Project baselines often make explicit provision for financial contingeny and schedule contingency but few people seem to know ho wto define & manage scope contingency.
First we should note that contingency is for Known UnKnows (risks) and risk can be positive and negative so contingencies should include capitalsising on the good as well as compensating for the bad.
MoSCoW is a handy reminder for how to prioritise requirements that has become famous since being included in the DSDM-Atern manual.
The way I use moscow (which Im sure I knew before dsdmAtern) is
M “Must” – is in the baseline come hell or high water – the deal makers & breakers
S “Should” – covers requirements and quality specification that is in the baseline by default. They are candidates to get the bullet when things get tough and flexibility is required
C “Could” – is for requirements or quality targets that are initially defined as outside the baseline but will get added when capability and capacity is available – Often opportunity arises because one team is waiting for another to complete their work so two teams may be simeltaneously dropping Ss and adding Cs. Beware of the down-stream affect of expanding scope in one phase. Eg more build == more test effort and more deploy effort.
and finally – for the avoidance of doubt and the explicit boundary
W “Won’t” – the stuff that is out of scope whatever happens
Logical Model provides B2B training in project based change & B2C in PRINCE2 & PMP exams. Our B2-B training and mentoring in #pm_ngt explains the flexible approach and structured steps plus matched tools and techniques that are relevant2reality™ across the end2end™ investment time-line and top2bottom™ span of decision making within all corporate change.
#pm_ngt has a pragmatic, non-exam focus on value to the business’ shareholders
#pm_ngt‘s key differentiators are:
1) Projects must work to and from the investor’s time-line – that means right to left planning of strategy, left to right planning of tactics and integration of the two and it means ‘deliver the value’ not ‘follow the process’.
2) Management must delegate and escalate with understanding of what both are – that means cascade goal + constraint + authority + a helping hand + resources, it means receiving and acting on escalations – Read more here
3) Use well know standards pragmatically – It means set-aside exam stupidities and use the tools and techniques of D4(r) to define the future_state_Business_As_Usual (fsBAU), use PRINCE2(r) to create a control structure for decision making and use PMBoK Guide(r) tools & techniques to build baselines, monitor performance and respond to achievements, problems, issues and risks
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