Scribd
Upload
21 views8 pages

SPM Lecture#3

Uploaded by

Noor-Ul Ain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
21 views8 pages

SPM Lecture#3

Uploaded by

Noor-Ul Ain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 8

Project Charter

1. Definition: A Project Charter is the initial document that formally authorizes a project. It
marks the project's beginning.
2. Purpose: It officially names the project, briefly describes it, appoints the Project
Manager, and allocates the initial budget.
3. Creation: Typically created by a Project Sponsor or senior executive and must be signed
by relevant stakeholders.
4. Importance: Establishes project legitimacy, allowing work to proceed.

Who Needs Software?

1. Stakeholders: Individuals with an interest in the project’s outcome (e.g., managers,


sponsors).
2. Users: Individuals who will directly interact with the software.
3. Stakeholder vs. User: Stakeholders may not use the software but have a vested interest,
while users directly engage with it.

Who Builds Software?

1. Business/Requirements Analysts: Engage with users and stakeholders to define


software requirements.
2. Designers/Architects: Plan the technical solution.
3. Programmers: Write the software code.
4. Testers: Ensure the software meets requirements and functions as expected.

Project Generater

• Projects can originate from various triggers like business needs, market demands,
customer requests, legal requirements, technological advances, or social needs.
• A Feasibility Study is often conducted before the formal Project Charter to evaluate
viability.

Pre-Project Phase

1. Project Request: Multiple project ideas may be proposed.


2. Selection: Projects are evaluated based on criteria like payback period, cost-benefit
analysis, ROI, risks, and alignment with a strategic plan.
3. Approval: A project must have a clear need, available funding, and commitment to
succeed.

Why-Projects?

1. There is a need for the project.


2. Funds are available.
3. There’s a strong commitment to make it succeed.

Why Formalize a Project? Identifying Needs

1. Scope Clarity: Define what the project will deliver to ensure stakeholders' needs are met.
2. Vision and Scope Document: Communicates understanding of stakeholder needs.
3. Scope Statement: Provides a unified understanding of the project. It can be a separate
document or part of the Project Charter/Plan.
Project Scope Management

o Scope Definition: Scope defines all the work needed to complete a project,
including the project's goals, deliverables, tasks, and boundaries. It tells what is
included in the project and what is not.
o Deliverables:
▪ External Deliverables: Outputs delivered to users (e.g., screens, reports,
hardware/software).
▪ Internal Deliverables: Internal outputs (e.g., Project Charter, Business
Requirement Specification).

Key Components:

o Scope Statement: Clearly defines project boundaries.


o In-Scope vs. Out-of-Scope: Document what is included and excluded from the
project.

Processes in Scope Management:

o Plan Scope Management: Defines how scope will be managed.


o Collect Requirements: Gathers user and stakeholder needs.
o Define Scope: Creates a detailed scope statement.
o Create WBS (Work Breakdown Structure): Breaks project into manageable parts.
o Validate Scope: Gains acceptance of deliverables.
o Control Scope: Manages changes to the scope.

Project Deliverables:

o Baseline Project Plan: Initial plan with project expectations.


o RFP (Request for Proposal): Document for vendors to propose services.
o Support Plan: For vendor or third party-supported solutions.
o Release Checklist: Pre-release items checklist.

Milestones:
o Mark key achievements in the project, like completing design phases.
o Documented in the WBS.

Project Scope Management Processes

1. Scope Planning:
o Decide how scope will be defined, verified, and controlled.
2. Scope Definition:
o Review the project charter.
o Refine scope as requirements are developed and approved.
3. Creating the WBS (Work Breakdown Structure):
o Break down major deliverables into smaller, manageable parts.
4. Scope Verification:
o Gain formal acceptance of the project scope.
5. Scope Control:
o Manage changes to the scope.

Preliminary Scope Statement

1. Scope Statement Purpose:


o A document that clarifies the project scope.
o Prevents "scope creep" (uncontrolled expansion of the project).
2. Development Tips:
o Start with a preliminary scope statement during project initiation.
o Update and detail the scope as the project progresses.
3. What to Include in a Scope Statement:
o Project Description: What the project is about.
o Objectives and Justification: Why the project is being done and its goals.
o Detailed Deliverables: A clear list of what the project will produce.
o Product/Service Requirements: Characteristics and specifications of what will
be delivered.

Scope Management Plan


1. Scope Management Plan:
o A document on how to handle project scope.
o Covers creating the scope statement, building the WBS, verifying deliverables,
and managing changes.
2. Key Inputs:
o Project Charter, Preliminary Scope Statement, and Project Management Plan.

Stakeholder Analysis

1. Stakeholder Analysis:
o A document detailing information about stakeholders.
o Includes names, roles, influence, and tips for managing relationships.

Stakeholder Roles & Responsibilities

1. Project Manager: Leads the project, plans, and reports.


2. Project Sponsor: Initiates the project, makes decisions, advises.
3. Functional Managers: Handle project tasks and outputs.
4. Customer: Sets requirements, approves deliverables.
5. Project Team: Completes project tasks.
6. Suppliers: Provide necessary goods or services.

Work Breakdown Structure (WBS)

1. What is a WBS?
o A deliverable-oriented breakdown of project work.
o Defines the project's total scope.
o Helps plan and manage schedules, costs, resources, and changes.
2. WBS Formats:
o Outline: Indented list format.
o Graphical Tree: Organizational chart style.
o Uses a decimal system for levels (e.g., 3.1.5).
3. Types of WBS:
o Process WBS: Focused on activities (e.g., Requirements, Testing).
o Product WBS: Focused on deliverables (e.g., Interface system).
o Organizational WBS: Grouped by departments (e.g., Engineering).
o Geographical WBS: Useful for distributed teams.
4. Decomposition:
o Breaking down project deliverables into smaller, manageable parts.

WBS Dictionary

• A document explaining each WBS item in detail.


• Helps clarify tasks, estimate time, and costs.
• Forms part of the scope baseline to measure project performance.

Work Packages

• Small, discrete tasks with clear end results.


• Typically, at the lowest level of the WBS (the "leaves").
• Ideal duration for software projects:
o 2-3 weeks maximum.
o 1 day minimum.

WBS Techniques

1. Top-Down Approach:
o Start at the highest level and break down into details.
o Best for:
▪ Well-understood problems.
▪ Familiar technology and methods.
▪ Projects similar to previous ones.
2. Bottom-Up Approach:
o Start with detailed tasks at the lowest level.
o Pros: Highly detailed.
o Cons: Time-consuming, needs complete requirements.
3. Analogy:
o Use a similar past project as a template.
o Pros: Relies on actual experience.
o Cons: Requires a comparable project.
4. Brainstorming:
o List all activities needed for the project.
o Group them into categories.
o Can be combined with Top-Down for effective WBS creation.

Work Breakdown Structure (WBS)

• Purpose: Serves as a foundation for various project management aspects:


o Network Scheduling
o Costing
o Risk Analysis
o Organizational Structure
o Control
o Measurement

Causes of Scope Creep

• Underestimating Complexity: Leads to:


o Projects being over budget and behind schedule.
• Lack of Change Control: Difficult to manage changes effectively.
• Gold Plating: Adding unnecessary features or functions (the “WOW” factor).

Software Gold-Plating

• Frequent Gold-Plating: Adding features beyond project requirements.


• Instant Response Demands: Pressure to deliver immediately.
• Pinpoint Accuracy Expectations: Need for excessive precision.
• Unbalanced Systems: Inconsistent project components.
• Animated Displays: Unnecessary visual enhancements.
• "Everything for Everybody" Approach: Trying to meet all stakeholder demands.
Recognizing Gold-Plating

• Gold-Plating Characteristics:
o Unrequested features (natural speech input, tertiary functions).
o Enhanced visual elements (animated displays).
o Additional user amenities and functions beyond the main objectives.

Scope Verification

• Definition: Formal acceptance of the project scope by stakeholders.


• Importance:
o Ensure customer satisfaction with deliverables.
o Confirm the project team has adequate resources to meet goals.

Scope Control

• Definition: Managing changes to the project scope.


• Goals:
o Influence factors causing scope changes.
o Process changes according to established procedures.
o Manage changes effectively when they arise.

Variance

• Definition: Difference between planned and actual performance

You might also like