Programme : BBA Semester Subject Code: IB 0006 Subject Name: Project Planning and Scheduling Unit Number: 4 Unit

Title : Planning the work scope

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Introduction The scope is the most important element to understand about any project. All planning and allocation of resources are anchored to this understanding. Scope creep is a significant risk in software development projects. We discuss why this is so, and how to avoid or at least mitigate the risk. New software is usually developed as a result of a customer identifying a need.

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The Project Management Institute Project Management Body of Knowledge (PMBOK) defines product scope as the features and functions that are to be included in a product or service.

Objectives To assess scope, schedule and cost estimates in planning To understand Work Break Down structure To understand authority and responsibility in an organization Program To assess Scope of the Project and its Objectives To understand approach implementation of planning and strategies for effective

To assess integration a project requires

Planning and Control All work (including programs, projects, and cost center accounts) should be planned and controlled in accordance with the following minimum requirements: Planning must clearly relate cost and schedule to the scope of work Planning must identify desired performance and technology levels. Planning must be based on the current best estimates of the eventual cost, schedule, and scope of work. Scope, schedule, and cost estimates must be defined and documented. The basis for planning (estimates) must be documented and available for review by a knowledgeable group of peers.

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Work Breakdown Structure The WBS is a product-oriented hierarchy of the scope of work, and is embodied in a numbering structure that provides a system for organizing the scope in a logical manner. A properly prepared WBS should facilitate the following: Program Ensure better understanding of work Planning of all work Identifying end products and deliverables Defining work in successively greater detail Relating end items to objectives Assigning responsibility for all work Estimating cost and schedules Planning and allocating company resources

Scope of the Project and its Objectives Defining the Project: Have you ever had a project that took longer than was expected, cost more, or ended up totally different than the original plan? You're not alone. Most projects sway from the initial idea, but they shouldn't and don't have to. By keeping the proper scope of your project, you will be able to finish on time, on budget, and with fewer headaches.

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Quality is hard to define but some companies use standards which set the quality parameters. A danger is where the cost and time limits are precise and the project is not. This will allow the project scope to grow without control and will place the manager under great pressure.

Internal environment The internal environment is essentially all the factors that can be controlled by the organization. These factors are usually things like technology advancement, e-commerce, andbusiness expansion.

Program The factors that constitute the internal environment:

Value System Vision, Mission and Objectives Management Structure and Nature Internal Power Relationship Human Resources Company Image and Brand Equity

Planning Basis: The planning basis section provides for the documentation of key approaches, assumptions, requirements and other factors considered during preparation of the PMP. The following topics are addressed in this section.

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Project deliverables / end products Requirements Constraints Approaches / strategies Key assumptions Specifically excluded scope

Project Specifications Project specifications are a part of the statement of work. Specifications are used for man-hour, equipment, and material estimates. Small changes in a specification can cause large cost overruns. Milestone Schedules: Project milestone schedules contain such information as: Project start date Project end date Other major milestones Data items (Deliverables or Reports)

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Schedules All work should be scheduled. A management summary schedule that encompasses major customer and management requirements should be developed. The management summary schedule should correspond to the upper levels of the WBS, and should identify major and key milestones.

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Metrics for Business Case: Opportunity options (sales volume, market share, and follow Resource requirements (team knowledge, requirements, and skill set). Refined project costs Refined savings Program Benefits (financial, strategic, payback). Risks. Exit strategies. Overall complexity. Technology complexity and constraints

Project Charter: The project charter may be prepared in quite a detailed manner including the following: The scope baseline / scope statement Scope and objectives of the projects (SOW) Specifications Broad WBS Program Timing Spending Plan The Management Plan Resources requirements and man loading Resources of key personnel Organizational relationship and structure Responsibility assignment matrix Support required from other organizations

Managing Project Scope

Ok, you're about to kick-off a project you're managing. The scope and budget are set, the team knows what they're delivering, and everyone is ready to begin. You're confident that hours have been allocated appropriately, but you also know how easy it is for scope to slip away from you - you need Program to keep a good handle on this project to ensure the team doesn't squander their hours and push the project over budget. In this article, I'll review some solid tactics you can employ to progressively manage your project budget and maintain total visibility from beginning to end.

There are seven essential elements that need to be included in the project definition: A clear description of the business problem and the solution to that problem A description of the benefits of completing the project (the business case) A concise (25-30 word) definition of the project schedule, scope and budget) A list of the major deliverables (which, when delivered, completely satisfy the scope of the project), including what is in scope and out of scope for each A priority matrix which summarizes the sponsor's priorities for the schedule, scope and budget parameters that define the project Target customers for the project deliverables Project dependencies (committed dates and commitments to/from other projects)

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Create a Work Breakdown Structure (WBS) The WBS is the foundation of the project plan. The WBS is a hierarchical logical structure that represents all the work necessary to produce all the project deliverables. By doing so it organizes and defines the total scope of the project. Work that is not in the WBS is outside the scope of the project. Integrating Scope with Schedules

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Project start and end dates, if known, must be included. Other major milestones such as review meetings, prototype available, procurement, testing, and so on, should also to be identified. The last topic, data items, is often overlooked.

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