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Using Scope Models To Manage Solution Scope

Written by Aaron Whittenberger
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August 17, 2016

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Organizations launch change initiatives (projects) for the purpose of delivering a benefit to
the organization.

One thing that may cause those change initiatives not to deliver those expected benefits is scope creep.
Scope creep is the unexpected and uncontrolled expansion of a projects scope. This can occur when the
scope of a project is not properly defined, documented, or controlled. Scope creep generally negatively
impacts the projects budget and/or schedule. Increasing project scope can also increase solution scope.

One way of defining and documenting solution scope is by the use of scope models. I do caution that this
is not the only way of documenting solution scope, and multiple ways of defining and documenting scope
should be used for every change initiative undertaken. Solution scope should be defined and documented
in the way that allows the project stakeholders to understand the scope. Scope Models should create a
shared vision of the solution scope amongst the stakeholders.
I am going to show you six scope models I use. There are definitely more models that can be used as
scope models, but I find these to be the ones I use the most. Which models you use depends on the type
of change initiative you are undertaking and what will describe the solution scope to the stakeholders the
best.
Related Article: Using Feature Trees to Depict Scope
A Functional Decomposition depicts a subject and the breakdown of that subject into smaller buckets.
This breakdown can be in multiple levels; meaning break down the subject into the highest level
components, then break down those components into small components. This can be done to three or
four levels. Functional Decomposition can be done on a feature basis or work basis. Using the feature
basis, you would take a system and break it down to its highest level functions, as shown below. Using the
work basis, you would take a work initiative and break it down to its highest level pieces of work; then
break each of those pieces of work down to smaller chunks of work. This is useful to create a work
breakdown structure and estimating work effort.

The Context Diagram depicts the system that is under discovery, the focus of your change initiative, and
the external entities that interact with that system. These external entities can be systems, databases,
websites, or business units (people). This model also identifies the data flowing between the external
entities and the system under discovery, and depicts the direction of flow for each piece of data. One
limitation of this model is that in only depicts external entities that directly interacts with the system under
discovery.

A Process Flow illustrates high-level processes and the entities involved in those processes. A common
process flow diagram is called a swimlane diagram. The swimlane diagram shows processes in a row, or
lane, entitled by the entity that performs those processes. Several lanes are depicted in a swimlane
diagram so that you can see the interactions and dependencies within the process, as shown below.

A Use Case Diagram is a representation of a users interaction with a system that shows the relationship
between and the different use cases (functions) in which the user is involved. A use case diagram can
identify the different types of users of a system and the different functions those users perform using the
system.

An Ecosystem Map shows the system under discovery and the systems which send data to or receives
data from that system. The major difference between this model and a context diagram is that the
ecosystem map will show systems that do not interact directly with the system under discovery; that is
upstream and downstream systems. As shown below, a website order entry system sends the customer
order to the order fulfillment system, which sends product data to inventory system and purchasing
system. The inventory system sends the inventory transactions to the accounting system. The accounting
system also receives purchasing transactions from the purchasing system. Even though the order
fulfillment system doesnt interact directly with the accounting system they are both exist in the
ecosystem; and therefore, are shown on the ecosystem map. The system(s) under discovery will be
shown with a bolder outline than the other systems in the ecosystem map.

The Feature Tree is a fishbone diagram showing the features within the system. Much like the functional
decomposition, the feature tree breaks higher level features into lower level features. Level 1 (L1) features
are the highest level features and branch off the horizontal line of the diagram. Level 2 (L2) features are
lower level features which branch off the L1 features. There is no reason to go beyond three levels of
features. You can use color coding of the features to show what is in scope, out of scope or features in
future releases. This is an excellent model to show executives, as it is a very easy picture that allows for a
very quick understanding of the features being looked into.

It may be necessary to use multiple scope models to ensure that all stakeholders understand the solution
scope of the change initiative. By using these scope models, as changes to scope are suggested you can
determine if the change being requested is within the model. If it is not, you can caution the stakeholders
that this may cause scope creep that will impact the project scheduled and/or budget.
Read 3078 times
Published in Articles
Tagged under #Techniques #Best Practices

Aaron Whittenberger
Aaron Whittenberger, CBAP is a business analysis consultant in the Cincinnati, Ohio area. He
has over 28 years of business and IT experience, including 16 years of business analysis and
15 years of consulting experience. Aaron is an avid Business Analyst, Business Process
Analyst, Project Manager, Blogger, Mentor, Trainer and Presenter. He is a champion for the
IIBA, business analysis as a profession and the recognition of its practitioners. You may connect with Aaron
on LinkedIn or follow him on Twitter @TheWittyBA

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Comments

+1
# Mary Ann Rodil 2016-08-18 15:39
So glad you addressed this topic, Aaron! In my opinion, every BA should be able to abstract scope
into a model to better understand and manage it.
Reply | Reply with quote | Quote
0
# Aaron Whittenberger 2016-08-20 13:45
... and help all stakeholders understand that scope. Thank you Mary Ann, I am glad you liked the
article.
Reply | Reply with quote | Quote
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