m3 scopemanagment v.1.0
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Maria Maddalena Ruggini, PMP
CC ERP Roma
Scope Management (M3)
Project Management and SAP
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Scope Management
1. Introduction
2. Collect requirements
3. Define scope4. Create WBS
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Introduction
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A project needs a leader(project manager) to answer the
questions: "What?Why? and How?".
That is to say:
Whatis it that we are trying to do?
Whyare we doing it? And,
Howare we going to get it done?
You might also ask another four questions, namely:
"Who?Where?When?And How Much?" But these four are
secondary and will come later.
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Scope Management
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With a solid understanding and application of requirements management
pract ices, you can reduce project and program failure and more fully meet
the needs of both your customer and your entire organization
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Collect Requirements
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The purpose of this activity is to collect and document both
process-related as well as project-/non-process-related
customer requirements, which in summary and as appendixbecome part of the scope statement.
Project success is directly influenced by active stakeholder
involvement and the accuracyof the activity.
Requirements must be: Elicited
Analyzed
Recorded
in enough details to be included in the scope baselineand
to be measured once project execution begins.
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Project/Product requirements are the foundationof the WBS.
Collect Requirements
Requirements, to be included in thebaseline, must be unambiguous
(measurable and testable), traceable,
complete, consistentand acceptable
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Collect Requirements
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Requirements can be grouped into classifications. These
classifications include:
Businessrequirements (eg. The reason why the project has
been undertaken
Stakeholder requirements
Solutionrequirements (functional/non
functional)
Transitionrequirements (data
conversion, training, OCM (*), )
Project requirements (action, processes, )
Qualityrequirements
(*) Organizational Change Management
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Collect Requirements - Output
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The Requirements Traceability Matrix (RTM) is a tool to help
ensure that the projects scope, requirements, and deliverables
remain as is when compared to the baseline. Thus, it traces thedeliverables by establishing a thread for each requirement- from
the projects initiation to the final implementation.
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Collect Requirements - Output
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The Requirements Traceability Matrix (RTM) is a tool to help
ensure that the projects scope, requirements, and deliverables
remain as is when compared to the baseline. Thus, it traces thedeliverables by establishing a thread for each requirement- from
the projects initiation to the final implementation.
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Define Scope
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The Scope Statement is an essential element of any project.
Project managers use the Scope Statement as a written
confirmation of the results your project will produce and theconstraints and assumptions under which you will work. Both the
people who requested the project and the project team should
agreeto all terms in the Scope Statement before actual project
work begins.
The Preliminary Project Scope Statement
is developed in the Project Preparation phase
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Define Scope
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A good Scope Statement includes the following information:
Product scope description: The characteristics of the products,
services, and/or results your project will produce.
Acceptance criteria: The conditions that must be met before project
deliverables are accepted
Deliverables
Project Exclusions
Constraints restrictions that limit what you can
achieve, how and when you can achieve it, and
how much achieving it can cost
Assumptions statements about how you will
address uncertain information as you conceive,plan, and perform your project.
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Define Scope
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Think of your Scope Statement, when viewed together with the other
components of your project plan, as a binding agreement in which:
You and your team commit to producing certain results.
Your projects requesters commit that theyll consider your project 100
percent successful if you produce these results.
You and your team identify all restrictions regarding your approach to
the work and the resources you need to support your work.
Your projects requesters agree that there are no
restrictions other than the ones youve identified
and that theyll provide you the support you
declare you need.
You and your team identify all assumptions youmade when setting the terms of your Scope Statement.
Your projects requesters agree that, if any of these assumptions prove
to be invalid, you may have to modify some or all of your project plans.
D fi S
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Define Scope
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A well-written Scope Statement is an important resource for
helping to manage stakeholder expectations.
Of course, predicting the future is impossible.
In fact, the farther into the future you try to
look, the less certain your predictions can
be. However, your Scope Statement
represents your project commitments
based on what you know todayand expect
to be true in the future.
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Define Scope
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If and when situations change, you have toassess the effect of the changes on all aspects
of your project and propose the necessary
changes to your Scope Statement.
Your projects requesters always have the
option of either accepting your proposed
changes (and allowing the project to continue)
or refusing the change or canceling your
project.
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Create WBS
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Create WBS
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The work breakdown structure
(WBS)for the project, is a
deliverable-oriented, hierarchicaldecomposition of the work to be
executed by the project team to
complete the project.
It is the basis(foundation) for the organization andcoordination of the project.
Create WBS
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Create WBS
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.A WBS consists of WBS elements that
describe project tasks and subtasks to
perform within a defined time period
Summary activity
Comprise a set of
Subordinate items
Work package
deliverables or
consistent portions
of the work to be done
0.0 Retail Web Site
1.0 Project Management
2.0 Requirements Gathering
3.0 Analysis & Design
4.0 Site Software Development
4.1 HTML Design and Creation
4.2 Backend Software
4.2.1 Database Implementation4.2.2 Middleware Development
4.2.3 Security Subsystems
4.2.4 Catalog Engine
4.2.5 Transaction Processing
4.3 Graphics and Interface
4.4 Content Creation
5.0 Testing and Production
Create WBS
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Create WBS
Decomposition logic
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Decomposition of project scope generally involves the following
activities:
Identify each work package & WBS components
with unique code
Verify if the degree of decomposition of the work is necessary
and sufficient No. of Levels of WBS need not be same for all deliverables
Gather information on major project
deliverables and analyze related tasks
Start development of work breakdown
structure (WBS) at the highest level
Decompose the upper WBS levels intolower level detailed components (WP)
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Exercise
Creation of a WBSDuration : 30 min
Create WBS
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Create WBS
Standard WBS
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.For SAP projects, once the PM Team have defined the project life
cycle (standard project, global roll out, upgrade, etc), you can
have a standard WBS and WBS Dictionary.
The application of a standard WBS, even if not mandatory, is
strongly recommended because:
The templates are improved over time and collect the experienceof several projects
Avoid the risk of forgetting important activities/deliverables
Define a common vocabulary
Facilitate the standardization of the documentation
Create WBS
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Create WBS
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. When do I stop decomposing?
When you feel that your WBS can be a valuable tool forcommunicat ionwith various stakeholders on the project
and
When you feel that the decomposition can allow easy cont ro land
moni tor ingof project status
There are no right or wrong WBS, but WBS more orless useful.
Create WBS
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Create WBS
General rules for WBS decomposition
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. 100% rule
The WBS must include no more than 100% of the work defined by the
project scope and capture all measurable deliverablesinternal,external, interimin terms of the work to be completed, including project
management.
8/80 rule
No work package should be less than 8 hours or greater than 80 hours.Notice that the work package is the lowest level of the WBS. Activities and
tasks are not included in the WBS. They will be planned from the work
packages once they are assigned.
Reporting period rule
No activity or group of activities at the lowest level of detail of the WBSshould be longer than a single reporting period. Thus if the project team
is reporting progress monthly, then no single activity or series of activities
should be longer than one month long.
Collect requirements
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Collect requirements