Primer
A project begins with its establishment, and the projects of the project will expect the project to be able to guide the last success according to the established plan. Factors affecting the final success of the project are multi-faceted, including the nine knowledge fields of project management (including the overall management, range management, time management, fend management, quality management, manpower management, communication management, risk management and procurement management. ), The final success of the project does not have a positive impact. However, if it is necessary to compare the impact of the impact of the project success, I think that project scope management is the most important.
What is the project management
So what is the project range and project management? The project scope refers to the process of generating project products and the process used to generate these products. The project officer must reach a consensus on what kind of product to produce, but also reach a certain consensus on how to produce these products.
Project scope management refers to what is the definition and control process that includes any definition and control. This process is used to ensure that project groups and project tribes have a common understanding of project products as project results and production of these products.
Project scope and other constraints of projects
The condition that restricts a project is the project "three constraint conditions" - range, time, cost.
Three conditions in a project are interacting, mutual constraints, and often due to the range affected time and cost. The project is determined to be small, then the time it needs to be completed and the cost of cost is inevitably small, and vice versa. Many projects will be roughly determined at the beginning, time, and cost, but often become a feeling that the project will make people feel that I don't know when I don't know when I'm really ending. It is necessary to put it in the end of the project. How much human and material, the entire project is like a no-hole, and there is no bottom to the end of the end of the project. The appearance of this situation is the least hopeful of the company's high level, but such a situation is not rare. This result is due to the scope of the project is not controlled and managed. The most important factor in the three constraints of the project is the most important.
Range management case
Failure Case: I understand this practical case, this is a software development project, and the entire project has been in a two-year number of projects that are still in an unclear state, because the user has continuously new demand, project group It is also necessary to continue to develop new features based on the new needs of users. This project is actually a no-hole, not finished, and the project member "will be thin, thin and thin", can't do it. Everyone has completely lost confidence in such projects.
This project is actually the beginning of the beginning of the entire project, and there is no clear definition in the scope, there is no comprehensive change control management process, let the user say, how to do, that is, Starting the game rules are not set, causing the entire project to become a rotten stall.
Successful case: It is also a software development project. This project is also small than the project mentioned above. At this time, the company has begun to implement CMM to manage software development activities, have a relatively perfect software development management process. The project clarifies the user needs at the beginning, and the demand is basically quantified and can be tested. Moreover, the project team developed the scope change control management process of the project under the framework of the company's CMM's change management process. During the implementation of the project, the user's demand change is performed in advance in advance.
Therefore, the completion of this project is successful, the time and cost of the project are basically increased in the case of the completion and cost of the project plan.
Causes of a defined range
Since the project range is unclear is a very common phenomenon, and this phenomenon is not to see. So, we must analyze the causes of this phenomenon. I think there is a three-way reason to cause this phenomenon:
First of all, it is the responsibility of the corporate level - there is no perfect project management system to guide the management of the project. This situation is the worst, if this is this reason, the success or failure of the project often needs to manage, leadership capabilities by the project manager. This situation is very likely that the project is very small, and most of the projects have ended in failure; second, it is a common responsibility of the enterprise and project group - the scope of the scope change control process that cannot be developed in the project. Enterprises have management systems, but they are not perfect and norms, and the development of changes in the project team has not been effectively guided. Change is inevitable, as long as it effectively manages, control, the same result can also achieve satisfactory results;
Third, it is not clear enough to definition, and cannot be quantified and verifiable. Many times are some qualitative requirements, not quantitative, such as "interface friendship, strong operability, improve user satisfaction". Similar to these vague needs is the root cause of subsequent projects. The clear definition of the project, experienced project manager and system analyst will play a crucial role.
From the above discussion, we can conclude that the perfect project scope management is the key to the end success or failure of the entire project. So how can I do a good job in the project range? The following large amounts will be discussed in detail.
How to manage project scope
Since we have realized that the project range is so important, how should we manage the scope of the project? From the above demonstration process, we clearly see some reasons for the bad management of the project, then manage the scope of the project must be used to manage the project range.
First, we must first understand some scientific processes managed by the project. Doing a good job in project management should include the following procedure: start, range plan, range definition, range verification and range change control. How to do these processes will be described below:
Boot process
Starting means that organizations officially start a project or continue to the next phase of the project. One output of the startup process is the project charter. Project Articles of Association is an important document, which officially recognizes the existence of the project and provides an overview of the project.
The startup process clearly specifies that this process has an important output document - the project charter, the project charter will roughly strategize the scope of the project, which is also an important basis for the management of follow-up work. The project manager will also specify the rights of the project manager and the responsibilities of the members in the project team. There are also the responsibilities of other custody people, which is also a clear provision for how each role in the future project management work has a clear regulation. Subsequently, it can be done in order to make it in order. Therefore, never ignore the startup process of the project.
Range Process
The scope plan refers to the further formation of various documents, providing a basis for future project decisions, including standards for measuring whether a project or project phase has successfully completed. As the output of the range plan, the project team must develop a range manual and range management plan.
The ancient language cloud: "Refers to the prevail!". A project manager wants to actually manage the scope of the project, and there is no necessary technique and good way to definitely not work.
To do a good project, it is emphasized that the scope plan is prepared carefully. Scope Program is a process of project work (project range) that will produce project products (project range) progressive and archive. To make a wide range of information, you need to refer to a lot of information, such as product description, you must first define the definition of the final product to plan the work to do, the project charter is also very important, usually it has a coarseline of the project, The scope plan is further in-depth and refined on this basis.
As mentioned earlier, there is an output is a scope manual, then what is the scope explanation? The scope statement is a documentation based on the project participants to confirm or establish a project scope as a documentation benchmark for future project decisions.
At least the project demonstration, project product, and project goals can be delivered at least in the scope statement. Project demonstration is the established goal of merchants, and provides the basis for estimating future delays; project products are brief overview of product descriptions; project delivery results generally need to column a sub-product level summary, such as: mainly for a software development project Delivery results may include program code, work manual, human machine interaction learning, etc. Any result without clear requirements means that it is outside the project to deliver results; the project goal is to take into account the success of the project, at least include cost, schedule, and quality detection. Project objectives should have a sign (such as: cost, unit) and absolute or relative value. Try to avoid immoluable goals (such as "customer satisfaction") because it will make your project high risk. What is the plan? The range management plan is how to describe how the project scope is managed, and how changes in the project can be consistent with the requirements of the project. It should also include an assessment for the expected stability of the project (such as how to change, how much change is changed). The range management plan should also include how the variation range is determined, which is the clear description of the problem that the product is particularly difficult, but absolutely necessary), etc. when the product is still described in detail.
Range definition process
The scope definition refers to a smaller and easier management component that divides the main delivery results of the project. During this process, the project group is to establish a work decomposition structure (WBS).
The establishment of WBS is very significant, which makes it very general, very fuzzy project target, makes project management, and the project team works clear. If there is no perfect WBS or range definition is not clear, the change inevitably appears, it is likely to cause rework, extending the period, reduce a series of unfavorable consequences such as team morale.
The guiding ideology to formulate a WBS is deep in place. First determine the project outcome framework, then decompose the work below each layer, the advantage of this method is that the combination of progress is intuitive, time sensitivity, and it is easy to discover or find some parties, it is also easier to be mostly most understanding.
Range verification process
The scope verification refers to the formal identification of the scope of the project, and the project's main manners, such as project customers and project sponsors, etc. to formally accept the definition of project delivery results in this process.
This process is the promise issue of the relevant personnel of the various parties before the implementation of the implementation. Once promised, you have accepted the fact, then you must implement it according to your commitment. This is also effective measures to ensure good management and control of the project.
Range change control process
Range Change Control refers to the implementation of changes in the scope of the project. The main process output is the scope change, corrective action and lesson summary.
A good plan is impossible to do it unchanged, so the change is not avoided, and the key issue is how to effectively control the change. Controlling changes must have a set of specific modified management processes, follow the regulatory change program to manage changes when changing. Usually changes to occur, need to identify whether it is within the established item range. If it is within the scope of the project, then you need to evaluate the impact of changes, and how to deal with measures, the affected parties should clearly understand the impact of themselves; if the change is outside the project, then Business people are required to negotiate with the user to see if they increase their expenses or give up changes.
Therefore, the organization (enterprise) in which the project must develop a strict, efficient, practical change program in its project management system.
Executing five processes of the above project range management, I think the management of the project range, the control will be effective!
(Reference: "IT Project Management" - Machinery Industry Press)
