Pmp scope chapter 5

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PROJECT SCOPE MANAGEMENT
Chapter 5

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 Introduction to Project Scope
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Control Scope
 Validate Scope
KEY TERMS

3. • 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.
• 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
Product Scope vs. Project Scope
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4. 5- Project Scope Management
Knowledg
e Area
Process
Initiating Planning Executing
Monitoring &
Control
Closin
g
Scope
1-plan scope management
2-Collect Requirements
3-Define Scope
4-Create WBS
5-Verify Scope
6-Control Scope
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
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5.1- Plan Scope Management

6.  The process of creating a scope management plan that documents how
the project scope will be defined, validated, and controlled.
 It provides guidance and direction on scope will be managed.
5.1- Plan Scope Management
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5.1 Plan Scope Management: Inputs
1. Project Management Plan
2. Project Charter
3. EEF
• Organization’s culture,
• Infrastructure,
• Personnel administration, and
• Marketplace conditions.
4. OPA
• Policies and procedures, and
• Historical information and lessons learned
knowledge base.

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5.1 Plan Scope Management: T & T
1. Expert judgment
2. Meetings
5.1 Plan Scope Management: Outputs
1. Scope Management Plan
2. Requirements Management Plan

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5.2- Collect Requirements

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5.2- Collect Requirements
Requirements can be grouped into classifications including:
Business requirements, describe the high-level needs of the organization as a
whole.
Stakeholder requirements, describe needs of a stakeholder or stakeholder
group.
Solution requirements, describe features, functions and characteristics of the
product, service, or results.
Transition requirements, describe temporary capabilities such as data conversion
& training needs.
Project requirements, which describe the actions, processes, or other conditions
the project needs to meet.
Quality requirements, which capture any condition or criteria needed to validate
the successful completion of a project deliverable or fulfillment of other project
requirements.

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• The process of defining and documenting stakeholders’
needs to meet the project objective.
5.2- Collect Requirements

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5.2 Collect Requirements: Inputs
1. Project Scope Management Plan
2. Requirements Management Plan
3. Stakeholder Management Plan
4. Project Charter
5. Stakeholder Register

15. 1. Interviews:
meeting the stakeholders to ask
prepared and spontaneous question
& recording the responses.
Collect Requirements: T & T
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2. Focus groups:
Bring stakeholders and
subject matter experts together
to learn about their expectations
and attitudes about the project.

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3. Facilitated Workshops :
Focused session with key cross-functional stakeholders to define
product requirements.
JAD Joint application design, in software development industry
bringing business subject matter experts and the development team
together to improve the software development process
QFD Quality function development In the manufacturing industry
Helps determine critical characteristic of new product development
Start by collecting customer need
QFD = VOC: Voice of the Customers

17. Collect Requirements: T & T
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4. GROUP CREATIVITY TECHNIQUES:
1. Brainstorming
2. Nominal group technique: enhance brainstorming with voting and ranking.
3. Idea/mind mapping individual brainstorming sessions are consolidated
into a single map.

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4- Affinity Diagram: A technique that allows large numbers of ideas to be
classified into groups for review and analysis.

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5- Multi-criteria decision analysis : Establishing criteria, such as risk
levels, uncertainty, and valuation, to evaluate and rank many ideas.

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6- Delphi Technique: A request for information is sent to experts who
participate anonymously. Their responses are collected, and the results are
sent back to the experts mutually for further review until they reach
agreement. anonymous experts answer questionnaire and give feedback

21. Collect Requirements: T & T
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5- Group Decision Making Techniques
Unanimity,
Majority (>50%),
Plurality,
Dictatorship
6- Questionnaire and Surveys wide number of respondents
7- Observations viewing individual in their environment
8- Prototypes early feedback by providing a working model

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5- Benchmark
Involves comparing actual or planned practices, such as processes
and operations, to those of comparable organizations. The
organizations compared during benchmarking can be internal or
external.
6- Document Analysis
7- Context Diagrams
• Is an example of a scope model.
• Depict the product scope
• how people and other systems interact with it.
• Show inputs to the business system.
• Outputs from system
• Stakeholders receiving outputs.

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5.2 Collect Requirements: Outputs
1. Requirements Documentation

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5.2 Collect Requirements: Outputs
2. Requirements Traceability Matrix
• A grid that links product requirements from their origin to the
deliverables that satisfy them.
• Provides a means to track requirements throughout the project
life cycle

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5.3- Define Scope

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The process of developing a detailed description of the
project and product.
5.3- Define Scope

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5.3 Define Scope: Inputs
1. Scope Management Plan
2. Project charter
3. Requirements Documentation
4. OPA

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5.3 Define Scope: T & T
1. Expert Judgment
2. Product Analysis
3. Alternatives
Identification
Brainstorming, lateral thinking, analysis of
alternatives
4. Facilitated
workshops
Focused session with key cross-functional
stakeholders to define product
requirements.

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5.3 Define Scope: Outputs
1. Project Scope
Statement
• Describes project’s deliverables and
the work required to create those
deliverables. It includes:
Product scope description
Deliverables’ Acceptance Criteria
Project Deliverables
Project Exclusion
Project Assumptions
Constraints

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5.3 Define Scope: Outputs
2. Project
Documents Updates
Stakeholder register
Requirements Documents
Requirements Traceability Matrix

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5.4- Create WBS

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• Subdividing the project deliverables and project work into smaller
and more manageable components.
• WBS is a deliverable-oriented hierarchical decomposition of project
work.
5.4 Create WBS.

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37. Project Name
Deliverable A
Control Account
A1
Work
Package
Work
Package
...
Control Account
A2
Work
Package ...
Deliverable B 2
Control Account
B1
Work
Package
Work
Package
...
Control Account
B2
Work
Package
• Control Account is a tool that allows for the aggregation and
analysis of work performance data regarding costs, schedule, and
scope
• Control Account provides a way to manage and control costs,
schedule, and scope at a higher level than the work package.
• Each work package in the WBS would be assigned to only one
control account.
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39. • WBS dictionary.
• A document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS.
• A document that supports the WBS. Information in the WBS
dictionary may include, but is not limited to:
○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information. 40

40. WP Name WBS ID
Description Assumptions
&
Constraints
Milestones
SN. Name Due Date
Activity
SN. Name
Human Resource Non-human Resource Material Line
TotalHours Rate Total Hours Rate Total QTY Rate Total
Quality Requirements Acceptance Criteria
Technical Reference Contractual Info
WPS Dictionary

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5.4 Create WBS : Inputs
1. Scope Management Plan
2. Project Scope Statement
3. Requirements Document
4. EEF
5. OPA

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5.4 Create WBS : T & T
1. Decomposition
2. Expert Judgment
5.4 Create WBS : Outputs
1. Scope Baseline
• Project scope statement
• WBS
• WBS Dictionary
2. Project Documents Updates

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Project
Deliverables
Control
Account
Work
Packages
Activities
WBS
Dictionary

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5.5- Validate Scope

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• Reviewing deliverables with the client.
• Formalizing acceptance of the completed project
deliverables from Client .
5.5 Validate Scope.

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Complete
Deliverables
( Direct & Manage Project Work )
Quality Control
Inspection
Customer
acceptance
(Validate Deliverables)
Change request is
evaluated through
ICC and approved
from CCB
Change
Request
Customer accept
Deliverables

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5.5 Validate Scope: Inputs
1. Project Management Plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Verified Deliverables
5. Work Performance Data

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5.5 Validate Scope: T & T
1. Inspection
2. Group Decision
Making Techniques
Unanimity,
Majority (>50%),
Plurality,
Dictatorship
5.5 Validate Scope: Outputs
1. Accepted Deliverables
2. Change Requests
3. Work Performance Information
2. Project Documents Updates

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5.6- Control Scope

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• Monitoring the status of the project & products scope
• Managing changes to scope baseline
• Ensure all requested changes and recommended
corrective or preventive actions are processed through the
“Perform Integrated Change Control” process.
5.6 Control Scope.

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5.6 Control Scope: Inputs
1. Project
Management Plan
Scope baseline
Scope management plan
Change management plan
Configuration management plan
Requirements management plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Work Performance Data
5. OPA

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5.6 Control Scope: T & T
Variance
Analysis
Determining the cause and degree of difference between
the baseline and actual performance
5.6 Control Scope: Outputs
1. Work Performance Information
2. Change Requests
3. Project Management Plan Updates
4. Project Document Updates
5. OPA

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1. A work breakdown structure numbering system allows
the project team 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.
Questions

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1. A work breakdown structure numbering system allows
the project team 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.
Answer : C
Questions

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2. The work breakdown structure can BEST be thought of as
an effective aid for …………….. communications.
A. Team
B. Project manager
C. Customer
D. Stakeholder
Questions

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2. The work breakdown structure can BEST be thought of as
an effective aid for …………….. communications.
A. Team
B. Project manager
C. Customer
D. Stakeholder
Answer : D
Questions

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

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

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4. During project executing, a team member comes to the
project manager because he is not sure what work he needs
to accomplish on the project. Which of the following
documents contains detailed descriptions of work packages?
A. WBS dictionary
B. Activity list
C. Project scope statement
D. Scope management plan
Questions

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4. During project executing, a team member comes to the
project manager because he is not sure what work he needs
to accomplish on the project. Which of the following
documents contains detailed descriptions of work packages?
A. WBS dictionary
B. Activity list
C. Project scope statement
D. Scope management plan
Answer : A
Questions

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5. 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. The WBS dictionary
D. The schedule
Questions

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5. 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. The WBS dictionary
D. The schedule
Answer : C
Questions

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6. All of the following are parts of the scope baseline
EXCEPT the:
A. Scope management plan.
B. Project scope statement.
C. Work breakdown structure.
D. WBS dictionary.
Questions

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6. All of the following are parts of the scope baseline
EXCEPT the:
A. Scope management plan.
B. Project scope statement.
C. Work breakdown structure.
D. WBS dictionary.
Answer : A
Questions

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7. The development of the scope baseline can BEST be
described involving ……..
A. The functional managers.
B. The project team.
C All the stakeholders.
D. The project expediter
Questions

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7. The development of the scope baseline can BEST be
described involving ……..
A. The functional managers.
B. The project team.
C All the stakeholders.
D. The project expediter
Answer : B
Questions

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8 . Validate Scope is closely related to:
A. Control Quality.
B. Sequence Activities.
C. Perform Quality Assurance.
D. Time Management.
Questions

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8 . Validate Scope is closely related to:
A. Control Quality.
B. Sequence Activities.
C. Perform Quality Assurance.
D. Time Management.
Answer : A
Questions

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9. Which of the following can create the MOST
misinterpretation of the project scope statement?
A. Imprecise language
B. Poor pattern, structure, and chronological order
C. Small variations in size of work packages or detail of work
D. Too much detail
Questions

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9. Which of the following can create the MOST
misinterpretation of the project scope statement?
A. Imprecise language
B. Poor pattern, structure, and chronological order
C. Small variations in size of work packages or detail of work
D. Too much detail
Answer : A
Questions

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10. A scope change has been suggested by one of the
stakeholders on the project. After careful consideration and a
lot of arguing, the change control board has decided to reject
the change. What should the project manager do?
A. Support the stakeholder by asking the board for the reason for the
rejection.
B. Suggest to the stakeholder that the next change they request will be
approved.
C. Document the outcome of the change request.
D. Advise the change control board to make sure they create approval
processes before the next change is proposed.
Questions

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10. A scope change has been suggested by one of the
stakeholders on the project. After careful consideration and a
lot of arguing, the change control board has decided to reject
the change. What should the project manager do?
A. Support the stakeholder by asking the board for the reason for the
rejection.
B. Suggest to the stakeholder that the next change they request will be
approved.
C. Document the outcome of the change request.
D. Advise the change control board to make sure they create approval
processes before the next change is proposed.
Answer : C
Questions