Scope Management

5.3 Create WBS

The WBS subdivides the project work into smaller, more
manageable pieces of work,
The WBS is a deliverable-oriented hierarchical
decomposition of the work.
With each descending level of the WBS representing an
increasingly detail definition of the project work.
The WBS organizes and defines the total scope of the project.
The planned work contained within the lowest-level WBS
components, which are called work packages, can be
scheduled, cost estimated, monitored and controlled.
The WBS represents the work specified in the current
approved project scope statement

5.3 Create WBS

Inputs
1.
2.
3.

Project scope statement

Requirements
documentation
Organizational process
assets

Tools & Techniques

1. Decomposition

Outputs
1.
2.
3.
4.

WBS
WBS dictionary
Scope baseline
Project document updates

5.3 Create WBS

Project Scope Management
5.1
Collect
Requirements

Enterprise
Organization

Organizational
process assets

5.2
Define Scope

Project Scope
Statement
Project document
updates

Requirements
documentation

5.3
Create WBS

Project
Documents

4.2
Develop
4.2 Project
Management
Plan
6.1
Define
Activities
7.1
Estimate
Costs

Scope baseline
7.2

Determine
Budget

8.1

Plan
Quality

11.2
Identify Risks

12.1
Plan
Procurements

5.3.1 Create WBS: Inputs

Project Scope Statement
Requirements Documentation
Organizational Process Assets
Policies, procedures and templates for WBS
Historical information
Lessons learned

5.3.2 Create WBS: T & T

Decomposition
Is subdivision of project deliverables into smaller,
more manageable components at work
package level.

involves:

Identifying & analyzing the deliverables and related work.

Structuring and organizing the WBS

Decomposing the upper WBS levels into lower level detailed components

Developing and assigning identification codes to the WBS components

Verifying that the degree of decomposition of the work necessary and

sufficient.

5.3.2 WBS Example

Project

Phase 1

Deliverable 3

Phase 2
Deliverable
2.2

Deliverable 2.1

Deliverable 2.3

Deliverable 2.2.2

Deliverable 2.2.1

Work
Package
2.2.1.1
Work Package
2.2.1.2
Work Package
2.2.1.2

Work Package
2.2.1.2

Subproject 4

Deliverable 4.1

Deliverable 4.1.1

Subproject n

Deliverable 4.m

Deliverable 4.1.2 Deliverable 4.1.x

Work Package
2.2.1.2

Work Package
2.2.1.2

Subproject 2.2.2.2

Work Package
2.2.1.2

Work Package
2.2.1.2

Work Package
2.2.1.2

Work Package
2.2.1.2

Work Package
2.2.1.2

Work Package
2.2.1.2

Work Package
2.2.1.2

Sometimes decomposition may not be possible immediately

Team usually waits until the deliverable or subproject is clarified.
This technique is sometimes called as Rolling wave planning

5.3.3 Create WBS: Outputs

WBS
Deliverable-oriented hierarchical decomposition of work
Created to accomplish project objectives and create

required deliverables
Each descending level represents more detailed definition
of work
Finalized by establishing control accounts for work
packages & a unique identifier from code of accounts
Control account is a management control point

Used for performance measurement

Each control account may include one or more work
package but not vice versa
Identifiers provide a structure of hierarchical summation of
costs, schedule and resource information.

5.3.3 Create WBS: Outputs

WBS Dictionary
A document that supports the WBS
Provides more detailed description of WBS components
Information includes but is not limited to

A code of account identifier

Description of work
Responsible organization
A list of schedule milestones
Resources required
Cost estimates
Quality requirements
Technical references
Contract information

5.3.3 Create WBS: Outputs

Scope Baseline
A component of Project Management Plan. Includes

Project scope statement includes

Product scope description

Product user acceptance criteria and

Project deliverables

WBS defines
Each deliverable
Decomposition to a work package

WBS dictionary
Has detailed description of work
Technical documentation of each WBS element

5.3.3 Create WBS: Outputs

Project

Document Updates

Document that need to be updated if Create WBS process involves approved

changes
Requirements Documents

5.4 Verify Scope

Process of formalizing acceptance of completed project
deliverables.
Verifying scope includes reviewing deliverables with
customer to ensure that each is completed satisfactorily
Verify Scope differs from quality control,
Verify Scope primarily concerned with acceptance of
the deliverables while Quality Control primarily concerned
with correctness of deliverables & meeting the quality
requirements specified for the deliverables.
Quality control is usually performed before Verify Scope
but both processes can be performed in parallel.

5.4 Verify Scope

Inputs
1.
2.
3.
4.

Project management plan

Requirements
documentation
Requirements traceability
matrix
Validated deliverables

Tools & Techniques

1. Inspection

Outputs
1.
2.
3.

Accepted deliverables
Change requests
Project document updates

5.4 Verify Scope

Project Scope Management

4.5
Perform
Integrated
Change
Control

5.1
Collect
Requirements

4.2
Develop
Project
Management
Plan

Requirements
documentation
Requirements traceability
matrix
8.3
Perform
Quality control

Change requests

4.6
Close Project
of Phase

Stop baseline
5.4
Verify Scope
Validated deliverables

Accepted deliverables

Project document
updates

Project
Documents

5.4.1 Verify Scope: Inputs

Projection

Management Plan: contains the scope baseline whose

Components are

Project Scope statement: includes the product scope description,

the project deliverables, and defines the product user acceptance criteria.
WBS. The WBS defines each deliverable and the decomposition of the
deliverables into work packages
WBS dictionary. The WBS dictionary has a detailed description of
work and technical documentation for each WBS element.

Requirements Documentation
Lists all the project, product, technical, and other types of requirements
that must be present for the project and product, along with their
acceptance criteria.

Requirements Traceability Matrix

Validated deliverables

5.4.2 Verify Scope T & T

Inspection
Sometimes also called as reviews, product
reviews, walkthroughs and audits.

Determines whether work and deliverables

meet requirements and product acceptance
criteria by
Activities like Measuring, examining and verifying

5.4.3 Verify Scope : Outputs

Accepted Deliverables
Deliverables that meet acceptance criteria are formally approve
and signed off
Formal documentation received from customer is forwarded to the
Close Project/Phase process.

Change Requests
Those completed deliverables which have not been accepted are
documented along with reasons for non acceptance.
Those deliverables may require a change request for defect repair
by Perform Integrated Change Control process

Project Document Updates

Update all documents and status reports that define the product or
product completion if there is a change

5.5 Control Scope

Process of Monitoring status of project/product
scope and managing changes to scope baseline
Assures that the all requested changes and
recommended corrective action are processed
through integrated Change Control process.
Is also used to manage actual changes when they
occur and is integrated with other change control
processes.
Uncontrolled changes are termed as Scope
Creep.

5.5 Control Scope

Inputs
1.
2.
3.
4.
5.

Project management plan

Work performance
information
Requirements
documentation
Requirements traceability
matrix
Organizational process
assets

Tools & Techniques

1. Variance analysis

Outputs
1.
2.
3.
4.
5.

Work performance
measurements
Organizational process
assets updates
Change requests
Project management plan
updates
Project document updates

5.5 Control Scope

4.2
Develop project
Management
Plan
Project
management
plan

Project Scope
Management

Project
Documents

5.1
Collect
Requirements
Project
management
plan updates

4.3
Direct and
Manage Project
Execution

Requirements
documentation
Requirements traceability
matrix

Project
document
updates

4.5
Perform
Integrated
Change Control

Change requests
Work performance
information

5.5
Control Scope
Work performance
measurements

Organizational
process assets

Enterprise/
Organization

Organizational process
assets updates

10.5
Report
Performance

5.5.1 Control Scope Inputs

Project Management Plan
Consists of following information used to control scope

Scope baseline
Scope Management Plan
Change Management Plan
Configuration Management Plan
Requirements Management Plan

Work performance information.

Information on project progress and its deliverables

5.5.1 Control Scope Inputs

Requirements Documentation
Requirements Traceability Matrix
Organizational Process Assets
Policies, procedures related to scope
Monitoring and reporting methods to be used

5.5.2 Control Scope: T & T

Variance analysis
Project performances measurements are used
to assess the magnitude of variation from
original Scope baseline
Important aspects of scope control include
determining the cause of such a variance and
deciding whether corrective action is required

5.5.3 Control Scope: Outputs

Work Performance Measurements
Measurement of planned Vs. actual technical
performance
Other scope performance measurements

Organizational process assets updates

Can include but not limited to

Causes of variances
Corrective action chosen and the reason
Other types of lessons learned from project scope
control assets.

Change Requests

5.5.3 Control Scope: Outputs

Project Management Plan updates
Scope Baseline Updates: If the approved change requests
have an effect on project scope then the components of scope
baseline are revised and reissued to reflect correct changes

Other Baseline Updates:

If the approved change requests have an effect on project scope,
then the corresponding cost baseline and schedule baselines
are revised and reissued to reflect the approved changes.

Project Document Updates

Project documents that may be updated but not limited to include:

Requirements Documentation
Requirements Traceability Matrix.

10.0 Project Communications Management

10.0 Project Communications Management

Processes required to ensure timely and

Appropriate generation, collection, distribution,
storage, retrieval and ultimate disposition of
project information.
Project Communication is key to success of the
project
Project Managers spend majority of their time in
communicating with:
Team members
Other project stakeholders.

10.0 Project Communications Management

Communication Management has many potential
dimensions including:
Internal (Within the Project) and External (Customer, other
projects, the media, the public)
Formal (reports, memos, briefings) and Informal (emails, ad-hoc
discussions)
Vertical (Up and Down the Organization and Horizontal (with
peers)
Written and Oral
Verbal and non verbal (Voice inflections, body language)

10.0 Project Communications Management

10.1 Identify Stakeholders

10.2 Plan Communications

10.3 Distribute Information

10.4 Manage Stakeholder
Expectations

10.5 Report Performance

Planning

Planning

Executing

Executing

Controllin
g

10.2 Plan Communications

Plan Communication is the Process of

determining the project stakeholder
information needs and defining
communications approach.

10.2 Plan Communications

Inputs
1.
2.
3.
4.

Stakeholder register
Stakeholder management
strategy
Enterprise environmental
factors
Organizational process
assets

Outputs

Tools & Techniques

1.
2.
3.
4.

Communication
requirements analysis
Communication
technology
Communication models
Communication methods

1.
2.

Communications
management plan
Project document updates

10.2 Plan Communications

Project Communications Management
10.1
Identify
Stakeholders

Enterpris
e/
Organiza
Organizational
tion

Process assets
Enterprise
environmental
factors

Stakeholder register
Stakeholder
management strategy

Project
Documents

Project
document
updates

10.2
Plan
Communications Communications
management
plan

4.2
Develop Project
Management
Plan

11.1
Plan Risk
Management

10.2.1 Plan Communications: Inputs

Stakeholder Register
Stakeholder Management Strategy
Enterprise Environmental Factors
Organizational Process Assets

10.2.2 Plan communications: T & T

Communications requirement analysis: to obtain the
sum of information needs of the various project
stakeholders.
Complexity of project communications

n(n-1)/2 channels, n=number of stakeholders

Example:
If a team of four people adds one more person to the team, how
many more channels of communications are there?

So, 10 6 = 4 channels added because of addition of one person

10.2.2 Plan communications: T & T

Communications Technology: Methods to transfer
information among stakeholders
Factors
Urgency of information
Availability of technology
Expected project staffing
Duration of the project
Project environment

10.2.2 Plan communications: T & T

Communication Models: Key components:

Encoding
Message
Choice of Medium
Noise
Decoding
A break down in communication can negatively impact the project.

Encode

Decode

Decode

Encode

Recei
ver

Sender
Medium (Verbal/written,)

Noise/interference

10.2.2 Plan communications: T & T

Communication Methods
Interactive communication
Between two or more parties via meetings, phone calls, video
conference, etc.

Push Communication
One way communication. May not require acknowledgement
from receiver.
Includes letters, memos, reports, emails, faxes, voicemails,
press releases

Pull Communication
Used for very large volumes of information, for large audiences
Intranet sites, e-learning and knowledge repositories.

10.2.3 Plan communications: Outputs

Communication Management Plan: Subsidiary element of the
overall project management plan and includes:

Stakeholder communication requirements(Purpose)

Information to be communicated, including language, format, content and

level of detail. (Communication items)

Reason for distribution of that information

Timeframe and Frequency of communication (schedule)

Who will spend the communication and who should receive the
information(Responsibility)

What methods technologies will be used for conveying (MOU, email, pressreleases,..)(Medium)

Resources allocated for communication activities including time and budget

Escalation process(Cannot be resolved at lower staff level)

A method for updating the communications plan(Process)

Glossary of common terminology

Flow charts of information flow in the project; workflows with possible

sequence of authorization.

Communication Constraints(specific legislation or regulation, technology

and organizational policy)

10.2.3 Plan communications: Outputs

Project Document Updates:
Include but not limited to

Project schedule
Stakeholder register
Stakeholder Management strategy