SCOPE

transcript

Project Scope, Requirements & Estimates

Orlando A. Moreno, PMP

omoreno@hotmail.com 408.656.2498

“Project Management for IT Professionals, By IT Professionals”

408.656.2498 omoreno@hotmail.com 2

Agenda

What Are The Facts Project Scope Requirements & Tools Estimates

What Are The Facts In 1994 only 16% of

software projects were deemed successful

In 2002 28% of software projects were deemed successful

2% of IT professionals have their PMP

34% have “no need” for the PMP

16% of IT projects finish on time & budget.

94% of IT project have at least one restart.

The average IT budget ends up being 188% of plan.

The average IT delivery time is 222% of original forecast.

Only 61% of IT projects maintain their original scope.

30% of all projects are cancelled.

70% of all projects fail to deliver expected features

What Are The Facts

PMI® estimates the size of the PM profession globally at 16 million.

4.5 million people involved in PM within the U.S. Nearly 25% of the world’s GDP is spent on projects. $10 trillion spent worldwide on projects annually. The average U.S. project management initiative costs

approximately $570,000 43.3% of all statistics are meaningless

What Are The Facts

Based on your personal experiences and readings of projects, what makes a project a success or failure?

What Are The Facts

Why Are Good Requirements And Scope Definition So Important?

• Approximately 56%of software defects can be traced to scope/requirements-related issues. • Approximately82%of the effort required to fix bugs can be traced to scope/requirements-related issues.

Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Scope Covers Two Key Points

-Vision -Expectations

Scope Keys To Quality Scope Definition What are you trying to do & why? Is this a business problem or just a cool

technical solution? Is the objective realistic? What are the constraints & assumptions? Does your team believe in it? Do you have clear executive support? What does your communication look like?

Requirements

Requirements specify exactly what the product or service of the project will do, how it will do it, and any assumptions or constraints with which it must work.

Requirements Common Excuses

We must start producing today Developing a product or service without clear requirements guarantees

rework. Too much specificity stifles creativity. You want creativity in achieving objectives not defining them. Your project entails R & D, and you can’t tell today what needs to be

accomplished. In these projects it is even more important that you clearly define what

you want to achieve. What if interests or needs change? Objectives are targets based on what you know today. If things change

revisit your objectives.

Requirements

Getting Quality Requirements Process Diagramming Displayed Thinking The Work Breakdown Structure Avoid the MS Project “Task” Disaster. Answer the question, “how will I know when this

need is met?” Which model are you using????

Requirements Tips

Check for hidden inferences. Use words that clearly describe intended activities. For

example “implementation” or “deployment” are words often used that are not clear.

Confirm your understanding with the key stakeholders. Make your objectives controllable. If you can’t influence

whether you achieve them you shouldn’t use them. Identify all your objectives, and only work to achieve

defined objectives. Be sure your sponsor and stakeholders agree with your

objectives.

Estimates

How do you get your estimates? A) I use a crystal ball. B) My team comes up with them. C) I ask subject matter experts. D) They are given to me by the project sponsor. E) I use numbers from previous projects.

Estimates

How often do your estimates reflect reality? A) Always B) Often C) Sometimes D) Occasionally E) Never

Estimates

Getting Quality Estimates Ask subject matter experts for most likely WORK. Change your software to calculate DURATION. Confirm this duration with your expert as a

reasonable most-likely estimate. Collect a worst & best case estimate & use PERT. Continually compare estimates to actual results. Maintain historical data.

Estimates

Program Evaluation & Review Technique (PERT)

Weighted

Average

Standard

Deviation

= Optimistic + 4X Most Likely + Pessimistic6

= Pessimistic - Optimistic6

The Project Manager’s Success Strategy

Projects Are Like Golf

Golf & Projects are like raising children –You keep thinking you will do better next time…

Orlando A. Moreno, PMP omoreno@hotmail.com 408.656.2498

Project Management Training & Consulting

SCOPE

Business