How to carry out information system project scope management

　　Management information system projects, especially large-scale information system projects, project scope management cannot be ignored. Before the project is officially implemented, the scope of the project should be clarified, and the project scope plan should not be avoided because of the desire to save trouble. The project scope confirmation must obtain the unanimous consent of the project stakeholders. In the process of project implementation, the change of project requirements should be strictly controlled, and some requirements that can be changed should be handled in strict accordance with the approval process, and the change records should be kept. How is the general information system project scope management carried out? The following will explain the problem of "how to carry out information system project scope management" from the aspects of scope planning, scope definition, creation of WBS, scope confirmation, and scope control.

　　1. Develop a project scope plan

　　First must be clear that the lack of project scope management plan guidance can easily lead to unclear scope definition, scope spread, and failure to complete the project. Conceptually, the project manager should pay attention to the formulation of the project scope plan. Before formally formulating the plan, we first searched for the company's organizational process assets, found a template for formulating a scope management plan, and formulated a preliminary plan based on the company's previous project experience, and then convened project team members and project stakeholders. The plan was revised and improved, and with the participation of all, a detailed and scientific management plan was finally completed to guide how to define, decompose, and verify and control the scope of the project. Note: Not every company has a template for developing a scope management plan, and this should be adjusted according to its own actual situation.

　　2. Definition of project scope

　　In the early stage of the project, he led the project team, stationed in the customer site for discussion, checked the customer's business manual, and observed the business operation on the spot. Finally, convene all stakeholders involved in the project for business communication. However, due to different perceptions of informatization, some customers are not very clear in the description of requirements, resulting in ambiguity in the understanding of requirements between the two parties, and even some stakeholders are not clear about their own requirements, and only have a vague concept. If such a situation occurs, the prototype method is used to customize a product DEMO based on the acquired requirements and the results of previous projects, demonstrate the acquired requirements functions, and guide customers to visualize and concrete the proposed requirements. Coordinate client and team member communications and complete the scope definition of the project. Through the preliminary scope statement, a guided seminar was held with the relevant person in charge of Party A. At the meeting, as the project manager, to discuss and define the main objectives, scope, scope management plan and the modules required by each department to the stakeholders of the project. Finally, a detailed scope statement was formed, which was signed and approved by both parties.

　　3. Create WBS

　　According to the project objectives, a work breakdown structure is made. Referring to the WBS templates compiled by the company on other projects, combined with the experience of the project team in the requirements analysis stage, we convened experts in the company's related fields and all project stakeholders, held a seminar, and finally decided to use the project deliverables as the The layers of content of WBS decomposition are divided into working groups according to the modules of the project function. Referring to the principle of 8/80 hours, the project is controlled with a relatively coarse granularity. The control of specific activities is delegated to the hands of the working group leader. Fully decentralize and mobilize their enthusiasm. At the same time, some modules have complex functions and need to be decomposed into more layers to reach the level of work packages. For these complex module functions, the method of rolling wave planning is used, and the work that needs to be completed in the near future is divided into a little bit, and the long-term work is relatively divided into a coarser degree. Finally, the project scope statement, WBS and WBS dictionary are bound into a volume to form the project scope baseline.

　　4. Confirm the project scope

　　Scope confirmation is the formal acceptance of the completed project deliverables by the project stakeholders. Project scope confirmation is difficult. Communicate with key project stakeholders to allow clients to confirm the scope of the project. It is okay to change the project scope with the client, but the client must realize this: the project scope confirmation is formal, but it does not mean that the scope of the project is immutable and cannot be modified, but whether the scope is changed now or in the future. Scope, will cause changes in the project's time, schedule and resources.

　　5. Project scope control

　　Project scope control is the process of monitoring the status of the project scope and managing changes to the basis of the scope. Regularly organize and hold project status review meetings to review the scope of the project, find out the scope deviation, and make analysis to strictly prevent all scope spread and gold plating. Changes in project requirements, no matter how big or small, should be reviewed and recorded.

　　The above-mentioned project scope management practices may not necessarily satisfy your company's information system project scope management. I hope to be able to provide some help for you to do project scope management plan and daily work.

　　This article is reproduced from Tuoyuan Youke: www.toyoke.com