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The Tao of Project Scope

The Tao of Project Scope. On the Path to successfully managing project requirements Leann Johnson / September 20, 2012. Why Project Scope …. Key definitions. What is a Project? “A temporary endeavor undertaken to create a unique product, service or result.” –PMBOK Guide

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The Tao of Project Scope

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  1. The Tao of Project Scope On the Path to successfully managing project requirements Leann Johnson / September 20, 2012

  2. Why Project Scope …

  3. Key definitions • What is a Project? • “A temporary endeavor undertaken to create a unique product, service or result.” –PMBOK Guide • Made up of individual activities • Creates something (deliverables) • Requires resources • Influenced by external forces Examples: • Implementation of new IIS software • Creation of new system functionality (VTrckS, Web Services) • Hardware Refresh • What is Scope? • Product Scope: • The features and functions of the product, service or result (the Whats) • Project Scope: • The work required to deliver the product, service or result (the Hows)

  4. Why “Tao” …

  5. Key definitions • What is the Tao? • “The Tao that can be named is not the eternal Tao.” – Tao Te Ching • Philosophical concept translated as ‘Way’ or ‘Path’ • Philosophy of Taoism emphasizes living in harmony with the Tao • Harmony is achieved by appreciating, learning from and working with what happens in everyday life. • Trying to interfere with life’s natural balance and flow leads to struggle • Who was Lao-tse? • “Old Master” • Traditionally recognized as founder of Taoism • Writer of the Tao Te Ching, which provides the basis for the philosophical tenets of Taoism

  6. A journey of a thousand miles must begin with a single step.” Lao-tse

  7. Project Initiation Projects begin with definition and evaluation of goals and objectives • Identify Project Participants • These may include: • Project Sponsors • Project Manager • Team Members • Subject Matter Experts • External Resources (e.g. IT Departments) • Consultants / Vendors • Quality Assurance Analysts • Trainers • Others… • Draft Project Charter • Should address: • Objectives • High-level requirements • Budget expectations • Assumptions • Constraints • External factors • Success criteria

  8. “Anticipate the difficult by managing the easy.” Lao-tse

  9. Project Planning Collect the information needed to focus efforts and accomplish requirements • Scope Management Plan • Defines how the project work will be captured, presented and managed. • Includes guidelines for: • Collecting detailed requirements • Defining scope and creating the Scope Statement • Creating and managing the Work Breakdown Structure (WBS) and Project Plan • Verifying scope • Controlling scope using a defined change management process

  10. Scope Management Planning Create the project Scope Statement • Lets everyone “lock in” on: • Detailed requirements • Includes functional, data and interoperability requirements • Constraints • Budget limitations, schedule limitations (“drop-dead” dates), usability expectations • Key Assumptions • Provides insight into schedule and functionality estimates and decisions Strategy and Approach • Identifies techniques to be used on the project that may impact planning, delivery or resource allocations Scope Exclusions • Avoids confusion by noting certain items or deliverables specifically out-of-scope for the project

  11. The great Way is easy, but people are forever being side-tracked.” Lao-tse

  12. Change Management • What is scope creep? Accumulation of small changes to project deliverables that are individually manageable but significant in the aggregate Occurs when new tasks or functions are added to a project without accommodating for them in the project timeline or budget. This can lead to projects being delivered late and over budget. • Are all changes to scope considered scope creep? • Thankfully, NO! The Scope Statement and Change Management Process provide the guidance necessary to evaluate any proposed Scope changes and take the action that best serves the overall project objectives.

  13. “If you do not change direction, you may end up where you are heading.” Lao-tse

  14. Requirements Clarification The Change Management Process • What does a Change Management Process offer? • Project Members understand the process • Provide clear submission guidelines • Identify who is responsible for evaluating the requests (the Change Control Board) • Describe the Request evaluation steps and possible outcomes • Project Goals and Objectives are honored • Evaluation against the Project Charter ensures consistency in focus • Ensures key constraints, budgets and timelines are considered • No surprises

  15. Requirements Clarification • Possible outcomes for a Change Request • Evaluate Change Request • Accept • Deny • Table • Exchange • Add new deliverables to project scope • Provide justification for denial • Provide justification • Accept changes but remove something else to accommodate • Rework budget and timelines, as needed • Archive request and findings • Assign priority for later scheduling • Archive request and update scope document • Update WBS to reflect new work tasks • Archive the request for follow-up • Update WBS to reflect new work tasks

  16. “He who knows that enough is enough will always have enough.” Lao-tse

  17. Scope Management Considerations • Strategies for Success • Conduct Project Launch sessions • Don’t underestimate their impact on team dynamics • Allow key participants to collectively agree on the project goals and objectives • Consider contract strategy when working with vendors • Type of contract (reimbursable/T&M vs. incentive-based/fixed-price) should relate to risk the vendor will bear • If project scope is not yet clear, it is better to not use fixed-price contract initially. Can convert later. • When using a competitive bid process, allow adequate time and input to the bid process and consider basis for evaluation – price alone is often inadequate.

  18. Scope Management Considerations • More Strategies for Success • Consider Phased Implementations • If timelines and feature don’t align, look to project objectives for guidance • Set major and minor milestones • Recognize that conflict is inevitable • Budget / schedule / requirements must be synchronized • Use conflict to foster creativity, promote teamwork (e.g. Business and IT groups) • If ignored, conflict will become disruptive

  19. “A leader is best when people barely know he exists; when his work is done, they will say: We did it ourselves.” Lao-tse

  20. Role of the Project Manager • Keys to getting it right • Capture the vision! • Visualizing the desired end result is imperative to ensuring project success • Communicate! • Make sure everyone understands the project goals and the plan for meeting them • Recognize the value of Productive Conflict • Work the Plan! • The roadmap to success is created during Initiation and Planning with the Project Management Plan • use it liberally!

  21. Thank you Leann Johnson Project Manager Immunization Solution Services HP Enterprise Services Office: (608) 224-6853 Email:leann.johnson@hp.com

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