Chapter 5

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Information Technology Information Technology Project ManagementProject Management

by Jack T. Marchewkaby Jack T. Marchewka

Power Point Slides by Richard Erickson, Northern Illinois UniversityPower Point Slides by Richard Erickson, Northern Illinois University

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CHAPTER 5 Defining and CHAPTER 5 Defining and Managing Project ScopeManaging Project Scope

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Chapter 5 ObjectivesChapter 5 Objectives• Identify the five processes that support project Identify the five processes that support project

scope management. These processes, defined scope management. These processes, defined by the Project Management Body of Knowledge by the Project Management Body of Knowledge (PMBOK), include initiation, planning, scope (PMBOK), include initiation, planning, scope definition, scope verification, and scope change definition, scope verification, and scope change control.control.

• Describe the difference between product scope Describe the difference between product scope (i.e., the features and functions that must (i.e., the features and functions that must support the IT solution) and project scope (i.e., support the IT solution) and project scope (i.e., the deliverables and activities that support IT the deliverables and activities that support IT project methodology).project methodology).

• Apply several tools and techniques for defining Apply several tools and techniques for defining and managing the project’s scope.and managing the project’s scope.

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Failure to define what is part of the Failure to define what is part of the project, as well as what is not, may project, as well as what is not, may result in work being performed that result in work being performed that was unnecessary to create the product was unnecessary to create the product of the project and thus lead to both of the project and thus lead to both schedule and budget overruns.schedule and budget overruns.

Olde Curmudgeon, PM Network Magazine, 1994.

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Project Scope Management Project Scope Management Processes defined in PMBOKProcesses defined in PMBOK

1.1. Project scope initiationProject scope initiation2.2. Scope PlanningScope Planning3.3. Scope definitionScope definition4.4. Scope verificationScope verification5.5. Scope change controlScope change control

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Scope Management PlanScope Management Plan

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Project Scope InitiationProject Scope Initiation

1.1. Project Scope PlanningProject Scope Planning2.2. Scope BoundaryScope Boundary3.3. The Scope StatementThe Scope Statement4.4. Scope StatementScope Statement5.5. Out of Scope for this ProjectOut of Scope for this Project

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Scope BoundaryScope Boundary

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Sample Scope Statement – What’s Sample Scope Statement – What’s within the scope boundarywithin the scope boundary

1.1. Develop a proactive electronic commerce Develop a proactive electronic commerce strategy that identifies the processes, strategy that identifies the processes, products, and services to be delivered products, and services to be delivered through the World Wide Web.through the World Wide Web.

2.2. Develop Develop an application system that supports an application system that supports all of the processes, products, and services all of the processes, products, and services identified in the electronic commerce identified in the electronic commerce strategy.strategy.

3.3. Integrate the application system with the Integrate the application system with the bank’s existing enterprise resource planning bank’s existing enterprise resource planning system.system.

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Sample Scope Statement – Work Sample Scope Statement – Work outside the scope boundaryoutside the scope boundary

1.1. Technology and organizational Technology and organizational assessment of the current environmentassessment of the current environment

2.2. Customer resource management and Customer resource management and data mining componentsdata mining components

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Project Scope DefinitionProject Scope Definition

• Project-Oriented ScopeProject-Oriented Scope• Project-Oriented Scope Definition ToolsProject-Oriented Scope Definition Tools

– Deliverable Definition Table (DDT)Deliverable Definition Table (DDT)– Deliverable Structure Chart (DSC)Deliverable Structure Chart (DSC)

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Deliverable Definition TableDeliverable Definition TableDeliverableDeliverable StructureStructure StandardsStandards Approval Approval

NeededNeeded ByByResources Resources RequiredRequired

Business Business CaseCase

DocumentDocument As defined in As defined in project project methodologymethodology

Project Project SponsorSponsor

Business Business Case team & Case team & OA toolsOA tools

Project Project charter & charter & project planproject plan


Project Project SponsorSponsor

Project Project manager,manager,sponsor, & sponsor, & OA toolsOA tools

Technology Technology & Org. & Org. assessmentassessment


Project Project manager manager & Sponsor& Sponsor

Bank’s syst.Bank’s syst.analyst, OA analyst, OA & case tools& case tools

Require-Require-ments ments definitiondefinition


Project Project managermanager

Syst. analyst Syst. analyst programmerprogrammerCase & OACase & OA

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Deliverable Structure ChartDeliverable Structure Chart

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Project Scope DefinitionProject Scope Definition

• Product-Oriented ScopeProduct-Oriented Scope• Product-Oriented Scope Definition Product-Oriented Scope Definition

ToolsTools– Data Flow Diagrams (DFD)Data Flow Diagrams (DFD)– Use Case DiagramUse Case Diagram– Joint Application development (JAD)Joint Application development (JAD)

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Context Level Data Flow Context Level Data Flow DiagramDiagram

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Use Case Use Case DiagramDiagram

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Project Scope Verification Project Scope Verification Check ListCheck List

• MOVMOV• DeliverablesDeliverables• Quality standardsQuality standards• MilestonesMilestones• Review and acceptanceReview and acceptance

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Scope Change ControlScope Change Control

•ConcernsConcerns– Scope gropeScope grope– Scope creepScope creep– Scope leapScope leap

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Scope Change ControlScope Change Control • Myths of Scope ManagementMyths of Scope Management

– User involvement will result in an IS project User involvement will result in an IS project grounded in the realities of business needs.grounded in the realities of business needs.

– A scope statement will clearly define what a project A scope statement will clearly define what a project will do.will do.

– Once the scope of the project is defined, hold firm Once the scope of the project is defined, hold firm because any deviation from the original plan is a because any deviation from the original plan is a sign that the project is out of control. sign that the project is out of control.

– A function of a scope change committee is to A function of a scope change committee is to arbitrate user requests for additional features or arbitrate user requests for additional features or functionality beyond the original project charter.functionality beyond the original project charter.

– Regular and frequent meetings with senior Regular and frequent meetings with senior management will ensure they are kept up to date management will ensure they are kept up to date and will result in goodwill and support.and will result in goodwill and support.

– You can always make up schedules and budgets You can always make up schedules and budgets later on if they slip a little bit.later on if they slip a little bit.

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Scope Change Control ProceduresScope Change Control ProceduresScope Change Request FormScope Change Request Form

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Scope Change Control ProceduresScope Change Control ProceduresScope Change Request LogScope Change Request Log

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Benefits of Scope ControlBenefits of Scope Control• Keep project manager in control of Keep project manager in control of

projectproject• Allow project manager to control Allow project manager to control

project’s schedule and budgetproject’s schedule and budget• Allow project team to stay focused Allow project team to stay focused

and on trackand on track

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Scope Management ProcessScope Management Process