clearly define the deliverable(s) for the end user.
Deliverables are the expected output of the life of a project
To focus the project on successful completion of its goals.
To be used by the project owner and participants as a planning tool and for measuring project success.
Sets the stage for developing the project plan
It is frequently overlooked by project leaders and organizations, even in well-managed large organizations
Research shows that poorly defined scope or mission is the most frequent barrier to project success
Scope should be developed under the direction of the project manager, client/customer and other significant stakeholders
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Exercise: define the project scope (10 mins)
Your are a member of a project team that is about to begin working on a new vehicle
You are at the project kick-off meeting
The project manager explains the scope of the project (and he’s not in a good mood)
Our biggest client wants a new vehicle and he wants it NOW..!!
It had better be nice..!!
In the customer’s own words, “It has to be cool, simple, robust and flexible”
“And it had better be appropriate to my needs..!!”
Go design what the customer wants…!!! Document your design on a piece of paper (with pictures)
SO QUIT PLAYING AROUND AND GO DESIGN WHAT THE CUSTOMER WANTS…!!!!!!!
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Exercise reflection
How did you feel about what it is you were supposed to do?
Do you have any questions? If yes, what are they?
Not knowing what you’re supposed to do is one of the most de-motivating events that negatively impacts project members
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Scope disconnect!!!
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Scope management
The customer or sponsor must be able to read the scope statement and agree to what is being created
Contains project and product scope
Product scope: features, functionality
Project scope: budget, schedule
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Purpose of the scope statement
Tells you what’s in – tells you what’s out
Basis to make future decisions
Common understanding (objectives and deliverables)
Can measure performance
Evaluate change requests against
Jump off point for project plan
The scope statement (document) allows everyone to know what the project is going to do
Encourage conversation about scope – they can agree (or disagree) to it
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Who contributes towards a scope statement?
Experts
Templates
Forms
Past history
Talk to other project managers
Stakeholders
The customer..???
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Planning Document flow
Progressive elaboration towards the scope statement
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Creating a scope document
Collect requirements
Define scope
Create Work Breakdown Structure (WBS)
Verify scope
Control scope
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Scope document checklist
| Key Scope Element | Description |
| Project Objective | Defines the overall objective/deliverable to meet the customers needs. Objective answers the questions of what, when and how much |
| Major Deliverables | The expected outputs over the life of the project |
| Milestones | Significant events in the project that occur in a point of time Attach dates to milestones For example, a prototype for a new product being developed must be completed by March XX, XXXX |
| Technical Requirements | Clarify either the major deliverables or define the performance specifications For example, a requirement for a computer might be the ability to use 120-volt current |
| Limits & Exclusions | What is out of scope and not included in the project |
| Reviews with Customers | Internal and external customers Main concern is the understanding and agreement of expectations |
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Why is scope definition important?
The tendency for the project scope to expand over time
Change in requirements, specifications, priorities, external pressures
Scope creep can be reduced by having a well written scope statement
SCOPE
CREEP
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Scope creep – it is nasty!
Scope creep – the tendency for the project scope to expand over time – usually by changing requirements, specifications and priorities
Can reduce scope creep by carefully writing the scope statement
A scope statement that is too broad is an invitation for scope creep
Scope creep can have positive and negative effects on the project but usually negative as it means added costs and possible delays
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Step 2: establishing project priorities
Causes of Project Trade-offs
Shifts in the relative importance of criterions related to cost, time, and performance parameters
Budget–Cost
Schedule–Time
Performance–Scope
Managing the Priorities of Project Trade-offs
Constrain: a parameter is a fixed requirement.
Enhance: optimizing a criterion over others.
Accept: reducing (or not meeting) a criterion requirement.
Success of a project can be defined as meeting expectations of the customer in terms of cost (budget), time (schedule) and performance (Scope)
Sometimes the project manager must decided to compromise among these factors.
A primary job of the project manager is to manage the trade-offs among time, cost and performance. To do that, you need to know what the priorities are
Project priorities vary from project to project
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Project management trade-offs
This picture illustrates the relationship that exists between the three factors for project success
For example: What happens if a customer keeps adding requirements that change the scope? What does the class think should happen?
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Project priority matrix
A priority matrix is a useful technique to determine which criteria is constrained, enhanced or should be accepted to determine what trade-offs to make
Provides a way to establish priorities with customer and top management to avoid misunderstandings and serves as a useful tool for problem-solving
Constrain – the original parameter is fixed. The project must meet the completion date, specifications and scope of the project or budget
Enhanced – given the scope of the project, which criterion should be optimized? In the case of time and cost, this usually means taking advantage of opportunities to reduce costs or shorten the schedule
Accept – when is is tolerable not to meet the original parameters? For example, when trade-offs have to be made, it is permissible for the schedule to slip (time)?
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Project priority exercise
EXERCISE 2, Page 123
Identify real life examples of a project that would fit each of the following priority scenarios:
Time-constrain, Scope-enhance, Cost-accept
Time-accept, Scope-constrain, Cost-accept
Time-constrain, Scope-accept, Cost-enhance
A wealthy wedding or a new years eve party
Construction of a public bridge
Cure for diseases, longer lasting batteries for laptop computers
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Step 3: Creating the Work Breakdown Structure
Work Breakdown Structure (WBS)
An hierarchical outline (map) that identifies the products and work elements involved in a project.
Defines the relationship of the final deliverable (the project) to its sub-deliverables, and in turn, their relationships to work packages.
Best suited for design and build projects that have tangible outcomes rather than process-oriented projects.
The WBS helps to breakdown the work of the project into smaller work elements
Helps the project manager assure that all products and work elements are identified
27
WBS begins with the project final deliverable
First step is to identify major project work deliverables/systems and then divide into sub deliverables that are necessary to accomplish the larger deliverables
The process is repeated until the sub deliverable detail is small enough to be manageable and where ONE person can be responsible
Work packages are typically grouped by type of work – for example, design and testing. These groupings within a sub deliverable are called cost accounts
The grouping of cost accounts permits a system for monitoring project progress by work, cost and responsibility
28
How the wbs helps a project manager
Facilitates evaluation of cost, time, and technical performance of the organization on a project.
Provides management with information appropriate to each organizational level.
Helps in the development of the organization breakdown structure (OBS). which assigns project responsibilities to organizational units and individuals
Helps manage plan, schedule, and budget.
Defines communication channels and assists in coordinating the various project elements.
Possible because the WBS defines all the elements of the project in a hierarchical framework and establishes their relationships
For example, top management deals with major deliverables primarily, while front-line supervisors deal with smaller sub deliverables and the individual work packages
B/c organization units and individuals are assigned responsibility for executing work packages
Can roll-up (aggregate) the budget and actual costs of the smaller work packages into larger work elements so that performance can be measured by organizational units and work accomplishment
The WBS structure shows the work and organizational units responsible and suggest where written communication should be directed
29
Wbs example
Highlights:
Level 1 –e-Slim Tablet is the project final deliverable (end item)
Level 2-5 represent sub deliverables and division of work
Level 1 – represents information useful for top management. Level 2-4 are likely more suitable for middle management and level 5 is for front-line supervisors
Level 2 – two major deliverables to complete the project end deliverable (Hardware and CPU)
Hardware skills levels 3 and 4 b/c the final sub deliverables can be pushed down to the lowest manageable level 5. All levels are not always required
30
Work packages
A work package is the lowest level of the WBS.
It is output-oriented in that it:
Defines work (what).
Identifies time to complete a work package (how long).
Identifies a time-phased budget to complete a work package (cost).
Identifies resources needed to complete a work package (how much).
Identifies a person responsible for units of work (who).
Identifies monitoring points (milestones) for measuring success (how well).
Each work package is a control point
A work package manager is responsible for seeing that the package is completed on time, within budget and according to specifications (triple constraints)
Each work package should be as independent of each of the other packages as possible
No work package is described in more detail than one sub deliverable of the WBS
The work package is the basic unit for planning, scheduling and controlling the project
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Step 4: integrating the wbs with the organization
Organizational Breakdown Structure (OBS) – Depicts how the firm is organized to discharge its work responsibility for a project.
Provides a framework to summarize organization work unit performance.
Identifies organization units responsible for work packages.
Ties organizational units to cost control accounts.
The WBS is used to link organizational units responsible for performing the work
Frequently, the traditional organization structure can be used
Even if the project is completely performed by a team, it is necessary to break down the team structure for assigning responsibility for budgets, time and technical performance
The OBS assigns the lowest organizational unit the responsibility for work packages within the cost account
The intersection of the work packages and the organization unit creates a project control point (cost account) that integrates work and responsibly – Major Strength of using WBS and OBS
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The Design department is responsible for 5 different work packages across the Hardware and Touch Screen deliverables
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Step 5: coding the wbs for information systems
WBS Coding System Defines:
Levels and elements of the WBS
Organization elements
Work packages
Budget and cost information
Allows reports to be consolidated at any level in the organization structure
Realizing the maximum usefulness of the breakdown structure depends on the coding system
Most commonly used scheme is a numeric identification
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The project end result is 1.0 and each successive idention represents a lower element or work package.
Ultimately the scheme reaches down to the work package level, and all tasks and elements in the structure have an identification code
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Responsibility matrices
Also called a linear responsibility chart)
Summarizes the tasks to be accomplished and who is responsible for what on the project.
Lists project activities and participants.
Clarifies critical interfaces between units and individuals that need coordination.
Provide an means for all participants to view their responsibilities and agree on their assignments.
Clarifies the extent or type of authority that can be exercised by each participant.
In some cases, the size and scope of the project do not warrant an elaborate WBS or OBS
Instead project managers can use a Responsibility Matrix
RM provide a means for all participants in a project to view their responsibilities and agree on their assignments
RMs also help clarify the extent or type of authority exercised by each participant in performing an activity or identify overlapping involvement
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Responsibility matrices
The RM is a chart listing all the project activities and the participants responsible for each activity
Simple RMs like this one are useful not only for organizing and assigning responsibilities for small projects but also for subprojects of large, more complex projects
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Responsibility matrix exercise
Exercise 4, Page 123
You are the father or mother of a family of four (kids ages 13 and 15) planning a weekend camping trip. Develop a responsibility matrix for the work that needs to be done prior to starting your trip.
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Stakeholder communications
After project deliverables and work is clearly identified, an internal communication plan is vital
Poor communication can be a significant contributor to project Failure!
Communication plan is usually created by the project manager and/or the project team in the early stage of project planning
Communication is a key component in coordinating and tracking project schedules, issues and action items.
Provide the class with a real-life example from my professional experience: Determining communication methods early in the audit project (during kick-off)
How and what is communicated will be influenced by stakeholder interest and power
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The project communications plan
What information needs to be collected and when?
Who will receive the information?
What methods will be used to gather and store information?
What are the limits, if any, on who has access to certain kinds of information?
When will the information be communicated?
How will it be communicated?
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Preparing a communications plan
Stakeholder analysis
Information needs
Sources of information
Dissemination modes
Responsibility and timing
To answer the previous 6 questions, you would follow these 5 steps to develop a communication plan
Stakeholder Analysis
Identify target groups, including customer, sponsor, project team, project office, etc.
Anyone who needs project information to make decisions and/or contribute to project progress
Information Needs
What information is relevant to stakeholders who contribute opt the project?
Wimpliest way is to ask different people what type of information they need and when they need it
See next slide for same information
Sources of Information
Where does the information reside?
How will it be collected?
For example, information relating to a milestone report may be found in minutes and reports from different groups
Dissemination modes:
Current methods extend beyond the traditional status report meetings
Use of project management software
E-mail, teleconferencing, SharePoint, etc.
Responsibility & Timing:
Who will send out the information?
When will the information be sent out? Frequency?
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Stakeholder information needs
Project status reports
Deliverable issues
Changes in scope
Team status meetings
Gating decisions
Accepted request changes
Action items
Milestone reports
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Sample stakeholder communications plan
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In-class exercise: Lawnmower extreme (15 mins)
Use the project charter for Lawnmower Extreme to prepare a scope document in your formed groups.
Record your work. It will be useful for the year-end project!
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Dropbox assignment #2
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Dropbox assignment #2
Task: Use the Scope Checklist to develop a scope document for your party on slide 18.
Come up with a party name and look online to get a sense of a current scope statement then create your own and cite your source
Party requirements:
20 attendees
Food
Entertainment
Reminders:
This is an individual assignment
Prepare submission using Microsoft Word. Include a cover page with your student number
Cite any references
Submit to FOL drop box by 12pm Feb 26, 2018
Grading rubric is available on FOL to see the grading system
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Key Takeaways
UPCOMING
Week 5 lecture topic: Estimating Project Time & Costs
Readings from Larson/Grey – pages 128-150
Assignment 2 due: Party Scope Statement
In-class WBS Exercise (not graded)
5 steps to defining project scope
Key elements of the scope document
What is a wbs and work packages
What is a responsibility matrix
What is a communications plan
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Table of Contents.html
| MGMT6084 Project Management – Week Four1. Week 4 Scope Statement Assignment |
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