PMP Chap 5 - Project Scope Management - Part1

By: Anand Bobade (nmbobade@gmail.com)
Plan scope
management
Collect
Requirements
Define Scope Create WBS Validate
Scope
Control
Scope
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
PM BOK Chapter 5 :
Project Scope Management
(Part 1)
Planning Monitoring & Controlling

Chap 5 - Project scope Management
Introduction
Project Scope Management Definition
Scope Definition (Project & Product scope)
Scope Management Processes
Each Process in details
Review of Project Scope management knowledge area
Self Assessment

Introduction-> Scope definition
Scope Definition:
• The sum of the products, services and results to be
provided as a project.

Introduction-> Product & Project Scope
Project scope:
• The work performed to
deliver a product, service,
or result with specified
features & functions.
• Project scope statement.
• WBS & WBS dictionary.
Product scope:
• The features and functions
that characterize a
product, service or result.
• Product Requirements.
• Product Specifications.

Introduction-> Product & Project Scope
Project Scope
The “How”
Work/Delivery
oriented
Work that need to
be done to Deliver
the Product or
Service
Product Scope
The “What”
Functional
requirement or
Product / Services
Features &
functions that
Characterize a
product or services
Product
Scope

Introduction-> Scope Management Definition
Scope Management Definition:
• It includes processes required to ensure that the
project includes all the work required, and only work
required to complete project successfully.
Project includes
all the work
required
Only the work
required
Complete
project
successfully
Scope Management ensure
For exam assume, you have to determine all
requirement as a part of the project.

Project scope Management - Importance of scope
Project Team needs clear
understanding of the
work
Documentation is key to
delivery
All documents should be
accepted (Sign-off)
Clear change control
process must be followed
for any changes
Project
success

5. Project scope Management Knowledge Area
5.1 Plan Scope Management:
Creating a scope management plan that define 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
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.

5.1 Plan scope management
Plan Scope Management definition
Plan Scope Management - ITTO
What is Scope Management Plan?
What is Requirements Management Plan?
Review
Self Assessment

By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Document how
to ensure
delivery of
Meet
Customer
Expectations
5.1 Plan scope management
How scope is:
Defined Developed Monitored Controlled Verified

5.1 Plan scope management Definition
The process of creating a scope management plan that
documents how the project scope will be defined,
validated, and controlled.
It provides guidance & direction on how scope will be managed
throughout the project lifecycle.
Defined
ControlledValidated

5.1 Plan scope management -> ITTO
Inputs (4)
• Project
Management plan
• Project charter
• Enterprise
Environmental
Factors
• Organizational
process units
Tools &
Techniques (2)
• Expert Judgment
• Meetings
Outputs (2)
• Scope
Management plan
• Requirements
management plan

5.1 Plan scope management -> Input
Project
Management plan
Project Charter Enterprise
Environmental
Factors
Organizational
process Assets

5.1 Plan scope management->Input->PMP
Project
Management
plan
Approved subsidiary plans of PMP are used:
• Stakeholder Management Plan ->
• help to develop strategy to elicit requirements from
different stakeholders.
• Communication Management Plan ->
• How scope changes will be communicated.
• Risk Management Plan ->
• can help you to deal with any scope related risks.
It influence approach taken for planning & managing scope.

5.1 Plan scope management->Input->Project Charter
Project Charter
It provides the project context to plan the scope.
Provides project objectives & description.
Provides high level product characteristics.

5.1 Plan scope management->Input-> EEF & OPA
Enterprise
Environmental
Factors
Organizational culture
Infrastructure
Resources
Organizational
process Assets
Policies & procedures.
Historical information
Lesson learned.

5.1 Plan scope management -> Tools & Techniques
Expert
Judgment
Meetings

Expert
Judgment
Input received from Knowledgeable & experienced
parties.
It can be provided by group or person with specialized,
education, knowledge, skills etc
E.g., Business SME, Industry Consultants, other PM’s
What
techniques
can be used to
capture the
requirements?
How business
acceptance
will be done
for this
project?

Meetings
Project team may attend meetings.
Project
Manager
Sponsor
Selected team
members
Selected
stakeholders
Any one with scope related responsibilities should attend
meetings.
Discuss &
agree how the
requirements
will be
prioritized.
Discuss &
agree business
acceptance
process with
business team.

5.1 Plan scope management -> Output
Scope
Management
Plan
Requirements
Management
Plan

5.1 Plan scope management -> Output -> Scope MP

Scope
Management
Plan
How Scope will be:
Defined Developed Monitored Controlled Verified.
SMP contains how to:
How to prepare detailed project scope statement.
Enables the creation of the WBS.
Establishes how WBS will be maintained and approved.
How formal acceptance of deliverables will be obtained.
How requests for changes will be controlled & processed.

5.1 Plan scope management->Output->Requirements MP
Requirements
Management
Plan
Requirement: A capability that is required in a product, service
or result to satisfy customer needs.
Requirements Management Plan: Describes how requirements
will be analysed, documented and managed.
Components of RMP
How requirements activities will be planned,
tracked & reported.
Requirements prioritization process.
Product metrics that will be used and the
rationale for using it.
List of attributes that will be captured on
Requirements traceability matrix (RTM).
Configuration Management to initiate, track &
report changes.

5.1 Plan scope management->Output->Requirements MP
RTM is a grid that links product requirements to deliverables
that satisfy them.
Helps you to track requirements throughout project life cycle
RTM is progressively updated & is part of project documents.
Requirements
Management
Plan

5.1 Plan scope Management -> Data Flow diagram
5.1 Plan Scope
Management
Scope
Management
Requirements
Manag. plan
5.2 Collect
Requirements
5.3 Define
Scope
5.4 Create WBS
4.1 Develop
Project charter
Project charter
4.2 Develop
PM plan
PM Plan
Enterprise /
Organization
OPA
EEF

5.1 Plan scope management -> Review
Why Scope Management planning is important?
Role of Expert Judgment & Meetings?
What Scope Management Plan contains?
What Requirements Management Plan contains?

5.1 Plan scope Management -> Question
Completion of a product scope is measured against:
A) Product Management Plan
B) Project Management Plan
C) WBS & WBS Dictionary
D) Product Requirements
C

5.1 Plan scope Management -> Question
Identify the output of the Plan scope management which is linked to Perform
Integrated change control process
A) Project scope statement
B) Project Management Plan
C) Scope Management Plan
D) Requirements Traceability Matrix
C

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

5.2 Collect Requirements
Collect Requirements definition
Collect Requirements- ITTO
What are different types of requirements?
Focus group meetings & Facilitated workshops?
Group decision making & Group creativity techniques?
What is Requirements document & Traceability matrix?
Review
Self Assessment

Creating a scope management plan – how scope will
be defined, validated, and controlled.
5.3: Define Scope:
product.

Requirements are a set of demands, necessitates, needs, constraints highlighted by
the stakeholders.
Project
Manager
Business
Analyst
System
analyst
Quality
Analyst
Sponsor
Business
Users / SME
Operations
Other
Stakeholders
Who collects
Requirements
Who provides
Requirements
Demands Necessities
Needs Constraints

Determining, documenting and managing stakeholder
needs and requirements to meet project objectives.
It provides the basis for defining & managing the project
scope including product scope.
Requirements
Unambiguous
Traceable
Complete
Consistent
Acceptable to
stakeholders
Determining
Managing
Documenting
Project
Stakeholder needs & Requirements

The most difficult part of requirement gathering is not the act of recording
what the users wants, it is the exploratory development activity or helping
users to figure out what they want.

5.2 Collect Requirements -> Requirements classification
Business requirements Stakeholder requirements Solution requirements
Transition requirements Project requirements Quality requirements

Business requirements:
• Describe the higher-level needs of the organization
• Business issues or opportunities, and reasons why a
project has been undertaken.
Stakeholder requirements:
• Describe needs of a stakeholder or stakeholder group.
Solution requirements:
• Describe features, functions, and characteristics of the
product, service, or result that will meet the business
and stakeholder requirements.

Transition requirements:
• Describe temporary capabilities, such as data conversion
and training requirements, needed to transition from the
current “as-is” state to the future “to-be” state.
Project requirements:
• Describe the actions, processes, or other conditions the
project needs to meet.
Quality requirements:
• Capture any condition or criteria needed to validate the
successful completion of a project deliverable or
fulfilment of other project requirements.

Solution requirements are further grouped into:
• Describe the behaviour of the
product.
• Examples - processes, data, and
interactions with the product.
Functional requirements
• Describe the environmental
conditions or qualities required
for the product to be effective.
• Examples : Security, Reliability,
Performance, Safety, level of
service, supportability etc.
Non-functional requirements

Inputs(5)
• Scope management
plan
• Requirements
management plan
• Stakeholder
management plan
• Project charter
• Stakeholder register
Tools &
Techniques (11)
• Interviews
• Focus groups
• Facilitated workshops
• Group creativity
techniques
• Group decision-making
techniques
• Questionnaires and
surveys
• Observations
• Prototypes
• Benchmarking
• Context diagram
• Document analysis
Outputs (2)
• Requirements
documentation
• Requirements traceabilty
matrix

5.2 Collect Requirements -> Input

Scope
management
plan
Requirements
management
plan
Stakeholder
management
plan
Project charter
Stakeholder
register

5.2 Collect Requirements -> Input-> Scope MP

Scope
Management
Plan
How Scope will be:
SMP will help:
Understand what all requirement need to be captured?
Who will provide the requirements?
What mechanism to be used to capture the requirements
(Brainstorming, user stories etc.)
What are the acceptance requirements?

5.2 Collect Requirements -> Input->Requirements MP
Requirements
Management
Plan
Requirements Management Plan: Describes how requirements
will be analysed, documented and managed.
RMP will guide:
How requirements activities will be planned, tracked & reported.
Requirements prioritization process.
Product metrics that will be used for prioritization and rationale
for using it.
Attributes to be captured on RTM.

5.2 Collect Requirements -> Input->Project Charter
Project Charter
It provides the project context to plan the scope.
Provides High level requirements.
Provides project description
Provides product characteristics.

5.2 Collect Requirements -> Input-> Stakeholder MP
Stakeholder
management
plan
How to manage stakeholder & get requirements.
Which stakeholder can provide requirements.
Understand stakeholder communication requirements
Level of stakeholder engagement
Helps to ensure stakeholder participation.

5.2 Collect Requirements -> Input-> Stakeholder register
Stakeholder
register
Identify stakeholder who can provide information on
requirements
captures major stakeholder requirements
Capture key expectations.

5.2 Collect Requirements -> Tools and Techniques
Interviews Focus groups Facilitated
workshops
Group creativity
techniques
Group decision-
making
techniques
Questionnaires &
surveys
Observations Prototypes

5.2 Collect Requirements -> Tools and Techniques
Benchmarking Context diagram Document
analysis

5.2 Collect Requirements -> T & T -> Interviews
Interviews
Approach to elicit information from stakeholders by
directly talking to them.
Spontaneous questions
Useful to obtain confidential
information
Project participants
Sponsors
Other executives
Subject matter experts

5.2 Collect Requirements -> T & T -> Interviews
Interviews
Formal or informal approach to elicit information by talking
directly.
Asking prepared & spontaneous questions and recording
responses.
Conducted on an individual basis, may involve multiple
interviewers or interviewees.
Interviewing experienced project participants can aid in
identifying and defining the features and functions.
Interviews are also useful for obtaining confidential
information.

5.2 Collect Requirements -> T&T -> Focus groups
Focus groups
Bring together prequalified stakeholders & SME to
understand their expectations & attitudes.
Trained moderator develop a discussion by asking
predefined questions.
Discussion is focused around a topic.
Cons
Trained Moderator
required
Less control
Pros
Has fix agenda
More structured

5.2 Collect Requirements->T&T->Facilitated Workshops
Facilitated
workshops
Objective is to develop a consensus for decision based
on Agenda/ goal of workshop.
Cross functional team members are involved, can
quickly defining cross-functional requirements.
Reconciling stakeholder differences. Early issues
discovery & resolution
Pros
Build Trust
Foster
relationship
Improve
Communication
Joint Application
Design/developm
ent (JAD):
Quality Function
Deployment
(QFD)
User stories

Facilitated
workshops
Joint Application Design/development (JAD):
• Software development industry.
• Bring SME & development team together.

Facilitated
workshops
Quality Function Deployment (QFD)
• Used in manufacturing industry.
• Determine critical characteristics for new products.
• Starts by collecting customer needs (Voice of Customer)
• Needs are then objectively sorted & prioritized.

Facilitated
workshops
User stories :
• User stories are widely used with agile methods.
• Describe:
• The stakeholder who benefits from the feature (role)
• What the stakeholder needs to accomplish (goal)
• The benefit to the stakeholder (motivation)

5.2 Collect Requirements -> T&T-> Group Creativity
Group creativity
techniques
Techniques that are used to generate ideas within a group
of stakeholders.
Several group activities can be organized to identify
product & project requirements.
Brainstorming Affinity
diagrams
Nominal group
techniques
Idea / mind
mapping
Multi-criteria
decision
analysis

Brainstorming: To generate and collect Multiple ideas related to project
and product requirements.
Affinity diagrams: Allows large numbers of ideas to be CLASSIFIED into
groups for review and analysis.
Nominal group techniques: Enhances brainstorming with a VOTING
process used to rank the most useful ideas for further brainstorming or for
prioritization
Idea / mind mapping: Ideas created through individual brainstorming
sessions are CONSOLIDATED into a single map to reflect commonality and
differences in understanding, and generate new ideas
Multi-criteria decision analysis: Utilizes a decision MATRIX to provide a
systematic analytical approach for establishing criteria, such as risk levels,
uncertainty, and valuation, to evaluate and rank many ideas.

Brainstorming: To generate and collect Multiple ideas
related to project and product requirements.
Idea Generation & Idea Selection are part of a brainstorming session, while Problem
Identification occurs before session & Implementation occurs after session.
Brainstorming stages:
Problem Identification (Prior activity)
Idea Generation
Idea Selection (decision making)
Implementation (Post activity)

Brainstorming: Output of brainstorming session can be
used as input to refine & detail idea’s.
Brainstorming
Affinity diagrams Nominal group
techniques
Idea / mind
mapping
Idea’s

Affinity diagrams (KJ Method): Allows large numbers of
ideas to be CLASSIFIED into groups for review & analysis
• Going Through Large Volumes of Data. Stimulate Idea Generation & new Patterns of ThinkingUse it:
• When the data sets available are small in number (less than 15)Avoid it:
Identify Problem
List ideas/issues
(Brainstorming)
Create affinities
Analyse Results

Brainstorming Affinity Diagram
To generate and collect Multiple ideas
related to project and product
requirements.
Allows large numbers of ideas to be
CLASSIFIED into groups for review and
analysis.

Nominal group techniques:
Enhances brainstorming with a VOTING process, used to rank most
useful ideas for further brainstorming or for prioritization.
The issue is controversial or there is
heated conflict.
Some group members are much
more vocal than others.
The group does not easily generate
quantities of ideas.
Some group members think better
in silence.
All or some group members are
new to the team.
Used When

Idea / mind mapping:
Ideas created through individual brainstorming sessions are
CONSOLIDATED into a single map to reflect commonality &
differences & generate new ideas.
Used for:
Thinking through complex problems.
Summarizing information & note
taking.
Consolidating information from
different research sources.
Presenting information showing
overall structure of your subject.

Multi-criteria decision analysis:
Uses a decision MATRIX to provide a systematic approach for setting
criteria, such as risk levels, uncertainty, to evaluate & rank ideas.
Use for ranking ideas.
Quantify requirements using
decision matrixes.
Matrix uses factors like risk
level, time estimates, Cost &
benefits etc.
# Defect description Duratio
n
Complexity Impact on
modules
Total
1 Login process 1 -> 5 Medium -> 7 Minor -> 5
2 Payroll processing 4 -> 7 Complex ->10 Minor -> 5
3 Send payroll instructions to banks 8 -> 10 Complex ->10 Major -> 10
4 Send Tax deductions to Govt. tax
dept.
10 -> 10 Complex ->10 Major -> 10
# Development Duration Value
1 More than a week 10
2 2 to 7 days 7
3 Less than 2 days 5
# Development complexity Value
1 Complex 10
2 Medium 7
3 No impact 5
# Impact to other area’s Value
1 Major 10
2 Medium 7
3 Minor 5
5+7+5 = 17
7+10+5 = 22
10+10+10=30
10+10+10=30

Group decision-
making
techniques
Assess multiple alternatives that will be used to
generate, classify, and prioritize product requirements.
Unanimity:
EVERYONE agrees on a single course of action.
(Delphi technique)
Majority:
Agree more than 50 % of the members of the
group.
Plurality:
LARGEST block in a group decides, even if a
majority is not achieved.
Dictatorship:
ONE individual makes the decision for the group
5.2 Collect Requirements -> T&T -> Group decision

Questionnaires
& surveys
These are written set of questions designed to quickly
accumulate information from large number of respondents.
Most appropriate with varied audiences.
Used when Quick turnaround is needed.
Used when respondents are geographically dispersed.
Statistical analysis is appropriate.
5.2 Collect Requirements->T&T-> Questionnaires & surveys

Observations
Provides a direct way of viewing individuals in their
environment performing their jobs & carrying out processes.
Problem with this method:
Generally Observer see what he expects to see.
Hawthorne Effect: Short term improvement in observing worker.
Helpful in dealing with processes, when people using product
have difficulty to articulate their requirements.
5.2 Collect Requirements -> T&T ->Observations
Observe &
collect
requirements

Prototypes
Iterative cycles:
Mock-up creation
User
experimentation
Feedback
generation
Prototype revision.
Process continue till
enough feedback cycles
performed
Requirements are
sufficiently complete
Move to a design or
build phase
5.2 Collect Requirements -> T&T ->Prototypes
If you are not confident about the requirement or developing
something new, then prototype can be used to gather requirement.
A working model of the expected product can be developed to get
early feedback on requirements.

Benchmarking
Comparing actual or planned practices, such as processes &
operations, to those of comparable organizations.
The organizations compared during benchmarking can be internal or external.
Used:
Identify best practices
Generate ideas for
improvement
Basis for measuring
performance.
5.2 Collect Requirements -> T & T -> Benchmarking
Standard:
EN 60529

5.2 Collect Requirements -> T & T -> Context diagram
Context diagram
Visually depict product scope by showing a business system
(process, computer system), & how people & other systems
interact with it.
Shows scope & boundaries
of a system at a glance
No technical knowledge is
required to understand
Can benefit a wide audience
Human
Resources
Employees
Gov’t Insurance
BanksDepts. Payroll system
Payroll changes Deductions
PaychequesReports
T & A
Reports
Taxes
Tax related
policies
Reports
Rate, policy changes
Payments

5.2 Collect Requirements -> T & T -> Document analysis
Document
analysis
Elicit requirements by analysing existing
documentation
Identifying information relevant to requirements.
Business plans Agreements
Requests for
proposal
Current
process flows
Logical data
models
Business rules
repositories
Application
software
documentation
Business
process or
interface
documentation
Problem/issue
logs
Policies Procedures
Regulatory
documentation
(laws, codes,
ordinances)

Requirements
documentation
Requirements
traceability matrix
5.2 Collect Requirements -> Output

5.2 Collect Requirements->Output->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.
Example: Software projects: BRS – business requirements
specification, Reporting requirements
Assumptions
Dependenc
-ies
Constraints

5.2 Collect Req. -> Output -> Requirements Traceability matrix
Requirements
traceability matrix
RTM is a grid that links product requirements to deliverables
that satisfy them.
Ensure each requirement adds business value by linking it to business
objectives.
Track requirements throughout project life cycle
Provides a structure for managing changes to the product scope.

5.2 Collect Req. -> Output -> Requirements Traceability matrix
Requirements
traceability matrix
Business needs
Project
objectives
Project scope
Deliverables Product design
Product
development
Test scenarios
Reference to
detailed
requirements
Acceptance
Criteria's
Tracing includes, but is not limited to, tracing
requirements for the following:
Above information on RTM gets updated throughout
the lifecycle of the project.

5.2 Control Requirements -> Data Flow diagram
5.1 Plan Scope
Management
Scope Management
plan
Requirements
Management plan
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
4.1 Develop Project
charter
Project charter
13.1 Identify
Stakeholder
Stakeholder Register
Requirements
documents
Requirements
Traceability matrix
5.5 Validate scope
5.6 Control scope
13.2 Plan Stakeholder
management
HR Management plan
8.1 Plan Quality
Management
12.1 Plan procurement
management

5.2 Collect Requirements -> Review
What is Requirements ?
What are different types of requirements?
What are Focus group meetings & Facilitated workshops?
What are Group decision making & Group creativity
techniques?
What is Requirements document?
What is Traceability matrix?

5.3. Define Scope
Define Scope definition
Define Scope - ITTO
What is Product analysis?
What is alternative generation?
What is Project scope statement?
Review
Self Assessment

Creating a scope management plan – how scope will
be defined, validated, and controlled.
5.3: Define Scope:
product.

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.

5.3. Define Scope -> Introduction
Process of developing a detailed description of the
project and product.
Describes project, service or result boundaries by defining which of
requirements collected will be included & excluded.
Detailed
Description
Project Scope
Statement
Requirements
– Inclusion &
exclusion

Provide detailed understanding of
requirements to be delivered
(Deliverables list)
Provide description of Product,
Service or results.
Define Requirements – Inclusion &
Exclusion
Refine Assumptions, constraints &
dependencies.
Finalize acceptance criteria's
Project Scope
Statement

Project
success :
Detailed &
unambiguous
scope.
Ensures all
assumptions
and constrained
are analyzed
and agreed.
It Improves
accuracy of
Cost, time &
resource
estimates.
Helps in future
for detailed
resource
assignments
It is an iterative
process.

Inputs (4)
• Scope management
plan
• Project charter
• Requirements
documentation
• Organizational
process assets
Tools &
Techniques (4)
• Expert judgment
• Product analysis
• Alternatives
generation
• Facilitated
workshops
Outputs (2)
• Project scope
statement
• Project Documents
updates
5.3. Define Scope

Scope
Management
Plan
Project
Charter
Requirements
Document
Organizational
Process
Assets
5.3 Define Scope-> Input

5.3 Define Scope-> Input->Scope Management Plan
Scope
Management
Plan
It defines boundaries & framework to define the
project scope.
It describes how scope will be:

5.3 Define Scope-> Input -> Project Charter
Project
Charter
Formally authorizes a project & provide PM with
authority to apply org. resources to project activities
Project Purpose or Justification
Measurable objectives & success criteria's
High level requirements
High level project description
High level risks
Stakeholder list
Project approval requirements

5.3 Define Scope-> Input->Requirements Doc.
Requirements
Document
Assumptions
Dependenc
-ies
Constraints
It describes how individual requirements meet the business
need for the project.
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

Expert
Judgment
Product
Analysis
Alternatives
Generation
Facilitated
Workshops
5.3 Define Scope-> Tools and Techniques

Expert
Judgment
Subject mater experts
Consultants &
Contractors
Stakeholders,
including customers
or sponsors
Professional and
technical associations
Industry groups
Other units within
the organization
It is often used to analyse the information used to develop
the project scope statement.
Helps include & exclude requirements.
5.3 Define Scope-> T&T-> Expert Judgment

Product
Analysis
Product analysis can be an effective tool to evaluate product.
Especially, when product is output of the project.
Improve the project teams understanding of the Product.
Translating high-level product descriptions into tangible
deliverables.
Product Breakdown System analysis Requirements analysis
System engineering Value engineering Value analysis
5.3 Define Scope-> T & T -> Product Analysis

• Optimize the overall value of
the project from inception to
operations.
• Aim is to achieve the lowest
life cycle cost.
Value engineering:
• Cost reduction tool that
considers whether function is
really necessary.
• Finding least expensive way to
deliver scope. (Developing
function at a lower cost
without degrading
performance or quality)
Value analysis:
Product
Analysis
Product Analysis Techniques:
5.3 Define Scope-> T & T -> Product Analysis

5.3 Define Scope-> T & T -> Alternative Generations
Alternatives
Generation
Generates Creative thoughts.
Identify distinct approaches.
Consider all options
Finally develop potential option
Brainstorming Lateral Thinking Analysis of
Alternatives
Develop many OPTIONS to identify different
approaches to execute & perform project work.

Facilitated
workshops
Objective is to develop a consensus for defining
scope.
Cross functional team members are involved, can
quickly defining cross-functional requirements.
All key stakeholders will participate.
Define scope
Meet the variety of expectation (diverse participants)
Resolve stakeholder differences
Reach common understanding of the project scope.

Project scope
Statement
Project
documents
updates
5.3 Define Scope-> Output

5.3 Define Scope-> Output -> 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

Project scope
Statement
• Characteristics –
Product, Service or
Result.
Product scope
description
• All required conditions
that need to be meet to
accept the deliverables.
Acceptance
Criteria
• Unique – Product,
Service or Result.
Deliverables

Project scope
Statement
• What is excluded from
project scope.
Exclusions
• Limits that impact project
execution or product/service
delivery.
Constraints
• Factors assumed to be true
for defining/finalizing
project scope statements.
Assumptions

Project Charter
Project Purpose or
Justification
Measurable obj & success
criteria's
High level requirements
description
Summary milestone
schedule
Stakeholder list
Project approval
requirements
Project scope Statement
Project scope description
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions

5.3 Define Scope-> Output->Project documents updates
Project
documents
updates
Project documents updates are required due to
change in scope
Stakeholder Register
• Stakeholder expectations
• Stakeholder Requirements
Requirements documents
• New/Change in requirements
Requirement Traceability Matrix
• New/update deliverable & product requirement links

5.3 Define Scope -> Data Flow diagram
5.1 Plan Scope
Management
Scope Management
plan
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
4.1 Develop Project
charter
Project charter
Requirements
documents
6.5 Estimate Activity
Duration
6.6 Develop
Schedule
Project Scope
Statements
Project document
updates
6.3 Sequence Activities
Project
documents
Enterprise /
Organization
OPA

5.3 Define Scope-> Review
Define Scope - Project scope , Product scope
Define Scope is Iterative process
What is Product analysis?
What is alternative generation?
What is Project scope statement?
Difference between Project Scope statement & Project
Charter

5.3 Define Scope -> Question
All of the below are inputs to Define Scope process EXCEPT:
A) Project Charter
B) Requirements Document
C) Organizational process assets
D) Project Management Plan
D

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PMP Chap 5 - Project Scope Management - Part1

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PMP Chap 5 - Project Scope Management - Part1