The document discusses project scope and product requirements management based on the Project Management Body of Knowledge (PMBOK) and Business Analysis Body of Knowledge (BABOK). It describes the key processes of scope management including collecting requirements, defining scope, creating a work breakdown structure, verifying scope, and controlling scope. It also discusses requirements management and the roles of the project manager and business analyst in managing scope and requirements.

1. Project Scope &
Product Requirements Management
Sarath Sasikumar PMP, CBAP
Mahindra Satyam
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 1
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

2. Project Scope Management
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

3. Product Requirements Management
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 3
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

4. Scope Management
• Managing the project scope is primarily concerned
with defining and controlling what is and is not
included in the project. PMI
• Project Scope Management includes the processes
required to ensure that the project includes all the
work required, and only the work required, to
complete the project successfully. PMI
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 4
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

5. Requirements Management
Managing Requirements is primarily concerned with
the activities that control requirements development,
including :
• Requirements change control,
• Requirements attributes definition, and
• Requirements traceability.IIBA
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

6. Scope Management…contd
• It is the responsibility of the Project Manager to:
• Ensure that the project scope is well defined.
• Obtain project stakeholder buy-in.
• Ensure that the change control process is
followed.
• Authorize and facilitate Business Analysis
activities on the project.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

7. Requirements Management ..contd
It is the responsibility of the Business Analyst to:
• Ensure that the product requirements are well
defined.
• Ensure that requirements support the solution
scope.
• Seek Stakeholder approval for the gathered
requirements.
• Keep the Project Manager informed about any
changes to requirements or solution scope.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 7
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

8. Scope Management Plan
The document that describes :
• How the project scope will be defined, developed,
and verified.
• How the work breakdown structure will be created
and defined.
• How the project scope will be managed and
controlled by the project team.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 8
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

9. Requirements Management Plan
The document that describes :
• The approach to be taken to structure
traceability.
• Definitions of requirements attributes to be used.
• Requirements prioritization process
• Requirements and solution scope change
process
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

10. Inputs, Tools & Techs, and Outputs
Figure 6-1 Project Scope Management: Inputs, Tools, Techniques & Outputs
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 10
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

11. Roles and Responsibilities
While the Business Analyst is responsible for Requirements
Management, the Project Manager is accountable for the
success of the project.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 11
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

12. The 5 Scope Management processes
• Collect Requirements
• Define Scope Planning process group.
• Create WBS
• Verify Scope
Monitoring and Controlling process group.
• Control Scope
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

13. PMBOK – BABOK Mapping
• Collect Requirements • Conduct Requirements Activity, Document
Elicitation Results, Confirm Elicitation Results
• Define Scope
• Create Requirements Breakdown Structure
• Create WBS
• Verify Requirements, Validate Requirements
• Verify Scope
• Assess Proposed Solution, Validate Solution,
• Control Scope Evaluate Solution Performance
• Manage Solution scope & Requirements, Manage
Requirements traceability
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

14. Collect Requirements - PMBOK
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

15. Collect Requirements - BABOK
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

16. Collect Requirements - techniques
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

17. Define Scope
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

18. Project Scope Statement components
• The project scope statement describes, in detail,
the project’s deliverables and the work required
to create those deliverables.
• The project scope statement also provides a
common understanding of the project scope
among project stakeholders.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 18
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

19. Project Scope Statement components
• Product scope description
• Product acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions
• Project Risks - High level
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 19
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

20. Product Requirements Document components
• As – Is and To-Be System summaries.
• Product scope and boundaries
• Functional and Data Requirements
• User Interface Requirements
• Performance and Operational Requirements
• Safety and Legal Requirements
• Assumptions and constraints
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

21. Create WBS
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

22. Work Breakdown Structure (WBS)
• The Work Breakdown Structure (WBS) is the
hierarchical breakdown that divides the project
scope into definable work packages that can be
more easily managed.
• Provides a clean structure for project deliverables.
• Straight forward way of identifying the appropriate
level of detail for scope definition, ownership &
managing the project.
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

23. How to create a WBS?
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

24. Work Breakdown Structure (WBS)
• The WBS can be represented in a tabular or
graphical format.
• The WBS….
– Ensures that the entire scope of the project has
been identified
– Helps in the creation of the project schedule
– Assists in resource estimation
– Assists in cost estimation
– Helps in risk identification
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

25. Sample WBS – By Component
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

26. Requirements Breakdown Structure - Agile
Product
Feature A Feature B Feature C Feature D Feature E
Sub Feature A.A Sub Feature A.B Sub Feature A.C Sub Feature D.A Sub Feature D.B
Story A Story B
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

27. Verify Scope
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

28. Verify Scope
• Verify Scope is the process of formalizing
acceptance of the completed project deliverables.
• Verifying scope includes reviewing deliverables
with the customer or sponsor to ensure that they
are completed satisfactorily.
• Obtaining formal acceptance of deliverables by
the customer or sponsor.
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

29. Control Scope
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

30. Control Scope
• Control Scope is the process of monitoring the
status of the project and product scope and
managing changes to the scope baseline.
• Controlling the project scope ensures all requested
changes and recommended corrective or
preventive actions are processed through the
Integrated Change Control process.
• Project scope control is also used to manage the
actual changes when they occur and is integrated
with the other control processes.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 30
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

31. Control Scope
• Uncontrolled changes are often referred to as
project scope creep.
• Change is inevitable, thereby mandating some
type of change control process.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 31
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

32. Influencing Project Dynamics
Desired Sense Of Urgency
Ability To Impact
Cost Schedule
Magnitude
Cost of Scope changes
& to Accelerate Sense Of
Project Urgency
Time - Project Lifecycle
• Over time we lose the ability to impact cost and schedule
• Cost of Scope changes & cost of accelerating the project increases over time
• Sense of urgency increases as deadline approaches
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

33. Scope Creep
What causes scope creep?
• Unexpected Issues
• Perfectionism – gold plating
• Placating Stakeholders
• Misunderstandings
Scope creep could affect project cost, schedule and quality.
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

34. Scope Creep
Impact of Scope Creep:
• Late projects – Missed deadlines
• Cost overruns - Loss of profit
• Unhappy Customers - Loss of Business
• Killed Projects – Shut Down Business
• Career Killer!
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International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

35. References
• A Guide to the Project Management Body Of Knowledge (PMBOK® Guide) -
Fourth Edition ©2009 Project Management Institute.
• A Guide to the Business Analysis Body Of Knowledge (BABOK® Guide) -
Second Edition ©2009 International Institute of Business Analysis.
• Practice Standard for Work Breakdown Structures—Second Edition ©2006
Project Management Institute
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 35
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

36. Back up
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 36
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

37. Project Scope Statement components
• Product scope description. Progressively
elaborates the characteristics of the product,
service, or result described in the project charter
and requirements documentation.
• Product acceptance criteria. Defines the process
and criteria for accepting completed products,
services, or results.
• Project deliverables. Deliverables include both the
outputs that comprise the product or service of the
project, as well as ancillary results, such as project
management reports.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 37
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

38. Project Scope Statement components
• Project exclusions. Generally identifies what is
excluded as from the project. Explicitly stating
what is out of scope for the project helps to
manage stakeholders’ expectations.
• Project constraints. Lists and describes the
specific project constraints associated with the
project scope that limits the team’s options.
When a project is performed under contract,
contractual provisions will generally be
constraints.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 38
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)

39. Project Scope Statement components
• Project assumptions. Lists and describes the
specific project assumptions associated with the
project scope and the potential impact of those
assumptions if they prove to be false.
Project teams frequently identify, document, and
validate assumptions as part of their planning
process.
Project Management Institute (PMI®) - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 39
International Institute of Business Analysis (IIBA®) - Business Analysis Body of Knowledge (BABOK® Guide)