管理雙語(yǔ)第四章--內(nèi)容管理ppt課件

1、Chapter 4 Project Scope ManagementStory A: RFQSOW/QuotationScope VerificationAdditional WorkWhy Scope Management So Important ?Chapter 4 Project Scope ManagementWork Package 2Work Package 1Work Package 1-1 ?Story BChapter 4 Project Scope ManagementFirst Money, then honey .Control Scope creep !Chines

2、e customer always think service is free ! Conclusion1. Project Scope ManagementIt is the processes required to ensure that the project includes all, and only, work requiredIt is used to define what “is/is not included in the projectThe project scope shows the work that must be done and measured agai

3、nst project planThe product scope defines features and functions included in the product or service, and that is measured against requirementsIt is primarily concerned with defining and controlling what is or is not included in the project.Chapter 4 Project Scope ManagementProject Scope ManagementDe

4、fined project scopeOwners expectationActual resultChapter 4 Project Scope ManagementThe philosophy of project scope management 1. Project Scope Management There are 5 project scope management processes. They are:1. Initiation-committing the organization to begin the next phase of the project.2. Scop

5、e Planning-developing a written scope statement as the basis for future project decisions.3. Scope Definition-subdividing the major project deliverables into smaller, more manageable components.4. Scope Verification-formalizing acceptance of the project scope.5. Scope Change Control-controlling chan

6、ges to project scope. Chapter 4 Project Scope ManagementScope Management5.1Initiation5.3ScopeDefinition5.4ScopeVerification5.2ScopePlanning5.5Scope Change ControlInitiationPlanningControllingExecutingScope ManagementInitiationScope PlanningScope DefinitionScope VerificationScope Change ControlProces

7、ses used to identify all the work required and only the work required to successfully complete the projectScopeProduct scope The features and functions that are to be included in a product or serviceProject scope The work that must be done in order to deliver a product with the specified features an

8、d functionsSuccessful completion of product scope is measured against the requirements; project scope is measured against the plan1. Project Scope Management These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one

9、 or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.Chapter 4 Project Scope Management2. Initiation ProcessA process of formally recognizing that a new project exists, or an existing project continue to n

10、ext phaseIt involves feasibility study, preliminary plan, or equivalent analysisAuthorized as a result of:Market Demand, Business Need;Customer Request, Technological Advance;Legal Requirement or othersChapter 4 Project Scope ManagementInitiationInputsProduct descriptionStrategic planSelection crite

11、riaHistorical informationToolsProject selection methodsExpert judgementOutputsProject charterPM assignedConstraintsAssumptionsScope Initiation2. Initiation ProcessInputs:Product Description characteristics of the product/service that the project was to createLess detail in early phases, more compreh

12、ensive in latterInitial product description is usually provided by the buyerStrategic Plan supportive of the organizations goalsProject Selection Criteria defined in terms of the product and covers range of management concerns (finance, market)Historical Information results of previous project decis

13、ions and performance should be consideredChapter 4 Project Scope Management2. Initiation ProcessTools & TechniquesProject Selection Methods:Benefit measurement models comparative approaches, scoring models, economic modelsConstrained operation models programming mathematicalDecision models generaliz

14、ed and sophisticated techniquesExpert judgmentBusiness Units with specialized skillsConsultantProfessional and Technical AssociationsDelphi TechniqueChapter 4 Project Scope Management2. Initiation ProcessOutputs Project Charter formally recognizes project, created by senior manager, includes:Busines

15、s need/Business CaseProduct description & titleSigned contractProject Manager Identification & Authority levelSenior Management approvalProjects Goals and Objectives Constraints factors that limit project management teams optionsAssumptions factors that are considered true for planning purposes. Inv

16、olve a degree of risk (continued)Chapter 4 Project Scope Management3. Scope PlanningScope Planning a process of developing a written statement as basis for future decisionsCriteria to determine if the project or phase is successfulInputs:Product descriptionProject CharterConstraintsAssumptionsChapte

17、r 4 Project Scope ManagementScope PlanningInputsProduct descriptionProject charterConstraintsAssumptionsToolsProduct analysisBenefit/cost analysisAlternatives identificationExpert judgmentOutputsScope statementSupporting detailScope management plan3. Scope PlanningTools & TechniquesProduct Analysis

18、- - developing a better understanding of the product of the projectCost/Benefit Analysis estimating tangible/intangible costs and returns of various project alternatives and using financial measures to assess desirabilityAlternatives Identification generate different approaches to the project; “brai

19、nstorming Expert JudgmentChapter 4 Project Scope Management3. Scope PlanningOutputsScope Statement documented basis for making project decisions and confirming understanding among stakeholders. Includes:Project justification evaluating future trade-offsProject Product summary of project descriptionP

20、roject Deliverables list of summary of delivery itemsProject Objectives quantifiable criteria met for success. Supporting detail includes documentation of all assumptions and constraintsScope Management Plan how project scope is managed, change control procedure, expected stability, change identific

21、ation and classificationControl what is/is not in the project; prevents delivering “extra benefits to the customer that were not specified/requiredChapter 4 Project Scope Management4. Scope DefinitionSubdividing major deliverables into smaller, manageable componentsImprove accuracy of cost, time, an

22、d resource estimatesDefine a baseline for performance measurementClear responsibility assignmentsCritical to project success reduces risk of higher cost, redundancy, time delays, and poor productivityDefines “what you are doing; WBS is the toolChapter 4 Project Scope ManagementScope DefinitionInputs

23、Scope statementConstraintsAssumptionsOther planning inputsHistorical informationToolsWBS templatesDecompositionOutputsWork breakdown structureScope Definition4. Scope DefinitionInputs:Scope StatementConstraints consider contractual provisionsAssumptionsOther Planning OutputsHistorical InformationCha

24、pter 4 Project Scope Management4. Scope DefinitionTools & TechniquesWork Breakdown Structure TemplatesDecomposition The main works in scope definitionMajor project deliverables and management approachDecide cost and duration estimates Tangible and verifiable results to enable performance management,

25、 how the work will be accomplishedVerify correctness of decomposition-All items necessary and sufficient? Clearly and completely defined? Appropriately scheduled, budgeted, assigned?Chapter 4 Project Scope Management4. Scope Definition OutputsWork Breakdown Structure (WBS) a deliverable-oriented gro

26、uping of project assignments that organizes and defines the scope of the project Each descending level represents further detail; smaller and more manageable piecesEach item is assigned a unique identifier collectively known as “code of accountsWork Breakdown Structure Dictionary (WBSD)All work elem

27、ent descriptions included in a WBSD (work, schedule and planning information) Other formats:Contractual WBS, Organizational (OBS) , Resource (RBS) , Bill of Materials (BOM) , Project (PBS) similar to WBSChapter 4 Project Scope ManagementWBS Definition Deliverable oriented grouping of project element

28、s that organizes and defines the total scope of the projectHardwareServicesDataScope DefinitionWBSCode of accounts Uniquely identifies each element of the WBSWork packages A deliverable at the lowest level of the WBSWBS dictionary Includes work-package descriptionsScope DefinitionTypical WBSProjectP

29、lanning1.1.1ProjectControl1.1.2ProjectData1.1.3ProjectManagement1.1ProductDesign1.2.1SystemsIntegration1.2.2Test &Evaluation1.2.3SystemsEngineering1.2CPUAcquisition1.3.1AuxiliaryEquipment1.3.2PrinterAcquisition1.3.3HardwareAcquisition1.3OperatingSystem1.4.1Database1.4.2ApplicationDevelopment1.4.3Sof

30、twareDevelopment1.4FacilityPlans1.5.1FacilityModification1.5.2FacilityInstallation1.5.3FacilitiesModifications1.5TrainingPlans1.6.1TrainingCourses1.6.2TrainingDevelopment1.6InformationSystem1.Scope DefinitionResponsibility Assignment MatrixScope DefinitionSoftware Development ProjectProject Manageme

31、nt Product RequirementSystem DesignTraining and TransmittingConstruction& IntegrationTime qualityCost Owners Requir.End Users Requir.Analysis ResultLogic Sys DesignPhysic Sys designSystem DesignProg-rammingInteg-rating Testing User Docu-mentationTraining ProgramTransmittingProgramAn illustration of

32、the WBS for a software development projectScope5. Scope Verification InputsScope Definition Work Results WBS, WBSDProduct Documentation description available for review (requirements)Tools & TechniquesInspection measuring, examining, testing to determine if results conform to requirementsOutputsForm

33、al acceptance documentation identifying client and stakeholder approval, customer acceptance of effortsChapter 4 Project Scope ManagementScope VerificationInputsProduct documentationWork resultsWBSScope statementProject planToolsInspectionsOutputsFormal acceptanceScope Verification6. Scope Change ControlInfluencing factors to ensure that changes are beneficialDetermining scope change has occurredManaging changes when they occurThoroughly integrated with other control processesChapter 4 Project Scope Management6. Scope Change ControlScope Change Control Inputs:Work Breakdown Structure