Software Project Management 2007 Project Scope Management

1. Software Project Management 2007Project Scope Management Gao Zhisheng School of Computer Software Engineering 1/42

2. Review of chapter 4 • The overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle • Strategic planning process and different project selection methods • Integrated change control process, planning for and managing changes on information technology projects, and developing and using a change control system Software Engineering 2/42

3. Learning Objectives • Understand the elements that make good project scope management important. • Explain the scope planning process and describe the contents of a scope management plan. • Describe the process for developing a project scope statement using the project charter and preliminary scope statement. • Discuss the scope definition process and work involved in constructing a work breakdown structure using the analogy(类比), top-down, bottom-up, and mind-mapping approaches. Software Engineering 3/42

4. Learning Objectives • Explain the importance of scope verification（验证） and how it relates to scope definition and control. • Understand the importance of scope control and approaches for preventing scope-related problems on information technology projects. • Describe how software can assist in project scope management. Software Engineering 4/42

5. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 5/42

6. Opening Case • dramatis personae: Kim Nguyen(金源) • The view of the case : • She was leading an initial project team meeting to create the work breakdown structure (WBS) for the IT Upgrade Project. • This project was necessary for implementing several high priority, Internet-based applications the company was developing. • The IT Upgrade Project involved creating and implementing a plan to get all employees’ information technology assets to meet new corporate standards within nine months. Software Engineering 6/42

7. Opening Case • dramatis personae: Kim Nguyen(金源) • The view of the case : • These standards specified the minimum equipment required for each desktop or laptop computer, namely the type of processor, amount of memory, hard disk size, type of network connection, and soft ware. • Kim Nguyen’s work • Create a detailed inventory(目录) of all of the current hardware, networks, and software in the entire company of 2000 employees • Develop a project charter and preliminary scope statement. Software Engineering 7/42

8. Opening Case • MISSION: • The company’s new CEO, Walter Schmidt, was known for keeping a close eye on major projects like this one. They had started using a new project management information system that let everyone know the status of projects at a detailed and high level. • Kim knew that a good WBS was the foundation for scope, time, and cost performance. But she have never led a team in creating one or allocating(分配) costs based on a WBS. Question: –Where should she begin? Software Engineering 8/42

9. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 9/42

10. What is Project Scope Management? • Several factors are associated with project success. User involvement, clear business objectives, minimized scope, and firm basic requirements, are elements of project scope management. • Cite: the lack of proper project definition and scope as the main reason why project fail. • Scope refers to all the work involved in creating the products of the project and the processes used to create them. • A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes. • Project scope management includes the processes involved in defining and controlling what is or is not included in a project. Software Engineering 10/42

11. Project Scope Management Processes • Scope planning:Deciding how the scope will be defined, verified, and controlled. • Scope definition: Reviewing the project charter and preliminary scope statement and adding more information as requirements are developed and change requests are approved. • Creating the WBS: Subdividing the major project deliverables into smaller, more manageable components. • Scope verification: Formalizing acceptance of the project scope. • Scope control: Controlling changes to project scope. Software Engineering 11/42

12. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 12/42

13. Scope Planning and the Scope Management Plan • The scope management plan is a document that includes descriptions of how the team will prepare the project scope statement, create the WBS, verify completion of the project deliverables, and control requests for changes to the project scope. • Key inputs include the project charter, preliminary scope statement, and project management plan. Software Engineering 13/42

14. What Went Right? • Many companies use customer relationship management (CRM) systems to improve their understanding of and responsiveness to customer. • A senior management team at the Canadian money management company Dynamic Mutual Funds (DMF) launched an enterprise-wide, national program to build and manage its customer relationships. • The team proposed a new concept, project scope design, which consisted of seven non-sequential steps: • Analyze the project atmosphere , stakeholders, and centers of influence. • Align the project scope with the organization’s strategic objectives and business challenges. • Determine where to add value to the business • Study the process flow between the business units(单位) • Develop an efficient communication strategy. • Develop the project approach. • Coordinate the new project with the other initiatives already under way. Software Engineering 14/42

15. Sample Project Charter Software Engineering 15/42

16. Sample Project Charter (cont’d) Software Engineering 16/42

17. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 17/42

18. Scope Definition and theProject Scope Statement • The preliminary scope statement, project charter, organizational process assets, and approved change requests provide a basis for creating the project scope statement. • Project scope statements should include, at a minimum, a description of the project, including its overall objectives and justification, detailed descriptions of all project deliverables, and the characteristics and requirements of products and services produced as part of the project. • As time progresses, the scope of a project should become clearer and more specific. • Project scope statement is an important document for developing and confirming a common understanding of the project scope. It describes in detail the work to be accomplished on the project and is an important tool for ensuring customer satisfaction and preventing scope creep. Software Engineering 18/42

19. Further Defining Project Scope Software Engineering 19/42

20. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 20/42

21. Creating the Work Breakdown Structure • After completing scope planning, the next step is to further define the work by breaking it into manageable pieces. • Work breakdown structure（WBS） • It is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project. • It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes. • 项目的工作分解结构是将项目整体分解成较小的、易于管理和控制的若干子项目或工作单元的过程，直到可交付成果定义的足够详细，足以支持项目将来的活动，如资源需求计划、时间估算、成本估计、人员安排、跟踪控制等。 Software Engineering 21/42

22. Creating the Work Breakdown Structure Software Engineering 22/42

23. Sample Intranet WBS • Intranet WBS organized by product • Web site design • Home page design • Marketing pages • Sales pages Software Engineering 23/42

24. Sample Intranet WBS • Intranet WBS organized by phase Software Engineering 24/42

25. Intranet WBS in Tabular Form 1.0 Concept 1.1 Evaluate current systems 1.2 Define requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support Software Engineering 25/42

26. Intranet WBS and Gantt Chart Project 98 file Software Engineering 26/42

27. Intranet Gantt Chart Organized by Project Management Process Groups Software Engineering 27/42

28. Approaches to Developing WBSs • Guidelines: Some organizations, such as the DOD, provide guidelines for preparing WBSs. • Analogy approach(类比法): Review WBSs of similar projects and tailor to your project. • Top-down approach: Start with the largest items of the project and break them down. • Bottom-up approach: Start with the specific tasks and roll them up. • Mind-mapping approach: Write tasks in a non-linear, branching format and then create the WBS structure. Software Engineering 28/42

29. Sample Mind-Mapping Approach Software Engineering 29/42

30. Resulting WBS in Chart Form Software Engineering 30/42

31. The WBS Dictionary and Scope Baseline • Many WBS tasks are vague and must be explained in more detail so people know what to do and can estimate how long the work will take and what it will cost. • A WBS dictionary is a document that describes detailed information about each WBS item. • The approved project scope statement and its WBS and WBS dictionary form the scope baseline, which is used to measure performance in meeting project scope goals. Software Engineering 31/42

32. Advice for Creating a WBS and WBS Dictionary • A unit of work should appear in only one place in the WBS. • The work content of a WBS item is the sum of the WBS items below it. • A WBS item is the responsibility of only one individual, even though many people may be working on it. • The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first, and other purposes only if practical. • Project team members should be involved in developing the WBS to ensure consistency and buy-in. • Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work that is included and not included in that item. • The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement. Software Engineering 32/42

33. Sample Family WBS • 左边的WBS有什么问题？应怎样修改？ Software Engineering 33/42

34. 示例 Scope definition—WBS(work breakdown structure) 0级 新软件包安装 1级 确定要求 设计 开发 测试 安装完成 2级 修改手工操作系统流程 测试手工操作系统流程 安装完成新软件包 设计作业系统 修改外购软件包 测试外购软件包 确定需要 修改内部程序 调试内部程序 培训人员 新软件包装项目的WBS Software Engineering 34/42

35. 示例 Scope definition—WBS(work breakdown structure) 企业经营评价系统项目1000 问题界定1100 系统分析1200 系统设计1300 系统开发1400 测试1500 实施1600 软件1410 硬件1420 网络1430 文档1440 培训1610 验收1630 系统转换1620 包装软件1411 定制软件1412 企业经营评价系统项目的WBS Software Engineering 35/42

36. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 36/42

37. Scope Verification • It is very difficult to create a good scope statement and WBS for a project. • It is even more difficult to verify project scope and minimize scope changes. • Many IT projects suffer from scope creep and poor scope verification (see “What Went Wrong?”). • FoxMeyer Drug filed for bankruptcy after scope creep on a robotic warehouse. • Engineers at Grumman called a system “Naziware” and refused to use it. • 21st Century Insurance Group wasted a lot of time and money on a project that could have used off-the-shelf（成品) components. Software Engineering 37/42

38. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 38/42

39. Scope Control • Scope control involves controlling changes to the project scope. • Goals of scope control are to: • Influence the factors that cause scope changes. • Ensure changes are processed according to procedures developed as part of integrated change control. • Manage changes when they occur. • Variance is the difference between planned and actual performance. Software Engineering 39/42

40. Suggestions for Improving User Input • Develop a good project selection process and insist that sponsors are from the user organization. • Place users on the project team in important roles. • Hold regular meetings with defined agendas(议程), and have users sign off on key deliverables presented at meetings. • Deliver something to users and sponsors on a regular basis. • Don’t promise to deliver when you know you can’t. • Co-locate users with developers.用户与开发人员一起同地办公 Software Engineering 40/42

41. Suggestions for Reducing Incomplete and Changing Requirements • Develop and follow a requirements management process. • Use techniques such as prototyping, use case modeling, and JAD to get more user involvement. • Put requirements in writing and keep them current and readily available. • Create a requirements management database for documenting and controlling requirements. • Conduct adequate testing throughout the project life cycle. • Review changes from a systems perspective. • Emphasize completion dates to help focus on what’s most important. • Allocate resources specifically(特定，明确) for handling change requests and enhancements (as NWA did with ResNet). Software Engineering 41/42

42. Outline • Opening case • What is Project Scope Management • Scope Planning and the Scope Management Plan • Scope Definition and the Project Scope Statement • Creating The Work Breakdown Structure • Scope Verification • Scope Control • Using Software to Assist in Project Scope Management Software Engineering 42/42

43. Using Software to Assist in Project Scope Management • Word-processing software helps create scope-related documents. • Spreadsheets help perform financial calculations and weighed scoring models, and help develop charts and graphs. • Communication software, such as e-mail and the Web, helps clarify and communicate scope information. • Project management software helps create a WBS, the basis for tasks on a Gantt chart. • Specialized software is available to assist in project scope management. Software Engineering 43/42

44. Chapter Summary • Project scope management includes the processes required to ensure that the project addresses all the work required—and only the work required—to complete the project successfully. • Main processes include: • Scope planning • Scope definition • WBS creation • Scope verification • Scope control Software Engineering 44/42

45. 案例分析 • 希赛信息技术有限公司刚刚和M签订了一份新的合同，合同的主要内容是处理公司以前为M公司开发的信息系统的升级工作。升级后的系统可以满足M公司新的业务流程和范围。由于是一个现有系统的升级，项目经理张工特意请来了原系统的需求调研人员李工担任该项目的需求调研负责人。在李工的帮助下，很快地完成了需求开发的工作并进入设计与编码。由于M公司达的业务很忙，M公司的业务代表没有足够的时间投入到项目中，确认需求的工作一拖再拖。张工认为，双方已经建立了密切的合作关系，李工也参与了原系统的需求开发，对业务的系统比较熟悉，因此定义的需求是清晰的。故张工并没有催促业务代表在需求说明书中签字。 • 进入编码阶段后，李工因故移民加拿大，需要离开项目组。张工考虑到系统需求已经定义，项目已经进入编码期，李工的离职虽然会对项目造成一定的影响，但影响较小，因此很快办理好了李工的离职手续。 Software Engineering 45/42

46. 案例分析 • 在系统交付的时候，M公司的业务代表认为已经提出的需求很多没有实现，实现的需求也有很多不能满足业务的要求，必须全部实现这些需求后才能验收。此时李工已经不在项目组，没有人能够清晰地解释需求说明书。最终系统需求发生重大变更，项目延期超过50%,M的业务代表也因为系统的延期表示了强烈的不满。 • 问题1：请以400字对张工的项目管理工作中的行为进行点评。 • 问题2：请从项目范围管理的角度找出该项目实践过程中的问题，以500字内回答。 • 问题3：请结合您本人项目经验，谈谈应如何避免类似的问题，以500字内回答. Software Engineering 46/42

47. 案例分析 • 问题1： • （1）张工为了更明确地把握系统需求，聘请了原系统的需求调研人员李工，提高了需求定义的效率和质量。 • （2）张工没有对李工开发的系统需求进行评审和复查，从而使得需求的缺陷没有被及时发现。 • （3）张工没有要求用户已经定义的需求进行确认，从而导致需求理解的偏差。 • （4）张工对需求的不能进行缺乏有效控制，最终造成项目延期50% Software Engineering 47/42

48. 案例分析 • 问题2 该项目实施过程中的主要问题包括： • （1）在范围定义中，张工没有对李工定义的需求进行评审，造成需求中的质量缺陷没有被及时发现。 • （2）在范围确认中，张工没有主动地要求用户对需求进行确认。 • （3）在范围控制中，张工无法进行有效的范围控制，最终造成了重大的需求变更。 Software Engineering 48/42

49. 案例分析 • 问题3： • 对于本案例，项目经理需要对需求定义的结果进行质量控制，采取评审等方式减少需求中的问题。对已经定义的需求需要与用户进行确认，保证双方理解的一致。在发生需求变更时，也应该采取灵活的手段，在满足用户需求的前提下，尽量减少需求变更的范围。 Software Engineering 49/42

50. 案例分析 • 希赛信息技术有限公司原本是一家专注于企业信息化的公司，在电子政务如火如荼的时候，开始进军电子政务行业。在电子政务的市场中，接到的第一个项目是开发一套工商审批系统。由于电子政务保密要求，该系统涉及到两个互不联通的子网；政务内网和政务外网。政务内网中存储着全部信息，其中包括部分机密信息；政务外网可以对公众开放，开放的信息必须得到授权。系统要求在这两个子网中的合法用户都可以访问到被授权的信息，访问的信息必须是一致可靠，政务内网的信息可以发布到政务外网，政务外网的信息在经过审批后可以进入政务内网系统。 • 张工是该项目的项目经理，在捕获到这个需求后认为电子政务建设与企业信息化有很大的不同，有其自身的特殊性，若照搬企业信息化原有的经验和方案必定会遭到惨败。因此采用了严格瀑布模型，并专门招聘了熟悉网络互联的技术人员设计了解决方案，在经过严格评审后实施。在项目交付时，虽然系统完全满足了保密性的要求，但用户对系统用户界面提出了较大的异议，认为不符合政务信息系统的风格，操作也不够便捷，要求彻底更换。由于最初设计的缺陷，系统表现层和逻辑层紧密耦合，导致70%的代码重写，而第二版的用户界面仍不能满足最终用户的要求，最终又重写的部分代码才通过验收。由于系统的反复变更，项目组成员产生了强烈的挫折感，士气低落，项目工期也超出原计划的100%。 Software Engineering 50/42