Tài liệu Module 5: Vision/Scope Approved Milestone docx

At the end of this module, you will be able to „ Achieve a shared vision „ Understand how to set project scope using thetrade-off triangle „ Identify the components of a vision/scope doc

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At the end of this module, you will be able to

„ Achieve a shared vision

„ Understand how to set project scope using thetrade-off triangle

„ Identify the components of a vision/scope document

„ Know how to document each component

Upon completion of this module, you will be able to:

„ Describe how to achieve a shared vision for the project team

„ Describe the scope and how to set it

„ Describe how to set the vision/scope for the solution

„ Understand the roles and responsibilities of each team member leading tovision/scope approval

„ Create the deliverables produced during the envisioning phase

„ Write the vision/scope document

Lessons

1 Principles and Concepts

2 Envisioning Phase Outline

3 Forming the Team

4 Creating the Vision/Scope Deliverable

Lesson 1:

Principles and Concepts

The principles behind vision and scope and how they enable you to achieve the vision/scope approved milestone

„A great project vision combines verbal and visual information

„Vision is bound by no preconceived limitations

„The sustaining source of the vision is business value

„Vision guides shorter-range objectives (scope)

„ The most productive teams are ones in which all members feel they areimportant and at the same time are committed to the mission of the team.The mission starts with determining what the customer wants to accomplish,and then committing to it

„ Teams that produce great results have refined their capacity to clearly seewhat they want to accomplish for their customer and know how to state it interms that motivate the whole team and the customer

„ Developing a vision means seeing a pattern in the things and thoughts thatget the customer moving, assessing your resources, and then formulatingyour ideas into words Productive teams keep the visual element alive in theways they state their vision, often conveying it through images and

metaphors An image can motivate just as powerfully as words

„ Vision inspires the team to reach for what could be and to rise above its fear

of uncertainty and preoccupation with the current state of things

„ The bottom line for project teams is delivering business value by creatingand combining elements of technology into practical solutions that addresspressing business problems and/or leverage opportunities

„ Vision establishes and sets a direction in which the whole team can beimpassioned, committed, and empowered for the long term Vision alsoguides the shorter-range objectives Both in turn lead to high-quality action

„Committing the team to achieving its vision

„Helping all team members work toward the same goal

„Avoiding potential future conflicts

„Enabling the team to identify and apply correct resources

„Creating team identity

„Motivating the team

A clear shared vision provides the project team with several benefits:

„ When a team creates its own vision and agrees to that vision, it gains a sense

of ownership and accountability to fulfill that vision

„ In achieving a shared vision, all team members agree to the vision and work

to attain that vision

„ In coming to consensus on the vision at the beginning of the project, theteam focuses its efforts and increases its ability to remain on course andavoid potential derailments

„ A shared vision allows the team to identify the skill sets that are required forthe project and apply the appropriate resources

„ A shared vision for a project or product can be a rallying point aroundwhich a team identifies itself When a team forms an identity, all membersstrive to associate with a successful project

Discussion

„What is the business problem?

„How will the business change with the new solution?

„What is the business context of the solution?

„How does the solution interact with other enterprise infrastructure

Resources Features

S

c hedule

MSF Trade-off Triangle

Assess project trade-offs when setting the scope

Setting the scope means that you balance the needs of a diverse set of end usersagainst each other and consider other priorities set down by management.Several variables may impact the potential success of the project, includingcosts, resources, schedule functionality, and reliability The key is finding theright balance between these variables The trade-off triangle shows the threemost critical elements in setting the scope The project trade-off matrixdescribed in the process model module is one tool you can use to identify,manage, and control these priorities

„Allowing flexibility for change

„Providing baseline for trade-offs

Scope determines which components of the long-term vision the team will need

to address first according to the customer’s needs It creates the baseline formaking trade-off decisions in terms of resources, features, and schedule

Using scope to attain the vision in achievable segments allows you moreflexibility to change course should the business vision change

These are some sample questions to ask yourself when setting a baseline todefine scope You may find yourself asking additional questions on subjectsspecific to your project or organization.

Lesson 2:

Envisioning Phase Outline

The organization of the process model envisioning phase and the milestones and deliverables that must be achieved

Vision/Scope Approved Milestone

Agreement on

„Businessrequirements

„Vision andscope

„Solutionconcept

Deployment Complete

At the vision/scope approved milestone, the members of the project team, thecustomer, and key project stakeholders have achieved a common understandingand agreement on:

„ The overall vision for the solution

„ Which business requirements to address first

„ The time frame when the functionality is required

„ Any risks and assumptions associated with the project

„ Any business constraints that may affect the project

„ The level and effort required to complete the planning phase

The team reaches a milestone when it delivers a project component Physicaldeliverables are not only recommended, but are essential to the efficientdocumentation of the project.

Vision/scope approved milestone

Vision/scope deliverable

„ Vision/scope document

„ Risk assessment document

„ Project structure document

The vision/scope deliverable has several components One is the vision/scope

document Its intent is to clearly describe the project or solution at a high leveland communicate that description to the customer The document defines thebusiness problem or opportunity, the solution, and the audience for the solution.Two other parts of the deliverable are the risk assessment and project structure

It is important that the team address risks from the start of the project The riskassessment is the first step in risk management This document presents aninitial identification and analysis of risks, along with mitigation andcontingency plans based on knowledge to date

The project structure defines the administrative structure for the project team,including such components as the reporting structure, meetings, schedules, theproject Web site if one exists, and others

Lesson 3:

Forming the Team

How to form an MSF project team and what each of the six team roles focuses on during this phase

„Determine skill set needs by type of project

„Explain concepts of the six team roles to potential team members

„Identify team members to fill roles

„Put core team members in place before project moves forward

The first interim milestone during the envisioning phase is core team

organized Bringing the right team together is essential to developing an

effective vision and has serious impact on successful project completion.The process of team formation brings together the skill sets needed to completethe project successfully You do not necessarily need to determine every teammember at this time, but you should establish a core team with representativesfrom each of the six team roles

Testing/acceptance strategies Deployment; long-term management/support User needs assessment

Each role on the MSF team has a defined responsibility and brings a specificcompetency that complements the other roles to ensure successful completion

of the project

„ Product management works with the customer to define business problem,

identifies expected benefits, articulates vision, identifies management risks,and manages expectations

„ Program management establishes design goals, success factors and

metrics, identifies necessary project infrastructure, and documents thesolution

„ Development researches technology solutions and works with program

management to identify feasible technical solutions

„ User education identifies user performance support needs based on

understanding of user profiles, and develops cost/benefit analysis fortraining strategies and documentation

„ Testing identifies test strategies based on design goals, raises any issues

with the solutions concept, and identifies major risks associated withdevelopment and testing

„ Logistics management provides input on long-term manageability,

supportability, and cost of ownership implications based on design goals Italso identifies deployment issues

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„A drafted problem statement

„An identified customer for the project

„An outline of the solution concept

„A defined relationship between the solution concept and the problem statement

„An initial project structure

„A risk assessment

After the core structure of the team has been established, the team must be able

to clearly define and communicate the problem statement—the reason for theproject The team should work to directly relate the solution to the identifiedproblem

Not only is it important to identify who will sponsor the project (the customer),but it is also critical to make sure that the customer agrees with the vision of theproject at this time Establishing the vision/scope for the project is an iterativeprocess during which the team negotiates with the customer to set scope.Ensure that either the customer or the stakeholders in the project have a span ofauthority consistent with the scope of the project The solution concept outlines

an approach that provides the basis for building a specification

„Defines a clear direction for the project team

„Encourages discussion of the project goals, priorities, and constraints

„Sets customer expectations

„Provides a basis for initial assessment of project risk

„Provides the baseline for design and deployment

„Provides a basis for estimating effort for the planning phase

The audience for this document includes the executive sponsor, the businessunit manager, and other key members of the organization The team must verify

as completely as possible that everyone has a clear and consistentunderstanding regarding the content of the document

Why you want to do it and what

you want to do

Where the business is going and

how technology infrastructure contributes to this vision

Who is impacted by the project How the solution will be used and when it will be implemented

With the exception of the user profile, all of the other content should be highlevel For example, the solution concept should include a high-level schedule.You will not be able to develop a detailed schedule until you have satisfiedsome additional prerequisites in the planning phase

Purpose

Responsibility Document length Sources/techniques

Guidelines

To establish what motivates initiation of the project Product management Less than one page Review preexisting documents, conduct interviews, ask questions

Stay at a very high level and use business language

Remember that MSF views the technology infrastructure as the total set ofresources necessary to support the enterprise computing environment Theseresources consist of the technologies and standards, the operational processes,and the people and organizational resources Both the vision and the scopeshould be viewed from this context

The purpose of the problem statement is to establish what motivates initiation

of the project This can be stated as a problem definition and/or a statement ofobjective

Some good sources to review are contractual or commitment documents,including proposals, cost justification, and executive presentations You canalso use interviews with primary customers, users, business, and informationtechnology sponsors as sources of information

Purpose

Responsibility Document length Sources/techniques

Guidelines

To establish long-term vision and provide context for decision- making

Product management One paragraph Review existing material and conduct interviews

Balance all the interests to arrive

at a single vision statement and identify enterprise architecture implications early

The purpose of the vision statement is to establish a long-term vision to addressthe problem statement This provides the context for making decisions andevaluating options throughout the deployment cycle

The vision statement addresses:

„ The business problem

„ How the business will change with the new solution

„ The business context of the solution

„ How the solution will interact with other enterprise infrastructure functions

„ The long-term vision of the project

Often the vision statement has implications beyond deployment ofinfrastructure technology It is important to bring these implications to thesurface through reviews and discussion during the analysis and design process

S M A R T

pecific easurable chievable esults-based ime-oriented

when creating the vision/scope document

Be “SMART” when testing for a good vision/scope document Check to see if itis:

„ Specific The document should be free of ambiguity.

„ Measurable Measurements should be both quantitative and qualitative

whenever possible Some objectives may not be quantitatively measurable,and just because something can be measured doesn’t mean that it should bemeasured Keep this within the scope of the project

„ Achievable Given the resources, time frames, and skills, the objectives

should be attainable

„ Results-based The true test of an effective project is whether it achieved

the intended results The vision/scope document is a gauge for determining

if the desired results were, in fact, achieved

„ Time-oriented The time frames for the delivery or deployment of the

product should be communicated in the vision/scope document

This is not an exhaustive list, nor are these requirements for every vision/scopedocument They may help to focus on creating an effective one The time frameshould be driven by business needs at this point No system- or development-driven time frame should be prescribed this early in the process

“I believe this nation should commititself to achieving the goal, beforethis decade is out, of landing a man

on the Moon and returning himsafely to the Earth No single spaceproject in this period will be moreimpressive to mankind, or moreimportant for the long-rangeexploration of space, and none will

be so difficult or expensive toaccomplish.”

President John F Kennedy Speech to U.S Congress

May 25, 1961

President Kennedy’s speech to the United States Congress in 1961 contained agood example of a vision statement It embodied all the components ofSMART:

„ Specific: The president urged the nation to commit specifically and

unambiguously to landing a man on the moon and returning him safely

„ Measurable: It would be easy to measure whether the nation had achieved

its objective

„ Achievable: The scientific community at the time believed it was possible

to send a mission to the moon and return it safely to Earth, though PresidentKennedy acknowledged the project’s difficulty and expense

„ Results-based: The criteria for success were clear: The project would

succeed if a man landed on the moon and returned safely It would fail if amanned American spacecraft did not land on the moon before the end of thedecade, or if it landed on the moon but did not return its crew safely

„ Time-oriented: By specifying that the United States should implement a

successful moon mission “before this decade is out,” President Kennedy set

a specific time limit and gave the nation’s aerospace engineers a deadline towork toward

The feasibility of President Kennedy’s vision statement was later confirmed,though Kennedy would not live to see it On July 20, 1969, Americans NeilArmstrong and Edwin “Buzz” Aldrin of the Apollo 11 space mission tookhumankind’s first steps on the moon, returning safely to Earth four days later