project Scope management

Project Scope Management
Preparedby Presentedby:
Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®

where’s the Road???????
If you don’t have clear scope !!!
:Scope Management means
Clear Definition for the work required to be done
Make sure that work and only work is included to complete the project successfully

Plan Scope
management
Collect
Requirement
Define Scope
Create WBS
validate
Scope
Control
Scope

.
Project Scope Management includes the processes required to ensure that the project includes all
the work required, and only 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.

The term scope can refer to:
• Product scope The features and functions that characterize a product, service, or result
• Project scope The work performed to deliver a product, service, or result with the specified features and functions. The term project
scope is sometimes viewed as including product scope.
The scope baseline for the project is the approved version of the project scope statement, work breakdown structure (WBS), and its
associated WBS dictionary.
A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing
Validate Scope and Control Scope processes as well as other controlling processes.
- Completion of the project scope is measured against the project management plan.
- Completion of the product scope is measured against the product requirements
(The Project Scope Management processes need to be well integrated with the other Knowledge Area processes, so that the work of
the project will result in delivery of the specified product scope.

The development of the scope management plan and the detailing of the project scope begin with the analysis of information
contained in the project charter, the latest approved subsidiary plans of the project management plan ,historical information contained
in the organizational process assets (, and any other relevant enterprise environmental factors . This plan helps reduce the risk of
project scope creep.
Inputs:
Project Management Plan
Subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken
for well define the scope
•Did you notice the word subsidiary .
•The point here that may you have another process and
knowledge are is performed and you will use the output of
it in defining your scope, for example if part of your
project required subcontractors so the procurements
process is running interacted with the define scope, so the
mean of making the input here project management plan
that any of its components

Project Charter:
A document Generated in the initiation of the project where gives:
1-general overview on the project . 2-Business case 3-General Product Description
4- Project Manager 5-Project Sponsor 6-Project category 7-High level requirements
Enterprise Environmental factors
It refer to condition not under the control of the project team, that influence constrain, or direct the project.
1-Government Standard
2-Market Place condition
3-Infrastructure ( equipment's, facilities ..etc.)
4-Project management information system:
An automated tool such as a scheduling software tool ,an information collection and distribution system , web interfaces.
Organizational Process assets
Any organization has its basics in dealing with projects, this basics is considered as the standard policies that has to be followed by
working team in the organization Organization process assets refer to The Plans policies, procedures , knowledge bases specific to
be used by the performing organization

Tools and Techniques:
Expert judgment
Expert judgment refers to input received from knowledgeable and experienced parties.
Expertise may be provided by any group or person with specialized education, knowledge,
skill, experience, or training in developing scope management plans.
Meetings
Attendees at these meetings may include the project manager, the project
sponsor, selected project team members, selected stakeholders…. Etc. .
in order to discus how to develop scope management plan
Output: Scope Management Plan
how the scope will be defined ,developed ,controlled it can include:
1-Process for preparing a detailed project scope
2-Process to create the WBS
3-Process that specifies how request formal acceptance of the completed project deliverables
4-Process that specifies how formal acceptance of the completed project deliverables will be obtained
5-Process to control how requests for changes to the detailed project scope statement will be processed.
This process is directly linked to the Perform Integrated Change Control process
The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project.

.
means meetProject SuccessThatRemember
the needs, expectations and requirements of
stakeholder

• First Process: Plan Scope Management
Output:-Requirements Management Plan
Example: we need to build Website for Online Banking
The Project is to build Web site for
online banking where customer
can follow their account easily
through internet
Good Idea , but we
need to update all
customer data
Also we will need to
build separate
network for this new
web site
We need to make
advertisement to our customer
that we are going to provide
this service to increase
customer satisfaction

• First Process: Plan Scope Management
Output:- Requirements Management Plan
We have many requirements from stakeholders , so we need to
make a plan:
1-How we could collect requirements
2-What tools we can use
3-Who will be responsible for each category of requirements
4-How we can analyze this requirements and if it’s beneficial or
not
Kindly start now to prepare Requirements managements plan

• Second Process: Collect Requirements:
( Planning Process Group )
• The process of defining and documenting stakeholder needs to meet project objectives
• Collecting Requirements is defining ,managing customer expectations
• Stakeholder requirements need to be analyzed and balanced
Requirements become the foundation of:
1-Define the project Scope
2-Create WBS
3-Estimation of the time
4-Estimation of the cost

1-Project Charter
2-Stakeholder register
3-Stakeholder management plan
4-Scope management plan
5-Requirements management
plan
1-Interview
2- Focus Group
3-Facilitated workshop
4-Group creativity
technique
5-Group decision
technique
6-Questionnaires and
surveys
7-Observations
8-Prototype
9-Benchmarking
10-Context diagrams
11-Document Analysis
1-Requirements
Documentation
2-Requirements
traceability matrix
Inputs
Tools
Output
Second Process: Collect Requirements:

• Inputs: Stakeholder register:
• A documents generated at initiation phase, mentioned those who are involved, their position, their role ,any relevant information
….etc

-Inputs: Stakeholder Management Plan
It describes desired and current engagement levels
of key stakeholders
Identified interrelationships and potential overlap
between stakeholders
Information to be distributed to stakeholders,
including language, format and level of detail
Reason for for the distribution of that information
and the expected impact to stakeholder
engagement

• Tools& Techniques
Interview:
An interview is a formal or informal approach to elicit information from
stakeholders by talking to them directly.
It is typically performed by asking prepared and spontaneous questions
and recording the responses. Interviews
are often conducted on an individual basis between an interviewer and
an interviewee, but may involve multiple interviewers and/or multiple
interviewees.

Focus Group:
Expert in same field talk in specific subject
A trained moderator guides the group
through an interactive discussion, designed
to be more conversational than a one-on-
one interview.

Facilitated Workshop:
• Key cross functional area stakeholders grouped together
It means Facilitated workshops bring together stakeholders with different
perspectives (e.g., product designers and end-users) to talk about the product
joint application design/development (JAD)
(JAD) sessions are used in the
software development industry. These facilitated
sessions focus on bringing business subject
matter experts and
the development team together to improve the
software development process.
Quality Function Deployment
In the manufacturing industry, quality
function deployment (QFD) is another example of a
facilitated workshop technique that helps determine
critical
characteristics for new product development. QFD
starts by collecting customer needs, also known as
voice of the customer (VOC).

• Group Creativity Technique:
:Brainstorming:1-4
This technique is used to generate and
collect new idea related to the project .
But it does not include voting or
pritorization of idea ,it’s done by next
tool like nominal group..etc

Nominal Group Technique2-4
Ranks the most useful idea, by
voting process
Affinity Diagram3-4
A technique that allows large
numbers of ideas to be
classified into groups for review

:Mind Mapping4-4
Mind Mapping:4-4
Use to generate idea as
mind map is often created around
a single word or text, placed in the
center, to which associated ideas,
words and concepts are added

• Group Creativity Technique
• 4-5:Multi-criteria decision analysis
This project is so
complicated , we can ‘t use
one criteria ,cost for example
to judge if we can go
through or not
I think we have to
take into
consideration the
environmental effect
of the project
Also we have to consider how
people will accept this project
,Their culture, their way of
dealing with such industrial
project in their Area

• Group Creativity Technique
• 4-5:Multi-criteria decision analysis
MCDA is a way of looking at complex projects ,
requirements, needs ,problems, that are
characterized by any mixture of monetary and
non-monetary objectives, of breaking the
problem into more manageable pieces to allow
data and judgments to be brought to bear on the
pieces, and then of reassembling the pieces to
present a coherent overall picture to decision
makers.
The purpose is to serve as an aid to thinking and
decision making, but not considered as decision
technique

• We Have to study this impact and make a hypothetical Impact matrix-(Decision Matrix )
Multi-criteria decision analysis

• Group Decision Technique: A technique used to generate, classify, prioritize requirements
All Same::Unanimity1-5
opinion
more then::Majority2-5
50% of the group

• Group Decision Technique:
::Plurality3-5
The Largest block in a group
decides even if a majority is not
achieved
One:: Dictatorship4-5
individual makes the decision of
the group

Observations:
Direct way of viewing individuals
in their environment and how they
perform their jobs ,it’s useful
when the people that use the
product have difficulty to explain
their requirements
Prototypes:
A method of obtaining early
feedback on requirements by
making working model
Questionnaires & surveys
Sets of questions designed to
quickly accumulate information
from wide range of
respondents

• Tools:
• -Benchmarking:
Benchmarking is comparing practices, products, or
services of a project with those of some reference
projects for the purpose of learning, improving, and
creating the basis for measuring performance.
These reference projects might be the previous projects
performed inside or outside of the performing
organization.

Tools:
Context Diagrams:
A context diagram is a graphic design that clarifies the interfaces and boundaries of the project or process at hand. It not only shows
the process or project in its context, it also shows the project’s interactions with other systems and users.

• Output: 1-Requirements Documentation
•Contains all requirements
•Describe How requirements is
aligned with project objective
•Requirements must be
measurable,testable,traceable,
consistent and acceptable to key
stakeholders

• Output: Requirements Documentation
•Balancing Stakeholder Requirements:
•one of the most important aspect in this stage is
making a balance between requirements by
prioritizing, them ,resolving any conflicts between
them
•Project Manager has to evaluate the
requirements and resolve any conflict based on
those best comply with Project charter, project
scope, project constraints

• Output:2-Requirements Traceability Matrix

• Define Scope

• Third Process: Define Scope
We have now the requirements of the project,
So we are going to define the project scope:
primarily concerned with what is and is not
included in the project and its deliverables.
This process uses the requirements
documentation created in the Collect
Requirements process, the project charter,
and any additional information , assumptions,
and constraints to define the project scope.

• Define Scope Data Flow Diagram

• Tools& Techniques:
• 2-Product Analysis :
Translating high level product
descriptions into tangible
deliverables

• Tools& Techniques:
• 3-Alternative Generation
Alternatives generation is a technique used to develop as many potential options as possible in order to identify
different approaches to execute and perform the work of the project. A variety of general management techniques
can be used, such as brainstorming, lateral thinking, analysis of alternatives, etc.

• Output:
• 1-Project Scope Statement:
It Describes :
 What will do in the project
 what ‘s not in scope of the project

• Example of Project scope Statement Template

2-Project Documents update:
Project document that may be updated:
A-Stakeholder register
B-Requirements Documentation
C-Requirements traceability matrix

• Fourth Process: Create WBS
Work
work refers to work products or deliverables that are
the result of doing certain efforts
Breakdown.
Division into parts or categories
Structure
Something arranged in a definite pattern of
organization. Patten means ‫نموذج‬-‫نمط‬-‫اسلوب‬-

• Fourth Process: Create WBS
( Planning Process Group)
1. The process of subdividing project deliverables and project
work into smaller , more manageable components
2. the WBS provides a clear vision of the work of the project.
3. The WBS divides the project scope into hierarchical,
manageable, definable packages of work that balance the
control needs of management with an appropriate and
effective level of detailed project data.

Fourth Process: Create WBS
• Example : WBS for Construction of a Bicycle

• Inputs , Tools & Techniques, Output

• Tools & Techniques: Decomposition:
Yes we need to
decompose to facilitate
managing the project but
till which point we will
decompose
You break down till reach Work package, which the
lowest part of WBS which represent a deliverable where
,from the work package you can get a good description
about the work that need to be performed. Also take care
that the work-package consist of several activity but itself
it’s not an activity

• Output: 1- WBS
•WBS is the graphical picture of hierarchy of the
project
•Identifies all deliverables to be completed , if not in
the WBS,it’s not part of the project
•Should exist for every project
•Do not show interdependcies

• Output: 1-Different form of presentation of WBS
Outline View Tabular View

• Output: 1-Different form of presentation of WBS
Tree Structure WBS Centralized Tree
Structure

• Output WBS:
• Importance of the WBS
Defines all the work of the project, and only the work of the
project, thereby clarifying the project scope
● Get team members to ensure buy-in
● Provides the baseline for subsequent change control
● Is a primary input to other project management processes—
for example, resource planning, cost estimating, schedule
development, and risk identification
● Provides the framework for project control, performance
monitoring, Control Scope Creep
Can be used as Communication Tool
● Ensures that every one in the project understand well his
responsibilities and work package is requested to perform

● Incomplete project definition leading to ongoing project extensions
● Unclear work assignments, goals, objectives, or deliverables
● Scope creep or unmanageable, frequently changing scope
● Budget overrun
● Missed deadlines on scheduled deliverables, or timeline slippage
● Unusable new product or feature
● Failure to deliver on some elements of project scope.

• Output:2- WBS Dictionary
• It provides description of the work to be done for each work package and helps to make sure that a project team understand
what has to be done exactly to prevent scope creep, The WBS dictionary is a document that supports the WBS.

• Output :Scope Base Line
The scope baseline is the approved version of a scope statement, work breakdown
structure (WBS), and its associated WBS dictionary,. It is a component of the project
management plan
. It could be changed only through formal change control procedures .

• Fifth Process: Validate Scope
• ( Control& Monitor Process Group )
To get formal acceptance to completed
project deliverables.
The key benefit of this process is that it
brings objectives to the acceptance
process and increase the chance of
final product service or result
acceptance by validating each
deliverables

• Fifth Process: Validate
Scope
• Validate scope

• Relation Between Quality Control & Validate Scope
Both Process focus on correctness of the
deliverables the difference who is doing the effort
Quality Control check the product if its’ according to
requirements , standard and accepted
•Validate scope scope based on getting formal
acceptance as customer or sponsor who is the one
who will check the deliverables if it will meet
requirements and satisfied.
•Generally quality control is performed before
validate scope .

• Sixth Process: Control Scope
( Control& Monitor Process Group )
Process used to :
•Measure Scope performance against
Scope Baseline to see the magnitude of
any variance and decide if corrective
action or preventive action
•Manage the changes and
recommended corrective or preventive
actions are processed through the
perform integrated change control

• Sixth Process: Control Scope
• Inputs , Tools & Techniques, Output

• Establishing Performance Measurements
Variance analysis:
 Variance analysis is the investigation of the difference between actual and planned behavior.
Forecasting methods:
 Forecasting involves examining the actual project performance data to date and making
 predictions about future project performance based on this data.
Communication methods:
 Communication methods in this process include status review meetings.
Reporting systems
 Reporting systems are used to record, store, and distribute information about the project,including cost, schedule progress, and
performance information.

project Scope management

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