Project Scope

Project Scope
BSB51415 DIPLOMA OF PROJECT MANAGEMENT

BSBPMG511 Manage project scope
ii
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BSB51415 DIPLOMA OF PROJECT MANAGEMENT | PROJECT SCOPE_V1.5
iii
Contents
Unit of Competency........................................................................................... iv
BSBPMG511 Manage Project Scope................................................................... iv
Grading System................................................................................................ iv
Assessment 1.................................................................................................... v
Assessment 2................................................................................................... vi
Legend............................................................................................................. vii
1. Conduct Project Authorisation Activities ....................................................... 1
1.1 Develop and confirm procedures for project authorisation with an
appropriate authority............................................................................................1
Activity 1.1..............................................................................................................5
1.2 Obtain authorisation to expend resources.....................................................6
Activity 1.2..............................................................................................................8
1.3 Confirm project delegations and authorities in project governance
arrangements.......................................................................................................9
Activity 1.3............................................................................................................11
2. Define Project Scope.................................................................................... 12
2.1 Identify, negotiate and document project boundaries.................................12
Activity 2.1............................................................................................................16
2.2 Establish measurable project benefits, outcomes and outputs..................17
Activity 2.2............................................................................................................19
2.3 Establish a shared understanding of desired project outcomes with
relevant stakeholders.........................................................................................20
Activity 2.3............................................................................................................21
2.4 Document scope management plan............................................................22
Activity 2.4............................................................................................................25
3. Manage Project Scope Control Process....................................................... 26
3.1 Implement agreed scope management procedures and processes...........26
Activity 3.1............................................................................................................28
3.2 Manage impact of scope changes within established time, cost and quality
constraints according to change control procedures........................................29
Activity 3.2............................................................................................................31
3.3 Identify and document scope -management issues and recommend
improvements for future projects......................................................................32
Activity 3.3............................................................................................................33

iv
UNIT OF COMPETENCY
BSBPMG511 Manage Project Scope
Element
1. Conduct project authorisation activities
2. Define project scope
3. Manage project scope control process
GRADING SYSTEM
High Distinction (HD) 85% and above
Distinction (D) 75-84%
Credit (Cr) 65-74%
Pass (P) 50-64%
Not yet competent (NYC) Below 50%

v
ASSESSMENT 1
BSB51415
Course Name
Diploma of Project Management
Subject/module Project Scope
Assessment method Written or Oral Questions
Weighting 50%
BSBPMG511
Unit of Competency
Manage Project Scope
Instructions
1. Assessments should be completed as per your trainer’s instructions.
2. Assessments must be submitted by the due date to avoid a late
submission penalty.
3. Plagiarism is copying someone else’s work and submitting it as your
own. You must write your answers in your own words and include a
reference list. A mark of zero will be given for any assessment or part of
an assessment that has been plagiarised.
4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your
answers must be yours alone.
5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally
uploaded should be saved in pdf format.
6. You must attempt all questions.
7. You must pass all assessments in order to pass the subject.
8. All assessments are to be completed in accordance with WHS regulatory
requirements.

vi
ASSESSMENT 2
BSB51415
Course Name
Diploma of Project Management
Subject/module Project Scope
Assessment method Written or Oral Questions
Weighting 50%
BSBPMG511
Unit of Competency
Manage Project Scope
Instructions
1. Assessments should be completed as per your trainer’s instructions.
2. Assessments must be submitted by the due date to avoid a late
submission penalty.
3. Plagiarism is copying someone else’s work and submitting it as your
own. You must write your answers in your own words and include a
reference list. A mark of zero will be given for any assessment or part of
an assessment that has been plagiarised.
4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your
answers must be yours alone.
5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally
uploaded should be saved in pdf format.
6. You must attempt all questions.
7. You must pass all assessments in order to pass the subject.
8. All assessments are to be completed in accordance with WHS regulatory
requirements.

vii
LEGEND
Not all ICONS are used in this workbook
Investigate
Go and find out some information
Write
Take notes and/or complete an exercise/activity in this
workbook
Read
Selected extra reading
Think
Take some time to think about the information and
record your own ideas
Speak and listen

Talk to your peers, swap ideas or present on a topic
Watch
Selected viewing

1
1. CONDUCT PROJECT AUTHORISATION

ACTIVITIES
1.1 Develop and confirm procedures for project
authorisation with an appropriate authority
What is project scope?
Project scope is part of the planning process within any project. It outlines the
work that needs to be accomplished in order to gain the required result; this is
normally the delivery of a product or service. A project scope provides guidelines
for everybody that is involved within the project to help make decisions. The
better your project is ‘scoped’ at the beginning, the better your team will be able
to handle any changes that may occur.
It involves creating a list of:
f Project goals and objectives
f Tasks
f Deliverables
f Resources
f Deadlines
f Costs.
Effective scope management should provide the team with information to
develop an understanding of the project to make decisions on how the goals will
be met. This requires good communication and strong team work.
Project initiation documentation

The project initiation document (PID) is assembled using a series of other
documents to form a logical document that brings together all of the key
information that is required to start and run your project. A PID is often
considered as a contract between the project manager and a project board for a
particular project. It represents the plan of approach within project management
and defines all the major aspects within a project. A well organised set of PID
will inform everyone that is involved within a project where the project is heading
from the commencement of the project and is more likely to lead to an effective
and productive process.
A PID can be used for:
f Managing a project
f Assessing a project’s overall success
f Providing a reference point throughout the project.
Project initiation documentation may include:
f Approved project charter or mandate
f Business case
f Changes to internal or external organisations, legislation and/or regulations
f Documentation accessed through various accessibility modes

2
f Feasibility study
f Minutes of management or executive decisions
f Organisation strategic and business plans
f Outcomes and recommendations of associated projects.
It must include:
f Who?
f What?
f When?
f How?
f Why?
f A definition of the project, its goals and scope
f A justification for the project
f The funding
f A definition of the roles and responsibilities of everyone that is involved
f Any constraints that may occur.
Developing procedures for project authorisation

Through the process of project authorisation, you will aim to gain permission to
carry out your project along with the written approval to do so.
Project authorisation may:
f Already have been decided before involvement of the project manager
f Be in the form of a scope statement briefly explaining why the project has
been formed, what it hopes to achieve and how success will be measured
f Be required at a number of critical review points during the project.
There are a series of activities that should be carried out within the process of
project authorisation, including:
f Proposing the project
f Reviewing the project
f Approving or rejecting the project.
Proposing the project

Before commencing the work on a project, a manager will be required to create
a proposal for the project that will then need to be submitted to the sponsor and
customer for review. A proposal is the initial formal document of your project and
in order to be persuasive, it should be well organised and describe in detail what
plans are in place for completion of the project.
A project proposal should identify and describe high level requirements
including:
f Background
f Goals and objectives
f Time estimates
f Deliverables

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f Risk management
f Costs
f Benefits.
Background
Stakeholders of a project need to understand about the project so providing a
background for the project is important. Why are you doing it? What do you want
to address? Why does this issue need addressing? Describe your reasons for
wanting to do your project. If relevant, you can relate it to supporting projects or
documentation.
Goals and objectives
Within this section of a project proposal, you should translate your customer’s or
client’s needs and wants into clear specifications. What are the overall goals of
the project? Goals are the long-term desired results of a project. Objectives are
smaller, specific statements that support a goal. What objectives will you need
to achieve in order to reach the goals of the project?
Time estimates
Use a work breakdown structure (WBS) to divide your whole project into smaller
components. These components will be the individual tasks that you will need to
carry out within your project. From this, make reasonable estimates of the time
each task may require as well as how long you think the overall project will take.
Consider developing a project schedule or using a milestone chart.
What is a project schedule?

A project schedule should list details of the tasks that are to be completed
within your project. The list should also include the resources that are needed to
complete the task as well as the time the task will take to complete. Depending
on the nature of your project, the schedule may be as simple or as complex as is
necessary. As a schedule helps to manage your tasks and resources, it can help
guide your project and help you to complete it successfully and on time.
What is a milestone chart?

A milestone chart includes the milestones that you are required to achieve
along the way. Although deadlines can be flexible, milestones are fixed. They
help you to meet the vital goals within your project on team. By tracking the
important events and tasks of your project you can ensure your project results in
a successful outcome.
Deliverables
Project deliverables are the building blocks of your overall project and are the
tangible, measurable and specific results of the process of your project. You
should develop a detailed description of your project’s deliverables; what you are
providing and when you will provide it. Ask yourself: what will my customer or
client receive at the end of my project?

4
Risk management
You should include a risk management plan within your proposal. This will
identify any possible risks that may occur throughout your project’s life cycle. It
will also outline the actions that you plan to take to avoid these risks occurring
as well as the actions that you plan to take if they do actually occur. This plan
may need to be updated throughout your project because as it becomes more
complicated, the risks may become more defined.
Costs
You should try to estimate how much your project will cost; be exact. Divide your
budget up into major categories and aim to justify the spending of the money.
You should always demonstrate that you are spending money wisely. Ensure you
include any overhead costs that may be associated with your project. Overhead
costs are indirect costs that are needed for the ongoing project in general, not
for a particular work order.
Benefits
After providing details on what your project consists of, the required resources,
the project deliverables and the possible risks, you should also give details of the
benefits of your project. This will allow whoever needs to approve your project’s
proposal to see the positives of your project.
Reviewing the project
After proposing your project, it will be reviewed through the analysis of its
feasibility and its cost-effectiveness.
The feasibility of your project is associated with how easily it can be completed.
Is your project convenient? A feasibility study can help assess the strengths
and weaknesses of your project, the resources it requires and the prospects for
success. It should be conducted objectively and without bias.
The cost-effectiveness of your project is determined by looking at the costs of
completing it and comparing these to the expected outcomes. Ask yourself: is
your project worth what it is going to cost?
Approving or rejecting the project
Within this stage, you will receive a response regarding your proposal. You will
be informed whether it can go ahead or not. You should be provided with reasons
if your project is rejected. These can be utilised when considering any further
projects.
You will need to gain confirmation from the appropriate authority.
Appropriate authority may include:
f Client, owner, sponsor, senior executive or other individual or group vested
with the authority to make decisions regarding the project
f Having the capacity to make decisions regarding commitment of funds,
resources and priorities.
It may also be necessary to seek authorisation throughout your project. For
example, when changes need to be made during the process of your project, you
may need to gain confirmation that they can go ahead.
5
Activity 1.1
1. What is project authorisation?
2. What does project authorisation include? Give details.
3. Who may the appropriate authority be?
4. Decide on an example of a project that relates to your own organisation. Give

details on the procedures you will use for project authorisation.

6
1.2 Obtain authorisation to expend resources

Expending resources
Expending resources is simply using the resources that you need in order to
carry out your project. This should be considered as part of your project’s plan
and needs to be authorised by the correct person. You should make sure that you
know who this person is. Your resources are an extremely important element for
your project and need to be used correctly and efficiently in order for your project
to be a success.
When you are seeking approval to expend resources you should justify the
reasons for needing the resources, regardless of whether it’s money or
manpower. In order to authorise the expending of resources, you may need to
present your proposal (discussed in Chapter 1.1) and review the business case
against it.
What is a business case?

A business case is a documented argument that is intended to convince
someone to approve your project. It involves the reasoning for initiating your
project and captures both the quantifiable and unquantifiable characteristics
of your project. A business case will examine the benefits and risks of carrying
out your project, along with the benefits and risks of not carrying it out. Within
a business case, you should support the need to use resources with the specific
needs of your project.
Two key resources when carrying out your project will be the financial resources
and the amount of time that is available.
Time
Time is a terrible resource to waste as it considered the most valuable resource.
Without good time management your project could be heading for disaster. The
time that is needed in order to implement a project is often underestimated and
unexpected events are completely forgotten. An accurate time estimation for
your project is essential for good project management.
In order to develop an accurate time frame for your project you should:
f Ensure that you fully understand what it is you want to achieve
f Create a detailed list of each individual task that is part of your project
f Figure out how long each of these tasks will take to complete
f Keep in mind the possibilities of disruptions (e.g. accidents, unanticipated
events and urgent tasks)
f Consider any past experiences that may help you estimate the time it may
take to complete tasks
If you underestimate the time needed to complete your project and the tasks
within it, you will miss deadlines. This will affect your, your team and your
project. The time that you have to complete your project should be agreed on and
authorised by the relevant personnel.

7
Budgeting
Preparing a budget requires thinking through your project in detail. Within
budgeting, you should plan for the worst possible scenario. Try and identify any
areas where changes are likely. You can ensure that these areas are closely
monitored throughout your project. Once you have written down the costs of your
project you will be able to see if they are within the proposed budget. If they are;
that’s great. If not, you should look into how you can keep your project within the
budget or look into ways to expand your budget. The budget that you have for
your project needs to be planned for and approved by the relevant person/people.

8
Activity 1.2
1. What may you need to present in order to gain authorisation to expend

resources?
2. What is a business case?
3. Within your organisation, who would you need to gain authorisation from?
4. Using your example project from Activity 1.1 explain what resources you will
require and how you will gain authorisation to expend these resources.

9
1.3 Confirm project delegations and authorities in

project governance arrangements
Project governance arrangements
Governance arrangements are the details of your project within your governance
framework. A governance framework generally consists of the standards,
processes and procedures that need to be followed throughout your project. It
allows the stakeholders that are involved with the project to understand what their
roles and responsibilities consist of. Everyone that is involved with the project
should be fully aware of the governance framework that is in place, along with their
own roles and responsibilities. It is also important that everyone knows their own
limitations within the project.
Within the project governance arrangements, the project delegations and
authorities should be confirmed. Delegation is an important management skill and
is vital for effective leadership.
Project delegations and authorities may include:
f Consultative expectations
f Degree of line authority with project team
f Finance expenditure limits
f Procurement delegations
f Required organisational procedures.
By delegating responsibility and authority to others working within a project,
you can ensure that you are achieving effective results. It’s worth noting that
accountability cannot be delegated.
Responsibility
If you are given responsibility to get a task done within your project; do it.
Responsibility tends to flow from top to bottom. For example, the higher up in the
project you are, the more responsibility you are likely to have. It is your duty to
complete any task that is assigned to you by the relevant authority.
Authority
Within project management, authority is the power associated with using and
allocating the resources of your project. Authority should be well-defined and
involves making decisions, giving orders and getting things done. It also usually
flows from top to bottom. For example, the higher up in the project you are, the
more authority you are likely to have. If you have authority, you should ensure
that you know the scope of it and you must never misuse it. Authority should be
accompanied with equal responsibility.
Accountability
Accountability cannot be delegated but is closely linked with responsibility
and authority. If you are held accountable for something, you will have to give
explanations for any difference between the actual performance and the original
expectations of the project. Accountability arises from responsibility and you cannot
escape it. You are the one that is answerable for the end result of the project.

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The delegating process

When delegating things like authority and responsibility it may involve:
f Assigning duties
f Granting authority
f Creating responsibility and accountability.
Assigning duties
The first step of the delegation process involves defining and clarifying the tasks
and duties in question. The results that are expected should also be defined then
the tasks and duties can be assigned to the appropriate people.
Granting authority
When someone with authority wants to share their authority, they should
ensure that the appropriate person is chosen. When giving a person authority,
you should ensure that they are capable of gaining what is required of them.
Delegating power correctly is extremely important to get effective results.
Creating responsibility and accountability
The process is not complete once authority has been given out; they also have
their related duties assigned to them. From their delegated authority, they are
then given responsibility alongside this. From their responsibility comes their
accountability. Therefore, any authority that is delegated to someone will come
with the relevant responsibility and accountability too.
By assigning responsibility, authority and accountability, everyone that
is involved within the project should know exactly what their roles and
responsibilities are. They will know what tasks and duties they have to complete
as well as the roles of everyone else within the team. This will ensure your
project runs as smooth as possible.

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Activity 1.3
1. What is a governance framework?
2. What may project delegations and authorities include?
3. Define responsibility.
4. Define authority.
5. Define accountability.
6. Describe the delegation process.
7. Using your example project from Activity 1.1, show your methods for
delegating authority. Who will be assigned authority? What about
responsibility?

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2. DEFINE PROJECT SCOPE

2.1 Identify, negotiate and document project
boundaries
Project boundaries
There are three components that need to be identified within the process of
developing the scope of your project; deliverables, requirements and boundaries.
The project manager is responsible for creating the scope statement for the
project through the identification of these three components. This chapter will
look at identifying, negotiating and documenting project boundaries.
Boundaries are closely linked to objectives and they define the content of the
project in terms of the expected results. They create a holistic perception of the
project work and are measurable and auditable characteristics that belong to
the project. Clear boundaries can help direct the things that are applicable to
those areas within the project scope.
Boundaries may include:
f Assumptions
f Constraints
f Exclusions
f Inclusions
f Principal work activities
f Product specification
f Project deliverables
f Project objectives
f Scope of works
f Work breakdown structure.
Assumptions
Assumptions are the factors within a project that we believe to be true. However,
these assumptions are not confirmed and they are more like an educated guess.
Assumptions are crucial in project management as they help outline and control
the scope of project. They are the events and circumstances that are expected to
occur during the life cycle of your project. Assumptions are outside of the control
of the team that is working on the project but are essential for successful
implementation and completion of the project. They can shape the work within
a project and influence the requirements. For example, if your client/customer
is uncertain on the details of the project you can use assumptions to estimate
things like the budget and time it requires. Assumptions can set benchmarks
that should be revisited during your project to aid the team in staying within the
scope, time frames and budget. You should continually analyse and monitor the
assumptions that you have made to ensure that they remain relevant as your
project goes on. Although assumptions bring possibilities to your project, they
can make it risky. What if your assumptions turn out to be wrong? This can have
a major effect on the success of your project.

13
Constraints
Along with assumptions, constraints help to fill in the gaps between facts and
estimates within your project. They bring limits to the project and should be
incorporated into the plan. This ensures your plan is realistic. Constraints
should be defined from the very beginning of your project in order to understand
any limitations clearly. This can help to develop a good implementation plan and
ensure the success of your project.
Exclusions
Project exclusions are often mentioned within project charter documents and/
or your project scope statements and are outside of the project boundaries.
Exclusions state what things are not included within your project.
Exclusions can include:
f Items that are not currently available but are required for the successful
completion of the project
f Items that are available but not needed
f Items that are not available but can be replaced with an alternative.
Inclusions
Project inclusions are the things that have been included in the project
objectives that need to be addressed. They are the things that your project
requires and you know that they are available to allocate them to the project.
These are usually factors that are under your control.
Principal work activities
Principal work activities are the most important work activities within your
project. They are the activities that contribute most to the value of your project.
Product specification
A product specification is an element within your product’s life cycle and
it can be directly influenced by the analysis of research. It is a statement
that describes what your product is intended to do, including the required
characteristics of the product. A product specification can ensure that the
production process meets the needs of your customer or client. It can also
ensure quality of design and that the end product is fit for purpose.
Product specifications can include:
f User requirements
f Legal requirements
f Materials
f Product function
f Overall dimensions.
Project deliverables
Project deliverables are the building blocks of the overall project and
are the tangible, measurable and specific results of the process of the
project. ‘Deliverables’ can be used as a general term that encompasses the

14
requirements of your project. Some projects can have many deliverables whilst
others have only one.
Project objectives
Project objectives are the small, specific statements that support your project’s
goal(s). Objectives should be measurable and describe the ‘how’ process. The
clearer your objectives are, the more likely you are to achieve them.
Remember, your objectives should be SMART:
f Specific
f Measurable
f Attainable
f Realistic
f Timely.
Scope of works
A Scope of Work (SOW) is a formal document that specifies the criteria of the
contract between the service provider and the customer. It defines what you can
expect to get from the contract and is typically broken out into specific tasks
with their accompanying deadlines. A SOW provides you with a clear picture of
the complete project requirements and means that both parties are on the same
page. This means that you can avoid any ambiguities and situations leading to
dispute.
A SOW describes things such as:
f Work activities
f Deliverables
f Pricing
f Quality requirements
f Timelines
f Conditions
f Milestones.
Work breakdown structure
A Work Breakdown Structure (WBS) organises your project into smaller, more
manageable sections. It should represent a flowchart in which all elements
are logically connected. The scope will be defined into chunks that the project
team can understand and each level of the WBS provides further definition and
detail. The elements within the WBS are the tasks related to a project. These are
illustrated in a way that portrays their relationships to each other and the project
as a whole. A WBS can help a project manager to predict outcomes based on
various scenarios and this means that good, informed decisions can be made
about potential changes.
In order to identify the boundaries for a project, you will need to define the items
that are inside and outside of the project. The project manager should use these
project boundaries to set up an improvement plan and should define the start
and the end of this improvement process.

15
When identifying project boundaries, you should consider:

f Group accountability
f Key project phases
f Project goals
f Product scope.
The identification of project boundaries:
f Helps to understand when the project starts and ends
f Ensures high performance
f Reduces the need for control
f Allows individuals and teams to manage own activities
f Improves project management process
f Helps plan human resources required for your project.
If boundaries are not identified the individuals and teams within your project
will not be able to carry out their responsibilities. There will be no foundation for
controlling performance within the project or for making delegations.

16
Activity 2.1
1. What is a project boundary?
2. Gives examples of project boundaries.
3. When identifying boundaries, what should you consider?
4. What are the benefits of identifying project boundaries?
5. Using your example project, identify your project boundaries.

17
2.2 Establish measurable project benefits,

outcomes and outputs
Project benefits
A project benefit is the desired result of a project and you should ensure that
your project provides clear benefits. These benefits can be tangible, objective and
easily measured or intangible, subjective and not so easily measured.
Benefits management
This is a process by which you ensure your project delivers exactly what you
want it to. It will help ensure that your project’s deliverables give value to your
organisation as a whole.
In your benefits management process, you should consider questions such as:
f Why are we doing this?
f Have we defined all of the benefits we’re expecting?
f How will we measure the benefits?
f What organisational objectives will this project help meet?
f Have we justified the time and expense of the project?
f Is the project still valid?
f Are the benefits still relevant?
The phases of benefits management include:
f Defining the benefits
f Developing the benefits
f Developing the benefits plan
f Monitoring the benefits during project
f Completing project and reviewing your benefits.
By investing your time in this benefit management process, you can help to
reduce the overall risk of your project.
The types of benefits include:
f Indirect benefits
f Direct monetary benefits
f Direct non-monetary benefits
f Dis-benefits.
Project outcomes
In order to enable the evaluation of your project’s performance at a later stage,
you should identify the measurable outcomes. Once the goals and objectives for
your project have been outlined, you should identify the outcomes that you wish
to reach. Be specific. Usually, the outcomes of a project are the tangible results.
Your outcomes should reveal the extent of the impact your project had as well as
the different types of impact it had.

18
In order to create outcomes, you need to transform your objectives into your
deliverables and your outcomes. By having good, clear objectives, you will
be able to create and measure good outcomes. The process of defining the
measurable outcomes of your project may take some time. However, it is worth
putting the effort in as everyone that is involved with the project will have a clear
understanding of what the expected results are. This will ensure your project is
effective and productive.
Although it is sometimes difficult, it is not impossible to measure your
outcomes. The measurement of these outcomes is often a subjective process.
Outcomes are documented by evaluation techniques once the project has been
completed. Keep the ‘SMART’ technique discussed in Chapter 2.1 in mind when
developing your project outcomes.
Project outputs
Project outputs are related to your project objectives and are the results of your
project that are ‘put out’. They can be the services that you offer, the facilities
that you provide or the products that you sell. Project outputs are usually
tangible, easy to measure objectively and are considered complete on delivery.
The project outputs that you establish should be measurable and are achieved
immediately after implementing your project.

19
Activity 2.2
1. What are project benefits?
2. What are project outcomes?
3. What are project outputs?
4. Using your example project, outline your benefits, outcomes and outputs.
Describe how you will measure each of these.

20
2.3 Establish a shared understanding of desired

project outcomes with relevant stakeholders
Project outcomes
As discussed in Chapter 2.2, project outcomes are the tangible results of your
project. Your outcomes should reveal the extent of the impact your project had as
well as the different types of impact it had.
When developing your outcomes, remember:
f Think about how you will monitor your outcomes throughout your project
f Consider how you will measure your progress in relation to your outcomes at
the end of your project
f Decide what you are going to monitor and measure (outcome indicators)
f Decide how often you will measure these indicators
f Focus on quality rather than quantity
f Think about the tools you will use to monitor and measure your outcomes.
You should aim to establish a shared understanding of the outcomes of your
project with the relevant stakeholders.
Those relevant stakeholders may include:
f Clients
f Decision makers
f Internal and external parties
f Sponsors
f Team members.
It is worth noting that the relevant stakeholders for one organisation will differ
from other organisations. Think about who you should engage with within your
own organisation. This may be a group of people who will all have conflicting
interests and their own agendas. Regardless of this, you need the participation of
everyone that is relevant to your project.
When communication with the relevant stakeholders, remember:
f Don’t waste your or their time
f Communicate with anybody and everybody that is involved with your project
f Don’t make assumptions
f Share knowledge and experience.

21
Activity 2.3
1. Who may the relevant stakeholders be?
2. When developing your outcomes what should you remember?
3. In relation to your example project, outline who the relevant stakeholders

may be.

22
2.4 Document scope management plan

What is a scope management plan?
Project scope outlines the work that needs to be accomplished in order to gain
the required result within your project. Scope involves gathering the information
that you need in order to start a project. It is a term that is used to explain the
combined objectives and requirements that are necessary to complete your
project. The process of developing and managing the scope of your project is
done so using a scope management plan.
A scope management plan describes how the scope of your project will
be defined, developed, monitored, controlled and verified. Within a scope
management plan, the roles and responsibilities of everyone involved with the
project are also outlined. It can help to manage any chaos that may occur within
the process. The work breakdown structure will also be created and defined
within a scope management plan.
Developing a scope management plan

You may be required to contribute to the development of the scope management
plan. To accomplish this you will need to work through five processes.
These processes include:
f Collecting requirements
f Defining the scope
f Producing a WBS
f Verifying scope
f Controlling scope.
Collecting requirements
Within this section of your plan you should aim to gain a clear definition of your
customer’s/client’s needs and the expectations of your project. From this, you
should ensure that you have a precise understanding of these. There is a wide
range of techniques and tools you can use to gather the information you require.
These can include:
f Brainstorming
f Observations
f Workshops
f Prototypes
f Surveys and questionnaires
f Interviews.
Once you have your project requirements, you will be able to develop your WBS
and plan your costs, quality criteria and schedule. You will also need to decide on
how you are going to plan, prioritise, track and report the requirements. At the
end of this process, you will have a requirements management plan.

23
Defining the scope

In this process, you should produce your project scope statement using the
requirements documents generated in the first process along with the data within
your project charter.
Your project scope statement will include:
f What the project is
f The deliverables
f Your approach
f What is excluded from the scope
f Define the acceptance criteria
f Details of possible constraints
f Team roles and responsibilities.
It is important to communicate any assumptions that have been made within this
process.
Producing a WBS
A work breakdown structure (WBS) is a decomposition of your project into smaller
components. A WBS is deliverable-orientated and provides the framework for
the detailed estimation of the cost of your project. An element within a WBS may
be a service, product, data or a combination of these. Within a WBS, the tasks
of a specific project are illustrated to portray their relationships with each other.
As well as this, they demonstrate how they are related to the project as a whole.
It provides you with an opportunity to predict outcomes based on a particular
scenario. This ensures that the decision-making process is effective. A completed
WBS will resemble a flowchart. The elements within this chart will all be
connected in a logical way; no elements will be left out.
A detailed, well-organised WBS can help with effective:
f Budgeting
f Scheduling
f Quality assurance
f Allocation of resources
f Quality control
f Product delivery
f Risk management.
Verifying scope
This process involves gaining the formal acceptance of your project deliverables
from the stakeholders involved with your project. They should provide you with a
signed agreement in order for you to go ahead with your project.
Controlling scope
Throughout your project you may be required to make changes to the scope
baseline. This is only natural and can result from a variety of reasons. Any changes
that need to be incorporated into your project scope must be formally accepted.

24
In order to have control of the scope of your project, you need:

f Your project management plan
f Your requirements documentation
f Your work performance data.
Remember the key elements when you are developing and documenting the
scope management plan for your project.
These may include how:
f The details of the project scope statement will be prepared
f The WBS will be created
f The WBS will be approved and maintained
f Formal acceptance will be obtained
f Request for changes will be handled.
Your scope management plan may include:
f Activities and tasks in the work breakdown structure
f Constraints, assumptions and exclusions
f Deliverables
f High-level risk identification
f Key personnel
f Preferred work organisation
f Project benefits and outcomes
f Project objectives.
Good scope management ensures that only the work required to complete
the project is included in the project. Managing the project scope is primarily
concerned with defining and controlling what is and is not included in the project.
Benefits of a scope management plan include:
f Manages time, budget and quality effectively
f Helps prioritise and reduce work requests (saves time and money)
f Allows for quantitative analysis to validate the need of a request
f Facilitates productive communications with stakeholders and their team
f Serves as a tool to manage client expectations, work load balancing and
team morale
f Applicable to any sort of project.

25
Activity 2.4
1. What is a scope management plan?
2. Give examples of the benefits of having a scope management plan.
3. For your example project, create a scope management plan.

26
3. MANAGE PROJECT SCOPE CONTROL

PROCESS
3.1 Implement agreed scope management
procedures and processes
Implementing scope management procedures
The work that you undertake within your project should be done so according
to the project scope management procedures and processes that you have
previously agreed upon.
Scope management may include:
f Determining that a scope change has occurred or is about to occur
f Identifying and reporting scope creep
f Identifying factors influencing changes to scope
f Implementing agreed scope changes
f Monitoring and reporting the effect of scope changes on other areas and on
achievement of project objectives
f Refining scope progressively throughout the project life cycle
f Seeking authorisation for changes to project scope.
Determining that a scope change has occurred or is about to occur
A scope change is where a request is considered to change the agreed scope
and objectives of your project. This may be to accommodate a need that was
not originally defined as being part of your project. Throughout your project’s
lifecycle scope change may be necessary. You should be able to determine when
a scope change is about to occur.
Identifying and reporting scope creep
Scope creep is the uncontrolled changes within a project’s scope and can often
occur when the scope of a project has not been defined and controlled properly.
It involves the client or customer making changes or adding extras to the
project scope. It can be the result of poor communication or change controls.
Consider what impact scope creep would have on a project. It should be avoided
at all costs. However, if scope creep is identified, you should ensure that this is
reported and authorised by the appropriate person.
Identifying factors influencing changes to scope
Scope change is inevitable and can be influenced by many factors.

These may include:
f Roles or responsibilities are changing within project team
f An extension of the deadline is being negotiated
f The usage of more resources is being considered
f Aspects of the project may need to be outsourced
f New legislation may need to be reviewed.
27
Implementing agreed scope changes

Your change control process may include a sequence of six steps:
f Record
f Assess
f Plan
f Build and test
f Implement
f Gain acceptance.
Monitoring and reporting the effect of scope changes on other areas and on
achievement of project objectives
Once there has been a change to the scope of your project, you should monitor
the effect of these changes.
Ask yourself:
f What impact have these changes had in general?
f What things worked well?
f What things didn’t work well?
f Does anything need improving?
f Are you still achieving your project objectives?
Refining scope progressively throughout the project life cycle
Refining the project scope means modifying and improving it throughout its life
cycle. This will help to keep your project on time and within budget.
Seeking authorisation for changes to project scope
The procedure for gaining authorisation for scope changes may depend on the
person that is in charge of the project, the organisation you are working within
or the type of project you are undertaking. It is important that you are aware of
the appropriate way to report any scope changes within your project.
Although the person you may need to seek authorisation for scope changes will
depend on your own situation, it may be:
f Another team member
f The project manager
f The project board
f Your client
f Your sponsor.

28
Activity 3.1
1. What may scope management include?
2. Explain the scope management procedures and processes in relation to your

example project.

29
3.2 Manage impact of scope changes within

established time, cost and quality constraints
according to change control procedures
Managing the impact of scope changes
Managing scope change is critical for the success of your project. As changes
to the scope occur, the cost, time and quality constraints will be significantly
impacted. When scope changes occur, you may need to alter your project in
order to stick to your schedule.
This may involve:
f Breaking larger tasks into smaller ones
f Including more tasks
f Adjusting the duration of the tasks.
Any scope changes that do occur should be considered carefully in order to keep
your project on track.
Time constraints
Consider time constraints when looking at the impact of scope changes. A
change to the project scope will require more time, regardless of whether
you are given any more time. In many cases, there is just not enough time to
complete the project. This may lead to overloading everyone’s workload and
overlapping tasks.
When extra tasks are required as the result of a scope change, consider:
f What extra tasks are required?
f How long will these tasks take?
f What order should they be completed in?
f Will I still be able to meet my deadline?
f How can I make sure we meet the deadline?
Cost constraints
As well as time, scope changes can have an effect on the budget of a project.
Scope changes generally mean extra work, which means added costs. Not
only does a scope change mean there is more work to fund, it can sometimes
mean that any money spent on tasks that have already been started, or even
completed, will be completely wasted. When managing scope changes within
your project, you should keep your established budget in mind. How much will a
scope change cost you and your project?

30
Quality constraints
Scope changes can impose greater risks on your project as they are often dealt
with using ‘quick fixes’. This can reduce the quality of your project. Regardless of
what occurs throughout the life cycle of your project, you should aim to deliver
the desired outcomes that you outlined within your plan. Your project should
meet the expectations of the client or customer. When a scope change occurs,
consider whether your project can still be completed at the required standard of
quality.
The process of managing the impact of scope changes should be done according
to the change-control procedures that you may have in place.
Change control procedures are formal processes that are developed at the
start of a project and used to ensure any changes are introduced in a controlled
manner. Whether it is a client or customer changing their mind or the outside
world changing, changes within a project are inevitable. Having change control
procedures in place can help keep your project on track when these changes do
occur. These change control procedures do not prevent changes from occurring;
they ensure that any change that does occur is agreed by the relevant authority
before it is implemented. A change control approach covers the identification,
assessment and control of any possible changes that may arise within your
project. These control procedures reduce the possibility of any unnecessary
changes being introduced to your project whilst ensuring the project work is
not disrupted. They will also ensure that your resources are used in the most
efficient way possible.
Your change control procedure may include a sequence of six steps:
f Record
f Assess
f Plan
f Build and test
f Implement
f Gain acceptance.
Change control procedures may include:
f Formal agreements, for example contracts, subcontracts and memoranda of
understanding
f Major elements of the project likely to change, for example design,
engineering and finance
f Project documentation, including plans, schedules, statements, directives,
guidelines and instructions.

31
Activity 3.2
1. Using your example project, outline the time, cost and quality constraints you
may face.
2. If scope change was necessary, how would you manage its impact on your
deadline, budget and quality requirements?
3. What is a change control procedure?
4. What steps are involved within a change control procedure?
5. What may change control procedures include?

32
3.3 Identify and document scope -management

issues and recommend improvements for future
projects
Scope management issues
Projects often fail because they are not properly managed. Within scope
management, many problems can occur.
These may include:
f Poor communication
f Scope creep
f Incomplete scope
f Time wasting
f Missed deadlines
f Ambiguous scope.
Whether it is one problem or a combination of many, they can have a detrimental
effect on your project as a whole. These problems can lead to dissatisfaction
within the project team as well as clients and customers.
Future improvements
In order to avoid any problems in the future, there are many things to keep in
mind. A successful scope management process can lead to a project that is on
time, within budget and producing the desired quality of outcomes.
In future projects, consider:
f Keeping your eye on scope creep
f Identifying all the work that is necessary
f Ensuring everyone involved with the project knows exactly what is expected of
them
f Monitoring the progress of the project closely against your original plans
f Making sure you know what the project team needs to do and how they
should do it
f Outlining what actions should be taken when your project goes off track
f Ensuring good communication with clients/customers/stakeholders
f Working closely with stakeholders as ongoing process
f Ensuring that the scope is clear, complete, accurate and to the point
f Ensuring boundaries are defined.

33
Activity 3.3
1. Outline five possible scope management issues.
2. For each issue, suggest improvements in order to avoid this issue in the
future.

BSB51415 Diploma of Project Management
11 subjects
1. Project Scope
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3. Information and Communication
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7. Project Quality
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your enquiry, or visit our website at www.apc.edu.au
©2020 Australian Pacifi c College
Head Offi ce:
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BSB51415 DIPLOMA OF PROJECT MANAGEMENT

This workbook has been designed for use in conjunction with

Publisher: Young Rabbit Pty Ltd

© 2020 Young Rabbit Pty Ltd

Lower Ground, 189 Kent Street

Front cover image sourced from: Pixabay.com

WORKBOOK | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE

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1. Conduct project authorisation activities

2. Define project scope

3. Manage project scope control process

Distinction (D) 75-84%

Credit (Cr) 65-74%

Pass (P) 50-64%

Not yet competent (NYC) Below 50%

WORKBOOK | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE

Subject/module Project Scope

Assessment method Written or Oral Questions

WORKBOOK | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE

Subject/module Project Scope

Assessment method Written or Oral Questions

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Speak and listen

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1. CONDUCT PROJECT AUTHORISATION

Project initiation documentation

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Developing procedures for project authorisation

Proposing the project

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What is a project schedule?

What is a milestone chart?

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1. What is project authorisation?

2. What does project authorisation include? Give details.

3. Who may the appropriate authority be?

4. Decide on an example of a project that relates to your own organisation. Give

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1.2 Obtain authorisation to expend resources

What is a business case?

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1. What may you need to present in order to gain authorisation to expend

2. What is a business case?

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1.3 Confirm project delegations and authorities in

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The delegating process

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1. What is a governance framework?

2. What may project delegations and authorities include?

6. Describe the delegation process.

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2. DEFINE PROJECT SCOPE

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When identifying project boundaries, you should consider:

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1. What is a project boundary?

2. Gives examples of project boundaries.

3. When identifying boundaries, what should you consider?