实战Web项目管理：从小型到中型项目的全程指南

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Chapter 2 | The Project Definition and Scope of Work

Background

Add a few sentences about the high-level business need for the project, as

well as how it originated and other background information. While this in-

formation may be obvious to you and the project sponsor, you should be

aware that a scope of work is often distributed well beyond the immediate

project audience; for example, we know of a scope of work for a small web

application development project that ultimately reached the CEO of a For-

tune 500 company. This background clarifies the usefulness of the project to

someone who is not familiar with the project.

Scope of Work

This is the essence of the project. Identify the different components or

phases of the project separately. For example:

 Discovery and planning

 System architecture design

 Visual design

When we first started writing scopes, we would include one or more para-

graphs about each project component. After observing how people tend to

read scopes of work, however, we changed the way we prepare them. Typi-

cally, we try to include a brief set of bullet points that clearly define the

work that will be performed and the products that will result from each

step.

For example:

Discovery and planning

 Conduct a series of three kickoff meetings to identify requirements.

 Prepare a requirements document.

 Create the application home page wireframe.

 Create five wireframes of key functional pages.

 Update the project budget, if necessary.

In most cases, the project starts with an initial discovery and planning

process (read more about this in Chapter 4). Clearly defining the steps you

will use in each phase of the project and the specific deliverables helps set

the client’s expectations and limits what you will need to provide at each

stage of the project.

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Chapter 2 | The Project Definition and Scope of Work

Tip Our rule of thumb is that if the project is around $7K, you usually present the time required

for each task in hours. If the project is over $7K, you present the time required for each task in

days. Trying to estimate the number of hours required for a project over $7K implies a level of pre-

cision in estimating that seldom exists in reality.

In many cases, your budget will be higher than what your sponsor expects.

(Development is hard work!) If so, it helps to separate the optional tasks

from the required tasks. You can do this easily by creating two budget sec-

tions: core project budget and optional project budget. This way, the

project sponsor or client can immediately identify which aspects of the

project can be moved into a later phase without disrupting the entire

project.

This also helps to avoid having to answer questions like, “Can we move the

discovery and planning task to phase 2?” Obviously the discovery phase

must come before—not after—the start of the project because by defini-

tion, it’s discovery.

Approval

Even in informal or internal scopes of work, include an approval section

with signature blocks for the project manager or representative of the com-

pany, as well as the project sponsor or client. There is a psychological dif-

ference between verbally agreeing to proceed on a project and actually hav-

ing to put your signature and name on a scope of work.

The scope of work should never be a replacement for a formal contract for

services between an organization and a consultant. A contract protects both

the consultant and the organization paying for the project in the unfortunate

case where the project does not work out as intended and needs to be

terminated, or in cases where the sponsoring organization needs to termi-

nate the project due to budget or other considerations.

Don’t Go Chasing Methodologies

Before going any further, we want to mention that this book is not

about a specific methodology. If a project is poorly managed, it is at

risk of failure regardless of whether Agile or Waterfall methodologies

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Pro Web Project Management

are used. We don’t have a methodology to sell you. We have a

project to complete on schedule, on budget, and according to

your expectations. If anything, we advocate a pragmatic approach

to the use of methodologies.

If you work in a larger organization that has a well-defined project manage-

ment process, you may have little choice about which methodology your

organization will use. However, for many project managers in web applica-

tion projects, little thought is given to which, if any, methodology will be

used. There are loads of software development methodologies floating

around these days. Two of them seem to be exceptionally popular at

present.

In the Agile software development methodology, teams work in short

spurts building just a few features at a time, test and refine often, and gather

feedback from the client frequently. Proponents of the Agile method argue

that this helps to ensure client satisfaction as they are involved with the

project from the start, and development can’t drift away from what the

client wanted.

The polar opposite of Agile development is the Waterfall approach, wherein

you move from one defined step of the project to the next in a deliberate

and orderly way.

Because the Agile approach includes so much more feedback from the client

than the Waterfall approach, Agile development is often considered client-

driven.

Several popular businesses are outspoken about this approach, and so the

Agile methodology is often perceived as hot and young, while the Waterfall

methodology is seen as stuffy and old. Think Facebook (hot, young, and ex-

citing) vs. IBM (staid, fatherly, and predictable).

Hype and popularity are not valuable measures of the merits of a technology.

Tip Just as you would not select a technology for a project based on its popularity, you should

not use a development method just because it is popular. Use a development methodology be-

cause it fits the requirements for the project.

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