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UN0603Unit 5
Project Scope Management
Dr. J. Michael Bennett, P. Eng., PMP
UNENE, McMaster University, The University of Western Ontario
Version 2K6-IX-18
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-2
Unit 5 - Project Scope Management
Revisions
2K6-IX-18 Initial Creation
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Unit 5 - Project Scope Management
UN0603 Road MapUnit 1 Introduction to Project ManagementUnit 2 The Project Management ContextUnit 3 Project Management ProcessesUnit 4 Project Integration ManagementUnit 5 Project Scope ManagementUnit 6 Project Cost ManagementUnit 7 Project Time ManagementUnit 8 Project Quality ManagementUnit 9 Project Human Resource ManagementUnit 10 Project Communications ManagementUnit 11 Project Risk ManagementUnit 12 Project Procurement Management
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Unit 5 - Project Scope Management
5 Scope & Requirements
5.1 Project Scope Management
5.2 Requirements Management
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Scope vs. Requirements
Project Scope – the work that must be done to deliver a product or service
Product Requirements – the features and functions that characterize a product or service
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Unit 5 - Project Scope Management
5.1 Scope Planning
5.2 Scope Definition
5.3 Create
WBS
5.4 Scope
Verification
4.4 D&M P. Execution
4.2 Develop
Prelim P. Scope
5.5 Scope Control
Organizational Process Assets
Enterprise Environmental
10.3 Perf Reporting
4.7 Close Project
4.1 Develop
Project Charter 4.3 Develop
PMP
4.6 Int Change
Control
Project Charter
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5. Scope Management
5.1.1 Initiation
5.1.2 Scope Planning
5.1.3 Scope Definition
5.1.4 Scope Verification
5.1.5 Scope Change Control
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Scope Management Processes
Scope Management
Scope Definition
Scope Verification
Scope Change Crl
Scope PlanningInitiation
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Scope Management Processes
Scope Management
Scope Definition
Scope Verification
Scope Change Crl
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Initiation
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Scope Management Processes
Scope Management
Scope Definition
Scope Verification
Scope Change Crl
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Scope Planning
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Scope Management Processes
Scope Management
Scope Verification
Scope Change Crl
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Scope Management Processes
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Scope Definition
Scope Verification
Scope Change Crl
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Scope Management Processes
Scope Management
Scope Definition
Scope Verification
Scope Change Crl
Scope PlanningInitiation
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PMI Project Scope Management
1 Scope Planning.1 Inputs .1 Ent environmental factors .2 Org process assets .3 Charter .4 Prelim scope statement .5 PMP.2 T&T .1 Expert Judgment .2 Templates, forms, stnds.3 Outputs .1 Scope management plan
2 Scope Definition
.1 Inputs .1 Org process assets .2 Charter .3 Prelim scope statement .4 Scope management plan .5 Change requests.2 T&T .1 Product analysis .2 Alternatives id .3 Expert judgment .4 Stakeholder analysis.3 Outputs .1 Scope Statement .2 Requested changes .3 SMP updates
3 Scope Create WBS
.1 Inputs .1 Org process assets .2 Scope statement .3 Scope management plan .4 Approved CRs.2 T&T .1 WBS Templates .2 Decomposition.3 Outputs .1 Scope statement updates .2 WBS .3 WBS dictionary .4 Scope baseline .5 Scope man plan updates .6 Requested changes
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Unit 5 - Project Scope Management
PMI Project Scope Management cont.
4 Scope Verification
5 Scope Change Control
.1 Input .1 Scope statement .2m WBS ictionary .3 Scope man plan .4 Deliverables.2 T&T .1 Inspection.3 Output .1 Accepted deliverables .2 Requested changes
.3 Recommended corrective changes
.1 Input .1 Scope statement .2 WBS .3 WBS dictionary .4 Scope man plan .5 Performance reports .6 Approved change requests .7 Work performance info.2 T&T .1 Change control system .2 Variance analysis .3 Replanning .4 Config man system.3 Output .1 Scope statement updates .2 WBS updates .3 WBS dictionary updates .4 Scope baseline updates .5 Requested changes .6 Corrective action .7 Org proc ass updates .8 PMP updates
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5.1.1 Initiation
Initiation isProcess of formally authorizing a new project
or
Authorizing that an existing project can continue to its next phase (gating)
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In Some Organizations
You first do aNeeds assessment
Feasibility study
Preliminary plan
Some other similar analysis
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Project are Authorized because of
A market demand
A business need
A customer request
A technological advance
A legal requirement
A social need
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5.1 Scope Planning
1 Project Scope Man Plan
.1 Ent env factors
.2 Org process assets
.3 Project charter
.4 Pre scope statement
.5 PMP
.1 Expert judgment
.2 Templates, forms, standards
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Inputs to Scope Planning
.1 Enterprise Environmental Factors
.2 Organizational Process Assets
.3 Preliminary Project Scope Statement
.4 Project Management Plan
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.1 Enterprise Environmental Factors
Things that affect how project scope will be managed, such as:Organization’s cultureInfrastructureToolsHuman resourcesPersonnel policiesMarketplace conditions
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.2 Organizational Process Assets
The SAM should be here
Formal and informal policies, procedures, guidelines that impact scope management
Org policies as they pertain to scope planning and management
Org procedures as they pertain to scope planning and management
Historical info from previous projects
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Other Inputs Already Described
.3 Project Charter
.4 Preliminary Scope Statement
.5 Project Management Plan
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Tools and Techniques for Scope Planning
.1 Expert Judgment
.2 Templates, Forms, Standards
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.1 Expert Judgment
Use people who have managed equivalent projects to tell you how they did it; what worked; what did not
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.2 Templates, Forms, Standards
WBS templates
Scope management plan templates
Project scope change control forms
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Outputs from Scope Planning
.1 Project Scope Management Plan
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.1 Project Scope Management Plan
Tells how PM team will handle these aspects of project scope:
Scope Definition
Scope Documentation
Scope Verification
Scope Management
Scope Control
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PSMP defines Processes to:
Prepare a detailed project scope statement (based on Prelim scope stmt)Create the WBS from the detailed project scope statementSpecify how formal verification and acceptance of project deliverables will be obtainedDetail how change requests will be managed
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5.2 Scope Definition
1 Scope stmt2 Changes3 SMP updates
.1 Org process assets
.2 Charter
.3 Prelim scope statement
.4 Scope management plan
.5 Change requests
.1 Product analysis
.2 Alternatives id
.3 Expert judge’t
.4 Stakeholder ana
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Inputs to Scope Planning
.1 Organizational process assets
.2 Charter
.3 Preliminary scope statement
.4 Scope management plan
.5 Change requests
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Inputs to Scope Definition
.1 Organizational process assets
.2 Charter
.3 Preliminary scope statement
.4 Scope management plan
.5 Change requests
Already covered. If Charter and/or SMP are not done, you must find comparable info.
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T&T for Scope Planning
.1 Product Analysis
.2 Alternatives Identification
.3 Expert Judgment
.4 Stakeholder analysis
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.1 Product Analysis
Develop a better understanding of the product of the project
Could use techniques such asProduct breakdown analysis
Systems engineering
Value engineering
Value analysis
Function analysis
Quality function deployment
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.2 Alternatives Identification
Think of other ways of achieving the same ends
UseBrainstorming
Lateral thinking
Story telling
Scenario development
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.3 Expert Judgment
As seen
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.4 Stakeholder Analysis
What and/or who are Stakeholders?
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Stakeholders Requirements
Requirements are refined expectations
Expectations come from Stakeholders
Stakeholders are individuals, groups, organizations that have an interest in the project and can mobilize resources to affect its outcome
PMI “individuals and organizations who are actively involved in the project or whose interests could be positively or negatively affected as a result of the project execution or completion”
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Who are these Stakeholders?
Project manager
Team members
Functional members
Customers
Users
Project sponsor
PHB
Canadian taxpayers
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What do they Want?
Scope, time, cost, quality
But from different perspectives
Normally different needs/different priorities
JPL examplesScientists want pix from Mars
Senators want reduced costs
US public wants little green men
USAF wants a remote spy station
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What the PM Must Do
Clarify who they are
Personify them (who can act as a SH? Focus groups?)
Discover and align their expectations and impact on the project
Outline the Reqs ChM
Relate needs/expectations to risks
Flesh out SH communications plan
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Use Cases
Pick a typical SH, say the end user
How would she react with the end product
What would she expect?
Refine these expectations into precise requirements
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The SINNER Project
A fanciful project to redo the FedGov’s SIN number registry program (was actually done by RevCan)Idea was to do it via a Web interface into Ottawa’s massive SIN database“JAC” Joe Average Citizen (JMC: Jean Moyen Citoyen)“ADM” = Assistant Deputy Minister (BIIIIG PooBah!)“DORC” = Dept. of Redundancy Dept.
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SINNER Example
JAC/JMC logs into the Web SiteWants to get a SIN number
What would make her happy?
ADM responsible for SIN NumbersWhat does she need in admin support?
What is done now?
What would make her happy?
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RevCan directorWhat does he need in admin support?
What is done now?
What would make her happy?
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A Formal Approach (L. Smith CrossTalk Dec 2000)
Identify project stakeholders
Identify SHs interests, impact and relative priority
Access SHs for importance and influence
Outline assumptions and risks
Define SHs participation
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What would make them Happy?
List the expectations as completely as you can
Prioritize them
Weight according to Importance-Influence diagram
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Map Expectations into Requirements
Formal Statements
Use diagrams if possible
Use state tables
Always try to have functional precisionMust process application within 5 seconds
Must handle 20 applications per minute on average
All screens in French and Anglais
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SINNER Context Diagram
PROJECT
JAC/JMC
HRDCadm
Func Depts
OwnersTeamMems
DORC
Parliament
internal
external
RevCandir
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SINNER: fill in the SHs
PROJECT
JAC/JMC
HDRCman
Func Depts
OwnersTeamMems
DORC
Parliament
internal
external
RevCan man
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SH Importance/Impact/Priority
SH Interests P Impact P Import Priority
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Outputs from Scope Planning
.1 Project Scope Statement
.2 Requested Changes
.3 Project Scope Management Plan - updates
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.1 Project Scope Statement
The documented, detailed description of the project’s deliverables and the work required to create those deliverables
Provides a common view of the project that ALL stakeholders can see
Describes the project’s objectives
Defines the Boundary of In-scope, Otta-scope
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PSS will include (or point to) at least
1. Project objectives2. Product requirements description3. Project requirements4. Project boundaries5. Project deliverables6. Product acceptance criteria7. Project constraints8. Project assumptions
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PSS continued
09. Initial project organization10. Initial defined risks11. Schedule milestones12. Fund limitations13. Cost estimate14. Project CC requirements15. Project specifications16. Approval requirements
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1. Project Objectives
PMBOK defines objectives as the measurable success criteria of the project
Can come from many areas such as:Cost
Schedule
Quality
Objectives themselves can have the above 3 attributes
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SMART Objectives
Specific
Measurable
Agreed
Realistic
Time-constrained
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Typical Objectives
Benefits of the project (ROI justification)
Operational improvements
Enhanced readiness
Productivity improvement
Market opportunities
Improved customer service
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2. Product Requirements Description
Precisely defines the product characteristics (see last half of this unit)
Will be progressively elaborated
This will normally point to the Requirements Document as it can be really big
Windows-ME story
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3. Project Requirements
The conditions that the project must meet to satisfy a contract, standard, specification
Stakeholders needs, wants, expectations of the project must be analyzed and mapped into prioritized project requirements
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4. Project Boundaries
You must be able to answer the question “is in it scope or not?”
Vitally important for ICM and project restructuring if necessary
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5. Project Deliverables
Defines precise project deliverablesIn-project (project management reports, EVA etc)
Out-of-project (things that get delivered as a document, service etc but are outside the project)
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6. Product Acceptance Criteria
This is HUGE people.
For each deliverable, you must specify the conditions under which the deliverable HAS to be accepted
If you do not, the customer will not sign off out of pure naked FEAR!
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7. Project Constraints
These are more detailed constraints than in the Charter
Anything that might be within scope
Pre-defined budget
Pre-defined time lines (such as Y2K)
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8. Project Assumptions
List the assumptions as far as you can
For example, adequate funds will be released on time
The price of oil will remain constant
The Canadian dollar will not go above 90% of the US dollar
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9. Initial Project Organization
Name team members
Name stakeholders
Detail the project organization (org chart good here)
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10. Initial Defined Risks
Risk starts here
Identify the obvious risks
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11. Schedule Milestones
Are there imposed dates? State them.
This will be vague at this stage and will be further elaborated as we progress
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12. Fund Limitations
Specify any money limitations either on a phase basis or in total value
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13. Cost Estimates
Estimate the cost at this point and an indication of the accuracy of this estimate and where it came from
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14. Project CM Requirements
Describe the level of configuration management and change control that is to be used over the life of the project
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15. Project Specifications
Identify the specification documents with which the project must comply (IEEE PMP for example)
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16. Approval Requirements
Identify who will approve items such asProject objectives
Deliverables
Documents
Etc etc
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.2 Requested Changes
In the development of the Scope Definition, changes may be required to the PMP and other plans
These go through ICC
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.3 Scope Management Plan, updates
Changes accepted from ICC may require changes to the SMP
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5.3 Create Work Breakdown Structure
The WBS decomposes the major project deliverables into smaller, more manageable components.
Organizes and defines the total scope of the project
Decomposition continues until the Risk is exposed
The Lowest WBS is the Work Package which now can be scheduled, cost-estimated, monitored and controlled
The WBS is the SKELETON of the project on which all else is hung
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Consequences of Bad or Null WBS
Incomplete project definition leading to extensions
Unclear work assignments, goals, objectives, deliverables
Scope creep, massive scope changes
Budget overrun
Missed deadlines, timeline slippage
Unusable product
Failure to deliver some elements of project scope
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WBS Relationship to other PM Tools
Project CharterProject Scope StatementProgram WBSResource Breakdown Structure (RBS)Organizational Breakdown Structure (OBS)WBS DictionaryProject Network DiagramProject Schedule
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WBS and the Project Charter
Charter in the starting point for the WBS
WBS’s highest level element is Charter’s overall end-point product
Charter must define that clearly
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WBS and the Project Scope Statement
High-level elements of the WBS should match word-for-word the Scope-defined outcomes
If the team has a problem in doing this, likely the scope statement is fatally flawed
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WBS and the Program WBS
The PMO will have a collection of projects of which this is one
WBS must be able to be see as an elaboration of the Parent WBS
If the scope of the program changes, the impact on this project can easily be senn IF the two WBS’s are aligned
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WBS and the RBS
Resource Breakdown StructureDescribes the Organization’s resource structureNeed this to map people onto the project teamUse the WBS and the RBS to allocate people to WPAll team members have appropriate WPsEvery WP has an owner (BIGGY)
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RBS (RACI format)
RACI R= Responsible
A= Accountable
C= Consult
I= Inform
Ann Ron Carlos Dina Ed
Define A R I I I
Design I A R C C
Develop I A R C C
Test A I I R I
ActivityPerson
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WBS and the OBS
Organizational Breakdown Structure
Graphically shows the Org’s hierarchy
WPs can be related to performing organizational units
OBS is organized by People
WBS is organized by deliverables
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WBS and the WBS Dictionary
Contains information about each WPDetailed description of the work
Deliverables
Activities
Milestones
Maps WBS numbers to English names
Can indicate resources allocated, charge number, etc
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WBS and the Project Network Diagram
ND is the temporal sequential arrangement of the WPs (e.g.; a Gantt Chart)
Can uncover WBS problems such asIncomplete decomposition
Assigning too much effort for a WP
More than 1 person responsible for a WP
Risks
Project dependencies
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WBS & Project Schedule
WBS is mandatory to develop the schedule
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5.3 Process to Create Work Breakdown Structure
.1 Scope updates
.2 WBS
.3 WBS dictionary
.4 Scope baseline
.5 SMP updates
.6 Requested changes
1 WBS templates2 Decomposition
.1 Org process assets
.2 Scope statement
.3 Scope man plan
.4 Approved CRs
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Inputs to Create WBS
.1 Organizational process assets
.2 Scope statement
.3 Scope man plan
.4 Approved Change Requests
[ as already seen]
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Unit 5 - Project Scope Management
Tools and Techniques for WBS Creation
.1Work Breakdown Structures
.2 Decomposition
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-91
Unit 5 - Project Scope Management
.1 Work Breakdown Structures
The WBS provides the foundation for integrating WP details and deliverables with all other aspects of project
InitiationPlanningExecutionMonitoring and controllingClosingRisking
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-92
Unit 5 - Project Scope Management
Benefits of Deliverable-oriented WBS
Better communication with sponsors, stakeholders, team members
More accurate estimation of tasks, risks, costs, timelines
Increased confidence that 100% of the work is included
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-93
Unit 5 - Project Scope Management
WBS Roles in Supporting Clarity
Decomposes project scope into deliverables
Supports the definition of the work effort required for effective management
Defines the scope in terms of deliverables that all can understand
Ties the WPs to the OBS (organizational breakdown structure) and RAM (responsibility assignment matrix)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-94
Unit 5 - Project Scope Management
WBS Roles in Supporting Clarity cont.
Permits the measurement of the project’s progress, status, projected performance
Supports tracking of problems to root causes for process improvement
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-95
Unit 5 - Project Scope Management
WBS Levels
Is hierarchical
The depth is dependent upon the size and complexity of the project and on the level of detail needed
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-96
Unit 5 - Project Scope Management
The 100% Rule (Haugan 2002)
The WBS included 100% of the work defined by the project scope and captures ALL deliverables
Internal
External
Interim
Applied to the WBS and to every WP
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-97
Unit 5 - Project Scope Management
Example (PMBOK)
Project Managem’t
Data Air Vehicle Support Equipment
FacilitiesTraining
Support Equipment
SysEng Managem’t
Supporting PM Act’s
Equipment Training
Facilities Training
Services Training
Technical Orders
Engineering Data
Management Data
Mockups
Operational Test
Developmental Test
Org Level SE
Interme’ate SE
Depot Level SE
Test
Engine Communications
Navigation System
Fire Control
Airframe
Test and Evaluation
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-98
Unit 5 - Project Scope Management
WBS Dictionary
The WBS is hierarchical in the sense that each subroot is a decomposition of a bigger item
Natural to number them showing the relationship such as
Project
1 2 3 4 5 6 7 major sublevels
1.1 1.2 1.3 sublevels of 1
Need a WBS dictionary to map numbers to names
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-99
Unit 5 - Project Scope Management
Templates
Product-oriented organization
Phase-oriented organization
Function-oriented organization
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-100
Unit 5 - Project Scope Management
Example (PMBOK)
1 3 4 5 62
Support Equipment
1.1
1.2
2.1
2.2
2.3
3.
3.2
3.3
7.1
7.2
7.3
5.
5.2
5.3
7.4
4.2 4.3 4.4 4.54.1
7
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-101
Unit 5 - Project Scope Management
WBS Comments
Note that the spatial order from the first level to the second varies
Could use dotted links to show dependencies
Note too that we have exposed the WBS to TWO levels
1.1
1.1.1 1.1.2 1.1.3
1.1
1.1.1 1.1.2 1.1.3
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-102
Unit 5 - Project Scope Management
Don’t Confuse WBS with other ACKs
CWBS – contract WBS (far less detail)
OBS is Org Breakdown Structure
BOM is Bill of Materials
RBS – Resource Breakdown Structure
PBS - Project Breakdown Structure is the same
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-103
Unit 5 - Project Scope Management
PMBOK Example
Deliverable 3
Project
Phase 1 Phase 2
Subproject 2.2.2.1
Deliverable 2.2
Deliverable 2.2.1
Deliverable 4.1.2.1
Subproject n
Deliverable 2.1
Deliverable 2.3
Deliverable 2.2.2
WorkPackage 2.2.2.1
WorkPackage 2.2.2.2
WorkPackage 2.2.2.3
Subproject 4
WorkPackage 3.1
WorkPackage 3.2
WorkPackage 3.3
Deliverable 4.1
Deliverable 4.2
Subproject 2.2.2.2
Deliverable 4.1.1
Deliverable 4.1.2
Deliverable 4.1.2
Deliverable 4.1.2.2
Deliverable 4.1.2.3
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-104
Unit 5 - Project Scope Management
.2 Decomposition
The subdivision of project deliverables into smaller, more manageable components
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-105
Unit 5 - Project Scope Management
How to Do WBS Decomposition
Must break a deliverable into smaller, more manageable components
Continue until you expose enough structure to do estimation and resource allocation
Another criterion is until you can see the Risk Exposure
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-106
Unit 5 - Project Scope Management
Decomposition’s Four Steps
1. ID the Major Deliverables of the projectLife cycle is a good place to start
2. Can the costs and times for this deliverable calculated now? If so, go to 4
3. Break it into its constituent components and go back to 2
4. Verify the correctness of the Decomposition
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-107
Unit 5 - Project Scope Management
Each WP Must Have 6 Criteria Stated
1. Status/completion are measurable
2. Clearly defined start/end events
3. Activity has a deliverable
4. Time/cost easily estimated
5. Activity duration within acceptable limits
6. Work assignments are independent
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-108
Unit 5 - Project Scope Management
Verification
Are the lower-level items both necessary and sufficient to complete the decomposed item?
Is each item clearly and completely defined?
Can each item be scheduled; costed; assigned to a OU to do; SOer IDed?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-109
Unit 5 - Project Scope Management
For EACH WBS item, you must
Indicate the Name and Function of it
Specify input criteria and output results
Show that EACH of the 6 criteria are met
Folks, this is CRITICAL!
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-110
Unit 5 - Project Scope Management
5.1.4 Scope Verification
Must PROVE that the decomposition is necessary and sufficient to all stakeholdersNeed their signoffIf the project is terminated early, this determines the level of completionNote SV is concerned with acceptance of the work, NOT its correctness (that’s quality’s job)Normally done in parallel
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-111
Unit 5 - Project Scope Management
5.4 Scope Verification
1 Formal acceptance
1 Work results2 Product documentation3 WBS4 Scope statement5 Project plan
1 Inspections
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-112
Unit 5 - Project Scope Management
Inputs to Scope Verification
.1 Work Results
.2 Product Documentation (reqs, plans, specs, tech docs, drawings, users’ manuals etc.)
.3 WBS
.4 Scope Statement
.5 Project Plan
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-113
Unit 5 - Project Scope Management
T&T for Scope Verification
Inspection can include activities such as measuring, examining, testing, etc
Can have other names (reviews, walkthroughs, audits, product review etc.)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-114
Unit 5 - Project Scope Management
Output from Scope Verification
SIGNOFF, SIGNOFF, SIGNOFF!
May be conditional (yuck)
HAS to be documented
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-115
Unit 5 - Project Scope Management
5.1.5 Scope Change Control
Is concerned with1. Influencing the factors that can cause scope
changes and insure that the changes are agreed to
2. Determining that a scope change has occurred
3. Managing the actual changes when they happen
Has to be integrated with other control processes (schedule, cost, quality, risk)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-116
Unit 5 - Project Scope Management
WHY You Ask?
Is this not just another example of ICC?
Yes but it is SOOOO critical that we explicitly expose the process, just like we do for ICC on the Project Plan
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-117
Unit 5 - Project Scope Management
5.5 Scope Change Control
1 Scope changes2 Corrective action3 Lessons learned4 Adjusted baselines
1 WBS2 Performance reports3 Change requests4 Scope management plan
1 Scope change control2 Performance measurement3 Additional planning
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-118
Unit 5 - Project Scope Management
Input to Scope Change Control
.1 WBS
.2 Performance ReportsMay suggest the need for change
.3 Change RequestsSee next slide
.4 Scope Management Plans
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-119
Unit 5 - Project Scope Management
Change Requests
Normally done with a template
Can also beOral
Direct or indirect
Internally or externally initiated
Legally mandated
Optional
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-120
Unit 5 - Project Scope Management
Most are a result of
External event (change in government regulation)
Error or omission in product requirements
Error or omission in project scope
A value-added change (we need to change from glass TTYs to Windows)
Risk initiated
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-121
Unit 5 - Project Scope Management
T&T for SCC
.1 Scope Change Control
.2 Performance MeasurementWe need to measure the effects of the changes on $ and τ
.3 Additional PlanningBecause of the change acceptance, we will likely need to change the PMP
Remember, “no plan survives first contact with the enemy”
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-122
Unit 5 - Project Scope Management
Scope Change Control
The steps we need to do this
Specifies allPaperwork
Tracking systems
Authority to make the changes
Signoffs necessary
MUST be integrated with Integrated Configuration Management
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-123
Unit 5 - Project Scope Management
Outputs from SCC
.1 Scope ChangeAny approved changes must go through the PMP cycle. Very likely we will increase $ and τ
.2 Corrective ActionDocumentation of anything necessary to bring future work in line with the original plan
.3 Lessons LearnedVery important to add these to the database (ie, why did we miss this?)
.4 Adjusted BaselinePMP and anything else must reflect the new reality
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-124
Unit 5 - Project Scope Management
5.2 Requirements Road Map
5.2.1 Introduction to the Problem5.2.2 The Requirements Process5.2.3 Types of Requirements5.2.4 Characteristics of Good Requirements5.2.5 Expressing Requirements5.2.6 Reducing Requirements Defects5.2.7 The CMM Requirements KPA5.2.8 The Elicidation Process5.2.9 Case studies
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-125
Unit 5 - Project Scope Management
Key Result Areas
In this section, you will learn about:the importance of requirements
qualities requirements should have
testing against requirements
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-126
Unit 5 - Project Scope Management
5.2.1 Requirements Analysis
Why requirements are important
Qualities requirements should have
Functional vs. Non-Functional
Case Study
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-127
Unit 5 - Project Scope Management
Why Requirements are Important
Verification and Validation
Auditing
Several studies show it to be the most $ phase
It can cost 200 times if reqs defect detected in maintenance instead of req phase
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-128
Unit 5 - Project Scope Management
Studies Show
USAF 41% defects were in Reqs
DeMarco found 56%
Raytheon found 40% rework costs
Boeing up to 85%
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-129
Unit 5 - Project Scope Management
Standish Questionnaire 1994 8000 Failures; Why did they fail?
Lo Requirements led all the rest! (39.2%)Incomplete requirements 15.%
lack of user involvement 12.4%
lack of resources 10.6%
unrealistic expectations 9.9% (reqs?)
lack of management support 9.3%
changing requirements 8.7%
lack of planning 8.1%
system no longer needed 7.5%
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-130
Unit 5 - Project Scope Management
Why are Requirements Hard?
Users don’t know what they want
Users and developers don’t speak the same language
There is no good way to spec reqs
Natural language IS inherently ambiguous
It’s natural to start doing (coding)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-131
Unit 5 - Project Scope Management
5.2.2 Requirements Life Cycle
Develop the Requirements Document
Establish the Reqs Change Process
Monitor Reqs Management
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-132
Unit 5 - Project Scope Management
Developing the Requirements Document
1 Form the Scope/Reqs Team2 Work out the WBS and Initial Reqs (Turn expectations into Reqs) in tandem3 Iterate through these 2 until Initial Doc is Baselined4 Try to build a prototype5 Have the users “use” it6 Go to 2 if corrections are necessary else7 Baseline it
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-133
Unit 5 - Project Scope Management
Requirements Management
Requirements Elicidation & AnalysisProblem analysis
Problem description
Prototyping and testing
Requirements Definition and Specification
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-134
Unit 5 - Project Scope Management
5.2.3 Types of Requirements
1. Physical Environment
2. Interfaces
3. User and Human Factors
4. Functionality
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-135
Unit 5 - Project Scope Management
Types cont.
5. Documentation
6. Data
7. Resources
8. Security
9. Quality Assurance
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-136
Unit 5 - Project Scope Management
Note the Interplay
Scope is general
Requirements are specific
The systems shall return a user’s SIN number when requested (S)
When the user hits the return key on screen 112, the SIN field will be displayed within 1 second ®
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-137
Unit 5 - Project Scope Management
1 Physical Environment
Where is it to be?
How many locations
What environmental restrictions exist?temperature
humidity
magnetic interference
weight
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-138
Unit 5 - Project Scope Management
2 Interfaces
Does input come form other systems?
Is the output going to external systems?
Must the data be formatted?
Is there a prescribed medium that must be used?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-139
Unit 5 - Project Scope Management
3 User and Human Factors
Who will use the system
Will there be several types of systems?
What skill level is needed?
What kind of training is necessary?
How easy is it to use the system?
How difficult will it be to misuse the system?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-140
Unit 5 - Project Scope Management
4 Functionality
What will the system do?
When will the system do it?
Are there several modes of operation?
How and when can the system be changed?
Are there constraints on execution speed, response time, through put
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-141
Unit 5 - Project Scope Management
5 Documentation
How much documentation is required?
Modality of documentation?
To what audience is it addressed?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-142
Unit 5 - Project Scope Management
6 Data
What should the format be (I and O)?
How often will it be sent/received?
How accurate must it be?
To what degree of precision must the calculations be made?
How much data must flow through the system? Are there temporal patterns?
Must data be retained and if so for how long?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-143
Unit 5 - Project Scope Management
7 Resources
What materials, personnel, etc are required to build, use and maintain the system?
What skills must the developers have?
How much physical space will be taken up by the system?
What are the reqs for power, heating, air conditioning?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-144
Unit 5 - Project Scope Management
Resources cont.
Is there a timeline for development?
Is there a cost ceiling?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-145
Unit 5 - Project Scope Management
8 Quality Assurance
What are the requirements forreliability
availability
maintainability
security
other quality attributes
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-146
Unit 5 - Project Scope Management
Quality Assurance cont.
How must the system characteristics be demonstrated to others?
Must the system detect and isolate faults?
What is the MTTF?
Is there a maximum restart time (after failure)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-147
Unit 5 - Project Scope Management
Quality Assurance cont.
How can the system incorporate design changes?
What efficiency measures will apply to resource usage and response times?
How easily can the system be moved to other locations?
How easily can the system be ported?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-148
Unit 5 - Project Scope Management
9 Security
Must access to the system information be controlled?
How can users' data be isolated?
How will user programs be isolated from other programs and the operating system,?
How often must the system be backed up?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-149
Unit 5 - Project Scope Management
Security cont.
Must the backup copies be stored in different locations?
Should precautions be taken against fire, water, theft, earthquakes, riots?
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-150
Unit 5 - Project Scope Management
5.2.5 Major Characteristics of Good Requirements
1 Unambiguous
2 Measurable hence testable
3 Do not include “parenthood” expressions
4 Functional and non-functionals not mixed
5 Design directives not included
must ALWAYS be Numbered
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-151
Unit 5 - Project Scope Management
Additional Characteristics of Good Requirements
Correct
Consistent
Complete
Realistic
Traceable
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-152
Unit 5 - Project Scope Management
Functional vs. Non-Functional
Functionals are measurable
Non-Funcs are things likehigh quality
easy to maintain
easy to change
We always hope to turn non-funcs into funcs
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-153
Unit 5 - Project Scope Management
Some Non-Functionals
Each team member is required to know the project goals, and their individual role throughout all project phasesFinancial sponsors assume that their money is being well-spentThey are reported to on a regular basisFunctional managers provide appropriate skills at appropriate stages (such as experts in cost and schedule estimation, data bases layout etc)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-154
Unit 5 - Project Scope Management
Reqs are Hierarchical
Lay out the hierarchy
For example, follow the PMBOK for the project plan
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-155
Unit 5 - Project Scope Management
5.2.5 Expressing Requirements
Static
Dynamic
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-156
Unit 5 - Project Scope Management
Getting Them Right the 1st Time
Use verbs like shall, perform, conduct, do, design, modify, erect, support
State each req precisely, simply, clearly
Review each with the customer
Model them with RAD, JAD
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-157
Unit 5 - Project Scope Management
CSFs for Req management
Defined change process
Clear development process
Low risk approaches
Establish a trusting work atmosphere
Use pilots, RADs for show-and-tell
Get management commitment
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-158
Unit 5 - Project Scope Management
Train testers to use reqs
Use req man tools
Convince team of usefulness
Track defect back to cause and eliminate it
Identify champion
Get external certification
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-159
Unit 5 - Project Scope Management
5.2.6 Reducing Requirements Defects
Do not let scope CREEP
Talk to thine users
Build a Prototype and show to the SHs
Get SH sign-off from each
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-160
Unit 5 - Project Scope Management
How to Let Scope Creep: A Creepy Problem
Include features that are not aligned with the project’s business drivers
Include features that do not have an adequate cost/benefit ratio
Include features that overtax the project’s budget and/or time constraints
Include features that add risk
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-161
Unit 5 - Project Scope Management
5.2.7 The CMM Requirements KPA
1 Goals
2 Commitment to Perform
3 Ability to Perform
4 Activities Performed
5 Measurement and Analysis
6 Verifying Implementation
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-162
Unit 5 - Project Scope Management
1 Goals
G1 System requirements allocated to software are controlled to establish a baseline
G2 Software plans, products and activities are kept consistent with the system requirements allocated to software
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-163
Unit 5 - Project Scope Management
2 Commitment to Perform
C1 The project follows a written organizational policy for managing the systems requirements allocated to software
This policy typically specifies that:The allocated requirements are documented
The allocated requirements are reviewed by the Software managers Other related groups
The software plans, work products and activities are changed to be consistent with changes to the allocated requirements
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-164
Unit 5 - Project Scope Management
3 Ability to Perform
AB1 For each project, responsibility is established for analyzing the system requirements and allocating items to hardware, software and other system componentsAB2 The allocated requirements are documentedAB3 Adequate resources and funding are provided for managing the allocated requirements
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-165
Unit 5 - Project Scope Management
AB4 Members of the SEG and other software-related groups are trained to perform their requirements management activities
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-166
Unit 5 - Project Scope Management
AB1 Establishing Responsibility
Managing and documenting the system requirements and their allocation throughout the project’s life
Effecting changes to the system requirements and their allocation
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-167
Unit 5 - Project Scope Management
AB2 Documenting the Requirements
The nontechnical requirements that affect and determine the activities of the project
Products to be deliveredDelivery datesMilestonesConditions, agreements, contracts etc
The technical requirementsThe acceptance criteria that will be used to validate that the software products satisfy the allocated requirements
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-168
Unit 5 - Project Scope Management
AB3 Adequate Resources
Individuals who have experience and expertise in the application domain and in software engineering are assigned to manage the allocated requirementsTools to support the activities for managing requirements are made available
SpreadsheetsTools for CMTools for traceabilityTools for text management
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-169
Unit 5 - Project Scope Management
AB4 Training
Training inMethods, standards, procedures used in the project
The application domain
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-170
Unit 5 - Project Scope Management
4 Activities Performed
A1 The SEG reviews the allocated requirements before they are incorporated into the software project
A2 The SEG uses the allocated requirements as the basis for software plans, work products and activities
A3 Changes to the allocated requirements are reviewed and incorporated into the software plan
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-171
Unit 5 - Project Scope Management
A1 Basis for Plans etc
The allocated requirements are:Managed and controlled
The basis for the software development plans
The basis for developing the software requirements
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-172
Unit 5 - Project Scope Management
A2 Reviewing Changes to Reqs
The impact to existing commitments is assessed and changes are negotiated as appropriateChanges that need to be made to the software plans, work products and activities resulting from changes to the allocated requirements are:
IdentifiedEvaluatedAssessed for riskDocumentedPlanned Communicated to affected groupsTracked to completion
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-173
Unit 5 - Project Scope Management
A3 CCM
Changes to the allocated requirements are reviewed and incorporated into the software plan
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-174
Unit 5 - Project Scope Management
5 Measurement and Analysis
Measurements are made and used to determine the status of the activities for managing the allocated resources
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-175
Unit 5 - Project Scope Management
6 Verifying Implementation
V1 The activities are reviewed with senior management on a periodic basis
V2 The activities are reviewed with the Project Manager on a periodic and event-driven basis
V3 The SQAG reviews and/or audits the activities and work products for managing the allocated requirements and reports the results
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-176
Unit 5 - Project Scope Management
V3 Audit
At a minimum, these reviews and/or audits verify that:
The allocated requirements are reviewed and problems resolved before the SEG commits to themThe software plans, work products and activities are appropriately revised when the allocated requirements are changedChanges to commitments resulting from changes to the allocated requirements are negotiated with the affected groups
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-177
Unit 5 - Project Scope Management
8 Elicidation and Refinement
Possible techniques includeInterviewsQuestionnairesEthnomethodological studiesBrainstormingProblem-domain storyboardingPrototypingReadingResearchEvolutionary development
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-178
Unit 5 - Project Scope Management
This leads to Feature Priority
Need to be triaged (likely). How to rank?
Davis suggests:1. Importance
2. Volatility
3. Estimate of cost
4. Use-dependency
5. Risk
6. Development-dependency among features
7. Inclusion flag
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-179
Unit 5 - Project Scope Management
Feature Ranking
Importance
Cost
Effort (PM)
Risk
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-180
Unit 5 - Project Scope Management
5.2.8 Case Studies
The Blazer
The elevator
The garage door opener
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-181
Unit 5 - Project Scope Management
Expressing Requirements
Static
Dynamic
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-182
Unit 5 - Project Scope Management
Static Descriptions
Time-invariantReqs are relationalFormal ways to express
Indirect ReferenceRecurrence RelationshipsAxiomatic DefinitionBNFData Abstraction
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-183
Unit 5 - Project Scope Management
Indirect Reference
described by an indirect reference to problem and solution
write code that solves k equations in n variables
Note: solution may not exist
Describe informally in natural language
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-184
Unit 5 - Project Scope Management
Recurrence Relationships
RRs define initial conditions and the steps to get to the next level
f(0)=f(1)=1; f(n+1)=f(n)+f(n-1) Fibonaccis
fac(0)=1; f(n+1)=nfac(n)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-185
Unit 5 - Project Scope Management
Axiomatic Definition
Axioms define basic system properties
build theorems from the axioms
useful in "expert" systems
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-186
Unit 5 - Project Scope Management
Backus-Naur Form (BNF)<num> ::= <int>|<int>.|.<int>|
<int>.<int>
<int> ::= <digit>|<digit><int>
<digit> ::= 0|1|2|3|4|5|6|7|8|9
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-187
Unit 5 - Project Scope Management
Data Abstraction
data is of a type object
objects belong to a class
any datum is an instance of a class
actions that can happen on data and data types are called methods
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-188
Unit 5 - Project Scope Management
Abstract Class STUDENT
studentnumber credit-hours
compute tuition
InStateSTUDENT
studentnumber . in-state rate
compute tuition
OutofStateSTUDENT
studentnumber . credit-hours
compute tuition
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-189
Unit 5 - Project Scope Management
Dynamic Descriptionshard; normally take the state approachthe system is in state n until a stimulus transitions it to state n+1ways to express include:
Decision TablesTransition DiagramsEvent TablesPetri Nets
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-190
Unit 5 - Project Scope Management
Decision Tables
describe the system as a set of possible conditions and a set of rules that specify actions
T true F false X is action – don'tcare
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-191
Unit 5 - Project Scope Management
Decision Table
p RULE1 RULE2 RULE3 RULE4 RULE5
High standardized exam scores T F F F F
High grades – T F F F
Outside activities – – T F F
Good recommendations – – T F
Send rejection letter – – X X X
Send acceptance forms X X
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-192
Unit 5 - Project Scope Management
Decision Tables
note that the last 2 columns are redundant
tables can be large; 2n for n conditions
every possible set of conditions must lead to an action (complete)
check for consistency
eliminate conflicting cases
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-193
Unit 5 - Project Scope Management
Functional Descriptions and Transition Diagrams
each state is named and a transition is labeled, showing the next state
f(Si,Cj) = Sk
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-194
Unit 5 - Project Scope Management
Example of a State Diagram (no output)
S0 S1
S2
1
0
0
1
1
0
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-195
Unit 5 - Project Scope Management
Transition Table for Previous SD
Curr S0 S0 S1 S1 S2 S2
Input 0 1 0 1 0 1
Next S1
S0
S1 S2
S0
S2
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-196
Unit 5 - Project Scope Management
Which of these are accepted?
00100010
00001111110
10001110
10000010
101010101010
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-197
Unit 5 - Project Scope Management
Example State D with output
S0 S1
S2
1
0
0
1
1
0
1 Start
1 More 1End of 1s
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-198
Unit 5 - Project Scope Management
Transition Table for SDwithO
Curr S0 S0 S1 S1 S2 S2
Input 0 1 0 1 0 1
Next S1
S0
S1 S2
S0
S2
Out - - - 1 Start End of 1s 1 More 1
-
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-199
Unit 5 - Project Scope Management
Assignment
Suppose that our Blazer thermometer has 2 buttons; on/off and F/C. Make up a state diagram describing the correct operations of the thermometer.
Modify the SDwithO to only accept a sequence of alternating 0s and 1s, beginning with a 1 and ending with 111.
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-200
Unit 5 - Project Scope Management
Event Tables
vertical axis is set of states or conditions
horizontal are the events that can occur
fill in the table (0 means nothing)
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-201
Unit 5 - Project Scope Management
Event Table
Mode Graphics Architecture Native
Event 1 Action 1 X 0
Event 2 Action 8 Actions 2/3 Action 4
Event 3 0 Actions 5/6 Actions 1,2,3
Event 4 X 0 Action 7
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-202
Unit 5 - Project Scope Management
Petri Nets
used to model concurrent operations
when several conditions must be satisfied
each state of a PN is associated with a set of tokens
normal "firing rules; when all inputs have tokens, event can "fire" to next state
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-203
Unit 5 - Project Scope Management
Firing Rules
before
after
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-204
Unit 5 - Project Scope Management
Additional Requirements Notations
Hierarchical Techniques
Data Flow Diagrams
SREMs
SADT
Formal Specification Languages
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-205
Unit 5 - Project Scope Management
Hierarchical Techniques
Warnier diagrams
Available
pharmaceuticals
Non-prescription drugs
Prescription drugs
Barbiturates (n1)Narcotics (n2)Steroids (n3)others
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-206
Unit 5 - Project Scope Management
Data Flow Diagrams (IPO)
processdata in data out
processdata in data out
data store
data in
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-207
Unit 5 - Project Scope Management
SREMs
Software Requirements Engineering Methodology
developed by TRW for real time
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-208
Unit 5 - Project Scope Management
SADT
Structured Analysis and Design
Ross' work starting in 1977
Big in the US military
SA specs the reqs using 2 types of diagrams
DT explains how to interpret the results
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-209
Unit 5 - Project Scope Management
SADT
Activity
Descriptioninput output
mechanism
control
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-210
Unit 5 - Project Scope Management
Formal Specification Languages
Z
Estelle
FST
Lotos
2K6-IX-18 Dr. J.M. Bennett, P.Eng., PMP UNENE UN06035-211
Unit 5 - Project Scope Management
5.9 Reducing Requirements Defects
Do not let scope CREEP
Talk to thine users
Build a Prototype and show to the SHs
Get SH sign-off from each