Contemporary Project Management 3rd
Edition by Timothy Kloppenborg ISBN1285433351
9781285433356
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CHAPTER 6 Scope Planning
LEARNING OBJECTIVES
This chapter shows how to determine how large a project will be by defining scope and creating the work breakdown structure (WBS). After completing this chapter, each student should be able to perform the following:
1. Describe the plan scope management, collect requirements, and define scope processes.
2. Create a requirements traceability matrix, project scope statement, and change request form.
3. Describe what a work breakdown structure (WBS) is and explain why it is vital to project planning and control.
4. Compare and contrast different methods of developing a WBS.
5. Create a WBS, including work packages and a numbering system for the code of accounts both by hand and using MS Project.
TEACHING STRATEGIES
• This is a good chapter to use the opening example to introduce the chapter (if you have not started doing this already). In the Teradata example, the following concepts or tools that will be covered in this chapter are introduced: project deliverables, within business
parameters (constraints), requirements, customer needs, scope definition, statement of work, traceability matrix, testing, customer acceptance, WBS, and change control. You could have all of these terms on a slide and ask the students to tell what each means to Teradata. Be prepared to supplement their guesses.
• On small, simple projects the information in the scope statement may already be developed in the charter. However, it may prove helpful to get the students to elaborate. One possible breakout session is to gather stakeholder input using a requirements matrix such as exhibit 6.2. For this I like to choose a project for which the students are one group of customers – such as development of a new service or building a new building on campus. Generally when that happens, the students are able to articulate more requirements from their own perspective than from that of others. This leads to a discussion about how we need to understand each stakeholder’s perspective.
• A second breakout session I like is to use an upcoming project in your area to have the students list potential deliverables. Be sure to get them to list intermediate and final deliverables. For each deliverable, have the students list acceptance criteria as in exhibit 6.3. When each team reports, challenge the other students to suggest additional deliverables. The purpose is to convince the students it is worth some degree of effort to make sure their list of potential deliverables is complete. Remind them that when it comes to estimating time and cost, if they do not have a consistent bias, the items they overestimate will somewhat offset the items they underestimate. However, when they forget an item, they underestimate it by 100%.
• Exclusions, constraints, and assumptions can all help to define a project’s boundaries. Project boundaries can be either a short break-out session or a discussion. Again, I like to use either a community project or the student’s semester project to guide the discussion on identifying what is included and what is not included. Reminding the students that one way to envision scope is to think as if it as a field of play for a game and that we are trying to define the out-of-bounds lines. These are shown in exhibit 6.3.
• A great breakout is the WBS. I like to show all three forms and then ask the students to create a small WBS. I give them a simple scenario such as a campus fund raiser. This can be done in one or more breakout sessions. Eventually I want them to have the WBS in indented outline form since that is the way they will enter information into MS Project. If different groups choose to use different methods, discussion can follow on the advantages and disadvantages of each. I do want them to have each line numbered. I also ask the students to put one category for project management – the various deliverables they will need to plan and manage the project.
• Talk about the change request forms. One thing that is an issue on many projects is getting people to actually use a change control system. Discussion of how much people like additional paperwork when they are already busy drives home the point. I want the students to leave thinking that a very simple, but suitable change request form is needed. I insist they use one on their semester project.
• If you did not already go to a computer lab to get your students a chance to start using MS Project, this is a good time. I like to encourage the students to print the Power Point slides for note taking, but tell them I will primarily use MS Project to demonstrate. After I demonstrate each item for this chapter, I pass out a small, sample output (such as the one below) for a project and ask them to recreate it.
Source: Microsoft product screen shot(s) reprinted with permission from Microsoft Corporation.
LECTURE AND WORKSHOP OUTLINE
This chapter deals with understanding what work will be involved in the project both by defining the scope and the WBS.
6.1Plan Scope Management
This is how the scope will be defined, developed, and verified; how the WBS will be created; and how scope will be controlled. Product scope is features and functions of deliverables while project scope is the work that must be accomplished to produce the results.
6.2 Collect Requirements
The process of defining and documenting stakeholders’ needs to meet the project objectives, so first the project team must understand the objectives
Gather stakeholder input
With many stakeholders and many possible methods for understanding their desires, the mechanics of this varies widely.
6.3 Define Scope
Define scope is “the process of developing a detailed description of the project and product.”
Reasons to define scope
Basis for other planning and method of avoiding scope creep
How to define scope
1. List deliverables and acceptance criteria for each
2. Establish project boundaries
What is included vs. not included, what are constraints and assumptions?
3. Create a scope description – a sentence or two to summarize project work.
6.4 Work Breakdown Structure (WBS)
What is a WBS?
Tool to progressively divide project into smaller pieces until the team feels every deliverable is identified. While the WBS identifies deliverables, teams may define activities and milestones at the same time for use in the project schedule.
Why use a WBS?
To ensure all parts of the project are considered and as a basis for other planning –such as schedule, budget, resources, risk, and quality.
WBS Formats
Each has advantages and disadvantages.
• Indented outline
Useful when typing WBS into scheduling software.
• Org chart
Org chart is a familiar form – easy to understand and somewhat flexible.
• Free form
Totally flexible – especially useful for project with structure initially unclear. Work packages
They are the lowest level of WBS – smallest deliverables identified. Work packages for the basis for continued planning and much of the project control.
How to construct a WBS
Include appropriate subject matter experts (SMEs).
• Identify major deliverables
Use a top-down approach identifying deliverables from scope statement. Rolling wave planning can be used to identify early deliverables in detail and later ones at a high level. Organize in systematic manner such as by phase or design component.
• Decompose deliverables
Include both interim and final deliverables – use Post-it® Notes for flexibility.
• Continue until deliverables are the right size – small enough for control, not so small as to micro-manage.
• Review
– ensure completeness.
– make sure each level is the summary of next lower level. – ensure each item has unique name and number.
6.5 Establish Change Control Procedures to make sure all potential changes are considered, accepted or rejected, and their impact is factored into revised plans.
6.6 Using MS Project for WBS
Set Up the WBS – in five steps
1. Understand WBS definitions and displays.
2. Enter summaries, milestones, and tasks.
3. Create the outline for your WBS.
4. Insert row number column.
5. Hide (or show) desired amount of detail.
CHAPTER REVIEW QUESTIONS – SUGGESTED ANSWERS
1. What are the two types of deliverables? (objective #1, p.149, 156)
There are two ways to answer this question. If one considers timing within the project, intermediate deliverables may be those that are incomplete, but necessary such as drafts, outlines, prototypes, etc. that are delivered while the project is progressing. Final deliverables are delivered at the end. The other way to consider this is there is often one primary deliverable such as a system, but additional deliverables to support it such as training and documentation.
2. What is the first step in developing the project scope management plan? (objective #1, p.146) Developing a project scope statement.
3. What three tasks comprise the “define scope” process? (objective #1, p.148)
4. For a construction project, the house is the ______________ deliverable, and how-to instruction sheets are ___________________ deliverables. (objective #1, p.157)
Primary, additional
5. Why is scope definition important? (objective #1, p.148)
a) helps estimate project cost, resources, duration, risks, and quality standards
b) helps prevent scope creep.
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6. What are two common causes of scope creep? (objective #1, p.149)
1. the scope is not clearly defined and agreed upon
2. the project is modified to please the customer
7. What does the acronym WBS stand for? (objective #3, p.145)
Work Breakdown Structure
8. What are the advantages of using a WBS? (objective #3, p.151)
a) guides project execution
b) is baseline for change control
c) serves as basis for all future planning
d) enhances communication
9. List three ways of organizing a WBS. (objective #4, p.155) By project phase, design components, or work functions
10 The lowest-level of the WBS is known as a _____________________. (objective #3, p.154)
Work package
11. What items are typically included in a work package description? (objective #3, p.155)
a) schedule activities
b) schedule milestones.
12. What is rolling wave planning? (objective #1, p.156)
Rolling wave planning is “an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.” (PMBOK)
13. What is uncontrolled change know as? (objective #1, p.158)
Scope creep.
14. Why do project teams use change control systems? (objective #1, pp.158-160)
To prevent the negative impacts of scope creep.
15. List the major sections that should be included in a change request form and tell why each is important. (objective #1, p.160)
The top section lists basic information to track the change request to the project and to the person who submitted it. The second section contains two simple statements describing the change and why the change is needed. The third section details the impact expected from the potential change. Finally, there should be a space for the change to be approved.
DISCUSSION QUESTIONS – SUGGESTED ANSWERS
1. Are the product scope and project scope ever the same? Cite examples if possible. (Analyzing, p.146)
Product scope focuses on the features of the product/service that is to be delivered while project scope focuses on the work that is needed to complete and deliver the product/service. It is possible but unlikely that they would be the same.
2. Create a template of a change request form. What sections did you include and why? (Creating, pp.158-161)
Templates will vary. Possible sections to include:
• “Basic project information” section to track to requestor
• “Impact of change” section – to understand how proposed change will affect project
• “Why the change is needed” section – to understand reason for the proposed change
• “Description of the change” section – to understand the extent of the proposed change
• An “approval/signature” section – to document approval or disapproval.
3. Compare and contrast the three formats of constructing a WBS: indented outline, organizational chart, and free format. (Evaluating, pp.152-153)
• Indented outline WBS is easier to produce using software.
• Org chart WBS is easy to grasp visually and is extremely effective up to the certain number of levels and work packages.
• Free-form WBS is easy for brainstorming ideas with space to add new elements.
4. Give an example of scope creep from one of your own projects or from a project that has made the news in recent years. (Applying, p.158)
Answers will vary.
5. What are the advantages of completing the “define activity” process after creating the WBS? (Analyzing, p.151)
It is easier to define the activities needed once the deliverables have been itemized.
6. Describe the roles various executives, managers, and associates play in scope planning. (Understanding, pp.146-147)
• Executives: define objectives, constraints, help manage scope boundaries
• Managers: develop scope statement, create WBS, define verification and acceptance criteria, and control changes
• Associates: define work to create each deliverable.
7. You are the project manager in charge of expanding a popular restaurant. How could you use the voice of the customer (VOC) techniques to gain insight into your stakeholders?
(Applying, p.147)
Answers will vary but should be based on the team members putting themselves in the customers’ position.
8. Think about two upcoming projects your company or school will be performing in the future. Which one do you think would have a more detailed WBS? Why? (Analyzing, p.151)
Answers will vary but should be supported.
9. The sponsor for a project you have been managing sends you an email that he would like to make a small change to the project. What is your response? (Applying, p.149)
If this request is made after the scope has been defined and the WBS approved, no changes can be made without going through and receiving approval from a formal change request process.
10. A potential client wants you to be project manager for the construction of a new house, but she is vague about the details. List a few questions you could ask her to gain a better understanding of the project. ( Creating, pp.149-150)
Answers will vary. Examples: How big is the house? What is the deadline? How many workers are authorized? What is the estimated budget?
EXERCISES – SOLUTIONS
1) Create a requirements traceability matrix like Exhibit 6.2 for a project in which you plan an event for your campus.
Answers vary. Make sure there is a clearly articulated business need for each requirement, that each has one or more stakeholders, and that each is assigned a priority. Logic and reasonableness will be required in grading this. If you as the professor have a hard time understanding it, the project team probably does not understand it either.
2. Create a scope statement for a project in which you plan an event on your campus. Answers vary. Items to look for include
• Event name
• Event date and duration
• Event venue
• Event rationale
• Event objectives
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• Event deliverables
• Event preparation timelines and milestones
• Event WBS and who will do which task
• Issues and constraints
• Resources
• Team membership and roles
• Campus rules
• Event budget
• Understand event expectations from future participants
3. Construct a WBS in indented outline format for a project in which you plan an event on your campus. Be sure to number each row.
Answers vary. Here is a typical WBS:
1
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1) The process where project deliverables and project work are subdivided into smaller and smaller pieces is called ______:
a) Collect requirements
b) Define scope
c) Plan scope management
d) Create WBS
Answer: d
Page 145 in textbook
Page 125 PMBOK 5th Edition
2) The project scope baseline is comprised of the approved versions of three of the four documents listed below. Which of these documents is NOT included in the project scope baseline?
a) Project scope statement
b) Project charter
c) Work breakdown structure (WBS)
d) WBS dictionary
Answer: b
Page 146 in textbook
Pages 131 – 132 PMBOK 5th Edition
3) Which of the following statements about a work package is true?
a) It requires the work of the entire project team.
b) It is the responsibility of the project manager.
c) It is the most detailed level of the WBS.
d) It is small enough that it can be completed by one person.
Answer: c
Page 154 in textbook
Page 126 PMBOK 5th Edition
4) During WBS creation the product and project deliverables are broken down into progressively lower levels of detail. Once the WBS has been defined at the second or third level of detail, whose input is essential in order to break down the work further?
a) Sponsor
b) Subject matter experts
c) Internal stakeholders
d) External stakeholders
Answer: b
Page 155 in textbook
Pages 128 -131 PMBOK 5th Edition
5) Which of the following is NOT a common WBS organizational format?
a) Cross-functional work
b) Major deliverables
c) Project phases
d) Subcomponents
Answer: a
Pages 152-154 in textbook
Pages 129 - 130 PMBOK 5th Edition
6) A “component of the project management plan that describes how the scope will be defined, developed, monitored, controlled and verified” is the _______.
a) Project statement of work
b) Requirements management plan
c) Scope management plan
d) WBS Dictionary
Answer: c Page 146 in textbook
Pages 109, 562 PMBOK 5th Edition
7) A grid that links product requirements from their origins (e.g. business reason needed, stakeholder who requested them) to the deliverables that satisfy them is referred to as a _______.
a) Network diagram
b) Gantt chart
c) Requirements traceability matrix
d) Stakeholder register
Answer: c
Page 146 in textbook
Pages 118 - 119 PMBOK 5th Edition
8) Which of these is NOT a component of a Project Scope Statement?
a) Summary budget
b) Project deliverables
c) Acceptance criteria
d) Project exclusions or boundaries
Answer: a
Page 148 in textbook
Pages 123 – 124 PMBOK, 5th Edition
9) The key output of the scope planning process is an approved version of the scope baseline. After this baseline is established, it can be referenced during project execution (once the project is in flight) in order to:
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a) Staff the project properly with the right skill sets.
b) Link requirements back to their origins.
c) Communicate with stakeholders effectively.
d) Identify changes in scope that will go through formal change control procedures.
Answer: d
Page 158 in textbook
Pages131-132 PMBOK, 5th Edition
10)The process of breaking the WBS into smaller and smaller deliverables is called:
a) Decomposition
b) Functional design
c) Detailed specifications
d) Value engineering
Answer: a Page 157 in textbook
Page 128 PMBOK 5th Edition
EXAMPLE PROJECT
For your example project, create the following:
1. Scope management plan to direct your efforts.
2. Customer-needs worksheet to identify customer desires.
3. Project scope statement including each of the sections in Exhibit 6.3 (be sure to state specifically what items are included and what items are excluded).
4. Change request form. (Determine what level of changes you as an individual can make without further approval, what changes you as a student team can make, and what changes your sponsor needs to approve.)
5. WBS first using either the free-form or the org chart format.
6. WBS in MS Project.
Work Breakdown Structure (WBS) Grading Suggestions
• The first major section (1.0) should be project management and include the various project management deliverables such as charter, WBS, schedule, progress reports, etc.
• Deliverables should match those in the charter.
• Each item on the WBS should have a unique name. If there is possible confusion between two items add an extra adjective to differentiate them. For example, two items could be “first draft report” and “second draft report.”
• Each line should be numbered with major sections being 1.0 then 2.0, etc.
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• Each major section should be broken down into between three and twelve subsidiary sections. If further breakdown is needed, more levels should be used.
• All items on WBS are deliverables oriented (they are the “whats” of the project). Activities are defined as an outgrowth of the WBS and will appear in the schedule.
• The WBS can be submitted in free-form, org-chart, or indented-outline format.
• The WBS should appear to be complete with all interim and ending deliverables included.
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Criteria the local PMI chapter uses when judging the change request process, scope detail, and work breakdown structures for student projects include:
Change Request Process
Not Considered Considered CR process but unclear
Reasonable CR process is defined.
CR process includes approvals from appropriate stakeholders.
CR process includes approvals from appropriate stakeholders & forms / templates.
Scope Detail Not Considered Defined inscope but ambiguous / incomplete.
Clear description of in-scope items.
Clear description of in-scope items and out-ofscope items.
Clear description of project scope, including named deliverables. Scope verification/ acceptance is also defined.
Work Breakdown Structure (WBS)
Not Considered WBS is mentioned with some breakdown of Project Scope.
WBS is structured, having detailed coverage for Project scope / Phase of project.
WBS is well structured, having logical and complete coverage for Project Execution
WBS is structured, having logical and complete coverage for Project Execution and integrated into Project Schedule and Resource Matrix.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.