Project Scope Statement

• What to Include in a Project Scope Statement

The Scope Statement is an essential element of any project. Project managers use a Scope Statement to outline the results their project will produce and the terms and conditions under which they will perform their work. The people who requested the project and the project team should agree to all terms in the Scope Statement before actual project work begins.

Your Scope Statement should include the following information:



    Justification: How and why your project came to be, the business need(s) it addresses, the scope of work to be performed, and how it will affect and be affected by other related activities

    Objectives: The products, services, and/or results your project will produce (also referred to as deliverables)

    Product scope description: The features and functions of the products, services, and/or results your project will produce

    Product acceptance criteria: The process and criteria for accepting completed products, services, or results

    Constraints: Restrictions that limit what you can achieve, how and when you can achieve it, and how much achieving it can cost

    Assumptions: Statements about how you will address uncertain information as you conceive, plan, and perform your project


http://www.dummies.com/how-to/content/what-to-include-in-a-project-scope-statement.html

• Project Scope Statement Example

http://onlinelibrary.wiley.com/doi/10.1002/9780470432723.app2/pdf

• EXAMPLE OF PROJECT SCOPE STATEMENT

PROJECT OBJECTIVE
To construct a high-quality, custom home within five months at cost not to exceed $150,000.

DELIVERABLES
• A 2,200-square-foot, 2½-bath, 3-bedroom, finished home.
• A finished garage, insulated and sheetrocked.
• Kitchen appliances to include range, oven, microwave, and dishwasher.
• High-efficiency gas furnace with programmable thermostat.

MILESTONES
1. Permits approved—March 5
2. Foundation poured—March 14
3. Dry in. Framing, sheathing, plumbing, electrical, and mechanical inspections passed—May 25
4. Final inspection—June 7

TECHNICAL REQUIREMENTS
1. Home must meet local building codes.
2. All windows and doors must pass NFRC class 40 energy ratings.
3. Exterior wall insulation must meet an “A” factor of 21.
4. Ceiling insulation must meet an “R” factor of 38.
5. Floor insulation must meet an “R” factor of 25.
6. Garage will accommodate two large-size cars and one 20-foot Winnebago.
7. Structure must pass seismic stability codes.

LIMITS AND EXCLUSIONS
1. The home will be built to the specifications and design of the original blueprints provided by the customer.
2. Owner responsible for landscaping.
3. Refrigerator is not included among kitchen appliances.
4. Air conditioning is not included but prewiring is included.
5. Contractor reserves the right to contract out services.
6. Contractor responsible for subcontracted work.
7. Site work limited to Monday through Friday, 8:00 A.M. to 6:00 P.M.

CUSTOMER REVIEW
John and Joan Smith

exercises

• you are hired to evaluate software project.you have got CPI and EV but not AC. CPI is  0.90 and EV is 170.000$ . How much money is spent on the project?

CPI=EV/AC then AC=EV/CPI = 188.888 $

• Calculating the NPV and BCR for these alternatives gives the following results.

Project Alternative 1

Costs = £70m

Benefits = £104m

NPV = £100m - £70m = £34m

BCR = 100m/70m = 1.43



Project Alternative 2

Costs = £7m

Benefits = £12m

NPV = £12m - £7m = £5m

BCR = 12m/7m = 1.7

From this simple example it can be seen that while both alternatives provide a net positive outcome, the NPV and BCR methods of obtaining results provide slightly different outcomes. Using NPV suggests project alternative 1 provides the better outcome as the NPV of £34m is greater than the NPV of alternative 2 (£5m). However, using the BCR method alternative 2 would be chosen as a BCR of 1.7 is greater than the BCR of 1.43.

http://www.cbabuilder.co.uk/Results3.html

CMMI Maturity Levels

Here is a list of all the corresponding process areas defined for a S/W organization. These process areas may be different for different organization.

Level	Focus	Key Process Area	Result
5 Optimizing	Continuous Process Improvement	Organizational Innovation and Deployment Causal Analysis and Resolution	Highest Quality / Lowest Risk
4 Quantitatively Managed	Quantitatively Managed	Organizational Process Performance Quantitative Project Management	Higher Quality / Lower Risk
3 Defined	Process Standardization	Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Mgmt (with IPPD extras) Risk Management Decision Analysis and Resolution Integrated Teaming (IPPD only) Org. Environment for Integration (IPPD only) Integrated Supplier Management (SS only)	Medium Quality / Medium Risk
2 Managed	Basic Project Management	Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management	Low Quality / High Risk
1 Initial	Process is informal and Adhoc		Lowest Quality / Highest Risk

http://www.tutorialspoint.com/cmmi/cmmi-maturity-levels.htm

• Process Area Organization

In CMMI models, the process areas are organized in alphabetical order according to their acronym. However, process areas can be grouped according to maturity levels or process area categories.

Maturity Levels: CMMI for Development

There are Five maturity levels. However, maturity level ratings are awarded for levels 2 through 5. The process areas below and their maturity levels are listed for the CMMI for Development model:
Maturity Level 2 - Managed

• CM - Configuration Management
• MA - Measurement and Analysis
• PMC - Project Monitoring and Control
• PP - Project Planning
• PPQA - Process and Product Quality Assurance
• REQM - Requirements Management
• SAM - Supplier Agreement Management

Maturity Level 3 - Defined

• DAR - Decision Analysis and Resolution
• IPM - Integrated Project Management
• OPD - Organizational Process Definition
• OPF - Organizational Process Focus
• OT - Organizational Training
• PI - Product Integration
• RD - Requirements Development
• RSKM - Risk Management
• TS - Technical Solution
• VAL - Validation
• VER - Verification

Maturity Level 4 - Quantitatively Managed

• OPP - Organizational Process Performance
• QPM - Quantitative Project Management

Maturity Level 5 - Optimizing

• CAR - Causal Analysis and Resolution
• OPM - Organizational Performance Management

Maturity Levels: CMMI for Services

The process areas below and their maturity levels are listed for the CMMI for Services model:
Maturity Level 2 - Managed

• CM - Configuration Management
• MA - Measurement and Analysis
• PPQA - Process and Product Quality Assurance
• REQM - Requirements Management
• SAM - Supplier Agreement Management
• SD - Service Delivery
• WMC - Work Monitoring and Control
• WP - Work Planning

Maturity Level 3 - Defined

• CAM - Capacity and Availability Management
• DAR - Decision Analysis and Resolution
• IRP - Incident Resolution and Prevention
• IWM - Integrated Work Management
• OPD - Organizational Process Definition
• OPF - Organizational Process Focus
• OT - Organizational Training
• RSKM - Risk Management
• SCON - Service Continuity
• SSD - Service System Development
• SST - Service System Transition
• STSM - Strategic Service Management

Maturity Level 4 - Quantitatively Managed

• OPP - Organizational Process Performance
• QPM - Quantitative Project Management

Maturity Level 5 - Optimizing

• CAR - Causal Analysis and Resolution
• OPM - Organizational Performance Management

Maturity Levels: CMMI for Acquisition

The process areas below and their maturity levels are listed for the CMMI for Acquisition model:
Maturity Level 2 - Managed

• AM - Agreement Management
• ARD - Acquisition Requirements Development
• CM - Configuration Management
• MA - Measurement and Analysis
• PMC - Project Monitoring and Control
• PP - Project Planning
• PPQA - Process and Product Quality Assurance
• REQM - Requirements Management
• SSAD - Solicitation and Supplier Agreement Development

Maturity Level 3 - Defined

• ATM - Acquisition Technical Management
• AVAL - Acquisition Validation
• AVER - Acquisition Verification
• DAR - Decision Analysis and Resolution
• IPM - Integrated Project Management
• OPD - Organizational Process Definition
• OPF - Organizational Process Focus
• OT - Organizational Training
• RSKM - Risk Management

Maturity Level 4 - Quantitatively Managed

• OPP - Organizational Process Performance
• QPM - Quantitative Project Management

Maturity Level 5 - Optimizing

• CAR - Causal Analysis and Resolution
• OPM - Organizational Performance Management

http://en.wikipedia.org/wiki/Process_area_%28CMMI%29

• What is CMMI and what's the advantage of implementing it in an organization?

 It is a process improvement approach that provides companies with the essential elements of an effective process. CMMI can serve as a good guide for process improvement across a project, organization, or division.

 the areas which CMMI addresses:
 Systems engineering: This covers development of total systems. System engineers concentrate on converting customer needs to product solutions and supports them throughout the product lifecycle.

Software engineering: Software engineers concentrate on the application of systematic, disciplined, and quantifiable approaches to the development, operation, and maintenance of software.

Integrated Product and Process Development (IPPD): Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements. This section mostly concentrates on the integration part of the project for different processes. For instance, it's possible that your project is using services of some other third party component. In such situations the integration is a big task itself, and if approached in a systematic manner, can be handled with ease.

Software acquisition: Many times an organization has to acquire products from other organizations. Acquisition is itself a big step for any organization and if not handled in a proper manner means a disaster is sure to happen.

What's the difference between implementation and institutionalization?
Institutionalization is the output of implementing the process again and again. The difference between implementation and institutionalization is in implementation if the person who implemented the process leaves the company the process is not followed, but if the process is institutionalized then even if the person leaves the organization, the process is still followed.

http://www.indiabix.com/technical/software-testing/cmmi/

• A maturity model is a business tool used to assess people/culture, processes/structures, and objects/technology.[1] Two approaches for designing maturity models exist. With a top-down approach, such as proposed by Becker et al.,[2] a fixed number of maturity stages or levels is specified first and further corroborated with characteristics (typically in form of specific assessment items) that support the initial assumptions about how maturity evolves. When using a bottom-up approach, such as suggested by Lahrmann et al.,[3] distinct characteristics or assessment items are determined first and clustered in a second step into maturity levels to induce a more general view of the different steps of maturity evolution. Topics that are covered in maturity models include

https://en.wikipedia.org/wiki/Maturity_model#PLM

• What is a Maturity Model, and why use one?

The use of a maturity model allows an organization to have its methods and processes assessed according to management best practice, against a clear set of external benchmarks. Maturity is indicated by the award of a particular "Maturity Level"
http://www.apmg-international.com/en/consulting/what-maturity-model.aspx

• A maturity model is a tool that helps people assess the current effectiveness of a person or group and supports figuring out what capabilities they need to acquire next in order to improve their performance. 

http://martinfowler.com/bliki/MaturityModel.html
 

work breakdown structure (WBS)

• Work breakdown structure

A work breakdown structure (WBS), in project management and systems engineering, is a deliverable oriented decomposition of a project into smaller components
It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project.[

WBS is a hierarchical decomposition of the project into phases, deliverables and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective
http://en.wikipedia.org/wiki/Work_breakdown_structure

• Work Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) provides a structural view into the project. It is an essential tool for planning and executing the project. Use the WBS to define the work for the project and to develop the project's schedule.

• WBS Dictionary

The WBS Dictionary contains all the details of the Work Breakdown Structure which are necessary to successfully complete the project. Most importantly it contains a definition of each Work Package which can be thought of as a mini scope statement.
http://www.projectmanagementdocs.com/project-planning-templates/work-breakdown-structure-wbs.html

Risk Monitoring and Control

• Tools and techniques to Risk Monitoring and Control

These are the five tools and techniques to Risk Monitoring and Control:

    Project risk response audits: Throughout the life cycle of the project, risk auditors examine and document the effectiveness of your risk response in avoiding, transferring, or mitigating risk occurrence, as well as the effectiveness of the risk owner.

    Periodic project risk reviews: Such reviews should be regularly scheduled to monitor the progress and any changes to the project.

    Earned value analysis: EVA is used for monitoring overall project performance against a baseline plan. If a project deviates significantly from the baseline, update your risk identification and analysis. See Appendix A for EVA formulas, charts, and examples.

    Technical performance measurement: This compares technical accomplishments during execution to the plan's schedule of technical achievement. For example, omitting a milestone introduces scope risks.

    Additional risk response planning: If an unanticipated risk emerges, or if its impact on objectives is greater than expected, the planned response may not be adequate. You may require additional response planning to control risk. This provides a feedback loop.
 
http://www.dummies.com/how-to/content/pmp-certification-controlling-risk.html

• Monitor and Control Risks Tools and Techniques

http://www.youtube.com/watch?v=LLHduKVJhfo

risk assessment
risk audit
trend analysis
variance analysis
technical performance measurement
status meetings

Project charter

Project charter
In project management, a project charter, project definition or project statement is a statement of the scope, objectives and participants in a project
It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authorityof the project manager. It serves as a reference of authority for the future of the project.
http://en.wikipedia.org/wiki/Project_charter



What is a project charter?

The project charter is a “document issued by the project initiator or sponsor that formally
authorizes the existence of a project, and provides the project manager with the authority to
apply organizational resources to project activities.”1

In addition to its contract purpose, the project charter includes most elements of a preliminary
project scope statement, which describes what is and what is not included in the project. It also
helps to control changes to the scope of the project throughout its duration or life cycle.
http://www.tbs-sct.gc.ca/emf-cag/project-projet/documentation-documentation/guide-guide/guide-guide-eng.pdf