Kim Nguyen was leading a meeting to create the work breakdown structure (WBS) for her company’s IT upgrade project. This project was necessary because of several high-priority, Internet-based applications the company was developing. The IT upgrade project involved creating and implementing a plan to make all employees’ IT assets meet new corporate standards within nine months. These standards specified the minimum requirements for each desktop or laptop computer, including the type of processor, amount of memory, hard disk size, type of network connection, security features, and software. Kim knew that to perform the upgrades, the project team would first have to create a detailed inventory of all the current hardware, networks, and software in the entire company of 2,000 employees. Kim had worked with other stakeholders to develop a project charter and initial scope statement. The project charter included rough cost and schedule estimates for the project andsignatures of key stakeholders; the initial scope statement provided a start in defining the hardware,software, and network requirements as well as other information related to the project scope. Kim called a meeting with her project team and other stakeholders to further define the scope of the project.She wanted to get everyone’s ideas on what the project involved, who would do what, and how they could avoid scope creep. The company’s new CEO, Walter Schmidt, was known for keeping a close eye on major projects. The company had started using a new project management information system tha let everyone know the status of projects at a detailed and high level. Kim knew that a good WBS was the foundationfor scope, time, and cost performance, but she had never led a team in creating one or aallocating costs based on a WBS. Based from the case, where should Kim begin? 10:20Q "Q" „ *4l 20Edit16PROJECT MANAGEMENTLESSON 1Project Scope ManagementINTRODUCTIONProject scope management includes the processes to ensure that the project addresses all thework required to complete the project successfully. The main processes include planning scopemanagement, collecting requirements, defining scope, creating the WBS, validating scope, andcontrolling scope. The first step in project scope management is planning scope management. Theproject team reviews information and uses expert judgment and meetings to help createmanagement plancrucial part of many IT projects. It is important to review the project charter and meet with keystakeholders listed in the stakeholder register when collecting requirements. The mainprocess are requirements documentation and a requirements traceability matrix. Poor project scopemanagementscope management to have strong user involvement, executive support, a clear statement ofrequirements, and a process for managing scope changes. Many software products are available toassist in project scope management. The WBS is a key concept in properly using project managementsoftware because it provides the basis for entering tasks.a scopeis collecting requirements, aandrequirementsmanagement plan. The nextstepoutputs ofthisis one of the key reasons projects fail. For IT projects, it is important for good projectE ACTIVITYRead the case below,Kim Nguyen was leading a meeting to create the work breakdown structure (WBS) for her company'sIT upgrade project. This project was necessary because of several high-priority, Internet-basedapplications the company was developing. The IT upgrade project involved creating and implementinga plan to make all employees' IT assets meet new corporate standards within nine months. Thesestandards specified the minimum requirements for each desktop or laptop computer, including the typeofOf processor, amount of memory, hardsize, type of network connection, security features, andKim knew that to perform the upgrades, the project team would first have to create a detailedinventory of all the current hardware, networks, and software in the entire company of 2,000employees. Kim had workedstatement.signatures of key stakeholders; the initial scope statement provided a start in defining the hardware,software, and network requirements as well asa meeting with her project team and other stakeholders to further define the scope of the project.She wanted to get everyone's ideas on what the project involved, who would do what, and how theycould avoid scope creep. The company's new CEO, Walter Schmidt, was known for keeping a close eyeon major projects. The company had started using a new project management information system thatlet everyone know the status of projects at a detailed and high level. Kim knew that a good WBS was thefoundation for scope, time, and cost performance, but she had never led a team in creating one orallocating costs based on a WBS.and initial scopedevelop aproject charter included rough cost and schedule estimates for the project andwithother stakeholderstocharterTheinformationto the project scope. KimPROJECT MANAGEMENT8Gul)ANALYSISBased from the case, where should Kim begin?ABSTRACTIONWHAT IS PROJECT SCOPE MANAGEMENT?DODםB8WToolsMobile ViewSharePDF to DOC

WBS stands for work breakdown structure that represents the hierarchy, deliverables, and tasks…

Kim Nguyen was leading a meeting to create the work breakdown structure (WBS) for her company’s IT upgrade project. This project was necessary because of several high-priority, Internet-based applications the company was developing. The IT upgrade project involved creating and implementing a plan to make all employees’ IT assets meet new corporate standards within nine months. These standards specified the minimum requirements for each desktop or laptop computer, including the type of processor, amount of memory, hard disk size, type of network connection, security features, and software. Kim knew that to perform the upgrades, the project team would first have to create a detailed inventory of all the current hardware, networks, and software in the entire company of 2,000 employees. Kim had worked with other stakeholders to develop a project charter and initial scope statement. The project charter included rough cost and schedule estimates for the project andsignatures of key stakeholders; the initial scope statement provided a start in defining the hardware,software, and network requirements as well as other information related to the project scope. Kim called a meeting with her project team and other stakeholders to further define the scope of the project.She wanted to get everyone’s ideas on what the project involved, who would do what, and how they could avoid scope creep. The company’s new CEO, Walter Schmidt, was known for keeping a close eye on major projects. The company had started using a new project management information system tha let everyone know the status of projects at a detailed and high level. Kim knew that a good WBS was the foundationfor scope, time, and cost performance, but she had never led a team in creating one or aallocating costs based on a WBS. Based from the case, where should Kim begin?

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE