The document provides an overview of key concepts and processes related to project scope management and time management. It defines scope management as the processes used to define, control, and validate the work required to successfully deliver a project. It outlines six processes for scope management including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. It also defines seven processes for time management including planning schedule management, defining activities, sequencing activities, estimating activity resources and durations, developing the schedule, and controlling the schedule. The critical path is described as the longest path through a project network diagram that determines the shortest project duration.

1. MBA 6941, Managing Project Teams 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
8. Assess strategies to manage organizational change.
8.1 Explain how the triple constraints play an integral role in
managing a successful project.
8.2 Explain the relationship between the scope statement and
the WBS and why they are
fundamental to project success.
8.3 Identify the critical path of a project and why it is important
to an effective schedule
management.
Reading Assignment
Chapter 8: Scope
Chapter 13: Time
Unit Lesson

2. Project Scope Management
Project scope management includes the processes concerned
with all of the work required to successfully
deliver a project to the stakeholders’ expectations, manage
changes, minimize surprises, and gain
acceptance of the product in order to complete the project.
During scope management, the project manager
should always be in control of the scope and must make sure of
the following:
defined;
scope not covered under the
project charter;
and uncertainties and introduces problems into the project;
changes; and
re, evaluate, and manage the scope changes in a
controlled, structured, and procedural manner (Perrin,
2013).
Key Terms in Project Scope Management:

3. constraints, so managing the scope of the project is one of
the key ways in which project management performance
can be measured. Since scope is usually owned by the
project sponsor or the customer but managed by the project
manager, project scope management is especially challenging
(Perrin, 2013).
changes, and they occur when
changes to the scope are not detected early enough or managed.
All these minor changes slowly add
up and may have drastic impact on budget, schedule, and quality
(Perrin, 2013).
Causes of scope creep can include the following:
UNIT III STUDY GUIDE
Project Performance and
Team
Graphical representation of triple
constraints (Mapto, 2007)
MBA 6941, Managing Project Teams 2
UNIT x STUDY GUIDE
Title

4. -related issues: These issues can change
project requirements or increase the
project’s complexity.
stakeholders’ additional requests without following
the proper approval process, which can lead to cost and time
overruns.
product without proper approval, which can
also lead to cost and time overruns.
d
unclear scope can cause the project team
to misunderstand requirements about the project, causing scope
creep (Turner, 2014).
Project vs. product scope: Project scope management deals with
managing both the product scope as well as
the project scope. Product scope describes the features,
functions, and physical characteristics that
characterize a product, service, or result. It may also include
subsidiary components. Completion is measured
against the product requirements to determine successful
fulfilment. While project scope describes work
needed to deliver a product, service, or result with the specified
features and functions, completion of project
scope is measured against the project plan, project scope
statement, and work breakdown structure (WBS)
(Perrin, 2013).

5. Project Scope Management Processes
The project scope management process helps the project
management team determine how the project
scope will be defined, how the work breakdown structure
(WBS) will be created, how the scope will be
validated by the customers and stakeholders at the end of the
project and at the end of each project phase,
and how the scope will be managed and controlled throughout
the project. The project team must have a
clear understanding of the project, the business and need for the
project, the requirements of the project, and
the stakeholder expectations for the project.
The project scope management plan is a planning process, and
the first thing you want to do is to plan how to
define, validate, and control your project scope and come up
with the scope and requirement management
plan. You then ask your team members to work closely with the
customers and other stakeholders to collect
requirements from them. The team members will be working on
a requirement document to document the
quantifiable needs and expectations of the customers and
stakeholders. Next, the team must be working on a
scope statement document to develop a comprehensive and
detailed description of the project and product
and identify all the work that needs to be done to complete
project requirement. Now that the team has a clear
understanding about the project deliverables, as a project
manager you need to decompose these
deliverables and project work into smaller, more manageable
components so that you can easily assign
resources and come up with a detailed WBS. Developing the
scope management plan, requirements
management plan, requirement document, scope statement
documents, and WBS are all done during a

6. planning process group meeting (Turner, 2014).
PMI identifies six key processes that are associated with the
scope management areas. Since scope is one of
the triple constraints, an understanding of these procedures is
vital to project success:
Process Process
Group
Detail Key Outputs
1. Plan Scope
Management
Planning This is the process of
creating a scope
management plan that
explains how project scope
will be defined, validated,
and controlled in the project.
Scope
Management
Plan
Requirement
Management
Plan
2. Collect
Requirements
Planning This is the process of
collecting and documenting
measurable needs and

7. expectations of the project
stakeholders.
Requirement
documentation
Requirement
Traceability
Matrices
MBA 6941, Managing Project Teams 3
UNIT x STUDY GUIDE
Title
3. Define Scope Planning This is the process of
developing a detailed and
comprehensive description
of the project/product.
Project Scope
Statement
4. Create WBS Planning This is the process of
breaking down
(decomposing) project
deliverables, and works into
tasks, activities, work
packages (Smaller
components)

8. Scope Baseline
5. Validate
Scope
Monitoring
and
Controlling
This is the process of
obtaining stakeholder’s
formal acceptance of the
completed project scope and
corresponding deliverables.
Accepted
Deliverables
Change
Requests
Control Scope Monitoring
and
Controlling
This is the process of
monitoring the project and
product status, maintaining
control over the project
through the management of
scope change requests, and
managing charges to the
scope baseline.
Work
Performance
Information

9. Change
Requests.
(Perrin, 2013)
Now that you know the scope of your project, the next step is to
determine how long it would take to
complete. This process is known as the project time
management processes.
Project time management is focused on planning, developing,
managing, executing, and controlling a project
schedule. It is important to note that before you start work on
the schedule, you should have completed
working on the business case, feasibility study, project charter,
developed a scope management plan, a
requirement management plan, scope statement, and the work
breakdown structure (WBS) in a planning
process group meeting. When a project manager starts working
on the project schedule, he/she—along with
the project team—will consider all of the activities that will
need to be completed based on the project’s WBS.
Once all the project work has been identified and the activity
list has been generated, it is time to put the
activities into the order necessary to reach the project
completion. Once the work has been organized and
visualized, it is time to staff it. Project resource estimating
considers people that your project will need as well
as the materials and equipment. Of course, management and the
project stakeholders will want to know how
long the project work will take to complete. A project manager
must control the project schedule by applying
the method of schedule compression and fast tracking (Turner,
2014).

10. PMI identifies seven key processes that are associated with time
management knowledge area. Since time is
one of the triple constraints, an understanding of these
processes is vital to project success.
MBA 6941, Managing Project Teams 4
UNIT x STUDY GUIDE
Title
Processes Process
Groups
Detail Key Outputs
1. Plan Schedule
Management
Planning The process of defining
how the project schedule
will be planned, developed,
managed, executed, and
controlled
Schedule
Management plan
2. Define
Activities

11. Planning The process of
decomposing the WBS
work packages into
schedule activities that are
at a level small enough for
estimating, scheduling,
monitoring, and changing.
Activity List
Activity Attributes
Milestone List
3. Sequence
Activities
Planning The process of identifying
and documenting
relationships among
defined activities and
arranging them in the order
they must be performed.
Project Schedule
Network
4. Estimate
Activity
Resources
Planning The process of estimating
the resources such as
material, equipment,
manpower, and supplies
required to perform
activities in the project.

12. Activity Resource
Requirements
Resource
Breakdown
Structure
5. Estimate
Activity
Durations
Planning The process of estimating
durations for the activities of
the project by utilizing
scope and resource
information, such as in who
will be doing the work,
resource availability, and
number of resource
assigned.
Activity Duration
Estimates
6. Develop a
Schedule
Planning The iterative process of
analyzing activity sequence,
dependency, logical
relationships, durations,
resources (such as
materials, manpower,
equipment, supplies),
constraints, and
assumptions to develop the

13. project schedule with
planned dates for project
activities completion.
Schedule Baseline
Project Schedule
7. Control
Schedule
Monitoring &
Controlling
The process of monitoring
the status of the project by
comparing the result to the
plan, updating project
progress, and managing
changes to the project
schedule baseline.
Work Performance
Information
Change Request
Schedule
Forecasts
(Perrin, 2013)
MBA 6941, Managing Project Teams 5

14. UNIT x STUDY GUIDE
Title
Leads and Lags
other words, a successor activity
getting a jump start. A lead may be added to start an activity
before the predecessor activity is
completed. For example, there may be a finish-to-start
relationship between design and coding in a
software development project, but coding may start five days
before design is completed. This is an
example of a finish–to–start with five days lead.
example, you must wait three days after
pouring concrete before you can construct the frame for the
house. This can be shown as a finish-to-
start with three day’s lag (Turner, 2014).
Critical Path Method (CPM)
The critical path is the longest path through a network diagram
and determines the shortest time to complete
the project as well as any scheduling flexibility (Perrin, 2013).
It is not the project schedule, but it indicates the
time period within which an activity could be scheduled
considering activity duration, logical relationships,
dependencies, leads, lags, assumptions and constraints. Below
are a few important points about the critical
path:

15. without delaying the project.
critical path can slip (Perrin, 2013).
References
Mapto. (2007, September 6). Project-triangle-en.svg [Image
file]. Retrieved from
https://commons.wikimedia.org/wiki/File:Project-triangle-
en.svg
Perrin, R. (2013). PMP exam prep boot camp. Retrieved from
http://edwel.com/materials/PMP%20Exam%20Prep%20Manual
%20Online%20Free%205_0_1.pdf
Suggested Reading
In order to access the resource below, you must first log into
the myCSU Student Portal and access the
Business Source Complete database within the CSU Online
Library.
This article gives you an insight on how to manage the project
triple constraints and its implication to project
success:

16. Managing the triple constraints. (2010). PM Network, 24(8), 54.
Page 1
Rokeach Value Survey
On the following two pages are two lists of values, each in
alphabetical order. Each value is
accompanied by a short description and a blank space. Your
goal is to rank each value in its
order of importance to you for each of the two lists. Study each
list and think of how much each
value may act as a guiding principle in your life.
To begin, select the value that is of most importance to you.
Write the number 1 in the blank
space next to that value. Next, choose the value is of second in
importance to you and write the

17. number 2 in the blank next to it. Work your way through the
list until you have ranked all 18
values on this page. The value that is of least importance to
you should appear in Box 18.
When you have finished ranking all 18 values, turn the page and
rank the next 18 values in the
same way. Please do each page separately.
When ranking, take your time and think carefully. Feel free to
go back and change your order
should you have second thoughts about any of your answers.
When you have completed the
ranking of both sets of values, the result should represent an
accurate picture of how you really
feel about what’s important in your life.
Page 2
A Comfortable Life _____
a prosperous life
Equality _____

18. brotherhood and equal opportunity for all
An Exciting Life _____
a stimulating, active life
Family Security _____
taking care of loved ones
Freedom _____
independence and free choice
Health _____
physical and mental well-being
Inner Harmony _____
freedom from inner conflict
Mature Love _____
sexual and spiritual intimacy
National Security _____ Terminal Values
protection from attack

19. Pleasure _____
an enjoyable, leisurely life
Salvation _____
saved; eternal life
Self-Respect _____
self-esteem
A Sense of Accomplishment _____
a lasting contribution
Social Recognition _____
respect and admiration
True Friendship _____
close companionship
Wisdom _____
a mature understanding of life

20. A World at Peace _____
a world free of war and conflict
A World of Beauty _____
beauty of nature and the arts
Page 3
Ambitious _____
hardworking and aspiring
Broad-minded _____
open-minded
Capable _____
competent; effective
Clean _____
neat and tidy
Courageous _____

21. standing up for your beliefs
Forgiving _____
willing to pardon others
Helpful _____
working for the welfare of others
Honest _____
sincere and truthful
Imaginative _____ Instrumental Values
daring and creative
Independent _____
self-reliant; self-sufficient
Intellectual _____
intelligent and reflective
Logical _____
consistent; rational

22. Loving _____
affectionate and tender
Loyal _____
faithful to friends or the group
Obedient _____
dutiful; respectful
Polite _____
courteous and well-mannered
Responsible _____
dependable and reliable
Self-controlled _____
restrained; self-disciplined