PMP training

1. Project Management
Professional
EMP ACADEMY
Wasim Khalil
Project Manager

2. Project Scope Management
Project Management Professional

3. Agenda
 Why Manage Project Scope?.
 Project Scope and Product Scope.
 Plan Scope Management.
 Collect Requirements.
 Define Scope.
 Create WBS.
 Validate Scope.
 Control Scope.

4. Why Manage Project Scope?

5. Project Scope Management
Project Scope Management include the processes required
to ensure that the project includes all the work required, and
the work required to complete the project successfully.
Managing the project scope is primarily concerned with
defining and controlling what is and is not included in the
project.

7. Project Scope Management
What work is required and then making sure all of that work
and only that work is done.

8. Overview of the project scope management processes

9. Integration Management Processes
Initiating Planning
Plan Scope
Management.
Collect
Requirements.
Define Scope. Create WBS.
Executing Monitoring & Controlling
Validate
Scope.
Control Scope.
Closing

10. Inputs Tools and Techniques Outputs
• Project Management Plan
• Project Charter
• EEF
• OPA
• Expert Judgment
• Meeting
• Scope Management Plan
• Requirements Management Plan
Plan Scope Management
 To Plan how the project will define, validated and Controlled.

11. Inputs Tools and Techniques Outputs
• Scope Management Plan
• Requirements Management
Plan
• Project Charter
• Stakeholder Register
• Interview
• Focus Groups
• Facilitated Workshops
• Group creativity
techniques
• Group Decision making
techniques
• Questionnaires and
Surveys
• Observations
• Prototypes
• Benchmarking
• Context Diagram
• Document Analysis
• Requirements Documentation
• Requirement Traceability
Matrix
Collect Requirements
 To determine, document and manage stakeholder needs and requirements

12. • Interview
• Is a formal or informal approach to elicit information from stakeholders by talking to them directly
• Focus Groups
• Bring together prequalified stakeholders and subject matter expert to learn about their expectations and
attitudes about a product, result , services.
• Facilitated Workshops
• Focused sessions that bring key stakeholders together to define product requirements.

13. Brainstorming Nominal Group techniques
Affinity diagram Idea/mind mapping
• Group creativity techniques

14. Unanimity Majority
Plurality Dictatorship
Group Decision techniques

15. Inputs Tools and Techniques Outputs
• Scope Management Plan
• Project charter
• Requirements documentation
• OPA
• Expert Judgment
• Product analysis
• Alternatives generation
• Facilitated workshops
• Project scope statement
• Project document updates
Define Scope
 To develop a detailed description of the project and product or service.

16. Project scope statement
Project Objectives
Scope Description
Project deliverables
Acceptance criteria
Project Constraints/ Assumptions
Initial Risk
Fund limitation
Configuration
Approval Requirement

17. Project Scope vs Product Scope
Project Scope Product Scope
• Is the work the project will do to deliver the
product
• Requirements that is related to the product
of the project
• Completion is measured against the plan • Completion is measured against
Requirements
• The work need to deliver the house • House

18. Products vs Services
Products:
• Products are tangible and discernible items that the organization
produces, including digital file-based output.
Services:
• A service is the production of an essentially intangible
benefit, either in its own right or as a significant element of
a tangible product, which through some form of exchange,
satisfies an identified need. Sometimes services are
difficult to identify because they are closely associated with
a good; such as the combination of a diagnosis with the
administration of a medicine.

19. Inputs Tools and Techniques Outputs
• Scope Management Plan
• Project Scope Statement
• Requirements
• EEF
• OPA
• Decomposition
• Expert Judgment
• Scope Baseline
• Project Document
Update
Create WBS (Work Breakdown Structure)
 The process of subdividing project deliverables and Project work into
smaller and more manageable component

20. Video

21. Inputs Tools and Techniques Outputs
• Project Management Plan
• Requirements Documentation
• Requirements Traceability Matrix
• Validated Deliverables
• Work Performance Data
• Inspection
• Group Decision
making Techniques
• Accepted Deliverables
• Change Requests
• Work Performance
Information
• Project Documents
updates
Validate Scope
 To Formalize Acceptance of the completed project deliverables

22. Inputs Tools and Techniques Outputs
• Project Management Plan
• Requirements Documentation
• Requirement Traceability Matrix
• Work Performance data
• Organization Process assists
• Variances analysis • Work Performance
Information
• Change Requests
• Project Management
Plan Updates
• Project Documentation
Plan
• OPA update
Control Scope
 To Monitor the status of the project and Product scope and managing
changes to the scope baseline

23. Scope Creep and Gold Plating in Project Management
• final product; however, the mechanism of these changes is different in eacDo
you recall how many times this scenario has happened to you? You plan to
purchase or build something, and allocate a certain amount of money for this
purpose. However, when you proceed with your plan, many new requirements
are added to it, until at last you end up with an entirely new product.
• This situation may be okay for you, because here you are the person who is
planning, and executing the project and more importantly- you are the end
user of the product and the one spending money on it.
• In our life it happens many times and we even don’t care about it. But when it
comes to professional life — it is a different case.
• Let us say that you are managing a project and some extra functions are
added to the product, either knowingly or unknowingly, and these changes are
not stated in the scope statement.
• This is a bad practice and it is known as either scope creep or gold plating.
Scope creep and gold plating both bring the changes in the h case.

24. Scope Creep
• Scope creep is also known as requirement creep, which refers to the
uncontrolled changes in the project’s or product’s scope.
• Scope creep happens in the project for following reasons:
1. Due to interference from the client.
2. Due to an incomplete scope statement.
3. Due to a poor change control system.
4. Due to miss-communication among the team members.
5. Due to reasons external to organizations; e.g. market conditions,
regulatory requirements, or technological advancements.

25. Scope Creep Example
• Suppose you are building a 100 foot wall for the client, and
client comes to the team and asks them to increase the length
of wall by one foot. Team members think that there is a lot of
material lying around on the site, and it will make no
difference to them to build just one foot of the wall; therefore,
they go ahead and build the extra length of wall.

26. Gold Plating “make client happy”
• Gold plating means intentionally adding extra features or
functions to the products which were not included in the
scope statement.
• Usually gold plating is performed by either the project team or
the project manager with no additional cost to the client.
• Gold plating is done with good intentions and most of the
time is appreciated by the clients; however, there are many
cases where it is not liked and the gold plating is backfired
because you are adding some features to the product which
were not demanded by the client.
• This might be considered as an unauthorized change in the
scope and the client can refuse to accept the product.
• Gold plating is very common in software programming and is
done by team members to show their abilities, or by the
project manager to the make client happy.

27. Gold Plating Example
• Let us say that you are building a
software program for the client. Your
programmer comes to you and says
that he can add some extra features to
the program with almost no effort which
will increase the functionality of the
product, and the client will like it. You
also agree with him, and allow him to
add this extra functionality.

28. Video

29. Next Session
Project Time Management
Process Done During
Plan Schedule
Management
Planning
Define Activities Planning
Sequence Activities Planning
Estimate Activities
Resources
Planning
Estimate Activates
Duration
Planning
Develop Schedule Planning
Control Schedule Monitoring and
Controlling
Process Done During
Plan Cost
Management
Planning
Estimate Costs Planning
Determine Budget Planning
Control Cost Monitoring and
Controlling
Project Cost Management