PMP Chap 5 - Project Scope Management - Part 2

By: Anand Bobade (nmbobade@gmail.com)
Plan scope
management
Collect
Requirements
Define Scope Create WBS Validate
Scope
Control
Scope
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PM BOK Chapter 5 :
Project Scope Management
(Part 2)
Planning Monitoring & Controlling

5.4 Create Work Breakdown Structure (WBS)
Create WBS definition
Create WBS - ITTO
What is WBS?
What is Decomposition?
What is WBS Dictionary?
What is Scope Baseline?
Review
Self Assessment

5.1 Plan Scope Management:
Creating a scope management plan – how scope will
be defined, validated, and controlled.
5.2 Collect Requirements:
Determining, documenting, and managing stakeholder
needs and requirements to meet project objectives
5.3: Define Scope:
Developing a detailed description of the project and
product.
5. Project scope Management Knowledge Area

5:4 Create WBS:
Subdividing project deliverables and project work into
smaller, more manageable components.
5:5 Validate Scope:
Formalizing acceptance of the completed project
deliverables.
5.6 Control Scope:
Monitoring the status of the project & product scope
and managing changes to the scope baseline.

How Great Wall of China (8850 KM) could have built?
If you think of building it again.. It will look like a gigantic or impossible task.
In reality, they are series of fortifications built by various emperors.
Later, it was joined together to make a bigger and stronger wall.
Similarly, initially Projects looks gigantic tasks until they are broken into
modules, deliverables & further works packages.
5.4. Create WBS -> Introduction

5.4. Create WBS -> Definition
Subdividing project deliverables & project work into
Provides structured VISION of what has to be delivered.
Subdividing
project
Smaller &
Manageable
components

5.4. Create WBS -> Definition
CRM Project
Initiation
Project charter
Feasibility Study
Business Case
Stakeholder List
Project Kick-off
Study
Business
Requirement
Document
Reporting
Requirements
System
Requirements
PMP
Vendor selection
Integration
Requirements
Design & Build
System Design
High level Design
Low level Design
System Build
Build module1
Build Module2
Build Module3
Integration Build
Reports Build
Test
System Testing
Integration
Testing
User Acceptance
Testing
Security Testing
Performance
Testing
Operate
Training
Go-live
Handover
Training
Contract Closure
Project closure

5.4. Create WBS -> Introduction
Work Break down Structure (WBS)
Subdivide Project’s deliverables &
Scope.
Its Hierarchical.
Helps to accomplish Project
objectives.
100% rule:
• WBS contains 100% of the Project scope.
• It contains all project deliverables.
• If something is not in WBS then it is not a part of the project.

5.4 Create WBS -> Introduction
Control Account:
• Management control point where scope, budget,
actual cost, & schedule are integrated & compared
to earned value.
Planning Packages:
• A work breakdown structure component below the
control account with known work content but
without detailed schedule activities.
Work Packages:
• The work defined at the lowest level of the WBS for
which cost and duration can be estimated and
managed.

Control Account:
Management control point where scope, budget, actual cost, &
schedule are integrated & compared to earned value.
Scope
Budget
Actual Cost
Schedule
Project
Control
Account 1
Planning
package 1
Planning
package 2
Work
Package
Control
Account 2
Planning
package XX
Work
Package XX

Planning Packages:
A work breakdown structure component below the control account
with known work content but without detailed schedule activities.
Project
Control
Account 1
Planning
package 1
Planning
package 2
Work
Package
Control
Account 2
Planning
package XX
Work
Package XX
Each control account may include one or
more planning & work packages.
Each of the work packages should be
associated with only one control
account.

Work Packages:
The work defined at the lowest level of the WBS for which cost and
duration can be estimated and managed
Project
Control
Account 1
Planning
package 1
Planning
package 2
Work
Package
Control
Account 2
Planning
package XX
Work
Package XX
Used for estimation
Work package gets converted to
activities
General rule for size of Work package
– 8 t0 80 hour

WBS Dictionary:
Provides detailed deliverable, activity, & scheduling
information about each component in the WBS.
Code of account identifier
Description of the work
Responsibilities
Milestones
Resource
Cost

5.4. Create WBS
Input
• Scope Management
Plan
• Project Scope
Statement
• Requirements
Documents
• Enterprise
Environmental
Factors
• Org. process assets
Tools and
Techniques
• Decomposition
• Expert judgment
Outputs
• Scope Baseline
• Project Documents
updates

Scope
Management
Plan
Project Scope
Statement
Requirements
Documents
Enterprise
Environment
Factors
Organizational
process assets
5.4. Create WBS -> Input

5.4. Create WBS -> Input->Scope Management Plan
Scope
Management
Plan
It describes how scope will be
Defined Developed Monitored Controlled Verified.
Define process to create WBS.
May refer to WBS standards to be followed.

5.4. Create WBS -> Input -> Project scope Statement
Project scope
Statement
It is the description of the project scope major
deliverables, Assumptions & Constraints
Scope
Statement
Product scope
description
Acceptance
Criteria
Deliverables
Exclusions
Constraints
Assumptions

5.4. Create WBS -> Input-> Requirements Documents
Business requirements
•Objectives for traceability
•Business rules
Stakeholder requirements
•Stakeholder communication
•Reporting
Solution requirements
•Functional and non
functional
•Technology & standard
Transition requirements Project requirements
•Level of service,
performance, compliance
•Acceptance criteria
Quality requirements
Requirements
documentation
It describes how individual requirements meet the business
need for the project.
Assumptions
Dependenc
-ies
Constraints

5.4. Create WBS -> Input -> EEF & OPA
Industry specific WBS standards,
Policies, procedure & templates.
Project files from previous projects. Lessons learned.

5.4 Create WBS -> Tools and Techniques
Decomposition Expert Judgment

5.4 Create WBS -> T & T -> Decomposition
Decomposition
Dividing and subdividing project scope & project
deliverables in to smaller & more manageable parts
Identifying & analysing deliverables and
related work.
Decomposing the upper WBS levels into
lower-level detailed components.
Developing and assigning identification
codes to the WBS components.
Verifying degree of decomposition of the
deliverables is appropriate or not.

Decomposition
If work is decomposed to greater level of details, the
ability to plan, manage & control work is enhanced.
Excessive decomposition lead to non-productive
management efforts, inefficient use of resources,
decrease in efficiency.
May not be possible for a deliverable or subcomponent
that will be accomplished far into the future.
100% Rule: The total of the work at lowest levels should
roll up to the higher levels so that nothing is left out.

WBS Decomposed down through Work Packages

WBS Organized By Phases

WBS Organized By Major deliverables

5.4 Create WBS-> Output
Scope
Baseline
Project
Documents
updates

5.4 Create WBS -> Output -> Scope Baseline
Scope
Baseline
Approved version of a scope statement, WBS & its
associated WBS dictionary.
This can be changed only through formal change
control procedures.
It is used as a basis for comparison.
Project scope
statement
Work Breakdown
Structure (WBS)
WBS Dictionary Scope Baseline

Scope
Baseline
Project scope statement: description of
the project scope, major deliverables,
assumptions, and constraints
WBS: A hierarchical decomposition of
the total scope of work to accomplish
the project objectives and create the
required deliverables
WBS dictionary: Provides detailed
deliverable, activity, and scheduling
information about each component in
the WBS

Scope
Baseline Code of
account
identifier
Description of
the work
Assumptions
and
Constraints
Responsible
organization
Schedule
Milestones
Associated
schedule
activities
Resource
required
Cost estimates
Quality
requirements
Acceptance
criteria
Technical
reference
Agreement
information
WBS Dictionary: It’s a document that provides
detailed deliverable, activity, & scheduling
information about each component in the WBS.

WBS Dictionary Example:

5.4 Create WBS -> Data Flow diagram
5.1 Plan Scope
Management
Scope Management
plan
5.2 Collect
Requirements
5.3 Define Scope
5.5 Validate Scope
Requirements
documents
11.2 Identify Risks
11.3 Perform
quantities risk analysis
Project Scope
Statements
Scope Baseline
7.3 Determine Budget
Project
documents
Enterprise /
Organization
OPA 5.4 Create WBS
Project document
updates
6.2 Define Activities
7.2 Estimate Cost
4.2 Develop PM plan

5.4 Create WBS -> Review
The WBS is key document for organizing &
defining the total project scope.
It something is not in WBS it is not part of
deliverables.
It makes project more manageable
Decomposition is used to prepare WBS
Work Packages will be further split into
activities which are used for scheduling.
Control account is mainly used for high level
monitoring & reporting.

5.4 Create WBS -> Question
Project Charter is an input to all of the following processes
EXCEPT:
A) Collect requirements
B) Define Scope
C) Create WBS
D) Develop Project Management Plan
C

Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions

5.5 Validate Scope
Validate Scope definition
Validate Scope - ITTO
Difference between validate scope & control
quality?
What is Inspection?
What is Verified deliverables & Accepted
Deliverables?
Acceptance or non-acceptance of deliverables
Review
Self Assessment

5.1 Plan Scope Management:
Creating a scope management plan – how scope will
be defined, validated, and controlled.
5.2 Collect Requirements:
Determining, documenting, and managing stakeholder
needs and requirements to meet project objectives
5.3: Define Scope:
Developing a detailed description of the project and
product.

5:4 Create WBS:
Subdividing project deliverables and project work into
5:5 Validate Scope:
Formalizing acceptance of the completed project
deliverables.
5.6 Control Scope:
Monitoring the status of the project & product scope
and managing changes to the scope baseline.

5.5 Validate Scope -> Introduction
You buy a flat & it is ready for handover?
What you do before signing handover papers?
You inspect Flooring, walls for cracks, Doors, Toilet fixtures, Kitchen,
built-in cupboards, electricity fittings etc.
What are you doing? You are validating everything before formally
signing handover documents.

5.5 Validate Scope
Formalizing acceptance of completed project
deliverable, at the end of each phase or project.
It brings objectivity to acceptance process & increases
chance of final product, service, or result acceptance.
Verified by quality team
Formalizing acceptance
of deliverables
Deliverable Accepted Or
Change Request

5.5 Validate Scope
• It is primarily concerned with
correctness of deliverables &
meeting quality requirements
specified for deliverables.
Quality Control
(Project Quality Manag.)
• This process is primarily
concerned with acceptance
of the deliverables.
Validate Scope
(Project Scope Manag.)
Control Quality is generally performed before Validate
Scope, although the two processes may be performed in
parallel but quality control will complete first.
The verified deliverables obtained from Control Quality
process are reviewed with customer & get formal
acceptance.

5.5 Validate Scope
What to do during Project Cancellation or Termination
In both cases completed deliverables are validated &
accepted.
• Make sure efforts spent
of the projects are not
lost.
Early Termination
of Project
• Document level of
completed
deliverables.
Cancellation of
Project

5.5 Validate Scope
Input
• Project Management
Plan
• Requirements
Documentation
• Req. Traceability Matrix
• Verified Deliverables
• Work Performance
Data
Tools and
Techniques
• Inspection
• Group Decision
Making Technique
Outputs
• Accepted
Deliverables
• Change Requests
information
• Project Docs.
updates

5.5 Validate Scope -> Input
Project
Management
Plan
Requirements
Documentation
Requirement
Traceability
Matrix
Verified
Deliverables
Work
Performance
Data

Project Management Plan:
Scope management plan: specifies how to obtain
formal acceptance of the completed project
deliverables + The scope baseline
Requirements Documentation:
Lists all the project, product, and other types of
requirements for the project and product, along with
their acceptance criteria.
Req. Traceability Matrix:
Links requirements to their origin and tracks them
throughout the project life cycle.

Verified Deliverables:
Project deliverables that are completed and checked for
correctness through the Control Quality process.
Work Performance Data:
Include degree of compliance with requirements, number
of nonconformities, severity of nonconformities, or
number of validation cycles performed.

5.5 Validate Scope -> Inputs
Deliverable Expected
Product Service or result
Delivered
• Scope
Management Plan
• Scope Baseline
Project
Management
Plan
• Requirements
• Acceptance
criteria's
Requirements
Documentation
• Requirements
• Traceability Matrix
Req.
Traceability
Matrix
• Control Quality (done as
a part of Quality control)
• Ready for business
approval.
Verified
Deliverables
• Non-conformance details
• Compliance details
Work
Performance
Data
Planning Phase Design & Build phase

5.5 Validate Scope -> Tools and Techniques
Inspection Group
Decision
Making

5.5 Validate Scope -> Tools and Techniques -> Inspection
Inspections are sometimes called reviews, product
reviews, audits, and walkthroughs.
Includes activities such as measuring, examining, &
validating to determine whether work &
deliverables meet acceptance criteria.
Inspection
Factory Inspection Final Vehicle inspection
at delivery bay
Project Audit

5.5 Validate Scope -> Tools and Techniques -> Inspection
Customer validation
(Inspection)
Compare with Requirements/
specifications (Actuals with
Expected)
Identify & document Non-
conformance
Deliverable Expected Actual deliverable
MeasureExamine
Validate
Customer
This is not Quality
inspection by testing
team.

5.5 Validate Scope -> Tools and Techniques ->Group decision
Group discuss & reaches conclusion after scope
validation. This is done against a acceptance criteria.
Group
Decision
Making
Unanimity:
Majority:
Plurality:
Dictatorship:

5.5 Validate Scope -> Outputs
Accepted
Deliverables
Change Requests Work
Performance
information
Project Docs.
updates

5.5 Validate Scope -> Outputs
Deliverables that meet the acceptance criteria are
formally signed off & approved by the Customer or
sponsor.
The completed deliverable that have not been formally
accepted are documented, along with reason for non-
acceptance.
It includes information about project progress, such as
which deliverables that have started, finished or which
have been accepted.
Any document that defines the product or report status
or product completion.

5.5 Validate Scope->Outputs->Accepted Deliverable & CR
• Deliverables that MEET the
acceptance criteria are formally
signed off and approved by the
customer or sponsor.
Accepted
Deliverables
• The completed deliverables that
have NOT been formally
accepted are documented, along
with the reasons for non-
acceptance of those deliverables.
Change Request
Formal documentation received from customer or sponsor
acknowledging formal acceptance of the deliverables.
This is forwarded to the Close Project or Phase process.
Non accepeted deliverables may require a change request for
defect repair.

5.5 Validate Scope -> Data Flow diagram
5.2 Collect
Requirements
5.5 Validate Scope
Requirements
documents
Requirements
Traceability matrix
Accepted Deliverables
Project
documents
Change Requests
4.5 Perform Integrated
change control
4.4 Monitor & Control
Project work
4.5 Close project or
Phase
Work Performance
Information
Project document
updates
8.3 Control Quality
Verified Deliverables
4.2 Develop PM plan
PM Plan
4.3 Direct and Manage
project work
Work Performance
Data

5.5 Validate-> Review
What is Validate scope?
Difference between validate scope & control quality
What is inspections?

5.5 Validate Scope -> Review
What is Validate Scope?
Difference between validate scope & control
quality?
What is Inspection?
What is Verified deliverables & Accepted
Deliverables?

5.5 Validate Scope -> Question
Work Performance Measurement is an output of which process:
Define Scope
Create WBS
Validate Scope
Control Scope
C

5.6 Control Scope
Control scope Process Definition
Control scope - ITTO
What is variance analysis?
What is work performance information?
Review
Sample Exam Question

5.6 Control Scope
Control Project
scope
Monitor &
Control
Project work
Perform
Integrated
change control
Avoid scope
creep

5.6 Control Scope
Monitoring
status of
Project
Monitor
product
scope
Manage
changes to
scope baseline
Monitoring the status of the project and product scope
and managing changes to the scope baseline
It allows the scope baseline to be maintained
throughout the project.

5.6 Control Scope
Poorly defined
requirements
Lack of
stakeholder
engagement
Not managing
scope baselines
Poor Change
control process

5.6 Control Scope
Inputs
• Project Management
Plan
• Requirements
Documentation
• Req. Traceability Matrix
Data
• OPA
Tools and
Techniques
• Variance
analysis
Outputs
information
• Change Requests
• PM Plan updates
• Project Document
update
• Org. Process assets
updates

5.6 Control Scope -> Input
Project
Management
Plan
Requirements
Documentation
Req. Traceability
Matrix
Work
Performance
Data
Organizational
Process Assets

Project Management Plan:
Scope baseline, Scope management plan, Change
management plan, Configuration management plan
and Requirements management plan.
Requirements Documentation:
Requirements should be unambiguous, traceable,
complete, consistence and acceptable to all
stakeholders.
Req. Traceability Matrix:
Helps to detect the impact of any change or deviation
from the scope baseline on the project objectives.

Work Performance Data:
No of Change request received, no of request
accepted and no of deliverables produced.
Organizational process assets:
Existing formal &Informal scope, control-related
policies, procedures, guidelines. Monitoring &
reporting templates

5.6 Control Scope -> Tools & Techniques
Variance
Analysis

5.6 Control Scope -> T & T -> Variance Analysis
Determine cause & degree of difference between
baseline & actual performance. Focus is on scope.
Helps deciding whether corrective or preventive
action is required.
Variance
Analysis
- No. of deliverables
completed
- Completed scope
- Completed
activities/work
packages
- Plans
- Scope
- WBS
- PMP - Schedule

5.6 Control Scope -> Outputs
Work
Performance
Information
Change Requests Project
Management
Plan updates
Project management
document updates
Org. Process assets
updates

Work Performance information:
How the project scope is performing compared to
scope baseline. How they impact schedule & cost,
forecast future scope performance.
Change Requests:
Can be result of Analysis of scope performance.
Can include preventive or corrective actions.
PM Plan updates:
Scope baseline and other baseline updates.

PM document updates:
Requirements document, requirement traceability
matrix
OPA updates:
Cause of variances, Corrective action chosen and
reasons. Lessons learned.

5.6 Control Scope -> Review
What is Control Scope?
What is variance analysis?
What is work performance Data?
What is work performance information?
Why Change request can be result of Control
scope?

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