1. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The Tao of Project Scope On the Path to successfully managing project requirements Leann Johnson / September 20, 2012

2. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Why Project Scope …

3. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 3 Key definitions What is a Project? A temporary endeavor undertaken to create a unique product, service or result. –PMBOK Guide Made up of individual activities Creates something (deliverables) Requires resources Influenced by external forces Examples: Implementation of new IIS software Creation of new system functionality (VTrckS, Web Services) Hardware Refresh What is Scope? Product Scope: The features and functions of the product, service or result (the Whats) Project Scope: The work required to deliver the product, service or result (the Hows)

4. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Why Tao …

5. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 5 Key definitions What is the Tao? The Tao that can be named is not the eternal Tao. – Tao Te Ching Philosophical concept translated as Way or Path Philosophy of Taoism emphasizes living in harmony with the Tao Harmony is achieved by appreciating, learning from and working with what happens in everyday life. Trying to interfere with lifes natural balance and flow leads to struggle Who was Lao-tse? Old Master Traditionally recognized as founder of Taoism Writer of the Tao Te Ching, which provides the basis for the philosophical tenets of Taoism

6. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. A journey of a thousand miles must begin with a single step. Lao-tse

7. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 7 Project Initiation Identify Project Participants These may include: Project Sponsors Project Manager Team Members Subject Matter Experts External Resources (e.g. IT Departments) Consultants / Vendors Quality Assurance Analysts Trainers Others… Draft Project Charter Should address: Objectives High-level requirements Budget expectations Assumptions Constraints External factors Success criteria Projects begin with definition and evaluation of goals and objectives

8. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Anticipate the difficult by managing the easy. Lao-tse

9. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 9 Collect the information needed to focus efforts and accomplish requirements Project Planning Scope Management Plan Defines how the project work will be captured, presented and managed. Includes guidelines for: Collecting detailed requirements Defining scope and creating the Scope Statement Creating and managing the Work Breakdown Structure (WBS) and Project Plan Verifying scope Controlling scope using a defined change management process

10. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 10 Create the project Scope Statement Scope Management Planning Lets everyone lock in on: Detailed requirements Includes functional, data and interoperability requirements Constraints Budget limitations, schedule limitations (drop-dead dates), usability expectations Key Assumptions Provides insight into schedule and functionality estimates and decisions Strategy and Approach Identifies techniques to be used on the project that may impact planning, delivery or resource allocations Scope Exclusions Avoids confusion by noting certain items or deliverables specifically out-of-scope for the project

11. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The great Way is easy, but people are forever being side-tracked. Lao-tse

12. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 12 Change Management What is scope creep? Accumulation of small changes to project deliverables that are individually manageable but significant in the aggregate Occurs when new tasks or functions are added to a project without accommodating for them in the project timeline or budget. This can lead to projects being delivered late and over budget. Are all changes to scope considered scope creep? Thankfully, NO! The Scope Statement and Change Management Process provide the guidance necessary to evaluate any proposed Scope changes and take the action that best serves the overall project objectives.

13. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. If you do not change direction, you may end up where you are heading. Lao-tse

14. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 14 The Change Management Process Requirements Clarification What does a Change Management Process offer? Project Members understand the process Provide clear submission guidelines Identify who is responsible for evaluating the requests (the Change Control Board) Describe the Request evaluation steps and possible outcomes Project Goals and Objectives are honored Evaluation against the Project Charter ensures consistency in focus Ensures key constraints, budgets and timelines are considered No surprises

15. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 15 Requirements Clarification Possible outcomes for a Change Request Evaluate Change Request Accept Add new deliverables to project scope Rework budget and timelines, as needed Update WBS to reflect new work tasks Deny Provide justification for denial Archive request and findings Table Provide justification Assign priority for later scheduling Archive the request for follow- up Exchange Accept changes but remove something else to accommodate Archive request and update scope document Update WBS to reflect new work tasks

16. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. He who knows that enough is enough will always have enough. Lao-tse

17. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 17 Scope Management Considerations Strategies for Success Conduct Project Launch sessions Dont underestimate their impact on team dynamics Allow key participants to collectively agree on the project goals and objectives Consider contract strategy when working with vendors Type of contract (reimbursable/T&M vs. incentive-based/fixed-price) should relate to risk the vendor will bear If project scope is not yet clear, it is better to not use fixed-price contract initially. Can convert later. When using a competitive bid process, allow adequate time and input to the bid process and consider basis for evaluation – price alone is often inadequate.

18. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 18 Scope Management Considerations More Strategies for Success Consider Phased Implementations If timelines and feature dont align, look to project objectives for guidance Set major and minor milestones Recognize that conflict is inevitable Budget / schedule / requirements must be synchronized Use conflict to foster creativity, promote teamwork (e.g. Business and IT groups) If ignored, conflict will become disruptive

19. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. A leader is best when people barely know he exists; when his work is done, they will say: We did it ourselves. Lao-tse

20. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 20 Role of the Project Manager Keys to getting it right Capture the vision! Visualizing the desired end result is imperative to ensuring project success Communicate! Make sure everyone understands the project goals and the plan for meeting them Recognize the value of Productive Conflict Work the Plan! The roadmap to success is created during Initiation and Planning with the Project Management Plan – use it liberally!

21. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Thank you Leann Johnson Project Manager Immunization Solution Services HP Enterprise Services Office: (608) 224-6853 Email: leann.johnson@hp.com