Scope: Mastering the Fuzzy Constraint
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Adapted from a talk given to the 2012 PMI Global Congress EMEA, this presentation identifies the "fuzziness" of scope as a constraint and shows how it can be reduced by looking at scope in terms of multiple dimensions--including that of change within the project itself.
Scope: Mastering the Fuzzy Constraint
- 1. Scope: Mastering the Fuzzy Constraint Brad Bigelow First delivered to the PMI Global Congress EMEA 2012
- 2. Outline Introduction: The Triple Constraints What Makes Scope Fuzzy? The Multiple Dimensions of Scope Scope Change: Good or Bad? Looking at Scope Change from Different Angles Conclusion: The Need for Perspective
- 3. The Triple Constraint Time Cost Scope
- 4. Or, Put Another Way Pick any two: __ Better __ Faster __ Cheaper
- 5. The Triple Constraints Project Management, by John Stanley Baumgartner, 1963
- 6. Time Start Planned Actual Finish Start Finish Early Late 200 days 200 days 210 days
- 7. Cost Planned Actual Under Over $200,000 $200,000 $225,000
- 8. What is Scope, Anyway? The sum of the products, services, and results to be provided as a project. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 9. Scope? Planned Actual Under Over ??? What number would apply?
- 10. How Do You Define the Boundary of Scope? PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 11. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 12. A Fuzzy Set: Tall Basketball Players Manute Bol 7 ft. 7 in. Muggsy Bogues 5 ft. 3 in. Jason Kidd 6 ft. 4in. Dirk Nowitski 7 ft. Josh Howard 6 ft. 7 in. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 13. A Set with a Clear Boundary PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 14. A Set with a Fuzzy Boundary PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 15. Boundaries Alone Dont Always Help Is the Glass Half Empty? Half Full? Or is the Glass Too Big? PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 16. Three Key Aspects of Scope Output (products, deliverables) Work Boundaries PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 17. Still a Triangle? Time Cost Products Work Boundaries Scope PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 18. Product Breakdown Structure PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 19. Work Breakdown Structure PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 20. Boundaries Authority What Project Manager has authority to decide Legal What means are considered legal? Regulatory Are there health and safety constraints? Interfaces Do the products have to work with other systems? Policy Are there policy constraints on how the work is done? PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 21. Still a Triangle? Time Cost Products Scope Work Boundaries PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 22. And Yet Other Aspects of Scope Quantity Location Functional requirements Non-Functional requirements Modes of operation Production methods and facilities Test or certification requirements Intended users Procurement Transparency Look and feel/Appearance Resources Raw materials Environmental factors Standardization PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 23. Still a Triangle? Time Cost Products Scope Work Boundaries Other Factors PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 25. How to Tame the Scope Beast PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Presentation Title
- 26. MoSCoW Analysis Must Have Should Have Could Have Wont Have Scope Definitely In Definitely Out PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 27. The Most Important Aspect of Scope Change? PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 28. The Traditional Approach #1. Plan the Work #2. Work the Plan PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 29. The Traditional Approach Scope Change = Deviation from the Plan Change? PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 30. Scope Change = PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 31. The Adaptive Approach #1. Plan the Work #4: Adapt the Plan #2. Work the Plan #3. Compare with Reality PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 32. Obeng Matrix Know What Dont Know What Quest Painting by Numbers Lost in a Fog Making a Movie Know How Dont Know How PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 33. Rationale for Change Unsound Sound PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 34. Impact of Duration Planning Completion PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 35. Impact of Duration Planning Completion PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 36. The Project is Not the Center of the Universe You are Here PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 37. Third Law of Motion Rejecting a change has a consequence PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Presentation Title
- 38. What Happens to Change that Falls Out of Scope? PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only
- 39. Summary Project Scope is Inherently Fuzzy Break it Down into as Many Aspects as Relevant Find out preference and priorities (MoSCoW) Understand the Appetite for Change Dont Lose Sight of the Big Picture PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only