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Chapter 5 - Project Scope Management
Chapter 5 - Project Scope Management
Chapter 5 - Project Scope Management
INPUTS
OUTPUTS
(i) Interviews
(ii) FOCUS GROUP
Bring all stakeholders together and ask and understand their requirements.
(iii) FACILITATED WORKSHOP
Arrange workshops to understand stakeholders’ requirements.
(iv) GROUP CREATIVITY TECHNIQUES
Brainstorming
Nominal Group Technique: Ranking technique for different suggestions of stakeholders.
Idea/Mind Mapping: collect common ideas
Affinity Diagram: It groups similar ideas of stakeholders into categories.
Multi-Criteria Decision Analysis: make decision matrix to establish criteria, such as risk level,
uncertainty and valuation to evaluate and rank many ideas.
(v) GROUP DECISION MAKING TECHNIQUES
Unanimity: Agreement by everyone in a group for single course of action.
Majority: Go with majority of people suggestion.
Plurality: Decision is made by largest block in a group, even if the majority is not
achieved.
Dictatorship: One individual makes the decision.
IT IS BETTER TO SET THESE DECISION MAKING CRITERIA IN YOUR PLAN SCOPE OR
REQUIREMENT MANAGEMENT PLAN.
(vi) QUESTIONNAIRES AND SURVEYS
Online or written surveys
(vii) OBSERVATIONS
Think like customer that what they want.
(viii) PROTOTYPES
Work on model and analyze and note the outcomes
(ix) BENCHMARKING
Set some benchmark for products.
(x) CONTEXT DIAGRAM
In this we see how system is working for different stakeholders and then learn their
requirements.
(xi) DOCUMENT ANALYSIS
Go through documents, what has been prepared or handed over to you from
customer and learn their requirements.
OUTPUTS
INPUTS
(iv) OPA
Project that have product (tangible) as a deliverable, find out objectives of that product.
OUTPUTS
It is the description of the project scope, major deliverables, assumptions & constraints
Assumption = expectations; if assumptions go wrong, this will generate Risks
Constraint = Limitations
INPUTS
(iv) EEF
(v) OPA
(i) DECOMPOSITION
Decomposition = Breaking down the project into small more manageable components to a level
of work package.
Work Package = lowest level of WBS for which duration & cost can be estimated and managed
Steps:
OUTPUTS
It is a approved or agreed version of Scope Statement, WBS & WBS dictionary; that can be
changed only through formal change control procedures and is used as a basis for comparison.
INPUTS
OUTPUTS
This process is all about to monitoring the status of scope and managing changes to
the scope baseline
Key benefit of this project is that it allows the scope baseline to be maintained
throughout the project.
Controlling the project scope ensure that all changes and corrective actions has
been performed through Perform Integrated Change Control (Project Integration
Management)
Another benefit of this process is to control Scope Creep through Perform
Integrated Change Control (Adding Scope without adjusting time, cost & resources)
INPUTS
OUTPUT
End of Chapter