Chapter 5: IT project manager

DefiningandManagingProjectScopeIdentifythefiveprocessesthatsupportproject scopemanagement.Theseprocesses,defined byPMBOK®,includeinitiation,planning,scope
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Chapter 5:IT project managerDefiningandManagingProjectScope Identifythefiveprocessesthatsupportproject scopemanagement.Theseprocesses,defined byPMBOK®,includeinitiation,planning,scope definition,scopeverificationandscopechange control. Describethedifferencebetweenproductscope andprojectscope. Applyseveraltoolsandtechniquesfordefining andmanagingtheproject’sscope. Thedeliverablesorworkproductsthatmustbe completedinordertoachievetheproject’s MOV. Providesaboundarysothatwhatneedstoget done–getsdone. ◦ Otherwise,scheduleandbudgetareincreasedforno reason Defineswhatispartoftheprojectteam’swork andwhatisnot. ◦ Thisalsosetsexpectationsforalloftheproject’s stakeholders Providesalinkbetweentheproject’sMOVand theprojectplan. Project Planning FrameworkMOV Scope Phases Sequence Schedule Tasks Resources Time Budget Estimates Scope Management Description ProcessScope Planning The development of a scope management plan that defines the project’s scope and how it will be verified and controlled throughout the project.Scope Definition A detailed scope statement that defines what work will and will not be part of the project and will serve as a basis for all future project decisionsCreate Work Breakdown The decomposition or dividing of the major project deliverables into smaller and more manageable Structure (WBS) components.Scope Verification Confirmation and formal acceptance that the project’s scope is accurate, complete, and supports the project’s MOV.Scope Change Control Ensuring that controls are in place to manage proposed scope changes once the project’s scope is set. These procedures must be communicated to all project stakeholders. Abeginningprocessthatformallyauthorizesthe projectmanagerandteamtodevelopthescope managementplan Thisentails ◦ ConceptualizingtheScopeBoundary ◦ DevelopingtheScopeStatement“Failuretodefinewhatispartoftheproject,aswellaswhatisnot,mayresultinwork beingperformedthatwasunnecessarytocreatetheproductoftheprojectandthus leadtobothscheduleandbudgetoverruns.” OldeCurmudgeon,1994 (ananonymouslywrittencolumninPMNetworkMagazine) Providesawaytodefinethescopeboundary. Anarrativeofwhatdeliverablesorworkproducts theprojectteamwillandwillnotprovidethroughout theproject. Afirststepthatprovidesahighlevelabstractionof theproject’sscopethatwillbedefinedingreater detailastheprojectprogresses.1. Developaproactiveelectroniccommercestrategythat identifiestheprocesses,productsandservicestobe deliveredthroughtheWorldWideWeb.2. Developanapplicationsystemthatsupportsallofthe processes,productsandservicesidentifiedinthe electroniccommercestrategy.3. Theapplicationsystemmustintegratewiththebank’s existingenterpriseresourceplanningsystem.1. Technologyandorganizationalassessmentofthe currentenvironment2. Customerresourcemanagementanddatamining components ProjectOrientedScope ◦ DeliverablesthatsupporttheprojectmanagementandIT developmentprocessesdefinedintheInformationTechnology ProjectMethodology(ITPM). ◦ Examples Businesscase,projectcharterandprojectplan,etc. ProductOrientedScope ◦ Highlevelfeaturesandfunctionalityoftheapplicationsystem ◦ Firstcutforrequirementsdefinitionthatwillbedefinedin greaterdetailduringthesystemsdevelopmentlifecycle (SDLC) ◦ Examples Addnewcustomer,lookupcustomerbalance,printdailysales reportbyregion,etc.Deliverable Structure Standards Approval Resources Needed By RequiredBusiness Document As defined in Project BusinessCase project Sponsor Case team & methodology OA toolsProject Document As defined in Project Projectcharter & project Sponsor manager,project plan methodology sponsor, & ...