This document discusses project scope management. It begins by defining project scope as the work involved in creating project deliverables and processes. It then outlines the key processes in scope management: collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope. The document provides details on each step, including how to document requirements, develop a project charter and scope statement, and create a WBS. It emphasizes the importance of scope management in developing accurate estimates and clearly communicating work responsibilities.

1. Project
Scope
Management
Presented By:
Anit Kumar Roy
1

2. Project
Scope
Management
O Scope refers to all the work involved in creating the
products of the project and the processes used to create
them. It defines what is or is not to be done
O Deliverables are products produced as part of a project,
such as hardware or software, planning documents, or
meeting minutes
O The project team and stakeholders must have the same
understanding of what products will be produced as a
result of a project and how they’ll be produced
2

3. Processes
in
Project
Scope
Management
O Collecting requirements: stakeholder requirements
documentation, a requirements management plan
and a requirements traceability matrix
O Defining scope
O Creating the Work Breakdown Structure (WBS): WBS
dictionary, a scope baseline, and updates to project
documents
O Verifying scope
O Controlling scope
3

4. STEP
1:
Collecting
Requirements
O IEEE Standard Glossary of Software Engineering
Terminology:
O A condition or capability that must be met or processed
by a system or system component to satisfy a contract,
standard, specification, or other formally imposed
document
O E.g.: Opening case: Upgrading IT assets to meet
corporate standards.
O Some IT projects divide requirements development into
categories: elicitation, analysis, specification and
validation
4

5. Ways
of
Collecting
Requirements
O Interviewing stakeholders one-on-one
O Holding focus groups, facilitated workshops and using group
creativity and decision making techniques to collect
requirements
O Questionnaires and surveys
O Observations
O Prototyping
O Software tools
The project size, complexity, importance and other factors will
affect how much effort is spent on collecting requirements
5

6. Documenting
Requirements
O Project teams should first review the project charter
O Review stakeholders register
O People involved in complex projects
O Software generated
O Broken down into different categories: functional
requirements, service requirements, performance
requirements, quality requirements, training
requirements.
O Requirement Management Plan
O Requirement Traceability Matrix (RTM) 6

7. Requirement
Traceability
Matrix
Requirement
No.
Name Category Source Status
R32 Laptop
Memory
Hardware Project
charter and
corporate
laptop
specifications
Complete.
Laptops
ordered meet
requirement
by having
4GB of
memory
7

8. STEP
2:
Defining
Scope
O Good scope definition
O helps improve the accuracy of time, cost, and resource
estimates
O defines a baseline for performance measurement and project
control
O aids in communicating clear work responsibilities
O Tools: expert judgment, product analysis, alternative
identification and facilitated workshops
O Inputs: Project charter, requirements documentation,
organizational process assets (policies and procedures)
and also previous project files and lessons learned.
O Outputs: The project scope statement and project document
updates 8

9. Project
Charters
O After deciding what project to work on, it is
important to formalize projects
O A project charter is a document that formally
recognizes the existence of a project and provides
direction on the project’s objectives and
management
O Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project
9

10. Sample
Project
Charter
10

11. 11

12. Scope
Planning
and
the
Scope
Statement
O A scope statement is a document used to develop and
confirm a common understanding of the project
scope. It should include
O a project justification
O a brief description of the project’s products
O a summary of all project deliverables
O a statement of what determines project success
O E.g.: Servers: This project will require purchasing ten new
servers to support Web, network, database, application,
and printing functions. Virtualization will be used to
maximize efficiency. Detailed description of the servers
are provided in a product brochure in Appendix 8 along
with a plan describing where they will be located 12

13. Work
Breakdown
Structure
O After completing scope planning, the next step is to
further define the work by breaking it into
manageable pieces
O Good scope definition
O helps improve the accuracy of time, cost, and
resource estimates
O defines a baseline for performance measurement
and project control
O aids in communicating clear work responsibilities
13

14. The
Work
Breakdown
Structure
O A work breakdown structure (WBS) is an outcome-
oriented analysis of the work involved in a project
that defines the total scope of the project
O It is a foundation document in project
management because it provides the basis for
planning and managing project schedules, costs,
and changes
14

15. Sample
WBS
Organized
by
Product
15

16. Sample
WBS
Organized
by
Phase
16

17. WBS
in
Tabular
Form
17
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support

18. WBS
and
Gantt
Chart
in
Project
2000
18
Project 98 file

19. WBS
and
Gantt
Chart
Organized
by
Project
Management
Process
Groups
19

20. Approaches
to
Developing
WBSs
O Using guidelines: Some organizations, like the DOD,
provide guidelines for preparing WBSs
O The analogy approach: It often helps to review WBSs
of similar projects
O The top-down approach: Start with the largest items
of the project and keep breaking them down
O The bottoms-up approach: Start with the detailed
tasks and roll them up
O The mind-mapping approach: Uses branches radiating
out from a core idea to structure thoughts and ideas
20

21. Mind
Mapping
21

22. Advice
for
Creating
WBS
and
WBS
Dictionary
O A unit of work should appear at only one place in the WBS
O The work content of a WBS item is the sum of the WBS items below it
O A WBS item is the responsibility of only one individual, even though
many people may be working on it
O The WBS must be consistent with the way in which work is actually
going to be performed; it should serve the project team first and
other purposes only if practical
O Project team members should be involved in developing the WBS to
ensure consistency and buy-in
O Each WBS item must be documented to ensure accurate
understanding of the scope of work included and not included in that
item
O The WBS must be a flexible tool to accommodate inevitable changes
while properly maintaining control of the work content in the project
according to the scope statement 22

23. Verifying
and
Controlling
Scope
O It is very difficult to create a good scope statement and
WBS for a project
O It is even more difficult to verify project scope and
minimize scope changes
O Many IT projects suffer from scope creep and poor
scope verification
23

24. IT
Project
Problems
24
Factor Rank
Lack of user input 1
Incomplete requirements and specifications 2
Changing requirements and specifications 3
Lack of executive support 4
Technology incompetence 5
Lack of resources 6
Unrealistic expectations 7
Unclear objectives 8
Unrealistic time frames 9
New Technology 10
*Johnson, Jim. CHAOS: The Dollar Drain of Information Technology
Project Failures,” Application Development Trends (January 1995)
www.standishgroup.com/chaos.html

25. Suggestions
for
Improving
User
Input
O Insist that all projects have a sponsor from the
user organization
O Have users on the project team
O Have regular meetings
O Deliver something to project users and sponsor
on a regular basis
O Co-locate users with the developers
25

26. Suggestions
for
Reducing
Incomplete
and
Changing
Requirements
O Develop and follow a requirements management
process
O Employ techniques such as prototyping, use case
modeling, and Joint Application Design to thoroughly
understand user requirements
O Put all requirements in writing and current
O Create a requirements management database
O Provide adequate testing
O Use a process for reviewing requested changes from a
systems perspective
O Emphasize completion dates 26

27. Using
Software
to
Assist
in
Project
Scope
Management
O Word-processing software helps create several scope-
related documents
O Spreadsheets help to perform financial calculations
and weighed scoring models, and develop charts and
graphs
O Communication software like e-mail and the Web help
clarify and communicate scope information
O Project management software helps in creating a WBS,
the basis for tasks on a Gantt chart
O Specialized software is available to assist in project
scope management 27

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