1. Project Scope Management It’s a good thing…or is it a pain? Richard Polendey, PMP Business Systems Analyst Hawaii Pacific Health PMI-Honolulu Presentation October 15, 2003

2. 2 Project Scope Management Definition: A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. Source: PMBOK PMI-Honolulu Presentation October 15, 2003

3. 3 Scope Management Processes Initiation Initiation Intended to commit the organization to undertake and complete the next phase of the project. Intended to commit the organization to undertake and complete the next phase of the project. Scope Planning Scope Planning Involves drafting a Scope Statement upon which to base future project decisions. Involves drafting a Scope Statement upon which to base future project decisions. Scope Definition Scope Definition The subdivision of the major deliverables into more manageable components. The subdivision of the major deliverables into more manageable components. Scope Verification Scope Verification Involves achieving formal acceptance of the project scope. Involves achieving formal acceptance of the project scope. Scope Change Control Scope Change Control The process of controlling project scope throughout the project. The process of controlling project scope throughout the project. PMI-Honolulu Presentation October 15, 2003

4. 4 Scope Statement Strategy Strategy Overview of the business need in relation to the project and the business need the project was undertaken to address. Overview of the business need in relation to the project and the business need the project was undertaken to address. Product of the project Product of the project A summary of the project deliverables. A summary of the project deliverables. Project Objectives Project Objectives Quantifiable goals in terms of time, money, and technical quality that the project must achieve to be considered successful. Quantifiable goals in terms of time, money, and technical quality that the project must achieve to be considered successful. Supporting Detail Supporting Detail Description of all assumptions and constraints considered during the development of the scope statement. Description of all assumptions and constraints considered during the development of the scope statement. Scope Management Plan Scope Management Plan A description of how the project scope will be managed and how agreed changes will be incorporated into the project deliverables. A description of how the project scope will be managed and how agreed changes will be incorporated into the project deliverables. PMI-Honolulu Presentation October 15, 2003

5. 5 Work Breakdown Structure Prepare WBS to level 3 to ensure comprehensive identification of tasks and outputs. Prepare WBS to level 3 to ensure comprehensive identification of tasks and outputs. Use WBS to prepare responsibility matrix, cost estimates and schedules; publish WBS as a project baseline document. Use WBS to prepare responsibility matrix, cost estimates and schedules; publish WBS as a project baseline document. Use WBS structure to aggregate cost data. Use WBS structure to aggregate cost data. To organize requirements, schedules, budgets, testing and deliverables. To organize requirements, schedules, budgets, testing and deliverables. PMI-Honolulu Presentation October 15, 2003

6. 6 Scope Change Control Process should include at a minimum: Identify & document the proposed change. Identify & document the proposed change. Determine the impact of the project plan in terms of time, cost and function. Determine the impact of the project plan in terms of time, cost and function. Communicate the impact to the project owner and other interested parties Communicate the impact to the project owner and other interested parties Receive formal acceptance or rejection of the change from the project owner. Receive formal acceptance or rejection of the change from the project owner. If it is accepted, permanently incorporate the change into the WBS and elsewhere in the project plan as appropriate. If it is accepted, permanently incorporate the change into the WBS and elsewhere in the project plan as appropriate. PMI-Honolulu Presentation October 15, 2003

7. 7 Knowledge Areas The Process Groups Relationships PMI-Honolulu Presentation October 15, 2003

8. 8 Not always… Cost overruns Cost overruns Delays Delays Infighting Infighting And everything goes as planned…right? Can all be traced back to the beast called “scope creep” PMI-Honolulu Presentation October 15, 2003

9. 9 Scope Creep…what is it? Usually defined as the unplanned expansion in the size of the project. Usually defined as the unplanned expansion in the size of the project. Scope creep is a natural part of every project. Scope creep is a natural part of every project. Scope creep isn’t merely about changes in scope…it’s about how we manage changes in scope. Scope creep isn’t merely about changes in scope…it’s about how we manage changes in scope. PMI-Honolulu Presentation October 15, 2003

10. 10 Change is Inevitable During a project there will be many good reasons why things need to change…There will also be a few bad reasons – bad, but unavoidable. PMI-Honolulu Presentation October 15, 2003

11. 11 Scope is not well defined or creeps A project is started without a clear scope (perhaps caused by pressure to get on with it); only as the project makes progress is the real scope revealed. Alternatively, the scope is well defined and agreed but new requirements appear and are taken on board without any change control – unauthorized scope creep appears. PMI-Honolulu Presentation October 15, 2003

12. 12 The cure: Simple, really…Never begin a project until the scope is well understood, agreed and signed off. All changes to scope must be subject to an approved change control process. PMI-Honolulu Presentation October 15, 2003

13. 13 Root causes of scope creep Inaccurately defining process and lack of recognition that almost all processes connect to other processes Inaccurately defining process and lack of recognition that almost all processes connect to other processes Wrong people are defining the scope Wrong people are defining the scope Terminology related to the project is not defined Terminology related to the project is not defined Not defining the high level interfaces between processes Not defining the high level interfaces between processes Neglecting to do a health check on those interfaces Neglecting to do a health check on those interfaces Failing to realize that perhaps certain aspects of the project still make it too large to manage. Failing to realize that perhaps certain aspects of the project still make it too large to manage. PMI-Honolulu Presentation October 15, 2003

14. 14 Common Sources of Scope Creep The Unknown The Unknown Perfectionism Perfectionism Placating conflict Placating conflict Acquisition Acquisition Career advancement Career advancement Lies and self-deception Lies and self-deception The union of all misunderstandings The union of all misunderstandings The Donald Crowhurst Effect The Donald Crowhurst Effect Source: Richard Brenner http://www.ChacoCanyon.com/pointlookout/020904.shtml PMI-Honolulu Presentation October 15, 2003

15. 15 Scope Creep Management System Using a system can head off major additions or redesign and achieve the smooth delivery that everyone involved in a project is striving for. Using a system can head off major additions or redesign and achieve the smooth delivery that everyone involved in a project is striving for. Managing a scope-of-work is not a one-time effort, but goes on continuously during the entire process -- and will be most successful if a thorough scope definition effort is made an integral part of the project kick-off work. Managing a scope-of-work is not a one-time effort, but goes on continuously during the entire process -- and will be most successful if a thorough scope definition effort is made an integral part of the project kick-off work. PMI-Honolulu Presentation October 15, 2003

16. 16 Why? For this reason it is essential that an understanding about how these changes will be handled be determined at the project’s beginning. How are changes documented? How are changes documented? Who needs to give the final approval to make a change? Who needs to give the final approval to make a change? Who examines the cost versus benefit impact of a change to facilitate the decision? Who examines the cost versus benefit impact of a change to facilitate the decision? If a package or phase of work has been approved, what magnitude of change can be tolerated and for what cause? If a package or phase of work has been approved, what magnitude of change can be tolerated and for what cause? PMI-Honolulu Presentation October 15, 2003

17. 17 Scope Change An Opportunity? Not all changes are bad… Not all changes are bad… Some scope changes that are clearly beyond your original work package may turn out to be the source of additional work – commonly called Some scope changes that are clearly beyond your original work package may turn out to be the source of additional work – commonly called add-on work, add-on work, engagement expansion, engagement expansion, up-selling, etc. up-selling, etc. Good scope management always keeps that possibility in mind…it’s a great way to turn a possible threat into an advantage. Good scope management always keeps that possibility in mind…it’s a great way to turn a possible threat into an advantage. PMI-Honolulu Presentation October 15, 2003

18. 18 Summary…To manage scope a project manager needs to: Define scope in terms of the project deliverables. Define scope in terms of the project deliverables. Respond appropriately to request for changes by stakeholders. Respond appropriately to request for changes by stakeholders. If appropriate, make changes to project scope based on project performance (reduce the number and/or complexity of deliverables if performance is inadequate). If appropriate, make changes to project scope based on project performance (reduce the number and/or complexity of deliverables if performance is inadequate). Document changes to scope in the project plan. Document changes to scope in the project plan. Communicate scope changes to key stakeholders via the modified project plan and if necessary secure approval to proceed. Communicate scope changes to key stakeholders via the modified project plan and if necessary secure approval to proceed. PMI-Honolulu Presentation October 15, 2003

19. 19 In a nutshell…KNOW… What you are managing. What you are managing. How to recognize change. How to recognize change. How to react to change. How to react to change. 3-Step SCA approach 3-Step SCA approach Take a breath, deeper than usual. Take a breath, deeper than usual. Think for about 3 seconds. Think for about 3 seconds. Ask questions. Ask questions. How to recognize new opportunities. How to recognize new opportunities. PMI-Honolulu Presentation October 15, 2003

20. 20 In closing… Practicing good project scope management is definitely a Good Thing… Thus avoiding the pain or having your project go bad… PMI-Honolulu Presentation October 15, 2003

21. 21 Experience Sharing Q&A PMI-Honolulu Presentation October 15, 2003