SlideShare a Scribd company logo
SECTION III
Project Management Knowledge Areas
Ch.5 to Ch. 14
Scope Management
Ch.5 Project Scope Management
• Processes that ensures the project includes all the work required,
and only the work required
• Or the processes related to finding what is included and what is
not included in the project
Project Scope Management
• The features and functions that characterize a product, service, or
result
Product scope:
• The work that needs to be accomplished to deliver a
product, service, or result with the specified features and
functions.
Project scope:
Project Scope Vs Product Scope
Project Scope Product Scope
The work needed to create
product of the project
Features and functions of the
product of the project
Completion of a project is
measured against the plan
Completion of product scope is
measured against the
requirements
Processes of Scope Management
• Developing a plan that documents how the scope of
project will be defined, validated, and controlled
1. Plan Scope Management
• Documenting and managing the needs of stakeholders
2. Collect Requirements
• Developing the detailed scope of the project and product
3. Define Scope
Processes of Scope Management
• Subdividing the deliverables of the projects into smaller
components
4. Create WBS
• Formalizing the acceptance of the deliverables
5. Validate Scope
• Monitoring the scope of project and product and controlling
changes to the scope baseline
6. Control Scope
5.1 Plan Scope Management
1.The process of developing project scope
management plan
2. Scope Management Plan documents how the
project scope will be defined, validated, and
controlled
3. It provide guidance on how the project scope
will be managed throughout the project
5.1 Plan Scope Management
1.P.Mplan
2.ProjectCharter
3. EEF
4.OPA
1.Expert
Judgment
2.Meetings
1.ScopeManagement
Plan
2.Requirements
ManagementPlan
Input Tools & Techniques Output
5.1 Plan Scope Management Data Flow
Diagram
5.1 Plan Scope Management: Inputs
• All the project plans that can influence project scope
1. Project Management Plan
• It contains high level project and product scope
2. Project Charter
• Organizational Culture (EEF)
• Personnel administration (EEF)
• Infrastructure (EEF)
• Marketplace conditions (EEF)
• Processes and procedures (OPA)
• Historical information (OPA)
3. EEF/OPA
5.1 Plan Scope Management: T&T
• Consulting those who are expert in the area
1. Expert Judgment
• Meetings attended by project
teams, sponsor, stakeholders, etc
2. Meetings
5.1 Plan Scope Management: Output
• It describes how the scope will be
defined, developed, monitored, controlled, and verified.
• Depending on the project scope management plan can be in detail or
at high level
1. Scope Management Plan
Scope Management Plan can include the following items:
1. Process for preparing a detailed project scope statement
2. Process for how to create WBS
3. Process that establishes how the WBS will be maintained and approved
4. Process for validating scope
5. Process for proper processing change request related project scope
5.1 Plan Scope Management: Output
• The plan describes how requirements will be identified,
analyzed, documented, and managed
2. Requirements Management Plan
Elements of Requirement Management Plan can as follow:
1. How requirements activities will be planned, tracked, and reported
2. Requirements prioritization process
3. Product metrics that will be used and the rationale for using them
4. Traceability structure to reflect which requirement attributes will be captured on the
traceability matrix
5. How will the configuration management related to requirements work
5.2 Collect Requirements
1.The process of determining, and documenting
stakeholder’s needs and requirements
2. Requirements provide the foundation for WBS
or project scope
3. Project scope, cost, schedule, quality, and
sometimes procurement are all based on the
requirements
5.2 Collect Requirements
Requirements can be classified as follow:
1. Business requirements: These tells us why the project is undertaken or what is the
product needed for or what aspect of business is needed to be changed or improved
2. Stakeholder requirements: Specific needs of some of the stakeholders
3. Solution or product requirements: This tell us about the functions and characteristic of
the product, service, or results for which the project is undertaken
4. Transition requirement: Temporary capabilities, such data conversation or training to
needed for transition from current state to the state where the customer wan to be
5. Project requirement: Process and conditions the project need to meet
6. Quality requirements: Condition or criteria which indicates the successful completion
of the project or delivery of its product
5.2 Collect Requirements
1. Scope management
plan
2. Requirements
management plan
3. Stakeholder
Management Plan
4. Project Charter
5. Stakeholder
Register
1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity
techniques
5. Group decision
making techniques
6. Questionnaires and
surveys
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document Analysis
1. Requirements
documentation
2. Requirements
traceability matrix
Input Tools & Techniques Output
5.2 Collect Requirements: Data Flow Diagram
5.2 Collect Requirements: Inputs
• It tells us what type of requirements need to be collected
5.2.1.1. Scope Management Plan
• It tells us about the process that we will be using for collecting the requirement
5.2.1.2 Requirements Management Plan
• This contains the high level description of the product, service or result
5.2.1.3 Project Charter
• Stakeholder register give us info on the identified stakeholders e. g contact No
• Stakeholder management plan tell us about the communication requirements of
teach stakeholders
5.2.1.4 Stakeholder Register & Management Plan
5.2 Collect Requirements: T&T
• Best for receiving confidential information
• Best for detailed information
5.2.2.1. Interviews
• Bringing together many experts at one place
• More conversational than individual interviews
5.2.2.2 Focus Group Discussion
• Good for defining cross-functional requirements gathering
• Good for reconciling between stakeholder differences
5.2.2.3 Facilitated workshops
• Several methods can be used to identify product/project requirement through group
techniques
5.2.2.4 Group creativity technique
1. Brainstorming………?
• Generating and collecting multiple ideas
• Used in conjunction with other techniques
5.2.2.4 Group Creativity Techniques
2. Nominal group technique
• Ranking ideas for further brainstorming
through voting
5.2.2.4 Group Creativity Techniques
3. Idea/Mind Mapping…..?
• Mapping together ideas generated in individual
brainstorming sessions
• This allow for common understanding of ideas and help in
generating new ideas
5.2.2.4 Group Creativity Techniques
4. Affinity Diagram……?
• Classifying large number of ideas into groups
5.2.2.4 Group Creativity Techniques
5. Multi-criteria decision analysis…..?
• Generating ideas or making decision based on different
criteria, e. g time, quality, and cost
5.2.2.4 Group Creativity Techniques
5.2 Collect Requirements: T&T
• Decision making in a group for future actions
• The decisions can be reached through: 1. Unanimity, 2. Majority, 3. Plurality, 4.
Dictatorship
• The technique can be applied to group creativity technique
5.2.2.5 Group decision making technique
• Best when quick turn around from many stakeholders living in many different
places is needed.
5.2.2.6 Questionnaires and surveys
• Observing the environment or job of the customer
• Practically performing job of a customer requiring a product
5.2.2.7 Observation
5.2 Collect Requirements: T&T
•Obtaining feedback on requirements by providing a working model of the product
5.2.2.8 Prototypes
•Comparing the planned products to actual similar products.
5.2.2.9 Benchmarking
•It visually shows the scope of the product by showing the business system (processes,
equipments, computer system, etc).
5.2.2.10 Context Diagram
•Analyzing existing documents such as market literature, business plans, proposals, process
flow, etc to identify requirements.
5.2.2.11 Document Analysis
5.2.2.10 Context Diagram
5.2 Collect Requirements: Outputs
• It shows how each requirement will meet business need of the
project
• Requirement needs to be clear, tangible, testable, traceable and
measurable.
• Requirements can be documented as a list or in much detail
5.2.3.1 Requirements Documentation
• This document links each requirement to the deliverable that
fulfill the particularly requirement
• It helps in tracing the requirement throughout the project
• It helps in making changes to the project
5.2.3.2 Requirements Traceability Matrix
5.2.3.2 Requirements Traceability
Matrix : Sample Doc
5.3 Define Scope
1.Developing the detailed description of the
project and product
2. Specifying the boundaries of the project
3. Specifying the requirements that are included
in the project scope.
The stakeholders may have lots of
requirements but not all the
requirements will be part of the
project. Here you specify the
requirements that will be part of the
project.
5.2 Collect Requirements
1. Scope management
plan
2. Project Charter
3. Requirements
documentation
4. Organizational
Process Assets
1. Expert Judgment
2. Product analysis
3. Alternative generation
4. Facilitated Workshops
1. Project Scope
Statement
2. Project document
updates
Input Tools & Techniques Output
What is completely
new for you?
5.3 Define Scope Data Flow Diagram
5.3.1 Define Scope: Inputs
• It contains activities for defining, managing, and controlling the project scope.
5.3.1.1 Scope Management Plan
• Contains high level project description
• Contains high level product scope
• Describes high level deliverable acceptance criteria
5.3.1.2 Project charter
• The requirements documentation is used to select the requirements that will
be included in the project
5.3.1.3 Requirements documentation
5.3.2 Define Scope: T&T
• Getting expert view from consultants, sponsors, industry
experts, stakeholders, etc.
5.3.2.1 Expert Judgment
• Translating high level product description into tangible deliverables.
• This can be done through product breakdown, system analysis, system
engineering, value engineering, etc.
5.3.2.2 Product Analysis
• Identifying several options for executing the project work.
5.3.2.3 Alternative Generation
5.3.3 Define Scope: Outputs
• It describes project scope, deliverables, assumptions, and constraints and scope
exclusions
• Scope statements create common understanding of the scope among the project
team and stakeholders
• Scope statement includes details about the project deliverable and the work needed
to create these deliverables
• The difference between scope statement and project charter is that the scope
statement in much more details
5.3.3.1 Project Scope Statement
• Stakeholder register
• Requirements documentation
• Requirement traceability matrix
5.3.3.2 Project Documents Update
Project Scope Statement Vs
Project Charter
5.3.3.1 Project Scope Statement
Project Scope Statement includes the followings:
Product Scope: Describes the characteristics
of the product, service or result
Deliverable: Any verifiable product, service,
or result. Deliverables can also be project
reports and documentations.
Acceptance Criteria: Conditions that are to
be met before accepting the criteria
Constraints. Constraints refers to
limitations or restrictions. For
example a predefined budget or
deadline.
Project Exclusion: Identifying things
that are outside the scope of the
project. This helps in managing
stakeholder expectations
Assumptions: Something is
considered to be true or certain
without any proof. This is done for
planning purpose. The scope
statement also documents the
affects of the assumed factors in
case the proof to be false.
Project Scope Statement Template
projectscopemanagement1-140220062122-phpapp01 (1).pdf
Read Pages 125-140 of the
PMBOK Guide

More Related Content

Similar to projectscopemanagement1-140220062122-phpapp01 (1).pdf

05 project scope management
05 project scope management05 project scope management
05 project scope management
Omer Alsayed PhD,MBA, PMP®
 
Project Scope Management Chapter 05.pptx
Project Scope Management Chapter 05.pptxProject Scope Management Chapter 05.pptx
Project Scope Management Chapter 05.pptx
KareemBullard1
 
Project managment 4
Project managment 4Project managment 4
Project scope management 2
Project scope management 2Project scope management 2
Project scope management 2
Mohammad Ashraf Khan, PMP
 
Project Scope Management
Project Scope ManagementProject Scope Management
Project Scope Management
Andersson Lujan Ojeda
 
PMP-Scope Management area
PMP-Scope Management areaPMP-Scope Management area
PMP-Scope Management area
Zaur Ahmadov, PMP
 
2013 Project Management Institute. A Guide To The Project Management Body Of ...
2013 Project Management Institute. A Guide To The Project Management Body Of ...2013 Project Management Institute. A Guide To The Project Management Body Of ...
2013 Project Management Institute. A Guide To The Project Management Body Of ...
Arlene Smith
 
Project Scope Management - PMBOK6
Project Scope Management - PMBOK6Project Scope Management - PMBOK6
Project Scope Management - PMBOK6
Agus Suhanto
 
Project Scope Management Knowledge Area
Project Scope Management Knowledge AreaProject Scope Management Knowledge Area
Project Scope Management Knowledge Area
Joshua Render
 
Req.Management & Analysis.pptx
Req.Management & Analysis.pptxReq.Management & Analysis.pptx
Req.Management & Analysis.pptx
KYaghi1
 
04 projectintegrationmanagement
04 projectintegrationmanagement04 projectintegrationmanagement
04 projectintegrationmanagement
Dhamo daran
 
Requirementsdevelopment 120207165817-phpapp02
Requirementsdevelopment 120207165817-phpapp02Requirementsdevelopment 120207165817-phpapp02
Requirementsdevelopment 120207165817-phpapp02
Oginni Olumide
 
5.1 Plan Scope Management
5.1 Plan Scope Management5.1 Plan Scope Management
5.1 Plan Scope Management
DavidMcLachlan1
 
2.05 scope management 1
2.05 scope management 12.05 scope management 1
2.05 scope management 1
reddvise
 
05.scope management updated
05.scope management updated05.scope management updated
05.scope management updated
Shraddha PMP
 
Discovery Workshop Template
Discovery Workshop TemplateDiscovery Workshop Template
Discovery Workshop Template
designer DATA
 
PMI Project Management Framework
PMI Project Management FrameworkPMI Project Management Framework
PMI Project Management Framework
Aarti Dahiya PMP
 
Online PMP Training Material for PMP Exam - Scope Management Knowledge Area
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaOnline PMP Training Material for PMP Exam - Scope Management Knowledge Area
Online PMP Training Material for PMP Exam - Scope Management Knowledge Area
GlobalSkillup
 
PM_fundamentals_Session_2_Final_080715_Satya_g
PM_fundamentals_Session_2_Final_080715_Satya_gPM_fundamentals_Session_2_Final_080715_Satya_g
PM_fundamentals_Session_2_Final_080715_Satya_g
Satyanarayana Gande
 
Scope Management
Scope ManagementScope Management
Scope Management
Dr. Hosam AbouElDahab
 

Similar to projectscopemanagement1-140220062122-phpapp01 (1).pdf (20)

05 project scope management
05 project scope management05 project scope management
05 project scope management
 
Project Scope Management Chapter 05.pptx
Project Scope Management Chapter 05.pptxProject Scope Management Chapter 05.pptx
Project Scope Management Chapter 05.pptx
 
Project managment 4
Project managment 4Project managment 4
Project managment 4
 
Project scope management 2
Project scope management 2Project scope management 2
Project scope management 2
 
Project Scope Management
Project Scope ManagementProject Scope Management
Project Scope Management
 
PMP-Scope Management area
PMP-Scope Management areaPMP-Scope Management area
PMP-Scope Management area
 
2013 Project Management Institute. A Guide To The Project Management Body Of ...
2013 Project Management Institute. A Guide To The Project Management Body Of ...2013 Project Management Institute. A Guide To The Project Management Body Of ...
2013 Project Management Institute. A Guide To The Project Management Body Of ...
 
Project Scope Management - PMBOK6
Project Scope Management - PMBOK6Project Scope Management - PMBOK6
Project Scope Management - PMBOK6
 
Project Scope Management Knowledge Area
Project Scope Management Knowledge AreaProject Scope Management Knowledge Area
Project Scope Management Knowledge Area
 
Req.Management & Analysis.pptx
Req.Management & Analysis.pptxReq.Management & Analysis.pptx
Req.Management & Analysis.pptx
 
04 projectintegrationmanagement
04 projectintegrationmanagement04 projectintegrationmanagement
04 projectintegrationmanagement
 
Requirementsdevelopment 120207165817-phpapp02
Requirementsdevelopment 120207165817-phpapp02Requirementsdevelopment 120207165817-phpapp02
Requirementsdevelopment 120207165817-phpapp02
 
5.1 Plan Scope Management
5.1 Plan Scope Management5.1 Plan Scope Management
5.1 Plan Scope Management
 
2.05 scope management 1
2.05 scope management 12.05 scope management 1
2.05 scope management 1
 
05.scope management updated
05.scope management updated05.scope management updated
05.scope management updated
 
Discovery Workshop Template
Discovery Workshop TemplateDiscovery Workshop Template
Discovery Workshop Template
 
PMI Project Management Framework
PMI Project Management FrameworkPMI Project Management Framework
PMI Project Management Framework
 
Online PMP Training Material for PMP Exam - Scope Management Knowledge Area
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaOnline PMP Training Material for PMP Exam - Scope Management Knowledge Area
Online PMP Training Material for PMP Exam - Scope Management Knowledge Area
 
PM_fundamentals_Session_2_Final_080715_Satya_g
PM_fundamentals_Session_2_Final_080715_Satya_gPM_fundamentals_Session_2_Final_080715_Satya_g
PM_fundamentals_Session_2_Final_080715_Satya_g
 
Scope Management
Scope ManagementScope Management
Scope Management
 

More from AbdiqadirOsman

hitt13epptch08-200309154230 (1).pptx
hitt13epptch08-200309154230 (1).pptxhitt13epptch08-200309154230 (1).pptx
hitt13epptch08-200309154230 (1).pptx
AbdiqadirOsman
 
Chapter 1.pptx
Chapter 1.pptxChapter 1.pptx
Chapter 1.pptx
AbdiqadirOsman
 
Marketing mix for project marketing .pptx
Marketing mix for project marketing .pptxMarketing mix for project marketing .pptx
Marketing mix for project marketing .pptx
AbdiqadirOsman
 
hitt13epptch06-200309154102.pptx
hitt13epptch06-200309154102.pptxhitt13epptch06-200309154102.pptx
hitt13epptch06-200309154102.pptx
AbdiqadirOsman
 
execution chapter 2-1.ppt
execution chapter 2-1.pptexecution chapter 2-1.ppt
execution chapter 2-1.ppt
AbdiqadirOsman
 
AGibson_12e_Ch04_AISE.ppt
AGibson_12e_Ch04_AISE.pptAGibson_12e_Ch04_AISE.ppt
AGibson_12e_Ch04_AISE.ppt
AbdiqadirOsman
 
hitt13epptch04-200309153912.pptx
hitt13epptch04-200309153912.pptxhitt13epptch04-200309153912.pptx
hitt13epptch04-200309153912.pptx
AbdiqadirOsman
 
gitman_pmf13_ppt11 GE.ppt
gitman_pmf13_ppt11 GE.pptgitman_pmf13_ppt11 GE.ppt
gitman_pmf13_ppt11 GE.ppt
AbdiqadirOsman
 
hitt13epptch02-200309152234.pdf
hitt13epptch02-200309152234.pdfhitt13epptch02-200309152234.pdf
hitt13epptch02-200309152234.pdf
AbdiqadirOsman
 
hitt13epptch03-200309153816 (1).pdf
hitt13epptch03-200309153816 (1).pdfhitt13epptch03-200309153816 (1).pdf
hitt13epptch03-200309153816 (1).pdf
AbdiqadirOsman
 
hitt13epptch01-200309151856 (1).pdf
hitt13epptch01-200309151856 (1).pdfhitt13epptch01-200309151856 (1).pdf
hitt13epptch01-200309151856 (1).pdf
AbdiqadirOsman
 
Financial market & institution CH3 .pptx
Financial market & institution CH3 .pptxFinancial market & institution CH3 .pptx
Financial market & institution CH3 .pptx
AbdiqadirOsman
 
m03mish152006ppwc03-100622012332-phpapp02 (1).pdf
m03mish152006ppwc03-100622012332-phpapp02 (1).pdfm03mish152006ppwc03-100622012332-phpapp02 (1).pdf
m03mish152006ppwc03-100622012332-phpapp02 (1).pdf
AbdiqadirOsman
 
mishkinfmi9gepptc01-200314102755 (1).pdf
mishkinfmi9gepptc01-200314102755 (1).pdfmishkinfmi9gepptc01-200314102755 (1).pdf
mishkinfmi9gepptc01-200314102755 (1).pdf
AbdiqadirOsman
 
Corporate governance Ch2 .pptx
Corporate governance Ch2 .pptxCorporate governance Ch2 .pptx
Corporate governance Ch2 .pptx
AbdiqadirOsman
 
wheelan14ech01-170401054036 (1).pptx
wheelan14ech01-170401054036 (1).pptxwheelan14ech01-170401054036 (1).pptx
wheelan14ech01-170401054036 (1).pptx
AbdiqadirOsman
 
1606899847-chp-2.ppt
1606899847-chp-2.ppt1606899847-chp-2.ppt
1606899847-chp-2.ppt
AbdiqadirOsman
 
1608540010-1606813904-agibson-12e-ch06.ppt
1608540010-1606813904-agibson-12e-ch06.ppt1608540010-1606813904-agibson-12e-ch06.ppt
1608540010-1606813904-agibson-12e-ch06.ppt
AbdiqadirOsman
 

More from AbdiqadirOsman (18)

hitt13epptch08-200309154230 (1).pptx
hitt13epptch08-200309154230 (1).pptxhitt13epptch08-200309154230 (1).pptx
hitt13epptch08-200309154230 (1).pptx
 
Chapter 1.pptx
Chapter 1.pptxChapter 1.pptx
Chapter 1.pptx
 
Marketing mix for project marketing .pptx
Marketing mix for project marketing .pptxMarketing mix for project marketing .pptx
Marketing mix for project marketing .pptx
 
hitt13epptch06-200309154102.pptx
hitt13epptch06-200309154102.pptxhitt13epptch06-200309154102.pptx
hitt13epptch06-200309154102.pptx
 
execution chapter 2-1.ppt
execution chapter 2-1.pptexecution chapter 2-1.ppt
execution chapter 2-1.ppt
 
AGibson_12e_Ch04_AISE.ppt
AGibson_12e_Ch04_AISE.pptAGibson_12e_Ch04_AISE.ppt
AGibson_12e_Ch04_AISE.ppt
 
hitt13epptch04-200309153912.pptx
hitt13epptch04-200309153912.pptxhitt13epptch04-200309153912.pptx
hitt13epptch04-200309153912.pptx
 
gitman_pmf13_ppt11 GE.ppt
gitman_pmf13_ppt11 GE.pptgitman_pmf13_ppt11 GE.ppt
gitman_pmf13_ppt11 GE.ppt
 
hitt13epptch02-200309152234.pdf
hitt13epptch02-200309152234.pdfhitt13epptch02-200309152234.pdf
hitt13epptch02-200309152234.pdf
 
hitt13epptch03-200309153816 (1).pdf
hitt13epptch03-200309153816 (1).pdfhitt13epptch03-200309153816 (1).pdf
hitt13epptch03-200309153816 (1).pdf
 
hitt13epptch01-200309151856 (1).pdf
hitt13epptch01-200309151856 (1).pdfhitt13epptch01-200309151856 (1).pdf
hitt13epptch01-200309151856 (1).pdf
 
Financial market & institution CH3 .pptx
Financial market & institution CH3 .pptxFinancial market & institution CH3 .pptx
Financial market & institution CH3 .pptx
 
m03mish152006ppwc03-100622012332-phpapp02 (1).pdf
m03mish152006ppwc03-100622012332-phpapp02 (1).pdfm03mish152006ppwc03-100622012332-phpapp02 (1).pdf
m03mish152006ppwc03-100622012332-phpapp02 (1).pdf
 
mishkinfmi9gepptc01-200314102755 (1).pdf
mishkinfmi9gepptc01-200314102755 (1).pdfmishkinfmi9gepptc01-200314102755 (1).pdf
mishkinfmi9gepptc01-200314102755 (1).pdf
 
Corporate governance Ch2 .pptx
Corporate governance Ch2 .pptxCorporate governance Ch2 .pptx
Corporate governance Ch2 .pptx
 
wheelan14ech01-170401054036 (1).pptx
wheelan14ech01-170401054036 (1).pptxwheelan14ech01-170401054036 (1).pptx
wheelan14ech01-170401054036 (1).pptx
 
1606899847-chp-2.ppt
1606899847-chp-2.ppt1606899847-chp-2.ppt
1606899847-chp-2.ppt
 
1608540010-1606813904-agibson-12e-ch06.ppt
1608540010-1606813904-agibson-12e-ch06.ppt1608540010-1606813904-agibson-12e-ch06.ppt
1608540010-1606813904-agibson-12e-ch06.ppt
 

Recently uploaded

Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
Top IT Marketing
 
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesFamily/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
AishwaryaDoiphode3
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
fauzanal343
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
projectseasy
 
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
kevinkariuki227
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
JairSemexant
 
Green Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdfGreen Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdf
shivamkush646
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
Newman George Leech
 
Corporate Governance for South African Mining Companies
Corporate Governance for South African Mining CompaniesCorporate Governance for South African Mining Companies
Corporate Governance for South African Mining Companies
James AH Campbell
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
PhysicsUtu
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
mcynthus
 
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
itnewsafrica
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
kevinkariuki227
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
IMARC Group
 
Data Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and TemplatesData Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and Templates
Aurelien Domont, MBA
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
Dubiz
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
projectseasy
 

Recently uploaded (20)

Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
 
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesFamily/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
 
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
 
Green Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdfGreen Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdf
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
 
Corporate Governance for South African Mining Companies
Corporate Governance for South African Mining CompaniesCorporate Governance for South African Mining Companies
Corporate Governance for South African Mining Companies
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
 
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
 
Data Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and TemplatesData Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and Templates
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
 

projectscopemanagement1-140220062122-phpapp01 (1).pdf

  • 1. SECTION III Project Management Knowledge Areas Ch.5 to Ch. 14 Scope Management
  • 2. Ch.5 Project Scope Management • Processes that ensures the project includes all the work required, and only the work required • Or the processes related to finding what is included and what is not included in the project Project Scope Management • The features and functions that characterize a product, service, or result Product scope: • The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Project scope:
  • 3. Project Scope Vs Product Scope Project Scope Product Scope The work needed to create product of the project Features and functions of the product of the project Completion of a project is measured against the plan Completion of product scope is measured against the requirements
  • 4. Processes of Scope Management • Developing a plan that documents how the scope of project will be defined, validated, and controlled 1. Plan Scope Management • Documenting and managing the needs of stakeholders 2. Collect Requirements • Developing the detailed scope of the project and product 3. Define Scope
  • 5. Processes of Scope Management • Subdividing the deliverables of the projects into smaller components 4. Create WBS • Formalizing the acceptance of the deliverables 5. Validate Scope • Monitoring the scope of project and product and controlling changes to the scope baseline 6. Control Scope
  • 6. 5.1 Plan Scope Management 1.The process of developing project scope management plan 2. Scope Management Plan documents how the project scope will be defined, validated, and controlled 3. It provide guidance on how the project scope will be managed throughout the project
  • 7. 5.1 Plan Scope Management 1.P.Mplan 2.ProjectCharter 3. EEF 4.OPA 1.Expert Judgment 2.Meetings 1.ScopeManagement Plan 2.Requirements ManagementPlan Input Tools & Techniques Output
  • 8. 5.1 Plan Scope Management Data Flow Diagram
  • 9. 5.1 Plan Scope Management: Inputs • All the project plans that can influence project scope 1. Project Management Plan • It contains high level project and product scope 2. Project Charter • Organizational Culture (EEF) • Personnel administration (EEF) • Infrastructure (EEF) • Marketplace conditions (EEF) • Processes and procedures (OPA) • Historical information (OPA) 3. EEF/OPA
  • 10. 5.1 Plan Scope Management: T&T • Consulting those who are expert in the area 1. Expert Judgment • Meetings attended by project teams, sponsor, stakeholders, etc 2. Meetings
  • 11. 5.1 Plan Scope Management: Output • It describes how the scope will be defined, developed, monitored, controlled, and verified. • Depending on the project scope management plan can be in detail or at high level 1. Scope Management Plan Scope Management Plan can include the following items: 1. Process for preparing a detailed project scope statement 2. Process for how to create WBS 3. Process that establishes how the WBS will be maintained and approved 4. Process for validating scope 5. Process for proper processing change request related project scope
  • 12. 5.1 Plan Scope Management: Output • The plan describes how requirements will be identified, analyzed, documented, and managed 2. Requirements Management Plan Elements of Requirement Management Plan can as follow: 1. How requirements activities will be planned, tracked, and reported 2. Requirements prioritization process 3. Product metrics that will be used and the rationale for using them 4. Traceability structure to reflect which requirement attributes will be captured on the traceability matrix 5. How will the configuration management related to requirements work
  • 13. 5.2 Collect Requirements 1.The process of determining, and documenting stakeholder’s needs and requirements 2. Requirements provide the foundation for WBS or project scope 3. Project scope, cost, schedule, quality, and sometimes procurement are all based on the requirements
  • 14. 5.2 Collect Requirements Requirements can be classified as follow: 1. Business requirements: These tells us why the project is undertaken or what is the product needed for or what aspect of business is needed to be changed or improved 2. Stakeholder requirements: Specific needs of some of the stakeholders 3. Solution or product requirements: This tell us about the functions and characteristic of the product, service, or results for which the project is undertaken 4. Transition requirement: Temporary capabilities, such data conversation or training to needed for transition from current state to the state where the customer wan to be 5. Project requirement: Process and conditions the project need to meet 6. Quality requirements: Condition or criteria which indicates the successful completion of the project or delivery of its product
  • 15. 5.2 Collect Requirements 1. Scope management plan 2. Requirements management plan 3. Stakeholder Management Plan 4. Project Charter 5. Stakeholder Register 1. Interviews 2. Focus groups 3. Facilitated workshops 4. Group creativity techniques 5. Group decision making techniques 6. Questionnaires and surveys 7. Observations 8. Prototypes 9. Benchmarking 10. Context diagrams 11. Document Analysis 1. Requirements documentation 2. Requirements traceability matrix Input Tools & Techniques Output
  • 16. 5.2 Collect Requirements: Data Flow Diagram
  • 17. 5.2 Collect Requirements: Inputs • It tells us what type of requirements need to be collected 5.2.1.1. Scope Management Plan • It tells us about the process that we will be using for collecting the requirement 5.2.1.2 Requirements Management Plan • This contains the high level description of the product, service or result 5.2.1.3 Project Charter • Stakeholder register give us info on the identified stakeholders e. g contact No • Stakeholder management plan tell us about the communication requirements of teach stakeholders 5.2.1.4 Stakeholder Register & Management Plan
  • 18. 5.2 Collect Requirements: T&T • Best for receiving confidential information • Best for detailed information 5.2.2.1. Interviews • Bringing together many experts at one place • More conversational than individual interviews 5.2.2.2 Focus Group Discussion • Good for defining cross-functional requirements gathering • Good for reconciling between stakeholder differences 5.2.2.3 Facilitated workshops • Several methods can be used to identify product/project requirement through group techniques 5.2.2.4 Group creativity technique
  • 19. 1. Brainstorming………? • Generating and collecting multiple ideas • Used in conjunction with other techniques 5.2.2.4 Group Creativity Techniques
  • 20. 2. Nominal group technique • Ranking ideas for further brainstorming through voting 5.2.2.4 Group Creativity Techniques
  • 21. 3. Idea/Mind Mapping…..? • Mapping together ideas generated in individual brainstorming sessions • This allow for common understanding of ideas and help in generating new ideas 5.2.2.4 Group Creativity Techniques
  • 22. 4. Affinity Diagram……? • Classifying large number of ideas into groups 5.2.2.4 Group Creativity Techniques
  • 23. 5. Multi-criteria decision analysis…..? • Generating ideas or making decision based on different criteria, e. g time, quality, and cost 5.2.2.4 Group Creativity Techniques
  • 24. 5.2 Collect Requirements: T&T • Decision making in a group for future actions • The decisions can be reached through: 1. Unanimity, 2. Majority, 3. Plurality, 4. Dictatorship • The technique can be applied to group creativity technique 5.2.2.5 Group decision making technique • Best when quick turn around from many stakeholders living in many different places is needed. 5.2.2.6 Questionnaires and surveys • Observing the environment or job of the customer • Practically performing job of a customer requiring a product 5.2.2.7 Observation
  • 25. 5.2 Collect Requirements: T&T •Obtaining feedback on requirements by providing a working model of the product 5.2.2.8 Prototypes •Comparing the planned products to actual similar products. 5.2.2.9 Benchmarking •It visually shows the scope of the product by showing the business system (processes, equipments, computer system, etc). 5.2.2.10 Context Diagram •Analyzing existing documents such as market literature, business plans, proposals, process flow, etc to identify requirements. 5.2.2.11 Document Analysis
  • 27. 5.2 Collect Requirements: Outputs • It shows how each requirement will meet business need of the project • Requirement needs to be clear, tangible, testable, traceable and measurable. • Requirements can be documented as a list or in much detail 5.2.3.1 Requirements Documentation • This document links each requirement to the deliverable that fulfill the particularly requirement • It helps in tracing the requirement throughout the project • It helps in making changes to the project 5.2.3.2 Requirements Traceability Matrix
  • 29. 5.3 Define Scope 1.Developing the detailed description of the project and product 2. Specifying the boundaries of the project 3. Specifying the requirements that are included in the project scope. The stakeholders may have lots of requirements but not all the requirements will be part of the project. Here you specify the requirements that will be part of the project.
  • 30. 5.2 Collect Requirements 1. Scope management plan 2. Project Charter 3. Requirements documentation 4. Organizational Process Assets 1. Expert Judgment 2. Product analysis 3. Alternative generation 4. Facilitated Workshops 1. Project Scope Statement 2. Project document updates Input Tools & Techniques Output What is completely new for you?
  • 31. 5.3 Define Scope Data Flow Diagram
  • 32. 5.3.1 Define Scope: Inputs • It contains activities for defining, managing, and controlling the project scope. 5.3.1.1 Scope Management Plan • Contains high level project description • Contains high level product scope • Describes high level deliverable acceptance criteria 5.3.1.2 Project charter • The requirements documentation is used to select the requirements that will be included in the project 5.3.1.3 Requirements documentation
  • 33. 5.3.2 Define Scope: T&T • Getting expert view from consultants, sponsors, industry experts, stakeholders, etc. 5.3.2.1 Expert Judgment • Translating high level product description into tangible deliverables. • This can be done through product breakdown, system analysis, system engineering, value engineering, etc. 5.3.2.2 Product Analysis • Identifying several options for executing the project work. 5.3.2.3 Alternative Generation
  • 34. 5.3.3 Define Scope: Outputs • It describes project scope, deliverables, assumptions, and constraints and scope exclusions • Scope statements create common understanding of the scope among the project team and stakeholders • Scope statement includes details about the project deliverable and the work needed to create these deliverables • The difference between scope statement and project charter is that the scope statement in much more details 5.3.3.1 Project Scope Statement • Stakeholder register • Requirements documentation • Requirement traceability matrix 5.3.3.2 Project Documents Update
  • 35. Project Scope Statement Vs Project Charter
  • 36. 5.3.3.1 Project Scope Statement Project Scope Statement includes the followings: Product Scope: Describes the characteristics of the product, service or result Deliverable: Any verifiable product, service, or result. Deliverables can also be project reports and documentations. Acceptance Criteria: Conditions that are to be met before accepting the criteria Constraints. Constraints refers to limitations or restrictions. For example a predefined budget or deadline. Project Exclusion: Identifying things that are outside the scope of the project. This helps in managing stakeholder expectations Assumptions: Something is considered to be true or certain without any proof. This is done for planning purpose. The scope statement also documents the affects of the assumed factors in case the proof to be false. Project Scope Statement Template
  • 38. Read Pages 125-140 of the PMBOK Guide