Project Scope Management

1
 Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
4.5. Monitor & Control
4.3.Direct & Manage Project 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Work Project or
Management charter plan 4.6. Perform Integrated
4.4.Manage Project Knowledge Phase
Change Control
5.1. Plan Scope Management
5.Project Scope 5.2. Collect Requirements 5.5. Validate Scope
Management 5.3. Define Scope 5.6. Control Scope
5.4. Create WBS

6.1. Plan Schedule Management.

6.2. Define Activities
6. Project schedule
6.3. Sequence Activities 6.6. Control Schedule
Management
6.4. Estimate Activity Durations
6.5. Develop Schedule

7.1. Plan Cost management

7.Project Cost
7.2. Estimate Costs 7.4. Control Costs
Management
7.3. Determine Budget
8. Project Quality
8.1. Plan Quality management 8.2. Manage Quality 8.3. Control Quality
Management
9.3. Acquire Resources
9. Project Resource 9.1. Plan Resource Management
9.4. Develop team 9.6. Control Resources
Management 9.2. Estimate Activity Resources
9.5. Manage team
10. Project
10.1. Plan Communications 10.3. Monitor
Communication 10.2. Manage Communications
Management Communications
Management
11.1. Plan Risk Management
11.2. Identify Risks
11.3. Perform Qualitative Risk
11. Project Risk 11.6. Implement Risk
Analysis 11.7. Monitor Risks
Management Responses
11.4. Perform Quantitative Risk
Analysis
11.5. Plan Risk Responses
12. Project Procurement
12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder 13.1. Identify 13.3. Manage Stakeholder 13.4. Monitor Stakeholder
13.2. Plan Stakeholder Engagement
Management Stakeholders Engagement Engagement

2 24 10 12 1
2
 PART ONE

INTRODDUCTION
&
RELEVANT
CONCEPTS
&
TERMS

3
 Project Scope Management
CULTIVATE YOUR FIELD .. ONLY!
ØThe processes required
to ensure that the project
includes all the work
required, and only the
work required, to
complete the project
successfully.
ØManaging the project
scope is primarily
concerned with defining
and controlling what is
and is not included in the
project
ØSaying NO to additional
work not included in the
project or not part of the
project charter.
ØPreventing extra work.
4 129
PMBOK® Guide, Page
 Gold Plating
Gold plating is
performing extra work
that wasn't originally
agreed to.

You should give the

customer what they
asked for, no more and
no less. Giving any

X
extras is a waste of time

ü and adds no benefit to

the project!
5
 Product
Scope
(features &
aspects )
Project Scope
(Work and
activities)

Product Scope: the features and functions that characterize a product,

service, or result.
Project scope: The work performed to deliver a product, service, or result
with the specified features and functions.
• The term project scope: is sometimes viewed as including product scope.

6
 Expert Judgment
• SME’s (subject matter experts)

• PMO

• Other units within the organization.

• Consultants

• Stakeholders, including customer

and sponsors.

• Professional and technical

associations.

• Industry groups.

• Groups with knowledge of or

experience with similar projects

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 Facilitation

ØAKA “Requirements workshops”.

ØBring key cross functional

stakeholders TOGETHER to define
product requirements.

ØBridge the gap between

stakeholders.

ØBetter than individual sessions

•JAD (Joint Application

Development/Design) focus on
bringing users and the development
team together to improve the
software development process

•QFD (Quality Function Deployment)

collecting customer needs that
helps determine critical
characteristics for new product
development.
•VOC (Voice of Customer)
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 Group Creativity
Techniques

Deciding on project and

product requirements using
some group activities such
as:
• Brainstorming
• Nominal group
techniques (voting)
• Delphi
• Mind Mapping
• Affinity Diagram

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 Decision Making Techniques
It can be used in the Collect Requirements process
include but are not limited to:
Ø Voting
ü Unanimity. Everyone agrees on a single
course of action.
ü Majority. Support from more than 50% of the
members of the group.
ü Plurality. The largest block in a group decides
even if a majority is not achieved
Ø Autocratic decision making. One individual takes
responsibility for making the decision for the group.
Ø Multi-criteria decision analysis. A technique that uses
a decision matrix to provide a systematic analytical
approach for establishing criteria, such as risk levels,
uncertainty, and valuation, to evaluate and rank many
ideas

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 Context Diagram

Context diagrams visually depict the product scope by showing a business

system (process, equipment, computer system, etc.), and how people and other
systems (actors) interact with it 11
 Prototypes

Building a “working
model” of the expected
product before actually
building it.
Better for stakeholders to
try instead of abstract
presentations.
Iterative cycles of:
§ mock-up creation
§ User experimentation
§ Feedback generation
§ Prototype revision

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 Project Scope Statement
§ Project boundaries and
exclusions
§ Product scope description
(characteristics of product/result)
§ Product acceptance criteria
§ Project deliverables
§ Project constraints
§ Imposed milestones and/or
budget
§ Project assumptions
§ Initial project organization
§ Initial defined risks
§ Order of magnitude cost estimate
§ Approval requirements 13
 Project Scope Statement (cont.)

• Project’s deliverables and the

work required to create those
deliverables.
• Provides a common
understanding among all
stakeholders,
• Describes the project’s major
objectives, enables the team to
perform more detailed planning
• Guides the team’s work during
execution, and provides the
baseline for evaluating whether
client requests for changes or
additional work fall within or
outside the project’s boundaries.
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 WBS (Work Breakdown Structure)

• A work breakdown structure

(WBS) is an outcome-oriented
analysis of the work involved in a
project that defines the total scope
of the project

• It is a foundation document in
project management because it
provides the basis for planning
and managing project schedules,
costs, and changes

• You need a WBS to create a Gantt

chart, do critical path analysis, and
to use earned value analysis

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 Deliverable oriented grouping of project
WBS Definition elements that organizes and defines the
total scope of the project

Software Data/Control Systems Hardware

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Sample of WBS in IT Projects (Intranet WBS in Tabular Form)
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support

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 Typical WBS
Information
System
1.

Project Systems Hardware Software Facilities Training

Management Engineering Acquisition Development Modifications Development
1.1 1.2 1.3 1.4 1.5 1.6

Project Product CPU Operating Facility Training

Planning Design Acquisition System Plans Plans
1.1.1 1.2.1 1.3.1 1.4.1 1.5.1 1.6.1

Project Systems Auxiliary Database Facility Training

Control Integration Equipment 1.4.2 Modification Courses
1.1.2 1.2.2 1.3.2 1.5.2 1.6.2

Project Test & Printer Application Facility

Data Evaluation Acquisition Development Installation
1.1.3 1.2.3 1.3.3 1.4.3 1.5.3

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Work Breakdown Structure & Dictionary

For each WBS element, the WBS dictionary includes a statement of work, a list
of associated activities, and a list of milestones. Other information can include
the responsible organization, start and end dates, resources required, an
estimate of cost, charge number, contract information, quality requirements, and
technical references to facilitate performance of work. Each WBS element
should be cross-referenced, as appropriate, to other WBS elements in the WBS
dictionary.
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 Scope Baseline

Approved
WBS
Scope
statement
Approved +
Scope WBS Dictionary
Statement WBS
+
WBS dictionary
Scope
Baseline

20
PART TWO

Project
Scope
Management
Processes

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 Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
4.5. Monitor & Control
4.3.Direct & Manage Project 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Work Project or
Management charter plan 4.6. Perform Integrated
4.4.Manage Project Knowledge Phase
Change Control
5.1. Plan Scope Management
5.Project Scope 5.2. Collect Requirements 5.5. Validate Scope
Management 5.3. Define Scope 5.6. Control Scope
5.4. Create WBS

6.1. Plan Schedule Management.

6.2. Define Activities
6. Project schedule
6.3. Sequence Activities 6.6. Control Schedule
Management
6.4. Estimate Activity Durations
6.5. Develop Schedule

7.1. Plan Cost management

7.Project Cost
7.2. Estimate Costs 7.4. Control Costs
Management
7.3. Determine Budget
8. Project Quality
8.1. Plan Quality management 8.2. Manage Quality 8.3. Control Quality
Management
9.3. Acquire Resources
9. Project Resource 9.1. Plan Resource Management
9.4. Develop team 9.6. Control Resources
Management 9.2. Estimate Activity Resources
9.5. Manage team
10. Project
10.1. Plan Communications 10.3. Monitor
Communication 10.2. Manage Communications
Management Communications
Management
11.1. Plan Risk Management
11.2. Identify Risks
11.3. Perform Qualitative Risk
11. Project Risk 11.6. Implement Risk
Analysis 11.7. Monitor Risks
Management Responses
11.4. Perform Quantitative Risk
Analysis
11.5. Plan Risk Responses
12. Project Procurement
12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder 13.1. Identify 13.3. Manage Stakeholder 13.4. Monitor Stakeholder
13.2. Plan Stakeholder Engagement
Management Stakeholders Engagement Engagement

2 24 10 12 1
22
 Scope
Management
Processes

• Plan Scope Management Includes the processes

1 required to ensure that
• Collect Requirements the project includes
2
ALL the work
• Define Scope
3 required, and ONLY
• Create WBS the work required, to
4 complete the project
• Validate Scope successfully.
5
• Control Scope

Create
Plan Collect Define WBS Validate Control
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 5.1 Plan Scope Management

The process of creating a scope management plan that documents

how the project & product scope will be defined, validated, and
controlled.
Create
Plan Collect Define WBS Validate Control
24
 5.1 Plan Scope Management

INPUTS
INPUTS T&T OUTPUTS

1.Project charter 1.Expert judgement 1. Scope management

2. Project manage. Plan 2.Data analysis
T&T plan
• Alternative analysis
OUTPUTS
• Quality manage. Plan 2. Requirements
• Project life cycle 3. Meetings management plan
description
• Development approach
3. Enterprise
environmental factors
4. Organizational process
assets

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 Meetings
• Meetings to develop the scope
management plan

• Attendees may include the

project manager, the project
sponsor, selected project team
members, selected
stakeholders, anyone with
responsibility for any of the
scope management processes,
and others as needed

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 Scope Management Plan

Process that
Process that enables establishes how the
the creation of the scope baseline will be
WBS approved and
maintained;

Process that specifies

Process for preparing Scope how formal acceptance
a project scope of the completed
statement M. Plan project deliverables will
be obtained.

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Requirements Management Plan
Requirements
prioritization
process

Configuration Metrics that will

management be used and the
activities rationale for
using them;

Traceability
How structure that
requirements Requiremen reflects the
activities will be ts M. Plan requirement
planned, tracked, attributes
and reported

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 5.2 Collect Requirements

The process of determining, documenting, and managing stakeholder

needs & requirements to meet project objectives.

Create
Plan Collect Define WBS Validate Control
29
 5.2 Collect Requirements

INPUTS
INPUTS T&T OUTPUTS

1. Project charter 1. Expert Judgment

2. Project manage. Plan 2. Data Gathering
• Brainstorming
1. Requirements
• Scope manage. Plan documentation
• Requirements manage.
T&T
• Interviews OUTPUTS
• Focus Groups 2. Requirements
Plan • Questionnaires & surveys
• benchmarking
traceability matrix
• Stakeholder engagement
plan 3.Data analysis
• Document analysis
3. Project documents
4.Decision making
• Assumption log
• Voting
• Lessons learned register • Multi-criteria decision analysis
• Stakeholder register 5. Data representation
4. Business documents • Affinity diagrams
• Business case • Mind mapping
5. Agreements 6. Interpersonal & Team Skills
• Nominal group
6. EEF • Observation/ conversation
7. OPA • Facilitation
7. Context diagram
8. Prototypes
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 5.3 Define Scope

The process of developing a details description of the project &

product

Create
Plan Collect Define WBS Validate Control
31
 5.3 Define Scope

INPUTS
INPUTS T&T OUTPUTS

1. Project charter 1.Expert judgment 1. Project scope statement

2. Project manage. Plan 2.Data analysis
T&T
• Alternatives analysis
• Scope manage. plan
3. Project documents 3.Decision making
• Assumption logs • Multi-criteria decision
• Requirements Doc. analysis
• Risk registers 4. Interpersonal &
4. EEF team skills
5. OPA • Facilitation
5. Product analysis
2. Project documents
OUTPUTS
updates
• Assumption log
• Requirements doc.
• Requirements traceability
matrix
• Stakeholder register

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 Elements of the Project Charter and
Project Scope Statement
Project Charter Project Scope Statement
Project purpose Project scope description
Measurable project objectives and related success (progressively elaborated)
criteria Project deliverables
High-level requirements Acceptance criteria
High-level project description, boundaries, and key Project exclusions
deliverables
Overall project risk
Summary milestone schedule
Preapproved financial resources
Key stakeholder list
Project approval requirements
Project exit criteria
Assigned project manager, responsibility, and authority
level
Name and authority of the sponsor or other person(s) 33
authorizing the project charter
 5.4 Create WBS

The process of subdividing project deliverables and project work into

smaller, more manageable components .

Create
Plan Collect Define WBS Validate Control
34
 5.4 Create WBS

INPUTS
INPUTS T&T OUTPUTS

1. Project manage. Plan 1. Expert judgment 1. Scope baseline

• Scope manage. plan 2. Decomposition
T&T 2. Project documents
OUTPUTS
2. Project documents updates
• Project scope statement • Assumption log
• Requirements • Requirements
Documentation Documentation
3. EEF
4. OPA

35
 Scope Baseline

Approved
Scope
statement WBS
+
Approved
WBS Scope
WBS
Dictionary
+ Statement

WBS dictionary
Scope
Baseline

36
 5.5 Validate Scope

The process of formalizing acceptance of the completed project

deliverables .

Create
Plan Collect Define WBS Validate Control
37
 5.5 Validate Scope

INPUTS
INPUTS T&T OUTPUTS

1. Project manage. Plan 1.Inspection 1.Accepted deliverables

• Scope manage. Plan 2.Decision
T& making
T 2.Work performance
• Voting
OUTPUTS
• Requirements information
managements plan. 3.Change requests
• Scope baseline 4.Project document updates
2. Project documents • Lessons learned register
• Lessons learned register • Requirements documentation
• Quality reports • Requirements traceability
• Requirements doc. matrix
• Requirements traceability
matrix
3. Verified deliverable
4. Work performance data

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Inspection

Includes activities such as

measuring, examining, and
verifying to determine whether
work and deliverables meet
requirements and product
acceptance criteria.

Also referred to as reviews, product

reviews, audits, and walk-through.

39
 5.6 Control Scope

The process of monitoring the status of the project & product scope
and managing changes to the scope baseline.

Create
Plan Collect Define WBS Validate Control
40
 5.6 Control Scope
INPUTS
INPUTS
1. Project manage. Plan
• Scope manage. Plan
• Requirements manage. plan.
• Change manage. plan
• Scope baseline
• Performance measurement
baseline
2. Project documents
• Lessons learned register
• Requirements doc.
• Requirements traceability
matrix
3. Work performance data
4. OPA
T&T OUTPUTS
1. Work performance info.
1.Data analysis 2. Change requests
• Variance analysis
T&T
• Trend analysis OUTPUTS
3. Project manage. Plan
updates
• Scope manage. Plan
• Scope baseline
• Schedule baseline
• Cost baseline
• Performance measurement
baseline
4. Project documents
updates
• Lessons learned register
• Requirements doc.
• Requirements traceability
matrix
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 Variance Analysis

–Determining the cause of variance relative to the scope baseline and deciding whether
corrective action is required.

42
Work Performance Information
• Work performance information produced
includes correlated and contextualized
information on how the project
• scope is performing compared to the
scope baseline.
• It can include the categories of the
changes received, the identified scope
variances and their causes, how they
impact schedule or cost, and the forecast
of the future scope performance.
• This information provides a foundation for
making scope decisions

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Project Management Plan Vs Project Documents
Project Management Plan
1. Scope management plan
2. Requirements management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Resource management plan
7. Communication management plan
8. Risk management plan
9. Procurement management plan
10. Stakeholder engagement plan
11. Change management plan
12. Configuration management plan
13. Scope baseline
14. Schedule baseline
15. Cost baseline
16. Performance measurement baseline
17. Project life cycle description
18.Development approach
Project Documents
1. Activity attributes
2. Activity list
3. Assumption log
4. Basis of estimates
5. Change log
6. Cost estimates
7. Cost forecasts
8. Duration estimates
9. Issue log
10. Lessons learned register
11. Milestone list
12. Physical resource assignments
13. Project Calendars
14. Project communications
15. Project schedule
16. Project schedule network diagram
17. Project scope statement
18. Project team assignments
19. Quality control measurements
20. Quality Metrics
21. Quality report
22. Requirements documentation
23. Requirements traceability matrix
24. Resource breakdown structure
25. Resource calendars
26. Resource requirements
27. Risk register
28. Risk report
29. Schedule data
30. Schedule forecasts
31. Stakeholder register
32.Team Charter
33.Test and evaluation documents
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Q1. What is the key befits of Plan Scope Management process

A. Is that it provides the basis for defining and managing

the project scope including product scope.
B. Is that it describes the project, service, or result
boundaries by defining which of the requirements
collected will be included in and excluded from the
project scope.
C. Is that it provides guidance and direction on how scope
will be managed throughout the project.
D. Is that it provides a structured vision of what has to be
delivered.

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Q2. All of following are true about the project scope
statement EXCEPT:
A. It describes, in detail, the project's deliverables and the
work required to create those deliverables.
B. It provides a common understanding of the project scope
among all project stakeholders .
C. It is an output of Validated scope.
D. It describes the project’s major objectives.

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 Q 3. Which of the following statements is true about
the WBS?
A. The WBS is a deliverable-oriented hierarchical decomposition
of the work to be executed by the project team, to accomplish
the project objectives and create the required deliverables.
B. The WBS is an unstructured list of activities in chart form .
C. The WBS is the same as the organizational breakdown
structure.
D. The WBS refers to the bill of materials.

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Q4. What is the key befits of Define Scope process
A. Is that it provides the basis for defining and managing
the project scope including product scope.
B. Is that it describes the project, service, or result
boundaries by defining which of the requirements
collected will be included in and excluded from the
project scope.
C. Is that it provides guidance and direction on how scope
will be managed throughout the project.
D. Is that it provides a structured vision of what has to be
delivered.

48
Q5. What is the WBS typically used for?

A. To organize and define the total scope of the project.

B. To identify the logical person to be project sponsor .
C. To define the level of reporting the seller provides the
buyer.
D. As a record of when work elements are assigned to
individuals.

49
Q6. A work breakdown structure numbering system
allows the project staff to:

A. Systematically estimate costs of work breakdown

structure elements.
B. Provide project justification.
C. Identify the level at which individual elements are found.
D. Use it in project management software.

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Q.7 Which of the following is a KEY output of the
Validate Scope process?
A. more complete scope management plan
B.Customer acceptance of project deliverables
C.Improved schedule estimates
D.An improved project management information system

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Q.8 During what part of the project management
process is the project scope statement created?
A. Initiating
B. Planning
C.Executing
D.Monitoring and controlling

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Q.9 When should the Validate Scope process be
done?
A. At the end of the project
B. At the beginning of the project
C. At the end of each phase of the project
D. During the planning processes

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Q.10 A project manager may use ____to make sure the
team members clearly know what work is included
in each of their work packages.
A. The project scope statement
B. The product scope
C. A WBS dictionary
D. A schedule

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