Introduction to Project Management

1. Introduction to Project Management Managing Project Scope Lecture a This material (Comp 19 Unit 5) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC000013. This material was updated in 2016 by Johns Hopkins University under Award Number 90WT0005. This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/4.0/.

2. Managing Project ScopeLearning Objectives—Lecture a • Analyze scope to develop the project scope statement. • Elicit stakeholder requirements for the project. • Create a Work Breakdown Structure (WBS).

3. Introduction and Overview This unit discusses the project manager’s efforts to manage project scope. What is project scope? Scope is the work to be done during the project: • What activities will be performed • What deliverables will be produced Project scope defines • What is included the project, and—equally important, • What is not included in the project

4. What You Will Learn • Effective definition and ongoing management of project scope is critical to eventual success of the project • Techniques for defining and managing scope • Importance of eliciting requirements from stakeholders • Preparation of key deliverables: • Project Scope Document • Work Breakdown Structure (WBS)

5. How Does Managing Project Scope Fit with Project Management? Early in the project—needing to define the work as clearly as possible • Planning the project—what activities are required • Estimating resources—to ensure budget, time, staff are adequate • Building the project team—getting the talent and skills you will need • Throughout the project— • Handling requests to change the scope • Ensuring that -- • the work being done is within scope, and • no out-of-scope work is being done

6. Why Is it Important to Manage Scope? • Failure to manage scope is a leading cause of project failure. • Project scope can “creep” or expand during a project—often without notice. • Your project team is doing more than was planned—without additional resources ! • Defining the scope —and sticking to it during the project—is not as simple as it sounds • Evidence of its importance: • “Project Scope Management” is one of the nine knowledge areas of the PMBOK

7. The Challenge of Managing Scope Effectively Projects are unique • No exact precedent that can be applied • Scope of every project must be defined Different stakeholders often have different perceptions of – • How the work will be done • What the project will accomplish • How the project will affect stakeholders • What deliverables will be produced.

8. Techniques for Defining Scope—Use Existing Assets Use documents already created for the project • Project charter • Key part of project charter is a summary of the work to be done • Stakeholder register • Describes the stakeholders and their roles • Project Success Criteria • Outcomes and key performance indicators should reflect and be consistent with project scope

9. Techniques for Defining Scope - Use Existing Assets Use HIT organizational assets • Scope Statements from prior projects • May serve as useful examples • Organizational Policies and Guidelines • IT methodologies may include guidance or templates for defining scope • Historical information on previous projects • Lessons learned from previous projects • Procedures specific for each area concerned by project • Standards,ICD10, HL7 • Guidelines from PM, MU and ONC

10. Techniques for Defining Scope—Engage Stakeholders Talk to key stakeholders: sponsor, customer, users, functional managers • Establish system boundaries—what is part of the system to be built • What is outside, or external, to the system • Use diagrams where possible to clarify boundaries • Specify interactions with other systems • Learn more about the requirements for the project

11. Outline of a Project Scope Statement Introduction • Background (include authorizing document, project charter) • Document Objective • Intended Audience • Version Control (how changes will be made to this document) Project Scope • Statement of Work • Deliverables • Assumptions and Constraints • System Boundaries • Interfaces to Other Systems and Organizations Project Success Criteria • Criteria by stakeholder; includes acceptance criteria for deliverables References • Supporting Documents (e.g., project charter, requirements, product descriptions)

12. Managing Scope During a Project Q: Why is it important? A: “Scope Creep” • Often unnoticed during the project, an increase in work that is not part of the defined scope • Major source of late projects and unsatisfied customers To control scope and counter “scope creep,” ensure that your project team: • Knows project scope • Understands the importance of detecting activities, events, or statements that violate project scope, and informs the project manager for immediate attention • Evaluates any additional activities in the context of the project success criteria

13. Managing Project ScopeSummary—Lecture a How to: • analyze scope and create a scope statement • elicit stakeholder requirements and the close tie between scope and stakeholder requirements.

14. Managing Project ScopeReferences—Lecture a References Fowler M. (2003) UML distilled: a brief guide to the standard object modeling language, 3rd ed. Boston: Addison-Wesley. Highsmith JA. (2009) Agile project management: creating innovative products. 2nd ed.; Boston: Addison-Wesley. HITECH Answers. 2010. Available from: http://hitechanswers.net/ Houston S, Bove LA. (2010) Project Management for Healthcare Informatics. New York: Springer Science + Business Media, LLC. Kerzner H. (2009) Project Management: a Systems Approach to Planning, Scheduling, and Controlling. 10th ed. Hoboken, NJ.:Wiley. SNOMED CT (Systematized Nomenclature of Medicine--Clinical Terms) is a comprehensive clinical terminology, originally created by the College of American Pathologists (CAP) and, as of April 2007, owned, maintained, and distributed by the International Health Terminology Standards Development Organisation (IHTSDO), a not-for-profit association in Denmark. Available from: http://www.nlm.nih.gov/research/umls/Snomed/snomed_main.html Stackpole C. (2009). A Project Manager’s Book of Forms: A Companion to the PMBOK Guide. Hoboken, N.J.:Wiley; Whitten N. Neal (2007).Whitten's Let's Talk! More No-nonsense Advice for Project Success. Vienna, VA.:Management Concepts Inc.

15. Introduction to Project ManagementManaging Project ScopeLecture a This material (Comp 19 Unit 5) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC000013. This material was updated in 2016 by Johns Hopkins University under Award Number 90WT0005.