3 Defining the Project

7/23/2019 3 Defining the Project

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DEFINING THE PROJECTDEFINING THE PROJECT

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IMPACT ON PROJECT MANAGER



DEFINING THE PROJECT

Step 1: Defining the Project Scope

Step 2: Establishing Project Priorities

Step 3: Creating the Work Breakdown Structure

Step 4: Coding the WBS for Information System

Step 5: Integrating the WBS with Organization



Defining Project ScopeDefining Project Scope&&

Project CharterProject Charter



DEFINING THE PROJECT SCOPE

Project Scope

Scope refers to all the work involved in creating the products

of the project and the processes used to create them. A definition of the end result or mission of the project (e.g.

product/service for the client)—in specific, tangible, and

measurable terms.

Purpose of the Scope Statement

To clearly define the deliverable(s) for the end user.

To focus the project on successful completion of goals.

To be used by the project owner and participants as a

planning tool and for measuring project success.



ELEMENTS OF PROJECT SCOPE

Objective

What, when, how much

Deliverables

Expected output over life of project Milestones

A significant event at a point in time

Major segments of work

Technical requirements

Standards, Specifications

Limits and exclusions

Boundary of the project

Outsourcing work details

Reviews with Customer

Internal and external customer review

Key performance requirements

ObjectiveObjective

DeliveraDelivera

blesbles

MileMile

stonesstonesTechTech

Req.Req.

LimitsLimitsExclusionExclusion

Customer Customer

ReviewReview



SCOPE STATEMENT: EXAMPLE

You are in charge of organizing a dinner-dance concertfor 30 couples. You have hired a jazz combo.

Develop a scope statement for this project thatcontains examples of all the elements. Assume that

the event will occur in December last week, 2012 and

provide your best guess estimate of the dates for

milestones.

Some of the necessary information has not yet beenprovided for you by your customer. Identify it.



SAMPLE SCOPE STATEMENT

1. Project Objective: Organize a dinner dance for 30 couples by 31st Dec, 2012 at a cost not greater

than Rs 50,000 to raise money for a local charity.

2. Deliverable

60 Catered dinners, Jazz combo, Rented hall, printed tickets …

3. Milestones:

Find and Reserve hall by date 25th september, 2012,

Sell 30 tickets by 1st Dec, 2012

Arrange caterer by 10th Dec, 2012…..

4. Technical Requirements: Hall has suff icient space for tables to seat 60 people & large enough dance floor.

Convenient parking (or transit) available

Hall has infrastructure to support catered dinner and jazz combo

Meals include vegetarian option (or other such)

5. Limits and Exclusions:

Caterer responsible for preparing, serving, and clean-up

Jazz combo responsible for bringing, setting up, and using sound system

Event transpires between 7:00pm – 1:00am

6. Customer Review: Charity official



SCOPE MANAGEMENT PROCESSES

1. Project scope initiation: Ensuring that authority &resources are committed to developing a scopemanagement plan

2. Scope Planning: Setting the scope boundary todetermine what is/is not included in the project work

3. Scope definition: Identifying the product and project

deliverables that support the project’s Measurableorganizational value (MOV).

4. Scope verification: Confirming that the project’sscope is accurate, complete, and supports the

project’s MOV5. Scope change control: Ensuring that controls are in

place to manage scope changes once the project’sscope is set. These procedures must be

communicated to all project stakeholders



SCOPE MANAGEMENT PROCESS

o u t c o m e

Measurable organizational value (MOV).



SCOPE CHANGE CONTROL PROCEDURES

SCOPE CHANGE REQUEST FORM



SCOPE CHANGE CONTROL PROCEDURES

SCOPE CHANGE REQUEST LOG



MYTHS OF SCOPE MANAGEMENT

1. A scope statement will clearly define what a project will do.

Good scope statement will also make it clear as to what project will

not attempt to do. It not only keeps things in, it also keeps things out

2. Once the scope of the project is defined, hold firm because any

deviation from original plan is a sign that project is out of control.

Scope change is inevitable. Early estimates should be revised as

new information is acquired.



3. A function of a scope change committee is to arbitrate user

requests for additional features or functionality beyond the original

project charter.

The project nit get off track while the scope change committee

reviews a particular change.

4. Regular and frequent meetings with senior management will ensure

they are kept up to date and will result in goodwill and support.

They may not be listening -> focus on the benefit of the system

5. You can always make up schedules and budgets later on if they

slip a little bit.

Catching up is a rare occurrence. If there are minor setbacks, it is

important that the project manager honestly informs management

MYTHS OF SCOPE MANAGEMENT



PROJECT CHARTER

Project charter is a document that formally

recognizes the existence of a project and

provides a direction on the project’s objectives

and management.

It should come from someone outside the project

team itself with funding-access, resource-

assignment, and decision-making authority

sufficient to support the project.

This person is known as the project sponsor.



Principal document for transmitting the customer’s

project requirements

Written Description of project requirements

Technical or performance specifications

High Level schedule and mile stones

Budget (optional)

Acceptance Criteria

Key contact personnel

Scope Change process

Communication requirements

PROJECT CHARTER



WHY HAVE A PROJECT CHARTER?

Document project Measurable Organizational Value (MOV)

Get approval to proceed with the project & obtainsufficient approval for resources to move to the next

phase of the project (with project infrastructure in mind).

Communicate to stakeholders & other interested parties

the mission, objectives of the project.

Communicate to the project team what they are expected

to accomplish - roles and responsibilities.

Summarize details of project plan & control mechanisms



WHAT SHOULD BE IN A

PROJECT CHARTER? Project Mission

Project Identification

Project Stakeholders

Project Description

Measurable Organizational

Value (MOV)

Project Scope

Project Schedule

Project Budget

Resources

Assumptions and Risks

Quality Issues

Project Administration

Acceptance & Approval

References

Terminology



PROJECT CHARTER TEMPLATE I



PROJECT CHARTER TEMPLATE II

List at least Three SMART Object ives.

Project A ssumptions

List at least three Project Assum ptions.

Project Constraints

See Project Pr ior i ty Matr ix in Appendix. L is t any other constra i

n

Project Phases

Indicate the phases of the proposed project.

Mi lestones

List major milestones for project identi f ied so far . Include at

least f ive throug hou t the l i fe of the project. )

Project Risks

Attach Risk Identi f icat ion Worksheets and Risk Pr ior i ty

Stakeholders

Attach Potent ia l S takeholders W orksheet .

S ignature Page Grant ing Autho r i ty to Proceed

Obta in s ignatures of Project Sponsor and Project M anager .

Project Spo nsor S ignature:

Project M anager S ignature:

S pecific

Measurable

Assignable

Realistic

Time-framed



PROJECT CHARTER TEMPLATE III



Establishing Project PrioritiesEstablishing Project Priorities



ESTABLISHING PROJECT PRIORITIES

Causes of Project Trade-offs

Shifts in the relative importance of

criterions related to cost, time, andperformance parameters

• Budget–Cost• Schedule–Time

• Performance–Scope

Managing the Priorit ies of ProjectTrade-offs

Constrain: the parameter is a fixedrequirement.

Enhance: opt imizing that parameter over

others.

Accept: reducing (or not meeting) aparameter requirement.

• Which criterion can be relaxed?

• is it okay for schedule to slip/ reducescope/ have cost overruns?

QualityQuality

CostCost

ScopeScope

TimeTime

Project TradeProject Trade--offsoffs



PROJECT PRIORITY MATRIX

Don’t have to have 1 in each, but is the most typical.

Don’t make mistake of having all be enhance.

Typically we have at least 1 accept.

PerformancePerformance

is criticalis critical

It has to beIt has to be

attainedattained

Try as much asTry as much as

possible to quickly possible to quickly

finish the projectfinish the project Going overGoing over budget though budget though

not desirable isnot desirable is

acceptableacceptable



PROJECT PRIORITY MATRIX:

EXAMPLES

Define a project priority

matrix for the following

projects

The new Mumbai Bridge on

Sea (Bandra-worli)

Your wedding



T NKYOU

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3 Defining the Project

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