System Integration|Chapter Seven (Notes)

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Previous: Chapter Six, Overall Management

Chapter VII Scope Management

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7.1 Project Scope Management Concepts

Overview : Project scope management is to do things within the scope, and only do things within the scope, neither less nor more.

including :

• Product Range
  • Metrics: whether to complete the requirements of the product requirements specification
• project scope
  • Metrics: Completion of the requirements of the project management plan, project scope statement, WBS and WBS dictionary

Importance to project management :

• 1) Clarify the specific scope and specific work content of the project, which provides a basis for improving the accuracy of cost, time and resource estimation
• 2) Since the project scope is to determine the specific work to be completed, the project scope benchmark is the benchmark for determining the project progress measurement and control
• 3) The determination of the scope of the project is to determine the specific work tasks of the project, which helps to clearly define the division of responsibilities and assignment of tasks

The project's scope baseline : the approved project scope statement, its associated WBS, and the WBS dictionary

Project investor : The person who really has the authority to approve changes in the scope of the project or involving major changes

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7.2 Main process

include:

• Planning Scope Management (Planning Process Group)
• Gather Requirements (Planning Process Group)
• Define Scope (Planning Process Group)
• Create Work Breakdown Structure - WBS (Planning Process Group)
• Scope Validation (Monitoring Process Group)
• Scoping control (monitoring process group)

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7.2.1 Planning scope management

Overview : The Scope Project Management Plan is an integral part of the project or program management plan that describes how the project scope will be defined, monitored, controlled, and validated. (Overview: Writing Planning Documents)

Inputs for Planning Scope Management :

• 1) Project management plan
• 2) Project Charter
• 3) Organizational Process Assets
• 4) Business environment factors

Tools and techniques for planning scope management :

• ① meeting
• ② Expert judgment

Outputs from Planning Scope Management :

• ① Scope management plan
  • Description: As the primary basis for specifying the project management planning process, the scope management plan, which can be informal, specifies how to develop a detailed scope statement
  • Content: including tool selection and methodology in scope management
• ② Description: Used to plan, track and report various demand activities

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7.2.2 Gather requirements

Overview : is the process of identifying, documenting, and managing stakeholder needs and requirements to achieve project objectives.

Key role : Provides the basis for defining and managing project scope, including product scope.

Gather input for requirements :

• 1) Scope Management Plan
• 2) Demand Management Plan
• 3) Stakeholder Management Plan
• 4) Project Charter
• 5) Stakeholder Register

Tools and techniques for gathering requirements :

• ① Interview - one-on-one
• ② Focus group - one-to-many
• ③ Facilitated workshop - cross-functional
• ④ Group innovation techniques - brainstorming, nominal group, mind map, affinity map, multi-criteria decision analysis
• ⑤ Group decision-making techniques - consensus principle, majority principle, relative principle, dictatorship
• ⑥ Questionnaire
• ⑦ observation
• ⑧ Prototype method
• ⑨ Benchmarking
• ⑩ System Interaction Diagram
• ⑪ Document analysis

The output of gathering requirements :

• ① Requirement documents
• ② Demand Tracking Matrix

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7.2.3 Define scope

Overview : Defining scope is the process of developing a detailed description of the project's products. (coarse to detailed process)

Main task : Define the scope boundary of the project in detail. The scope boundary is the dividing line between the work that should be done and the work that does not need to be done.

Process for changes : Include necessary paperwork, corrective actions, tracking systems, and approval levels to authorize changes.

Inputs that define ranges :

• 1) Scope Management Plan
• 2) Project Charter
• 3) Requirements documents
• 4) Organizational Process Assets

Tools and techniques for defining scope :

• ① Product analysis
  • Overview: Product analysis clarifies product scope through product decomposition, system analysis, value engineering and other technologies, and transforms product requirements into project requirements.
• ② Expert judgment
• ③ Generation of alternatives
• ④ Guided seminar

The output of the defined range :

• ① Project scope statement
• ② Project file update

Project scope statement :

• content:
  • ①Project goals : project goals include achievement goals and binding goals. The project achievement goal refers to the products, services or results developed through the project to meet the customer's requirements. Project binding goals refer to the time, cost and quality required to complete the project's achievement goals.
  • ② Product scope description : This section describes the characteristics of the products, services or results that the project promises to deliver. This description will gradually refine the product features as the project progresses.
  • ③Project requirements : Deliverables include project products, results, or services, as well as ancillary outputs such as project management reports and documents. Deliverables can be described in summary or in detail as needed.
  • ④Project boundary : The boundary strictly defines what items belong to the project, and it should also clearly state what items do not belong to the scope of the project.
  • ⑤Project deliverables : Any unique and verifiable product, result, or service that is produced when a process, phase, or project is completed. Deliverables also include various ancillary products, such as project management reports and documents. The description of the deliverables can be brief or detailed.
  • ⑥Professional factors of the project : Refers to the specific constraints related to the scope of the project, which will limit the choice of the project team. The project scope statement has more constraints than those listed in the project charter and is more detailed. Various internal and external constraints or constraints related to the project scope and affecting project execution need to be listed and described. For example, budgets, mandatory dates or schedule milestones determined in advance by customers or executing organizations should be included. If the project is implemented under an agreement, the terms of the contract are usually also constraints. Information on constraints can be included in the project scope statement or in a separate book.
  • ⑦ Assumptions : The assumptions related to the scope and the impact on the project when these conditions are not established. As part of the planning process, the project team frequently identifies, documents, and validates the effectiveness of the creation conditions. In developing a plan, factors that can be considered true, real, or certain without verification are assumptions. Information on assumptions can be included in the project scope statement or in a separate book.

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7.2.4 Create Work Breakdown Structure - WBS

Work Breakdown Structure (WBS) :

• Overview:

  • It is the basis of project management. All planning and controlling work for the project must be based on the work breakdown structure.
  • It is a hierarchical decomposition of all the scope of work that the project team needs to implement to achieve the project goals and create deliverables. The WBS organizes and defines the overall scope of the project and represents the work specified in the approved current project scope statement.
  • WBS is decomposed from top to bottom, and the lowest level of work unit is called work package, which is the basis for our scheduling, cost estimation and monitoring.

• Premise: Decompose based on project deliverables

• Main role: provide a structured view of the content to be delivered

• Related concepts:

  • milestone
    • Overview: A milestone marks the formal completion of a deliverable or phase. Milestones and deliverables are closely related, but not a concept. Deliverables may include reports, prototypes, results, and final products, whereas 里程碑=具体时间+在这个时间应完成的事件milestones focus on the completion of events, such as users signing formal approval documents, etc. The tasks in the work breakdown structure have a clear start time and end time, and the results of the tasks can be compared with the expected results.
  • work package
    • Overview: A work package is the lowest deliverable or project work component in each branch of the work breakdown structure. Since the work package is easy to be completely assigned to different people or organizations, it is required that the work package should be very specific so that each person can clearly define their own tasks, goals and responsibilities. A work package is an assignment of basic tasks or work, and it has the function of monitoring and reporting the work.The work package is the lowest unit of WBS, including all the work of the project. It is the basis for defining project approval, defining project organization, setting project product quality and specifications, reliable estimation and controlling project cost and progress.. If the size of the work package is too large, it will be difficult to achieve controllable management and goals; if the work package is too small, the work breakdown structure will consume a lot of time and energy of project managers and project team members. As a rule of thumb, the 8/80 rule (80-hour rule) recommends that the size of the work package should take at least 8 hours to complete, and the total completion time should not be greater than 80 hours.
    • feature:
      • ① The scale is small and can be completed in a short time (80 hours)
      • ② Logically, it cannot be further divided
      • ③ The required resources, time, cost, etc. can be estimated more accurately, and effective time, cost, quality, scope and risk control can be carried out
  • WBS coding design
    • Overview: In order to simplify the information exchange process of WBS, coding technology is usually used to exchange information on WBS. There is a corresponding relationship between coding design and structural design. Each level of the structure represents a certain number of digits of the code, and has a specific code number assigned to it. In WBS coding, one item element of any level is the sum of all other sub-level item elements. For example, the second number represents the sub-item element. The first digit of the coding of all sub-items is the same, and the coding of the work unit at the next level is deduced by analogy. Coding design is a key skill for WBS. Coding has common meaning whether the users are senior managers or other levels of employees. The information collected and the method used for collection must be carefully considered in the coding design so that the information can be entered into the application system of record through WBS coding.

• What's included:

  • (1) The work breakdown structure is used to determine the scope of the project, and all the work of the project must be included in the work breakdown structure
  • (2) The preparation of the work breakdown structure requires the participation of all project stakeholders and the participation of project team members
  • (3) The work breakdown structure is decomposed layer by layer
  • (4) Each element of the work breakdown structure should be relatively independent, and the crossover between each other should be minimized

• Manifestations:

  • Structure diagram:

    • tree structure diagram

      • legend:
        
      • Advantages: clear hierarchy, very intuitive, strong structure
      • Disadvantages: It is not easy to modify, and it is difficult to show the panorama of the project for large and complex projects
      • Scope of application: Due to its intuitiveness, it is generally used more in some small and moderate projects

    • Table Structure Diagram

      • legend:
      • Pros: This table reflects all the work elements of the project
      • Disadvantages: poor intuition
      • Scope of application: It is suitable for use in some large and complex projects. Because after some items are decomposed, there are more categories of content and larger capacity, it is more convenient to express them in the form of indented charts, and they can also be bound as manuals.

• form:

  • Deliverables
  • sub-item
  • Project life cycle—requirements analysis, solution design, implementation preparation, testing and acceptance

• Notice:

  • A cost not normally covered by a WBS work package is an administrative cost
  • The formulation of WBS is mainly completed by the project team

Process :

Inputs for creating a work breakdown structure :

• 1) Scope Management Plan
• 2) Project scope statement
• 3) Requirements documents
• 4) Organizational Process Assets
• 5) Business environment factors

Tools and techniques for creating a work breakdown structure :

• ① decomposition
  • step:
    • Identify and analyze deliverables and related work
    • Determine the structure and organization of the WBS (tree or table)
    • Top-down step-by-step refinement decomposition
    • Develop and assign identification codes to WBS components
    • Verify that the degree of disaggregation of deliverables is appropriate
  • in principle:
    • Maintain the integrity of the project at the level and avoid missing necessary components
    • A unit of work can only belong to a certain upper unit, avoiding cross dependencies
    • Work units at the same level apply the same nature (decomposition can be divided according to deliverables, life cycle, and sub-projects)
    • The work unit should be able to separate different responsible persons and different work contents
    • Facilitate project management planning and project control needs
    • The lowest level of work should be comparable, manageable, and quantitatively checkable
    • Should include project management work, including subcontracted work
    • 8/80 principle: the workload of each work package is between 8/80
• ② Expert judgment

Create the output of the work breakdown structure :

• ① Range benchmark
• ② Project file update

Milestones : Important checkpoints are called milestones, which mark the formal completion of a deliverable or phase.

Baseline : Important milestones are called baselines

Control account :

• Overview:
  • In the process of making the decomposition structure, each work package is assigned to a control account, and a unique identification is established for the work package according to the "account code". These identifications provide a hierarchical structure for the hierarchical summary of cost, schedule and resource information.
  • The control account is an administrative control point. Each control account may contain one or more work packages, but a work package can only belong to one control account. Some supporting files need to be generated, and these files need to be used in conjunction with the work breakdown structure, called the work breakdown structure dictionary. (WBS Dictionary)

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7.2.5 Scope Confirmation

Overview :

• Scope confirmation is the process of formally accepting and accepting the completed project deliverables by project stakeholders such as customers, also known as the scope verification process. Project scope validation includes reviewing project deliverables to ensure that each has been completed satisfactorily.
• Change requests that may arise during the scope confirmation process, such as requirements to fix defects.
• It is the process of formally accepting and receiving the completed project deliverables by project stakeholders such as customers.

Including : Confirmation of products and confirmation of related documents and project work, etc.

Main role : Increase the likelihood of acceptance of the final product, service or result

Work points :

• 1) Develop and implement confirmation procedures
• 2) General steps to confirm the scope
  • ① Determine the time to confirm the scope
  • ② What inputs are needed to identify and confirm the scope
  • ③ Determine the criteria and elements that are formally accepted by the scope
  • ④ Organizational steps of the confirmation scope meeting
  • ⑤ Organize scope confirmation meeting

Process :

Input for range confirmation :

• 1) Project management plan
• 2) Requirements Traceability Matrix
• 3) Requirements documents
• 4) Verified Deliverables
• 5) Job performance data

Tools and techniques for scope validation :

• ① check
  • Overview: Sometimes called a review, product review, audit, or walkthrough, it can be used to determine whether deliverables meet requirements and acceptance criteria.
• ② Group decision-making technology
  • Classification:
    • unanimously agreed
    • Majority principle: Decisions can be made with the support of more than 50% of the people in the group. Set the number of teams participating in the decision-making as an odd number to prevent the failure to reach a decision due to a tie.
    • Principle of Relative How Much: Make decisions based on the opinions of the relative majority in the group, even if the support of the majority is not obtained. Usually used when there are more than two candidates.
    • dictatorship

Output from range confirmation :

• ① Acceptance deliverables
• ② Change request
• ③ Work performance information
• ④ Project file update

What is the difference between scoping process and monitoring quality process?

The Verify Scope process differs from the Control Quality process in that the former focuses on the acceptance of the deliverables, while the latter focuses on the correctness and quality requirements of the deliverables. The Control Quality process usually precedes the Validate Scope process. But both can also be done at the same time.

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7.2.6 Range control

Overview :

• Scope control is the process of monitoring the status of projects and products, and managing changes to the scope baseline
• All changes must be documented in writing
• Every time a requirement change is reviewed, a new benchmark must be re-determined
• Project members can propose scope change requirements, which should go through the change control process and be implemented after approval by CCB

Work includes :

• scope of work status
• product range status
• change of control
  • Approach: Define the relevant process for scope changes (this process is implemented by the scope change control system)
  • Scope Change Control System: is a set of procedures for making changes to the project scope, including necessary paperwork (such as change requests), corrective actions, tracking systems, and approval levels for authorized changes. Change control systems are integrated with other systems, such as configuration management systems, to control project scope.

Process :

Inputs for range control :

• 1) Project management plan
• 2) Requirements Traceability Matrix
• 3) Requirements documents
• 4) Job performance data
• 5) Organizational Process Assets

Tools and techniques for range control :

• ① Deviation analysis

Output of range control :

• ① Project management plan update
• ② Change request
• ③ Work performance information
• ④ Project file update
• ⑤ Organizational Process Asset Update

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Previous: Chapter Six, Overall Management