Page 48 - DCAP304_DCAP515_SOFTWARE_PROJECT_MANAGEMENT

Software Project Management

Notes The significant thing to remember is that “Completion of the project scope is calculated against
the project plan, but completion of the product scope is measured against the product requirements”.
We are also well aware of the fact that if project is multifaceted and larger in size, the different
team & different components are required to complete concurrently. There exists trade offs among
the competing objects and alternatives are there to meet the needs of stakeholders.
2.1.1 Scope Planning

Scope planning refers to a project management process that describes boundaries and deliverables.
A deliverable is an input/output term that refers specially to the unique and individual products,
elements, results, or items that are produced for delivery at the conclusion of a specific project
component, or at the conclusion of the project as a whole. Deliverables can come in a number of
different variations. Deliverables can be in the form of a written report, which can be extremely
lengthy and can encompass extensive amounts of information and data. Deliverables can also be
much shorter. In some cases, the end deliverable may be a short report, a slide presentation, a
poster, a short blurb, or even a slogan. In these cases, the deliverable may actually be very short,
and rather than containing all information gathered over the course of a project, may contain a
succinct message that is meant to represent the sum total of the information without actually
presenting it directly. Deliverables towards the end of a project life are typically referred to as
external deliverables, and these typically require the review and/or approval of the customer
or financially responsible party. The basic matrix of a scope planning analysis consists of three
main categories: Initiation, planning, and definition, with two control categories: Verification
and change control mix together between the three main categories.
Beginning inputs contain program deliverable description, strategic planning, program selection
criteria, and historical information. Tools and techniques comprise program selection methods
and expert judgment. The output of the initiation phase will contain a program charter, the
identification and assignment of a program director, and the identification of known constraints
and assumptions. The planning category covers descriptions on deliverables, the program
charter, constraints, and assumptions. Tools and techniques involved in this group contain
deliverable analysis, a benefit/cost analysis, the identification of alternatives. The final main
category contains a statement of scope, a definition of assumptions and constraints, and other
planning outputs and historical information. Tools and techniques involved contain work
breakdown structure templates and decomposition. The output of definition is work breakdown
structure, and the defined scope section of the project management plan.
Two control devises, verification and change control are mix together between the main categories
of scope planning. Verification’s inputs are work results, and deliverable documentation.
Inspection is its sole tools and technique. Formal acceptance is verification’s output, and is
necessary to advance the project management plan to the next level.
Change control is positioned between planning and definition. Its inputs are comprised of work
breakdown structure, performance reports, change requests, and the scope management plan.
Tools and techniques contain the scope change control system, performance measurements and
additional planning when indicated. The outputs of change control are changes in scope, corrective
actions, and lessons learned entered in the information base for other project management
considerations.

Did u know? What is Deliverables?
Deliverables can come in a number of different variations. Deliverables can be in the form
of a written report, which can be extremely lengthy and can encompass extensive amounts
of information and data.

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