Scope Planning
The scope of work defines exactly what will be done as a result of the project work. It's important to know exactly what is to be done to avoid wasting both time and money on tasks and activities that are not necessary to accomplish the project goals. That's why scope planning is so important. This chapter will address how to define the scope of work based on the requirements of the end result and the deliverables of the project.
Scope Inputs
The project manager gathers initial project facts from the project charter. In addition, background information on the stakeholder's workplace, existing business model and rules, etc. assist in creating the vision of the final product/service, and consequently,
the project scope (see Figure 9.2).
Techniques
Certainly being a seasoned project manager broadens the repertoire of one's scope planning techniques. An experienced project manager can draw on past experiences with similar projects to determine the work that is realistically doable, given time and cost constraints, for a current project. Communication and negotiation skills are a "must-have" as well. Project managers need to educate stakeholders about the project impacts of some requirements. Adding complexity to a project may require more staff, time, and/or money. It may also have an impact on project quality. Some aspects of the project may be unfeasible – stakeholders need to know this so they can adjust their vision or prepare for future challenges.
Gathering requirements is part of scope definition, and it can be done using one or more of following techniques:
- Interviews
- Focus groups
- Facilitated groups such as JAD (joint application development)
- Group creativity techniques: brainstorming, nominal groups, delphi, mind map, affinity diagnostics
- Prototyping
- Observation
- Questions and surveys
- Group decision-making techniques: unanimity, majority, plurality, dictatorship