4 Defining the Project

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    DEFINING THE PROJECTDEFINING THE PROJECT

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    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

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    Defining Project ScopeDefining Project Scope&&

    Project CharterProject Charter

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    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.

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    DEFINING SCOPE

    Product Scope Versus Project Scope

    Product Scope: The sum of the features that make

    up the product or service created by the project.

    Project Scope:All of the activities and resources

    required to produce the target product or service.

    Scope Creep:

    The tendency for the project scope to expand over

    time due to changing requirements, specifications,and priorities.

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    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.

    LimitsLimits

    ExclusionExclusion

    CustomerCustomer

    ReviewReview

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    SCOPE STATEMENT: EXAMPLE

    You are in charge of organizing a dinner-dance festivalfor a local charity. You have to hired a music band forthe night.

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

    the event will occur on 31st Dec, 2012 and provide your

    best guess estimate of the dates for milestones.

    If, Some of the necessary information has not yet been

    provided for you by your customer. Identify it and

    assume it

    Total number of invited guest 100.

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    SAMPLE SCOPE STATEMENT

    1. Project Objective:

    Organize a dinner dance for 100 guests by 31st Dec, 2012 at a cost not greaterthan Rs 50,000 to raise money for a local charity.

    2. Deliverable

    100 Catered dinners, music band, Rented hall/ground, printed tickets

    3. Milestones: Find and Reserve hall/ground by date 25th September, 2012,

    Sell 100 tickets by 1st Dec, 2012

    Arrange caterer by 10th Dec, 2012..

    4. Technical Requirements: Hall/ground has suff icient space to accommodate 100 guests & large enough

    dance floor.

    Convenient parking (or transit) available

    Infrastructure to support catered dinner, music band and dance floor Meals include vegetarian option (or other such)

    5. Limits and Exclusions:

    Caterer responsible for preparing, serving, and clean-up

    Music band responsible for bringing, setting up, and using sound system

    Event transpires between 7:00pm 1:00am

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    SCOPE MANAGEMENT PROCESS

    ou

    tcome

    Measurable organizational value (MOV).

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    SCOPE CHANGE CONTROL PROCEDURES

    SCOPE CHANGE REQUEST FORM

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    SCOPE CHANGE CONTROL PROCEDURES

    SCOPE CHANGE REQUEST LOG

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    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. Regular and frequent meetings with senior management will ensure they

    are kept up to date and wil l result in goodwill and support.

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

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    4. 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.

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

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    PROJECT CHARTER

    Project charter is a document that formally

    recognizes the existence of a project and

    provides a direction on the projects 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.

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    Principal document for transmitting the customersproject requirements

    Written Description of project requirementsTechnical or performance specifications

    High Level schedule and mile stones

    Budget (optional)

    Acceptance Criteria

    Key contact personnel

    Scope Change process

    Communication requirements

    PROJECT CHARTER

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    WHY HAVE A PROJECT CHARTER?

    Document project Measurable Organizational Value (MOV)

    Get approval to proceed with the project & obtain

    sufficient 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

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    HAT 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

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    PROJECT CHARTER TEMPLATE I

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    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 ity Matr ix in App endix. L is t any other constra in

    Project Phases

    Indicate the phases of the propo sed project.

    Mi lestones

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

    least f ive throughout 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 Stakeholders W orksheet .

    S ignature Page Grant ing A uthor i ty to Proceed

    Ob ta in s ignatures of Project Sponsor and Project Man ager .

    Pro ject Spon sor S ignature:

    Project M anager S ignature:

    Specific

    Measurable

    Assignable

    Realistic

    Time-framed

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    PROJECT CHARTER TEMPLATE III

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    PROJECT CHARTER TEMPLATE III

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    Establishing Project PrioritiesEstablishing Project Priorities

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    ESTABLISHING PROJECT PRIORITIES

    Causes of Project Trade-offs

    Shifts in the relative importance of

    criterions related to cost, time, andperformance parameters

    BudgetCost

    ScheduleTime

    PerformanceScope

    Managing the Priorit ies of ProjectTrade-offs

    Constrain: the parameter is a fixedrequirement.

    Enhance: opt imizing that parameter overothers.

    Accept: reducing (or not meeting) aparameter requirement.

    Which criterion can be relaxed? is it okay for schedule to slip/ reduce

    scope/ have cost overruns?

    QualityQuality

    CostCost

    ScopeScope

    TimeTime

    Project TradeProject Trade--offsoffs

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    PROJECT PRIORITY MATRIX

    Dont have to have 1 in each, but is the most typical.

    Dont make mistake of having all be enhance.

    Typically we have at least 1 accept.

    PerformancePerformance

    is criticalis critical

    It has to beIt has to beattainedattained

    Try as much asTry as much as

    possible to quicklypossible to quicklyfinish the projectfinish the project Going overGoing over

    budget thoughbudget though

    not desirable isnot desirable is

    acceptableacceptable

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    T NKYOU