Scope Management

5.1 Plan Scope Management: The process of creating scope management plan that documents how project scope will be defined, validated and controlled
# Requirement: Condition or capability that is required to be present in product, service or result to satisfy a contract or other formally imposed
specification
#Scope: The sum of the product, services and results to be provided as a project.
#Product scope: Features and function that characterize product, service, result.
#Project Scope: The work performed to deliver a product, service, result with specified features and functions.
Output
#Requirement Management Plan – A component of project management plan that describes how requirements should be analyzed documented and
managed. E.g. how to build traceability matrix etc.
# Scope Management Plan – what work will you do to define scope and control it? Scope management plan is one of the subsidiary plans of Project
management plan which is an input to the Control scope process. Scope management plan have the information about specific procedures for defining
the scope, breaking down the work, verifying the deliverables, and managing scope changes.
1. Project Management Plan 1. Expert Judgment 1. Scope Management Plan
PLANNING

2. Project Charter 2. Meetings 2. Requirements Management Plan

3. EEF
4.OPA

It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
5.2 Collect Requirements: The process of defining and documenting stakeholders' needs to meet the project objectives.
# TT1 Interviews: Project Manager or Business Analyst will do the Interviews with Subject matter expert and it is One-to-one meeting
# TT2 Focus Groups: (Brings together prequalified stakeholders and subject matter experts with trained Moderator)
# TT3 Facilitated Workshops: Defining cross-functional requirements and reconciling stakeholder differences Joint Application Development (JAD for SW
Industry) and Quality Function Deployment (QFD for Production Industry).
# TT4 Group Creativity Techniques: 1. Brainstorming 2. Nominal Group Technique: where brainstormed ideas are voted upon and sorted by priority 3.
Delphi Technique (anonymous responses) 4. Idea and Mind Mapping (Ideas created through individual brainstorming are consolidated into a single
map) 5. Affinity Diagram: large numbers of ideas to be sorted into groups
6. Multi Criteria Decision Analysis: Stakeholder quantifies requirements using decision matrix based on factors such as expected risk levels.
# TT5 Group Decision making techniques: • Unanimity: everyone agrees on single course of action • Majority: support from more than 50% of the
members of the group • Plurality: the largest block in a group decides even if a majority is not achieved • Dictatorship: one individual makes the
decision for the group.
# TT8 Prototyping: Obtaining early feedback on requirements by providing a working model
#TT9 Benchmarking: Measuring organization performance against that of other organizations in same industry.
#TT10 Context Diagrams: context level data flow diagram - Context Diagrams is the visual depiction of the product scope showing a business system,
and how people and other systems (actors) interact with it and is used for requirements collection.
#TT11 Document Analysis: elicit requirement by analyzing existing requirements

Output 1. Requirement Documentation - i) Business Requirements ii) Stakeholder Requirements iii) Solution Requirement (Functional, Non-functional,
quality, Technology, and Compliance) iv) Project Requirement (Acceptance criteria) v) Transition Requirement vi) Requirement assumptions,
dependency, assumptions etc.
Output 2. Requirements Traceability Matrix – a grid that links requirements to its origin to the deliverables
1. Scope Management Plan 1. Interviews 1. Requirements Documentation
2. Requirement Management Plan 2. Focus Groups (WHAT needs to be performed and WHY each
3. Stakeholder Management Plan (strategy) 3. Facilitated Workshops requirement is important on the project)
4. Project Charter 4. Group Creativity Techniques
PLANNING

5. Stakeholder Register (people) 5. Group Decision Making Techniques

6. Questionnaires and Surveys 2. Requirements Traceability Matrix
7. Observations ('Job Shadowing' by Observer) (Requirements and its source, WHO OWNS and
8. Prototypes (providing a working model) the Status). Matrix depicts as Requirements
9. Benchmarking (Rows) against Deliverables (Columns).
10.Context Diagrams
11. Document Analysis
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
5.3 Define Scope: The process of developing a detailed description of the Project and Product. Process describes the project; service or result boundaries by
defining which requirements will be included in and excluded from the project scope.
Project Scope statement includes: 1. Product scope description and Project goals 2. Acceptance criteria 3. Deliverables
4. Project exclusions 5. Constraints 6. Assumptions
TT2: Product Analysis includes * Product Breakdown * Systems Analysis * Requirements Analysis * Systems Engineering * Value Engineering / Value
Analysis (performing the same work at lesser cost).PMI advocates Project Objectives that follow the SMART guideline. S - Specific; M - Measurable; A -
Assignable; R - Realistic; T - Timely. # Difference in Charter and PSS pg 124 PMBOK
1. Scope Management Plan 1. Expert Judgement 1. Project Scope Statement (PSS)
PLANNING

2. Project Charter 2. Product Analysis 2. Project Document Updates

3. Requirement Documentation 3. Alternative generation 3. Stakeholder Register,
4.OPA 4. Facilitated Workshop 4. Req.Traceability Matrix
5.4 Create WBS: The process of subdividing project deliverables and project work into smaller, more manageable components. After creation; it becomes a
HUB OF INFORMATION for the project. It is a primary tool for verifying and controlling the project's scope. Every level in WBS is the detailed explanation
of the level above it. WBS is a graphical, hierarchical chart, logically organized from top to bottom.
#Work Package - The planned work contained within the lowest level of WBS component
# Control Account (Management Control Points): Where the integration of scope, schedule, and cost take place and where performance is measured.
# Planning packages (Set of work) are between Control Accounts and Work Packages. WBS component within a control account that is identified and
budgeted in early planning but it is not yet subdivided into work package
# Code of account is used to name the WBS (Unique Identification) – any numbering system used to uniquely identify each component. Hooking WBS
into your company’s accounting system
# WBS isn’t time based # WBS does form the Scope Baseline # WBS is a communication tool # Created by the entire Project Team
#The WBS is focused on deliverables, whereas activity definition is focused on the tasks to create those deliverables.
WBS Dictionary might include 1. Number of the node 2. Name of the node 3. The written requirements for the node 4. To whom it is assigned 5. Time
(Date Assigned and Date Due) 6. Cost and 7. Accounting information.
Advantages: 1. EV Calculation take place 2. It is the building block of Performance Measurement 3. The sum of the control accounts will add up to the
total project value . Control Account may include one or more Work Packages; each Work Package represents only one Control Account.
1. Scope Management Plan 1. Decomposition 1. Scope Baseline
PLANNING

2. Project Scope Statement 2. Expert Judgement 2. Project Document Updates

3. Requirements Documentation
3. EEF
4. OPA

It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
5.5 Validate Scope: The process of formalizing acceptance of the completed project deliverables. Formal process to verify and obtain stakeholder
acceptance of the completed project scope and deliverables. Usually performed after Quality Control.
# Validate Scope happens at the end of each phase and the project and upon delivery of Product/Service/Result.
# Validate Scope is concerned with completeness and acceptance, and Quality Control is concerned with correctness.
# Quality Control generally performed before Validate Scope
# If the project is cancelled / terminated before completion, Validate Scope is performed to show where the Project was in relation to the Scope when it
ended. # Validate Scope is all about comparing the Deliverables with the documented Scope to ensure that everything was completed.
# Validate Scope is typically performed by the PM, the Sponsor, the Customer, and the Functional Managers, and the result is a formal, written
acceptance by the appropriate stakeholders. # If we don't receive a final sign off from our customer; we have to escalate the issue to our Management.
#TT1 - (It involves a point-by-point review of the Scope and the associated Deliverable). Examine the deliverables, Measure it, Inspect it, and Weigh it.
Points to remember
#It can be done at the end of each project phase in project life cycle and as a part of Monitoring and controlling process to get formal acceptance any
deliverables that require approval in the middle of the phase or project.
#Validate Scope Vs. Close Project – validate scope results in the formal acceptance of interim deliverables, close project is to get sign off from the
customer for the project or phase as a whole
#Validate Scope (customer checks and accepts the deliverables) Vs. Control Quality (the quality control department checks to see if the requirements
specified for the deliverables are met and makes sure work is correct)

Direct and Control Verified Validate Accepted Close Project

Manage project Deliverables Final product and
work Quality Deliverables Scope deliverables and Phase Services

1. Project Management Plan 1. Inspection 1. Change Requests

2. Requirements Documentation 2. Group-decision making Techniques 2. Work Performance Information
M&C

3. Requirements Traceability Matrix 3. Project Document Updates

4. Verified Deliverables
5. Work Performance Data

It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
5.6 Control Scope: The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Scope Creep will be
eliminated. Proactive process. PM to measure work completed (Work Performance Data) against scope baseline to analyze any variance (Scope
Management plan and Requirement Management plan will tell how such analysis to be done). If necessary you would submit CR to Perform Integrated
Change Control
1. Project Management Plan (Scope Baseline) 1. Variance analysis 1. Change Requests
2. Work Performance Data VA can be used to measure differences between 2. Project Management Plan Updates
M&C

3. Requirements Documentation what was defined in the Scope Baseline & what 3. Project Document Updates
4. Requirements Traceability Matrix was created. It is useful in this process as a way 4. Organizational Process Assets Updates
5. Organizational Process Assets to investigate and understand the root causes
behind these differences.

It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.