project scope mangement

1. Project Scope Management
Unit 5

2. 2
Unit Objectives
After completing this unit, you should be able to:
 Have an increased understanding of Project Scope Management processes and
how they relate to the overall project
 Understand the five Project Scope Management processes
• Collect Requirements
• Define Scope
• Create WBS
• Verify Scope
• Control Scope

3. 3
Project Scope Management
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.
•Primarily concerned with defining and controlling what is or is not in the
project.
•In the project context the term scope can refer to:
•Product scope – The Features and functions that characterize a product,
service or result.
•Project scope – The work that needs be accomplished to deliver a product, service, or
result within the specified features and functions.
•Completion of project scope is measured against the project management plan, the
project scope statement, and the associated WBS
•Completion of the product scope is measured against the product requirements

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Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Knowledge
Area
Integration
Develop Project
Charter
Develop Project Management
Plan
Direct & Manage Project
Execution
Monitor & Control Project
Work
Close Project or
Phase
Perform Integrated Change
Control
Scope Collect Requirements Verify Scope
Define Scope Control Scope
Create WBS
Time Define Activities Control Schedule
Sequence Activities
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality Perform Quality Assurance Perform quality control
HR Develop HR Plan Acquire Project Team
Develop Project Team
Manage Project Team
Comm.
Identify
Stakeholders
Plan Communications Distribute Information Report Performance
Manage Stakeholder
Expectations
Risk Plan Risk Management Monitor & Control Risks
Identify Risks
Perform Qualitative Analysis
Perform Quantitative
Analysis
Plan Risk Responses
Procurement Plan Procurements Conduct Procurements Administer Procurements
Close
Procurements
2 20 8 10 2

5. 5
5.1 Collect Requirements
The process of defining and documenting stakeholders’ needs to meet the
project objectives.
5.2 Define Scope
The process of developing a detailed description of the project and
product.
5.3 Create WBS
The process of subdividing project deliverables and project work into
smaller, more manageable components.
5.4 Verify Scope
The process of formalizing acceptance of the completed project
deliverables.
5.5 Control Scope
The process of monitoring the status of the project and product scope and
managing changes to the scope baseline.
Project Scope Management

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Collect Requirements (5.1)
• The process of defining and documenting stakeholders’ needs to meet
the project objectives.
• The project’s success is directly influenced by the care taken in
capturing and managing project and product requirements.
• Requirements become the foundation of the WBS.
• Cost, schedule, and quality planning are all built upon these
requirements.

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• Project Charter ( Inputs)
The project charter is used to provide the high-level project
requirements and high-level product description of the project.
• Stakeholder Register ( Inputs)
The stakeholder register is used to identify stakeholders that can
provide information on detailed project and product requirements
Collect Requirements (5.1)

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Interviews (Tools & Techniques)
Focus groups (Tools & Techniques)
bring together prequalified stakeholders and experts to learn about
their expectations.
Facilitated Workshops (Tools & Techniques)
Requirements workshops are sessions that bring key cross-functional
stakeholders together to define product requirements.
Collect Requirements (5.1)

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Group creativity techniques (Tools & Techniques)
• Brainstorming.
• Nominal group technique.
• The Delphi technique.
• Idea/ mind mapping.
Questionnaires and Surveys (Tools & Techniques)
Observations (Tools & Techniques)
Collect Requirements (5.1)

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Group Decision Making Techniques (Tools & Techniques)
• Unanimity.
– Everyone agrees on a 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.
Collect Requirements (5.1)

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•Requirements Management Plan (Output)
• How requirements will be, analyzed, documented and
managed throughout the project.
• Requirements prioritization process
• Product metrics that will be used
•Requirements Traceability Matrix (Output)
Is a table that links requirements to their origin and
traces them throughout the project life cycle.
• Requirements to business needs, opportunities, goals, and objectives
• Requirements to project objectives
• Requirements to project scope/WBS deliverables
• Requirements to product design
Collect Requirements (5.1)

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inputs
1 . Project charter
2 . Stakeholder register
Tools & techniques
1 . Interviews
2 . Focus groups
3 . Facilitated workshops
4 . Group creativity techniques
5 . Group decision making techniques
6 . Questionnaires and surveys
7 . Observations
8. prototypes
outputs
1 . Requirements
documentations
2 . Requirements
management plan
3 . Requirements
traceability matrix
Collect Requirements (5.1)

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Collect Requirements (5.1)

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Define Scope (5.2)
• The process of developing a detailed description of the project and
product.
 Preparation of a detailed project scope statement is critical to the
success of the project and builds on the major deliverables,
assumptions, and constraints documented during project initiation

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Project Charter (Inputs)
Requirements Documentation (Inputs)
Organizational Process Assets (Inputs)
Examples of organizational process assets that can influence the Define Scope
process include, but are not limited to:
• Policies, procedures, and templates for a project scope statement,
• Project files from previous projects, and
• Lessons learned from previous phases or projects.
Define Scope (5.2)

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Expert judgment (Tools & Techniques)
Product Analysis (Tools & Techniques)
• For projects that have a product as a deliverable, as opposed to a service or
result, product analysis can be an effective tool.
• Product analysis includes techniques such as product breakdown, systems
analysis, systems engineering.
Alternatives Identification (Tools & Techniques)
• Identifying alternatives is a technique used to generate different approaches
to execute and perform the work of the project.
Define Scope (5.2)

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Project Scope Statement (Outputs)
The project scope statement describes, in detail, the project’s
deliverables and the work required to create those deliverables
• Product scope description : Progressively elaborates the characteristics of
the product, service, or result that as described in the project charter
• Project deliverables : Deliverables include both the outputs that comprise
the product or service of the project, The deliverables may be described at a
summary level or in great detail
• Project boundaries : Generally identifies what is included within the
project. It states explicitly what is out of scope for the project.
• Product acceptance criteria : Defines the process and criteria for
accepting completed products
• Project constraints and Assumptions :Lists and describes the specific
project constraints and assumptions associated with the project scope that limits
the team’s options
Define Scope (5.2)

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Project Document Updates (Outputs)
Project documents that may be updated include, but are not limited to:
• Stakeholder register,
• Requirements documentation, and
• Requirements traceability matrix.
Define Scope (5.2)

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inputs
1 . Project charter
2 . Requirements documentation
3 . Organizational process assets
Tools & techniques
1 . Expert judgment
2 . Product analysis
3 . Alternatives identification
4 . Facilitated workshops
outputs
1 . Project scope
statement
2 . Project document
updates
Define Scope (5.2)

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Define Scope (5.2)

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 Process of subdividing the major project deliverables and project
work into smaller, more manageable components
• 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
• Organizes and defines the total scope of the project
• WBS represents the work specified in the current approved project
scope statement
Create WBS (5.3)

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Create WBS (5.3)
Project Scope Statement ( Inputs)
Requirements Documentation ( Inputs)
Organizational Process Assets (Inputs)

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Create WBS (5.3)
Decomposition (Tools & Techniques)
A planning technique that subdivides the project scope and project deliverables
into smaller, more manageable components, until the project work associated
with accomplishing the project scope and providing the deliverables is defined in
sufficient detail to support executing, monitoring and controlling the work .
Generally involves five steps:
1. Identify the deliverables and related work
2. Structure and organize the WBS
3. Decompose the upper WBS levels into lower detailed components
4. Develop and assign identification codes to the WBS components
5. Verify that the degree of decomposition of the work is necessary and
sufficient

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Project
Phase 1 Phase 2 Deliverable 3 Subproject4 Subproject 5
Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.2
Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x
Work package
2.2.1.1
Work package
2.2.1.2
Work package
2.2.1.3
Work package
2.2.2.1
Work package
2.2.2.2
Work package
2.2.2.2.1
Work package
2.2.2.2.2
Work package
3.4
Work package
3.3
Work package
3.2
Work package
3.1
Work package
4.1.2.3
Work package
4.1.2.2
Work package
4.1.2.1

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Sample of WBS in IT Projects
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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Scope Baseline (Output)
The scope baseline is a component of the project management plan.
Components of the scope; baseline include:
 Project scope statement. The project scope statement includes the
product scope description, and 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.
Create WBS (5.3)

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Create WBS (5.3)
Work Package (Output)
Is a deliverable or project work component at the lowest level of each
branch of the work breakdown structure .
• The work package includes the schedule activities and schedule
milestones required to complete the work package deliverable or
project work component
• Level at which the cost and schedule for the work can be reliably
estimated, monitored, and controlled
• Approximated time expected for work package is 80 hours

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Create WBS (5.3)
WBS Dictionary (Output)
For each WBS component, the WBS dictionary includes a:
• Code of account identifier
• Description of work
• Responsible organization
• List of schedule milestones
It may include:
• Contract information
• Quality requirements
• Technical references to facilitate performance of the work
• List of associated schedule activities
• Resources required
• Estimate of cost

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Create WBS (5.3)
inputs
1 . Project scope statement
2 . Requirements documentation
3 . Organizational process assets
Tools & techniques
1 . decomposition
outputs
1 . WBS
2 . WBS dictionary
3 . Scope baseline
4 . Project document
updates

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Create WBS (5.3)

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• The process of formalizing acceptance of the completed project
deliverables.
• Requires reviewing deliverables and results to ensure that all were
completed correctly and satisfactorily
• Differs from quality control in that it is primarily concerned with
acceptance of the deliverables while quality control is primarily concerned
with meeting the quality requirements specified for the deliverables
Verify Scope (5.4)

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Inspection (Tools & Techniques)
Technique for examining or measuring to verify whether an activity,
component, product, result or service conforms to specified requirements.
• Includes activities to determine whether results conform to
requirements.
• Are often called product reviews, audits, and walkthroughs.
• Purpose is to specifically identify deficiencies, gaps and errors
against the project documentation.
• The inspection activity should encompass the accuracy,
completeness and acceptability of the object under review.
Verify Scope (5.4)

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inputs
1 . Project Management Plan
2 . Requirements Documentation
3 . Requirements Traceability Matrix
4 . Validated Deliverables
Tools & techniques
1 . inspection
outputs
1 . Accepted deliverables
2 . Change requests
3 . Project document
updates
Verify Scope (5.4)

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Verify Scope (5.4)

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• The process of monitoring the status of the project and
product scope and managing changes to the scope baseline.
• Assure that all requested changes and recommended
corrective actions are processed through the Integrated
Change Control process
• Manage the actual changes when and if they occur
• Integrated with other control processes
Control Scope (5.5)

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Variance Analysis (Tools & Techniques)
• Project performance measurements are used to assess the magnitude of
variation from the original scope baseline.
• Important aspects of project scope control include determining the
cause and degree of variance relative to the scope baseline and deciding
whether Corrective or Preventive Action is required.
Control Scope (5.5)

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inputs
1 . Project management plan
2 . Work performance information
3 . Requirements documentation
4 . Requirement traceability matrix
5 . Organizational process assets
Tools & techniques
1 . Variance analysis
outputs
1 . Work performance
measurements
2 . Organizational
process assets
updates
3 . Change requests
4 . Project management
plan updates
5 . Project document
updates
Control Scope (5.5)

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Control Scope (5.5)

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Questions
.

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1 ) A project manager believes that modifying the project
scope may provide added value for the customer.
What should the project manager do ?
A ) Change the scope baseline.
B ) Contact the customer to determine if the change adds value.
C ) Call a meeting of the change control board.
D ) Change the project objectives.

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1 ) A project manager believes that modifying the project
scope may provide added value for the customer.
What should the project manager do ?
A ) Change the scope baseline.
B ) Contact the customer to determine if the change adds value.
C ) Call a meeting of the change control board.
D ) Change the project objectives.

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2 ) Which of the following BEST describes scope
verification ?
A ) It provides assurances that the deliverables meets the specifications, is an
input to the project management plan and output of perform quality control.
B ) It ensures that the deliverable is completed on time, ensure customer
acceptance, and shows that the deliverable meets specifications.
C ) It ensures customer acceptance, shows that the deliverable meets
specifications and provides a chance for differences of opinion to come to
light.
D ) It is an output of perform quality control, occurs before define scope and
ensures customer acceptance.

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2 ) Which of the following BEST describes scope
verification ?
A ) It provides assurances that the deliverables meets the specifications, is an
input to the project management plan and output of perform quality control.
B ) It ensures that the deliverable is completed on time, ensure customer
acceptance, and shows that the deliverable meets specifications.
C ) It ensures customer acceptance, shows that the deliverable meets
specifications and provides a chance for differences of opinion to come to
light.
D ) It is an output of perform quality control, occurs before define scope and
ensures customer acceptance.

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3 ) 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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3 ) 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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4 ) If a project team is subdividing project work packages
into smaller, more manageable components, they are :
A ) Creating a WBS.
B ) Decomposing.
C ) Network diagramming.
D ) Activity sequencing.

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4 ) If a project team is subdividing project work packages
into smaller, more manageable components, they are :
A ) Creating a WBS.
B ) Decomposing.
C ) Network diagramming.
D ) Activity sequencing.

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5 ) A WBS is BEST described as a tool for tracking :
A ) The schedule.
B ) Resources.
C ) Cost.
D ) Scope.

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5 ) A WBS is BEST described as a tool for tracking :
A ) The schedule.
B ) Resources.
C ) Cost.
D ) Scope.

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6 ) A WBS 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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6 ) A WBS 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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7 ) Which process groups MUST be included in every project ?
A ) planning, executing and closing.
B ) initiating, planning and executing.
C ) initiating, planning, executing, monitoring and controlling, closing.
D ) planning, executing, monitoring and controlling.

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7 ) Which process groups MUST be included in every project ?
A ) planning, executing and closing.
B ) initiating, planning and executing.
C ) initiating, planning, executing, monitoring and controlling, closing.
D ) planning, executing, monitoring and controlling.

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8 ) Which of the following is done during create WBS ?
A ) Product analysis.
B ) Project selection.
C ) Decomposition.
D ) Alternatives analysis.

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8 ) Which of the following is done during create WBS ?
A ) Product analysis.
B ) Project selection.
C ) Decomposition.
D ) Alternatives analysis.

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9 ) which of the following BEST describes when the baseline can be
changed?
A ) Only under emergency conditions.
B ) The original baseline is always maintained throughout the project.
C ) With any approved changes.
D ) When the project sponsor determines it is appropriate.

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9 ) which of the following BEST describes when the baseline can be
changed?
A ) Only under emergency conditions.
B ) The original baseline is always maintained throughout the project.
C ) With any approved changes.
D ) When the project sponsor determines it is appropriate.

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10 ) A project manager is in the process of verify scope of a
deliverable with the customer. What is the MOST important
thing the project manager should ensure?
A ) Accuracy.
B ) Timeliness.
C ) Acceptance.
D ) Completeness.

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10 ) A project manager is in the process of verify scope of a
deliverable with the customer. What is the MOST important
thing the project manager should ensure?
A ) Accuracy.
B ) Timeliness.
C ) Acceptance.
D ) Completeness.

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Thank you