Develop Project Charter

1. Develop Project Charter • Input: (Pre Project Activities) • PSoW • Business Need (Market Demand, technical advance, legal or Govt.) • Product Scope Description (Product / Service / Result) • Strategic Plan (Goal, Vision, Mission) • Business Case (Justification) • Cost Benefit Analyst (feasibility) • Contract (If external customer) • Tools & Techniques • Expert Judgment • Output: • Project Charter and its content • Project Purpose • High level requirements • High level risks • Summary milestones • Summary budget

2. Second knowledge area of Project Management Project Scope Management

3. Where are we • We have completed the initiation processWe are ready to start the Project Planning Process • Purpose of this Lecture: • Defining Project Goals & Objectives • Discovering Requirement • Agreeing on Deliverables • Determining Assumptions & Constraints • Compiling the Project Scope Statement

4. What is Scope? • Project scope –The work that must be done in order to deliver a product with the specified features and functions. • Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully, with all the requirements and characteristics agreed upon. • Project Scope Management is primarily concerned with defining and controlling what is and is not included in the project.

5. Plan Scope Management ?

6. COLLECT REQUIREMENTS How requirements can be collected?

7. COLLECT REQUIREMENTS • How do you collect requirements? • INTERVIEWS (Directly with stakeholders) • FOCUS GROUPS (prequalified Stakeholders & Subject matter experts) • FACILITATED WORKSHOPS (Focused cross functional stakeholders) • JAD Joint application design, QFD Quality function development • GROUP CREATIVITY TECHNIQUES (brainstorming, nominal group technique, Delphi Technique, Idea/mind mapping, Affinity Diagram) • GROUP DECISION MAKING TECHNIQUES (Unanimity, Majority, Plurality, Dictatorship) • QUESTIONNAIRE AND SURVEYS (wide number of respondents) • OBSERVATION (viewing individual in their environment) • PROTOTYPES (early feedback by providing a working model) • Bench marking, Context Diagram and Document Analysis

8. Collect Requirements • For the requirement that you gathered, you make these three documents to proceed further. • Requirement Documentation • Business need or opportunity to be seized • Project objectives for traceability • Functional requirements (business processes, information) • Non-functional requirements (level of services, performance, safety) • Quality requirements • Acceptance criteria • Business rules • Impact of other organizational area, sales, technology group • Support and training requirements • Requirements assumptions and constraints • Requirement Management Plan • How requirement activities will be planned, tracked & reported • How changes to the product initiated, impact analysis and level of authorization for approval of change • Requirement Prioritization process

9. Collect Requirements 3. Requirement Traceability Matrix • A table that links requirements to their origin and traces them throughout the project life cycle. • It helps to ensure that each requirement adds business value by linking it to the business and projective objectives. • It provides a mean to track requirements throughout the project life cycle. • Help to ensure that requirements approved in the requirement documents are delivered at the end of the project. • It provides a structure for managing changes to the product scope. Attributes are associated with each requirement and recorded in the requirement traceability matrix; such as: a unique identifier, textural description of each requirement, rationale of inclusion, owner, source, priority, version, current status and date completed.

10. Requirement Traceability Matrix

11. Define Scope • After collecting requirements, you do a PRODUCT ANALYSIS ( Product breakdown, requirement analysis, system engineering, value engineering and value analysis) and you also do an ALTERNATIVE IDENTIFICATION (different approaches to execute and perform the work of the project) and you produce a scope statement. • Scope statement is very important for a project manager due to the following reasons: • It Includes Major Deliverables • It also Includes the deliverables excluded from the project • I shows major assumptions and risk factors in the project • It lists out all project requirements that are gathered from the previous stem • It is then signed by the project manager, sponsor, major stakeholders and some vendors that may have major part to play in the project. • It is a total commitment from the Project manager and the sponsor.

12. Project Charter Vs Project Scope Statementa comparison

13. CREATE WBS • Since in define scope, we prepare scope statement therefore we can now break the project into work packages, also known as deliverables. • The technique we use in breaking project into work packages is called Decomposition. This decomposition techniques provides us an output of : WBS : It is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team WBS DICTIONARY (Code, description of work, responsible organization, list of schedule milestones, associated schedule activities, resources required, cost estimates, quality requirements, acceptance criteria) SCOPE BASELINE: A component of project management plan (PSS, WBS, WBS Dictionary) PROJECT DOCUMENT UPDATE Scope Statement is then passed on to the Project Time Management and Project Quality Management to plan for Time and Quality.

15. Validate SCOPE • INPUT • PROJECT MANAGEMENT PLAN • REQUIREMENTS DOCUMENTATION • REQUIREMENTS TRACEABILITY MATRIX • Verified DELIVERABLES • TOOLS AND TECHNIQUES • INSPECTION (Includes activities such as measuring, examining and verifying to determine whether work & deliverables meet requirement and product requirement criteria. Also called: review, product reviews, audits & walkthroughs) • OUTPUTS • ACCEPTED DELIVERABLES • The ones that meet the acceptance criteria are formally signed off and approved. • CHANGE REQUESTS (the once not meet acceptance run through project integrated change control process) • PROJECT DOCUMENT UPDATES

16. CONTROL SCOPE • INPUT; • PROJECT MANAGEMENT PLAN • Scope base line is compared to actual • Scope management plan describes how to manage and control scope • Change management plan • Configuration management plan (those items that require formal change control) • Requirement measurement plan • WORK PERFORMANCE INFORMATION • Information about project process • REQUIREMENTS DOCUMENTATION • REQUIEMENT TRACEABILITY MATRIX • ORGANIZATIONAL PROCESS ASSETS • Existing formal & informal scope control related policies, procedures and guidelines • Reporting and monitoring methods to be used **Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processes through the Perform Integrated Change Control process. Uncontrolled changes are often referred as Project Scope Creep.

17. Control Scope • TOOLS AND TECHNIQUES • VARIANCE ANALYSIS: assess the magnitude of variation from original scope baseline. • OUTPUTS • WORK PERFORMANCE MEASUREMENTS (Planned vs Original) • ORGANIZATIONAL PROCESS ASSETS UPDATES • (causes of variance, corrective measures, lesson learned) • CHANGE REQUESTS to the scope baseline or other components of project management plan • PROJECT MANAGEMENT PLAN UPDATES • Scope baseline cost baseline and schedule baselines update, • PROJECT DOCUMENT UPDATES • Requirements documentation • Requirement traceability matrix

20. Thank You Any Questions? • Next Lecture: • Project Time Management