3. Introduction
• “Managing project scope is essentially concerned
with defining and managing what is and is not
included in the project,” as defined by the PMBOK.
• Project Scope Management refers to the procedures
that must be followed to guarantee that the
project includes all of the work that is required
and only the work that is required, in order to be
completed effectively.
• As part of the planning process, project scope
management assists in identifying and recording a
list of all project goals, tasks, deliverables,
deadlines, and budgets.
4. Introduction
• It is normal in Project Management for a large
project to undergo changes along the way.
• It is much easier for teams to manage and make the
appropriate modifications when the scope of the
project management is set right at the start.
• One of the most difficult duties for a project
manager is managing the expectations of
stakeholders and clients.
• Managers can simply keep on track and guarantee
that all deadlines are met throughout the project
life cycle when there is clear project scope.
5. Introduction
• Effective project scope management provides a clear
picture of the project’s time, labour, and cost. It
aids in determining what is required and what is not
required to complete the job.
• In project management, scope also establishes the
project’s control factors, which handle components that
may change over the project lifecycle.
• It is a series of procedures that ensures the scope of
a project is precisely specified and mapped.
• Scope Management approaches help project managers and
supervisors allocate the proper amount of work to
accomplish a project successfully, with a focus on
managing what is and is not included in the project’s
scope.
6. Introduction
• Project Scope Management consists of three
processes namely:
• Planning: Planners gain an overview and determine
what work needs to be done to achieve the
deliverables in order to complete the project on
time.
• Controlling: controlling is the process of
documenting and monitoring project changes, keeping
track of scope disruptions, and approving and
disapproving them as they occur.
• Closing: It is Closing’s primary function to examine
and evaluate the project’s deliverables in relation
to the original plan.
7. Project Scope
• The scope of a project refers to the specific set of
deliverables or pieces that are produced from the project’s
requirements.
• The process of identifying and recording a list of specified
project goals, deliverables, tasks, costs, and deadlines is
known as project scope.
• The scope of a project can be determined by its aims. In
fact, each project target in the project should have one or
more deliverables.
• Project Scope:
• provides a roadmap for managers to assign tasks, schedule work,
and budget accordingly; assists team members in focusing on common
objectives
• avoids projects, particularly complicated ones, from extending
beyond the established vision.
8. Scope Creep
• This refers to the project’s scope being gradually
expanded.
• During the course of the project, the client may
return to the service provider and add additional
requirements.
• Simply described, scope creep is the process of
adding new features, revising existing
requirements, or altering previously agreed-upon
project objectives.
• They can show up at any time and throw a wrench in
your project plan since they require additional
resources, time, and money that were not budgeted
for at the start.
• Changes in scope are mismanaged or unaccounted
9. Scope Creep
• The majority of these needs were not included in the initial
specifications.
• As a result, adjustment requests must be made in order to
offset the service provider’s rising expenses. Technological
scope creep might occur as a result of business cope creep.
• Some of the new needs in the scope may necessitate the use
of new technologies by the project team.
• In such cases, the service provider may want to collaborate
closely with the client and make the required logistical and
financial preparations.
• Scope creep happens when the important project stakeholders
modify their requirements or it happens due to any internal
miscommunication and disagreements.
10. Scope Creep
• It can be uncontrolled, resulting in scope creep, or
managed, resulting in recorded changes to project
requirements.
• Controlling scope creep through a change control procedure
is the key to managing scope creep.
• This involves:
• Keeping track of the project’s progress and baseline scope.
• Using variance analysis to compare actual work performance metrics
to the baseline scope, i.e., “How different is the present project
from the original plan?”
• Determining the cause and severity of the observed changes.
• Deciding if corrective or preventive action is required in
response to change requests.
• Using the Perform Integrated Change Control process to manage all
change requests and recommended actions (whether corrective or
preventive).
11. Impact of Scope Creep on PM
• Scope creep is easy to understand: increasing
scope increases the amount of work to be done,
which raises costs or requires other scope to
be deprioritized.
• This, in turn, lengthens project deadlines,
necessitates additional workers, or lowers the
ultimate product’s quality.
• Some of the impacts are as follows:
12. Impact of Scope Creep on PM
• Resource constraints:
• When the scope of a project expands, the first
reaction is to throw more resources at it, which can
result in significant resource restrictions,
affecting other projects and groups across the
company.
• As the quantity of resources grows, so does
overhead, and as a result, productivity suffers.
• However, depending on ramp-up time and task
division, additional resources can be successfully
added to a project in some situations.
13. Impact of Scope Creep on PM
• Turnover:
• Burnout and turnover are the following downstream
effects of rapidly devolving projects.
• Turnover is a well-documented cost that may be
traced back to high-turnover programmes.
• This cost may not be completely obvious in a project
budget, depending on the timing, but it is a direct
outcome.
14. Impact of Scope Creep on PM
• PR Implications:
• Finally, there’s the aftermath of a failed project.
• Scope creep can result in public relations problems for
consulting firms, as well as broken client relationships and
low customer satisfaction.
• As word of the problems spreads, sour client relationships and
low customer satisfaction may have an influence on future
business.
• Beyond the consequences of delayed initiatives and
missed profit margins, projects with out-of-control
scope frequently fail to address the core problem from
the start.
• These projects are disjointed, and the platform’s
investment is no longer justifiable because of the
complicated scope.
15. Scope Planning
• The process of producing a scope management strategy that documents how
the project scope will be specified, evaluated, and controlled is known as
scope management.
• The main advantage of this method is that it provides guidance and
direction for managing scope throughout the project.
• The data flow diagram of the process depicts the process’s inputs, tools
and procedures, and outputs. The scope management plan specifies how the
scope will be specified, developed, monitored, controlled, and confirmed
as part of the project or programmed management plan.
• The analysis of the project charter, the latest approved subsidiary plans
of the project management plan, the historical information contained in
the organizational process assets, and any other relevant enterprise
environmental factors are used to develop the scope management plan and to
detail the project scope.
• As a result of this plan, the risk of project scope creep is minimized.
16. Scope Management Plan - Inputs
• Project Management Plan
• Project Charter
• Enterprise Environmental Factors
• Organizational Process Assets
18. Scope Management Plan – Outputs
• It outlines how the scope will be defined,
developed, monitored, controlled, and verified.
• In the “Develop Project Management Plan”
process, as well as in the other scope
management processes, the scope management plan
is a key input.
• The components of a scope management plan
include:
19. Scope Management Plan – Outputs
• Process for preparing a detailed project scope
statement
• Process for creating the WBS from the detailed project
scope statement
• Process for establishing how the WBS will be maintained
and approved
• Process for obtaining formal acceptance of the
completed project deliverables
• Process for controlling how requests for changes to the
detailed project scope will be handled. “The Perform
Integrated Change Control” procedure is inextricably
tied to this one.
20. Scope Definition
• The process of developing a detailed
description of the project and product is known
as scope definition.
• The main advantage of this procedure is that it
defines the project, service, or outcome limits
by determining which needs will be included in
and omitted from the project scope.
• The data flow diagram of the process depicts
the process’s inputs, tools and procedures, and
outputs.
21. Scope Definition
• The Scope Definition process picks the final project needs from
the requirements documentation supplied during the “Collect
Requirements” process because all of the requirements discovered
may not be included in the project.
• It then creates a full description of the project, including the
product, service, or outcome.
• A detailed project scope statement expands on the primary
deliverables, assumptions, and limitations that are stated during
project commencement and is crucial to project success.
• As additional information about the project becomes available, the
project scope is defined and specified with increasing specificity
throughout project planning.
• Existing risks, assumptions, and constraints are examined for
completeness, and new risks, assumptions, and constraints are
added or modified as needed.
22. Scope Definition - Inputs
• Scope Management Plan
• Project Charter
• Requirements Documentation
• Organizational Process Assets
24. Scope Definition – Outputs
• The detailed project scope statement, either
directly, or by reference to other documents,
includes the following:
• Product scope description: This helps in providing a
detailed and a progressive product features,
services, or result in the project charter and
needed documentation.
• Acceptance criteria: This refers to the conditions
that are required to be met before deliverables are
accepted.
25. Scope Definition – Outputs
• The detailed project scope statement, either
directly, or by reference to other documents,
includes the following:
• Deliverable: Any one-of-a-kind and verifiable
product, result, or capability to perform a service
that must be produced to finish a process, phase, or
project. Auxiliary outputs, such as project
management reports and documentation, are also
included in deliverables. These deliverables might
be defined in broad strokes or in minute detail.
• Project exclusion: This helps in recognizing the
things to be excluded from the project or what is
out of scope for the project. This helps in managing
stakeholders’ expectations.
26. Scope Definition – Outputs
• The detailed project scope statement, either
directly, or by reference to other documents,
includes the following:
• Constraints: Restrictions or limitations associated
with a project scope are listed in the project scope
statement. For example, a predefined budget or dates
or schedule milestones set by the customer or
performing organization are examples of constraints.
A project that is performed under a contract will
generally be constrained by contractual provisions.
The project scope statement or a separate log may
include information on constraints.
27. Scope Definition – Outputs
• The detailed project scope statement, either
directly, or by reference to other documents,
includes the following:
• Assumptions: Without proof or demonstration, an
aspect in the planning process that is assumed to be
true, actual, or certain. It also discusses the
ramifications of those elements if they turn out to
be untrue. As part of their planning process,
project teams routinely establish document, and
validate assumptions. Assumptions might be included
in the project scope statement or kept in a separate
log.
28. Scope Verification
• The process of formalizing acceptance of the
project’s completed deliverables is known as scope
definition.
• By validating each deliverable, this process
brings objectivity to the acceptance process and
increases the likelihood that the final product,
service, or result will be accepted.
• The data flow diagram of this process shows the
inputs, tools and techniques, and outputs of the
process.
• They are then reviewed by their customer or
sponsor to ensure that they have been completed
satisfactorily and are officially accepted by
them.
29. Scope Verification
• Basis for validation and final acceptance are
outputs from Project Scope Management Knowledge
Area Planning processes, such as requirements
documentation or scope baseline, and execution
data obtained from Execution processes in other
Knowledge Areas.
• Quality control is different from the Validate
Scope process in that it focuses on the
correctness and quality of deliverables, while
validation focuses on acceptance.
• Control Quality is generally performed before
Validate Scope, although the two processes may be
performed in parallel.
30. Scope Verification - Inputs
• Project Management Plan
• Requirements Documentation
• Requirements Traceability Matrix
• Verified Deliverables
• Work Performance Data
31. Scope Verification – Tools and
Techniques
• Inspection
• Group Decision – Making Techniques
32. Scope Verification – Outputs
• Accepted Deliverables
• Change Requests
• Work Performance Information
• Project Document Updates
33. Scope Change Control
• Scope Control is the process of keeping track of the project and
product scope, as well as controlling modifications to the
baseline scope.
• The fundamental advantage of this method is that it keeps the
scope baseline consistent throughout the project.
• The data flow diagram of the process depicts the process’s inputs,
tools and procedures, and outputs.
• Controlling the project scope guarantees that the Perform
Integrated Change Control process processes all requested
modifications and recommended corrective or preventative actions.
• Scope Control is also used to manage actual changes as they
happen, and it is integrated with other control processes.
• Because change is unavoidable, every project must employ some form
of change management.
34. Scope Control - Inputs
• Project Management Plan
• Scope Baseline
• Scope Management Plan
• Change Management Plan
• Configuration Management Plan
• Requirements Management Plan
• Requirements Documentation
• Requirements Traceability Matrix
• Work Performance Data
• Organizational Process Assets
35. Scope Control – Tools and
Techniques
• Variance Analysis
• A technique for determining the source and degree of
variation between the baseline and actual
performance is variance analysis.
• The extent of deviation from the original scope
baseline is assessed using project performance
measurements.
• Determining the source and degree of departure from
the scope baseline, as well as assessing if
corrective or preventive action is required, are all
important components of project scope control.
36. Scope Control – Output
• Work Performance Information
• Change Requests
• Project Management Plan Updates
• Project Document Updates
• Organizational Process Assets
