Developing the Project Charter and Baseline Project Plan

1. Developing the Project Charter and Baseline Project Plan

2. 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.

3. 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

4. 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 What Should be in a Project Charter?

5. Project Charter Template

6. Project Planning Framework

7. 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

8. 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

9. 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

10. Defining and Managing Project Scope

11. Managing Project Scope • Scope refers to all the work involved in creating the products of the project and the processes used to create them.

12. 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

13. 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

14. 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

15. Project Scope Planning • Scope Boundary • Establish what is, and what is not part of the project work to be completed by the project team

16. 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

17. 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.

18. Sample Scope Statement – Work outside the scope boundary • Technology and organizational assessment of the current environment • Customer resource management and data mining components

19. 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

20. 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

21. Deliverable Definition Table

22. Deliverable Structure Chart

23. Project Scope Definition • Product-Oriented Scope • Product-Oriented Scope Definition Tools • Data Flow Diagrams (DFD) • Use Case Diagram • Joint Application development (JAD)

24. Context Level Data Flow Diagram

25. Use Case Diagram

26. 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.

27. Project Scope Verification Check List • MOV • Deliverables • Quality standards • Milestones • Review and acceptance

28. 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

29. Scope Change Control ProceduresScope Change Request Form

30. Scope Change Control ProceduresScope Change Request Log

31. 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

32. 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.

33. 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.

34. 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

35. Scope Management Process