DIG 3521

Project Methodologies
 Module 2
Projects and Scope
1
Scope &
Scope Triangle
 The Scope Triangle:
System Balance
Risk Risk

Co
Tim

st
Scope &
Quality

Risk Resource Availability Risk

 The Scope Triangle:
System Balance
Risk Risk

The Scope Triangle is a system in

balance.

Co
Tim

st
The lengths of the three sides
Scope &
exactly bound scope and quality.
Quality

Change in the variables will cause

the system to be out of balance.

Risk Resource Availability Risk

 Prioritizing the Scope Triangle
Priority Critical Flexible
Variable (1) (2) (3) (4) (5)

Scope X

Quality X

Time X

Cost X

Resource
Availability
X
 Applying The Scope Triangle

Risk Risk

The scope triangle can be used to:

Co
Tim

st
- Build a problem resolution
strategy Scope &
Quality
- Scope change impact analysis

Risk Resource Availability Risk

Project
Classification
To adopt a “one size fits all”
approach to every project is just
asking for trouble.

Your approach to managing any

project must adapt to the
characteristics of the project.

A classification rule can help you

choose that approach.
Project
Characteristics
- Risk
- Business Value
- Duration
- Complexity
- Technology used
- Number of departments affected
- Cost
 Example Project Classes

Likelihood
Class Duration Risk Complexity Technology
of Problems

Type A >18 months High High Breakthrough Certain

Type B 9-18 months Medium Medium Current Likely

Type C 3-9 months Low Low Best of Breed Unlikely

Type D <3 months Very Low Very Low Practical Few

 Example Project Classes
Project Management Process Project Classification Project Management Process Project Classification

A B C D A B C D
Define Launch (cont.)
Conditions of Satisfaction R R O O Statements of Work R O O O
Project Overview of Request R R R R
Approval of Request R R R R Monitor/Control
Status Reporting R R R R
Plan Project Team Meetings R R O O
Conduct Planning Session R R O O Approval of Deliverables R R R R
Prepare Project Proposal R R R R
Approval of Proposal R R R R Close
Post-Implementation Audit R R R R
Launch Project Notebook R R O O
Kick-off Meeting R R O O
Activity Schedule R R R R R = Required
Resource Assignments R R R R O = Optional
Identifying
Scope and Creep
Creeps refer to minute changes in the
project due to the obscure, and for a while
unnoticeable, actions of team members
and clients.

Many of these go undetected until their

cumulative effect creates a problem that
raises its ugly head.
Identifying
Scope and Creep
There are four types of creeps:

• Scope Creep

• Hope Creep

• Effort Creep

• Feature Creep
Four Types of Creeps

Scope Creep
Scope creep is the term that has come to
mean any change in the project deliverables
that was not in the original plan.

Specifically relates to change from clients or

leadership.

Must learn to plan for this as PM(s).

Four Types of Creeps

Hope Creep
Hope creep happens when a project team member falls
behind schedule but reports that he or she is on
schedule, hoping to get back on schedule by the next
report date.

They do not want to give you bad news, so they are

prone to tell you that their work is proceeding according
to schedule when, in fact, it is not.

The project manager must be able to verify the

accuracy of the status reports received from the team
members.
Four Types of Creeps

Effort Creep
Effort creep is the result of the team member working
but not making progress proportionate to the work
expended.

Every one of us has worked on a project that always

seems to be 95 percent complete no matter how much
effort is expended to complete it.

Increase the frequency of status reporting by those

team members who seem to suffer from effort creep.
Four Types of Creeps

Feature Creep
Closely related to scope creep is feature creep.

Feature creep results when team members arbitrarily

add features and functions to the deliverable that they
think the client would want to have even though they
are not included in requirements or the scope
statements.

Focus on team member bringing change rather than

client or leadership.
 Module 2
Projects and Scope
 Project
2 Management
& Managers
What Is Project
Management Institute?
Project Management Institute (PMI) is the
world's leading association for those who consider
project, program or portfolio management their
profession.
What Is Project
Management Institute?
The Project Management Institute is the organization
that gives out the PMP (Project
Management Professional) credential, a globally
recognized certificate that assures employers that a
person is trained and qualified to manage projects.
What Is Project
Management?
“The application of knowledge, skills, tools and
techniques to project activities to meet the
project requirements.”
- Project Management Institute
What Is Project
Management?
Project Management is an organized common‐sense
approach that utilizes the appropriate client
involvement in order to meet sponsor needs and
deliver the expected incremental business value.
- Working Definition
What Is a Project
Manager?
Responsible for the planning, procurement, and
execution of a project.

Defining and communicating project objectives that are

clear, useful and attainable

Procuring the project requirements like workforce,

required information, various agreements and material
or technology needed to accomplish project objectives

Managing the constraints of the scope triangle.

What characteristics do
we think of when we hear
“project manager”?
 Characteristics of a PM

Business Strong Interpersonal Problem

Technical
Expertise Leadership Skills Solving

Know Project Field, Deliver Value, Most Important, Communication, Change, Schedules,
Scheduling, Critical Organizational Inspire, Unify, Culture, Companies, Budgets, Technical
Path, Measure Understand, Decision Accountability, Buy-in, Backgrounds,
Performance Making Team Success Emotional Intelligence
 Module 2
Projects and Scope
 6 Questions to

3 Assess a Project
Problem/
Opportunity
Q1: What Problem
Are We Solving?

What business situation is being addressed by

this project?

Clearly defining this step is crucial.

Can be problem that needs solution, or potential

opportunity.
- Drives next step
- Straightforward or iterative
Q2: How to Solve?

What does the business need to do?

If solution is easy, but what if unknown?

Is it worth it for a business or organization?

Business Value?

Might have to choose from several paths or

options. How?
Q3: What Do You
Propose We Do?
We need to select a path forward after identifying
the options on how to solve.

Look at goals/objectives of the project.

Create Requirements:
- Identify scope of work
- Identify deliverables

Gather resources, materials.

Q4: How Will You
Do It?
What’s your plan?
Fully detailed document
Addresses the goals and needs of the project.
Budget
Resources
Schedule
Managing Communication style, expectations, contingency, etc.
Q5: How Will You Know
When You Are Done?
Expected Business Value

Define clear criteria for success.

Quantifiable and measurable results to show that

the project is complete.

Examples? IRACIS
Q6: How Well Did You
Do It?
How’d it go?
Review the process/project.
How well did your deliverables meet stated success criteria?
How well did the project team perform?
How well did the PM approach work?
Lessons learned for future.
Always ask why!
Do not skip!
 End
Outro Animation