Transcript Chapter 1: The Nature of Information Technology Projects

Developing the Project
Charter and Baseline
Project Plan
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Developing the Project Charter and
Baseline Project Plan
 Second phase after getting business case.
 How should we do it?  project charter and
plan
 Project charter is a document that formally
recognizes the existence of a project and
provides a direction on the project’s
objectives and management.
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Purpose of the Project Charter
 Document the project MOV
 Define project infrastructure
 Summarize details of project plan
 Define roles and responsibilities
 Show explicit commitment to project
 Set out project control mechanisms
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What Should be in a
Project Charter?
 Project Identification
 Quality Issues
 Project Stakeholders
 Resources
 Project Description
 Assumptions and Risks
 Measurable
 Project Administration
Organizational Value
(MOV)
 Project Scope
 Project Schedule
 Project Budget
 Acceptance and
Approval
 References
 Terminology
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Project Charter Template
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Project Planning Framework
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Project Planning Framework
 The MOV-bridge between the strategic mission and
objectives of the organization and the project plans of
individual projects it undertakes. It guides many of
the decisions.
 Define the Project’s Scope
 Initiation
 Planning
 Definition
 Verification
 Change Control
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Project Planning
Framework – cont’d.
 Subdivide the Project into Phases
 Tasks-Sequence, Resources, and Time
Estimates
 Sequence
 Resources
 Time
 Schedule and Budget-The Baseline Plan
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The Kick-Off Meeting
 Officially starts the work on the project
 Brings closure to the planning phase
 Communicates to all what the project is about
 Take on a festive atmosphere
 Energizes stakeholders
 Engenders positive attitudes
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Defining and Managing
Project Scope
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Managing Project Scope
 Scope refers to all the work involved in
creating the products of the project and the
processes used to create them.
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Scope Management Processes
 Project scope initiation
—Ensuring that authority and resources are
committed to developing a scope management
plan
 Scope Planning
—Setting the scope boundary to determine what is
and what is not included in the project work
 Scope definition
—Identifying the product and project deliverables
that support the project’s MOV
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Scope Management Processes
 Scope verification
— Confirming that the project’s scope is accurate,
complete, and supports the project’s MOV
 Scope change control
— Ensuring that controls are in place to manage
scope changes once the project’s scope is set.
These procedures must be communicated to all
project stakeholders
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Project Scope Planning
 Defining and documenting the project
work
 Define all the work, activities, and
deliverables that the project team must
provide in order to achieve its MOV
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Project Scope Planning
 Scope Boundary
 Establish what is,
and what is not part
of the project work
to be completed by
the project team
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Project Scope Planning
 The Scope Statement
Scope Statement: documents the project
sponsor’s needs and expectation
Out of Scope for this Project: what is not
part of the project’s scope
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Sample Scope Statement – What’s
within the scope boundary

Develop a proactive electronic commerce strategy
that identifies the processes, products, and services
to be delivered through the World Wide Web.

Develop an application system that supports all of
the processes, products, and services identified in
the electronic commerce strategy.

Integrate the application system with the bank’s
existing enterprise resource planning system.
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Sample Scope Statement – Work
outside the scope boundary
1. Technology and organizational assessment
of the current environment
2. Customer resource management and data
mining components
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Project Scope Definition
 Project-Oriented Scope
 Include such things as the business case, project
charter, and project plan
 Product-Oriented Scope
 Features and functionality of the application
system
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Project Scope Definition
 Project-Oriented Scope
 Project-Oriented Scope Definition Tools
• Deliverable Definition Table (DDT)
– Define all of the project-oriented deliverables to be
provided by the project team
» document, prototype, presentation, application
system
• Deliverable Structure Chart (DSC)
– Define detailed work packages that will be used to
estimate the project schedule and budget
– Map the project life cycle and SDLC phases to the
deliverables in the DDT
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Deliverable Definition Table
Deliverable
Structure
Standards
Approval
Needed By
Resources
Required
Business
Case
Document
As defined in
project
methodology
Project
Sponsor
Business
Case team &
OA tools
Project
charter &
project plan
Document
As defined in
project
methodology
Project
Sponsor
Project
manager,
sponsor, & OA
tools
Technology &
Org.
assessment
Document
As defined in
project
methodology
Project
manager &
Sponsor
Bank’s syst.
analyst, OA &
case tools
Requirements
definition
Document
As defined in
project
methodology
Project
manager
Syst. analyst
programmer
Case & OA
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Deliverable Structure Chart
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Project Scope Definition
 Product-Oriented Scope
 Product-Oriented Scope Definition Tools
 Data Flow Diagrams (DFD)
 Use Case Diagram
 Joint Application development (JAD)
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Context Level Data Flow Diagram
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Use Case
Diagram
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Project Scope Verification
Check List
 The process of formalizing acceptance of
project scope by the stakeholder.
 It requires reviewing work products and
results to ensure that all were completed
correctly and satisfactorily.
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Project Scope Verification
Check List
 MOV
 Deliverables
 Quality standards
 Milestones
 Review and acceptance
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Scope Change Control
 Ensuring that any changes to the project
scope will be beneficial
 Concerns
Scope grope
Scope creep
Scope leap
 Procedure
 Clear change requests
 Justify change requests
 Approve change requests
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Scope Change Control Procedures
Scope Change Request Form
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Scope Change Control Procedures
Scope Change Request Log
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Benefits of Scope Control
 Keep project manager in control of
project
 Allow project manager to control
project’s schedule and budget
 Allow project team to stay focused and
on track
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Scope Change Control
 Myths of Scope Management
User involvement will result in an IS project
grounded in the realities of business needs.
• User involvement is really a vaguely stated idea
from senior management handed off to someone
in the user community
A scope statement will clearly define what a
project will do.
• A good scope statement will also make it clear as
to what the project will not attempt to do.
• It not only keeps things in, it also keeps things
out.
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Scope Change Control
 Myths of Scope Management
Once the scope of the project is defined, hold
firm because any deviation from the original plan
is a sign that the project is out of control.
• Scope change is inevitable. Early estimates
should be revised as new information is acquired.
A function of a scope change committee is to
arbitrate user requests for additional features or
functionality beyond the original project charter.
• The project nit get off track while the scope
change committee reviews a particular change.
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Scope Change Control
 Myths of Scope Management
Regular and frequent meetings with senior
management will ensure they are kept up to
date and will result in goodwill and support.
• They may not be listening -> focus on the
benefit of the system
You can always make up schedules and
budgets later on if they slip a little bit.
 Catching up is a rare occurrence. If there are
minor setbacks, it is important that the project
manager be candid with senior management
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Scope Management Process
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