Using the information in the LSI PMIS project, select one requirement and: 1. Complete Dionisio's Scope Statement Form for that requirement. Attach your Scope Statement to your initial post. 2. Explain how your project team would monitor this scope item. 3. Explain how the stakeholder(s) would measure and validate deliverables associated with that requirement.

Background: You are working for LeoSoft, Inc. (LSI), a multi-national software development company headquartered in Australia. The company's usual policy is to let local portfolio managers organize and run their operations independently. Recently, the company secured a large contract with The Republic of the Philippines. The contract required significant modification of the company's project management information system (PMIS). One key element is three Philippine managers (government employees) would have on-demand access to financial and schedule data for any of their projects. Lea Fritz has been the project manager for the upgrade of the PMIS in your local office. She is a seasoned project manager and she also has several certifications for computer hardware and software. The local PMIS project was authorized about a week ago. We expect this project to be completed within five to six months. Today, Corporate in Australia notified Lea that she is needed for several months in Australia to manage the improvements needed there for other requirements for the Philippine contract. That leaves a project management void locally. The leadership team (Local COOQ, Local CFO, and portfolio managers) has determined that you are the best qualified person to assume the role of project manager for the local PMIS upgrade. After all, you have an MBA with a concentration in project management with a PMP certification. You meet with Gary Gold, your local COO, Rose Rosada the project's portfolio manager, and Larry Tan, Local CFO. Even though you don't have the computer savvy that Lea has, your successful track record as a project manager is why you were selected. As the meeting wrapped up, Gary Gold said \"Get used to getting the high-priority-tough projects. We assign those to our best project managers and train them for promotion to manage their own portfolios. You will be temporarily transferred to Rose Rosada's portfolio because the project is under her. Here's a list of your project team members.\" Project status: Right after your meeting, you meet with the lead people on the project team (Dr. Jackson, Nancy Blue, and Mike Green) to determine the current project status. You've asked them to bring copies of existing project documentation for your review. You begin your project status meeting by welcoming the team and explaining why Lea was reassigned to Australia. About that time, Gary Green, local COO, enters the room. He gives a little speech. \"We all know this project was tailored around Lea's knowledge. She is needed for a higher priority project, and you know that this is the highest priority project locally. We won't get Lea back for a while, but this project must move forward. | and the leadership team looked at the best person to make this a successful project. We picked Lea's replacement based on these excellent qualifications: a successful track record as a project manager, who is a certified PMP and has an MBA with a concentration in project management. We're confident that strong project management skills can go a long way to make up for the loss of Lea's technical expertise. If any of you need something for this project, ask me directly and I'll see what | can do. Thanks, I'll let you get back to your meeting.\" From the meeting, you drew a few conclusions. The technical side of the project performance seems fine for now. You consider that the management of the project is too loose; they don't even have a published schedule or a risk management plan. You look over the information that your team gave you. In addition to schedule and risk management, you put priority on baselines, scope, schedule, and budget. To get there, you want to formalize the information given to you. Your top priorities are Requirements Traceability Matrix, WBS visual diagram, activity network logic diagram to identify the critical path, Gantt Chart Schedule, Activity Budgets rolled up to the project budget, and Risk Register including the selected response strategy. You send this list to Rose and she agrees that these are excellent tools to start with to properly manage this project. Lea is currently in route to Australia. You have a tentative teleconference set with her and the three key people at 5:30 pm tomorrow. For Lea, it will be at 7:30 am the next day in Australia due to the International Date Line. The abbreviated charter was prepared by the organization's senior executives (Leadership Team) and Lea Fritz. This abbreviated project charter only contained the following scope statement: PROJECT SCOPE The project scope centers around the primary objective of the project which is to replace the Project Management Information System (PMIS) for our company, a major information management organization. The project scope includes the archiving and data transfer of the current system, hardware and software needed for the new system, loading applications, testing of the new system, software documentation, and User's Manual including training of 20 initial users of the new PMIS. The PMIS system also meets the needs of the following departments: IT, Finance, Operations, PMO, and Sales/Marketing. The project team will have weekly meetings and prepare monthly status reports. In addition to the scope of the new PMIS system, the project charter identified the need to interview stakeholders to determine other requirements for the PMIS. The project team will prepare a Stakeholder Analysis, Reguirements Traceability Matrix, project schedule, budget, WBS, any Make-or-Buy analyses, and risk management database. Since the Project Charter does not contain several elements, the final approval of the project is contingent on leadership approving these project managemen work packages. Last, the project plan, contracts, and all supporting documents will adhere to company procedures. Next is a draft list of milestones: Project Plan approved, Software and Database Architecture approved, Hardware Purchased, Software Documentation and User Manual, Data Transfer, Testing Requirements satisfied, User training, begin using PMIS, and Closeout. The metrics for the deliverables will be demonstrating that the hardware and software function as required. Validation is performed by the requesting department to verify the deliverable meets project objectives. The PMO will validate the work packages based on the requirements listed in the Charter. There are still four people to be assigned, but that should be fine because they will be supervised by the lead and senior people in that activity. The last page of the packet had the following Project High level Deliverables: \"Monthly Progress Reports, Meeting Minutes, Project Plan, Business Software Data Transfer, Software Architecture, Database Architecture, Hardware Purchase, Training, User Manual, Software Documentation, Legacy Archive, Load PMIS with legacy data, and New PMIS.\" You see a note that the subject matter experts (SMEs) must further decompose the high-level work products but initially leadership only wants to see the high-level WBS. End