Project Management

<5.1 Plan Scope Management>

Project Management
Michael A. Smith
Georgia Tech Scheller College of Business

Plan Scope Management where it fits

Inputs
Outputs

Responses

http://www.professionaltreasure.com/wp-content/uploads/2013/04/Project-Management-Process_FifthEdition1.png

Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Project Management

Inputs, Processes, and Outputs

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Plan Scope Management inputs, tools &

techniques, and outputs
Inputs

Process

Outputs

Project Mgmt Plan

Project Charter
Enterprise Env. Factors
Org. Process Assets

Plan Scope
Management

Scope Mgmt Plan

Reqts Mgmt Plan

Tools & Techniques

Expert Judgment
Meetings

Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Project Management

Plan Scope Management Inputs

Approved subsidiary plans of the Project
Management Plan are used to create the scope
management plan and influence the approach
taken for planning scope and managing project
scope.
Project Charter provides context to plan scope
management processes. It provides a high-level
project description and the project
characteristics from the SOW.
Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Plan Scope Management Inputs

Enterprise Environmental Factors that can influence Plan
Scope Management include but arent limited to the
organizations:

Culture
Infrastructure
Personnel administration
Marketplace conditions

Organizational Process Assets that can influence Plan

Scope Management include but arent limited to the
organizations:
Policies and Procedures
Historical information and lessons-learned database
Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Project Management

Plan Scope Management Tools and Techniques

Expert Judgment may be provided by any group
or person with specialized education, knowledge,
skill, experience, or training in developing scope
management plans.
During meetings, the project manager, sponsor,
selected team members, selected stakeholders,
anyone with responsibility for any of the scope
management processes, and others might
develop the scope management plan.
Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Plan Scope Management Outputs

Scope Management Plan, a component of the Project
Management Plan, covers how scope will be defined,
developed, monitored, controlled, and verified. The document
describes:
How a detailed project scope statement will be prepared
How the WBS will be created from the detailed project scope
statement
How the WBS will be maintained and approved
How formal acceptance of the completed project deliverables will
be gotten
How requests for scope changes will be processed

The plan can be formal/informal, broad or detailed, depending

on the needs of the project.
Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Project Management

Plan Scope Management Outputs

Requirements Management Plan, a component of the Project
Management Plan, covers how requirements will be analyzed,
documented, and managed. The document describes:

How requirement activities will be planned, tracked, and reported

How requirements will be prioritized
What product metrics will be used and why
The traceability structure reflecting which requirement attributes will be
captured in a traceability matrix
Configuration management activities such as: how changes to the product
will be initiated, impacts analyzed, how changes will be traced, tracked,
and reported, and the authorization levels required.

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Project Management

10

Important Tips

Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

Product Scope vs. Project Scope

Product Scope is the set of requirements that
relate to the deliverables that are the objective
of the projectthe software, the building, the
new product design, the migration, the new
course development, etc.
Unless stated otherwise, assume that defining
product scope is part of a larger project, but it might
be its own project if the project is big enough.

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

11

Product Scope vs. Project Scope

Project Scope is the work the project will do to
deliver the product. It includes the work of
creating the product but also the planning,
coordination, and management activities that
ensure the product scope is delivered.

Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

12

Project Management

Plan Scope Management Important Tips

You must plan, in advance, how you will
determine, manage, and control scope.
Scope must be clearly defined and formally
approved before work starts.
Requirements are gathered from all stakeholders,
not just the person who assigned the project.
Requirements gathering can take a lot of time,
involving hundreds of people in a large project.
Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

13

Plan Scope Management Important Tips

Requirements must be ranked/prioritized against
the business case and out-of-scope requirements
identified.
A WBS must be created for all projects.
During execution, the PM must ensure that the
work in the plan is being doneand only the
work in the plan.
Gold-plating (ad hoc adding of unrequested
features) is not allowed.
Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

14

Project Management

Plan Scope Management Important Tips

Each request for scope change must be analyzed
for its effect on time, cost, risk , quality,
resources, and customer satisfaction.
No changes to scope are allowed but through an
approved change request.
Scope changes should not be approved if they
dont fit within the bounds of the Project Charter.
The PM will frequently assess proposed changes
to determine whats in/out of the project scope.
Michael A. Smith
Georgia Tech Scheller College of Business

Project Management

15

<End>
Project Management
Michael A. Smith
Georgia Tech Scheller College of Business

Michael A. Smith
Georgia Tech Scheller College of Business