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Developing the Developing the Project Charter and Project Charter and

Baseline Project Baseline Project PlanPlan

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Developing the Project Developing the Project Charter and Baseline Project Charter and Baseline Project

PlanPlan 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 Purpose of the Project CharterCharter

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 What Should be in a Project Charter?Project Charter?

Project Identification Project Stakeholders Project Description Measurable

Organizational Value (MOV)

Project Scope Project Schedule Project Budget

Quality Issues Resources Assumptions and Risks Project Administration Acceptance and

Approval References Terminology

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Project Charter TemplateProject Charter Template

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Project Planning FrameworkProject Planning Framework

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Project Planning Framework 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 InitiationPlanningDefinitionVerificationChange Control

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Project Planning Project Planning Framework – cont’d.Framework – cont’d.

Subdivide the Project into Phases Tasks-Sequence, Resources, and Time

Estimates SequenceResourcesTime

Schedule and Budget-The Baseline Plan

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The Kick-Off MeetingThe 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 stakeholdersEngenders positive attitudes

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Defining and Defining and Managing Project Managing Project

ScopeScope

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Managing Project ScopeManaging 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 Scope Management ProcessesProcesses

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 Scope Management ProcessesProcesses

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 PlanningProject 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 PlanningProject Scope Planning

Scope BoundaryEstablish what is,

and what is not part of the project work to be completed by the project team

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Project Scope PlanningProject Scope Planning

The Scope StatementScope Statement: documents the project

sponsor’s needs and expectationOut of Scope for this Project: what is not

part of the project’s scope

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Sample Scope Statement – Sample Scope Statement – What’s within the scope What’s within the scope

boundaryboundary 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 – Sample Scope Statement – Work outside the scope Work outside the scope

boundaryboundary

1. Technology and organizational assessment of the current environment

2. Customer resource management and data mining components

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Project Scope DefinitionProject Scope Definition

Project-Oriented Scope Include such things as the business case, project

charter, and project plan

Product-Oriented ScopeFeatures and functionality of the application

system

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Project Scope DefinitionProject 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 TableDeliverable Definition TableDeliverable Structure Standards Approval

Needed ByResources 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

Require-

ments

definition

Document As defined in project methodology

Project manager

Syst. analyst programmer

Case & OA

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Deliverable Structure ChartDeliverable Structure Chart

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Project Scope DefinitionProject 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 Context Level Data Flow DiagramDiagram

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Use Use Case Case

DiagramDiagram

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Project Scope Verification Project Scope Verification Check ListCheck 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 Project Scope Verification Check ListCheck List

MOV Deliverables Quality standards Milestones Review and acceptance

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Scope Change ControlScope Change Control Ensuring that any changes to the project

scope will be beneficial Concerns

Scope gropeScope creepScope leap

ProcedureClear change requestsJustify change requestsApprove change requests

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Scope Change Control Scope Change Control ProceduresProcedures

Scope Change Request FormScope Change Request Form

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Scope Change Control Scope Change Control ProceduresProcedures

Scope Change Request LogScope Change Request Log

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Benefits of Scope ControlBenefits 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 ControlScope Change Control

Myths of Scope ManagementUser 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 ControlScope 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 ControlScope 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 systemYou 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 ProcessScope Management Process