Project Charter
1. Definition: A Project Charter is the initial document that formally authorizes a project. It
marks the project's beginning.
2. Purpose: It officially names the project, briefly describes it, appoints the Project
Manager, and allocates the initial budget.
3. Creation: Typically created by a Project Sponsor or senior executive and must be signed
by relevant stakeholders.
4. Importance: Establishes project legitimacy, allowing work to proceed.
Who Needs Software?
1. Stakeholders: Individuals with an interest in the project’s outcome (e.g., managers,
sponsors).
2. Users: Individuals who will directly interact with the software.
3. Stakeholder vs. User: Stakeholders may not use the software but have a vested interest,
while users directly engage with it.
Who Builds Software?
1. Business/Requirements Analysts: Engage with users and stakeholders to define
software requirements.
2. Designers/Architects: Plan the technical solution.
3. Programmers: Write the software code.
4. Testers: Ensure the software meets requirements and functions as expected.
Project Generater
• Projects can originate from various triggers like business needs, market demands,
customer requests, legal requirements, technological advances, or social needs.
• A Feasibility Study is often conducted before the formal Project Charter to evaluate
viability.
Pre-Project Phase
1. Project Request: Multiple project ideas may be proposed.
2. Selection: Projects are evaluated based on criteria like payback period, cost-benefit
analysis, ROI, risks, and alignment with a strategic plan.
3. Approval: A project must have a clear need, available funding, and commitment to
succeed.
Why-Projects?
1. There is a need for the project.
2. Funds are available.
3. There’s a strong commitment to make it succeed.
Why Formalize a Project? Identifying Needs
1. Scope Clarity: Define what the project will deliver to ensure stakeholders' needs are met.
2. Vision and Scope Document: Communicates understanding of stakeholder needs.
3. Scope Statement: Provides a unified understanding of the project. It can be a separate
document or part of the Project Charter/Plan.
Project Scope Management
o Scope Definition: Scope defines all the work needed to complete a project,
including the project's goals, deliverables, tasks, and boundaries. It tells what is
included in the project and what is not.
o Deliverables:
▪ External Deliverables: Outputs delivered to users (e.g., screens, reports,
hardware/software).
▪ Internal Deliverables: Internal outputs (e.g., Project Charter, Business
Requirement Specification).
Key Components:
o Scope Statement: Clearly defines project boundaries.
o In-Scope vs. Out-of-Scope: Document what is included and excluded from the
project.
Processes in Scope Management:
o Plan Scope Management: Defines how scope will be managed.
o Collect Requirements: Gathers user and stakeholder needs.
o Define Scope: Creates a detailed scope statement.
o Create WBS (Work Breakdown Structure): Breaks project into manageable parts.
o Validate Scope: Gains acceptance of deliverables.
o Control Scope: Manages changes to the scope.
Project Deliverables:
o Baseline Project Plan: Initial plan with project expectations.
o RFP (Request for Proposal): Document for vendors to propose services.
o Support Plan: For vendor or third party-supported solutions.
o Release Checklist: Pre-release items checklist.
Milestones:
o Mark key achievements in the project, like completing design phases.
o Documented in the WBS.
Project Scope Management Processes
1. Scope Planning:
o Decide how scope will be defined, verified, and controlled.
2. Scope Definition:
o Review the project charter.
o Refine scope as requirements are developed and approved.
3. Creating the WBS (Work Breakdown Structure):
o Break down major deliverables into smaller, manageable parts.
4. Scope Verification:
o Gain formal acceptance of the project scope.
5. Scope Control:
o Manage changes to the scope.
Preliminary Scope Statement
1. Scope Statement Purpose:
o A document that clarifies the project scope.
o Prevents "scope creep" (uncontrolled expansion of the project).
2. Development Tips:
o Start with a preliminary scope statement during project initiation.
o Update and detail the scope as the project progresses.
3. What to Include in a Scope Statement:
o Project Description: What the project is about.
o Objectives and Justification: Why the project is being done and its goals.
o Detailed Deliverables: A clear list of what the project will produce.
o Product/Service Requirements: Characteristics and specifications of what will
be delivered.
Scope Management Plan
1. Scope Management Plan:
o A document on how to handle project scope.
o Covers creating the scope statement, building the WBS, verifying deliverables,
and managing changes.
2. Key Inputs:
o Project Charter, Preliminary Scope Statement, and Project Management Plan.
Stakeholder Analysis
1. Stakeholder Analysis:
o A document detailing information about stakeholders.
o Includes names, roles, influence, and tips for managing relationships.
Stakeholder Roles & Responsibilities
1. Project Manager: Leads the project, plans, and reports.
2. Project Sponsor: Initiates the project, makes decisions, advises.
3. Functional Managers: Handle project tasks and outputs.
4. Customer: Sets requirements, approves deliverables.
5. Project Team: Completes project tasks.
6. Suppliers: Provide necessary goods or services.
Work Breakdown Structure (WBS)
1. What is a WBS?
o A deliverable-oriented breakdown of project work.
o Defines the project's total scope.
o Helps plan and manage schedules, costs, resources, and changes.
2. WBS Formats:
o Outline: Indented list format.
o Graphical Tree: Organizational chart style.
o Uses a decimal system for levels (e.g., 3.1.5).
3. Types of WBS:
o Process WBS: Focused on activities (e.g., Requirements, Testing).
o Product WBS: Focused on deliverables (e.g., Interface system).
o Organizational WBS: Grouped by departments (e.g., Engineering).
o Geographical WBS: Useful for distributed teams.
4. Decomposition:
o Breaking down project deliverables into smaller, manageable parts.
WBS Dictionary
• A document explaining each WBS item in detail.
• Helps clarify tasks, estimate time, and costs.
• Forms part of the scope baseline to measure project performance.
Work Packages
• Small, discrete tasks with clear end results.
• Typically, at the lowest level of the WBS (the "leaves").
• Ideal duration for software projects:
o 2-3 weeks maximum.
o 1 day minimum.
WBS Techniques
1. Top-Down Approach:
o Start at the highest level and break down into details.
o Best for:
▪ Well-understood problems.
▪ Familiar technology and methods.
▪ Projects similar to previous ones.
2. Bottom-Up Approach:
o Start with detailed tasks at the lowest level.
o Pros: Highly detailed.
o Cons: Time-consuming, needs complete requirements.
3. Analogy:
o Use a similar past project as a template.
o Pros: Relies on actual experience.
o Cons: Requires a comparable project.
4. Brainstorming:
o List all activities needed for the project.
o Group them into categories.
o Can be combined with Top-Down for effective WBS creation.
Work Breakdown Structure (WBS)
• Purpose: Serves as a foundation for various project management aspects:
o Network Scheduling
o Costing
o Risk Analysis
o Organizational Structure
o Control
o Measurement
Causes of Scope Creep
• Underestimating Complexity: Leads to:
o Projects being over budget and behind schedule.
• Lack of Change Control: Difficult to manage changes effectively.
• Gold Plating: Adding unnecessary features or functions (the “WOW” factor).
Software Gold-Plating
• Frequent Gold-Plating: Adding features beyond project requirements.
• Instant Response Demands: Pressure to deliver immediately.
• Pinpoint Accuracy Expectations: Need for excessive precision.
• Unbalanced Systems: Inconsistent project components.
• Animated Displays: Unnecessary visual enhancements.
• "Everything for Everybody" Approach: Trying to meet all stakeholder demands.
Recognizing Gold-Plating
• Gold-Plating Characteristics:
o Unrequested features (natural speech input, tertiary functions).
o Enhanced visual elements (animated displays).
o Additional user amenities and functions beyond the main objectives.
Scope Verification
• Definition: Formal acceptance of the project scope by stakeholders.
• Importance:
o Ensure customer satisfaction with deliverables.
o Confirm the project team has adequate resources to meet goals.
Scope Control
• Definition: Managing changes to the project scope.
• Goals:
o Influence factors causing scope changes.
o Process changes according to established procedures.
o Manage changes effectively when they arise.
Variance
• Definition: Difference between planned and actual performance
