PMP Exam Preparation Based on PMBOK 6th

Chapter Five
Project Scope Management

Dr. Mohamed Harb

MSc, PhD, PMP, Scrum, Six Sigma Yellow Belt
 Contents
 Introduction
 5.1 Plan Scope Management
 5.2 Collect Requirements
 5.3 Define Scope
 5.4 Create WBS
 5.5 Validate Scope
 5.6 Control Scope
 Questions

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 Introduction
5.1 Plan Scope The process of creating a scope management plan that P
Management documents how the project scope will be defined, validated,
and controlled.
5.2 Collect The process of determining, documenting, and managing P
Requirements stakeholder needs and requirements to meet project
objectives.
5.3 Define Scope The process of developing a detailed description of the project P
and product.

5.4 Create WBS The process of subdividing project deliverables and project P
work into smaller, more manageable components.

5.5 Validate Scope The process of formalizing acceptance of the completed M&C
project deliverables.

5.6 Control Scope The process of monitoring the status of the project and M&C
product scope and managing changes to the scope baseline.

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 Key Concepts For Project Scope Management
 Project Scope Management includes the processes required to
ensure that the project includes all the work required, and only
the work required to complete the project successfully.

 Product scope: The features and functions that characterize a

product, service, or result.

 Project scope: The work performed to deliver a product, service,

or result with the specified features and functions.

 The term "project scope" is sometimes viewed as including

product scope.
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 Introduction
 Tailoring Considerations

Because each project is unique, the project manager will need to tailor
the way Project Scope Management processes are applied.
Considerations for tailoring include but are not limited to:
Knowledge and requirements management: organization have
formal or informal knowledge.
Validation and control: existing formal or informal validation and
control-related policies and guidelines.
Development approach: use agile approaches in managing projects.
Stability of requirements: Are there areas of the project with
unstable need agile techniques.
Governance: have formal or informal audit and governance policies,
procedures, and guidelines.
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 Introduction

Considerations For Agile/Adaptive Environments

• In projects with evolving requirements, high risk, or significant

uncertainty, the scope is often not understood.
• Agile methods deliberately spend less time trying to define and
agree on scope in the early stage of the project and spend more
time establishing the process for its ongoing discovery and
refinement.
• Therefore, agile methods purposefully build and review prototypes
and release versions in order to refine the requirements.
• As a result, scope is defined and redefined throughout the project.

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 5.1 Plan Scope Management
 The process of creating a scope management plan that
documents how the project scope will be defined, validated, and
controlled.
 The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project.

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5.1 Plan Scope Management

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 5.1 Plan Scope Management
Inputs:
 Project charter
Provide the project context needed to plan the scope management
processes and high-level project description and product characteristics
 Project Management Plan
-Quality management plan (The way the project and product scope will be managed)
-Project life cycle description(determines the series of phases that a project passes through)
- Development approach (defines whether waterfall, iterative, adaptive, agile, or a hybrid will be used)
 Enterprise Environmental Factors
Organization’s culture, Infrastructure and Marketplace conditions.
 Organizational Process Assets
Policies, procedures, historical information and lessons learned
regarding scope management.

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 5.1 Plan Scope Management
Tools and Techniques:
 Expert Judgment
Expert judgment refers to input received from knowledgeable and
experienced parties.
 Data analysis
-Alternatives analysis
 Meetings
Project teams may attend project meetings to develop the scope
management plan.
Project manager, the project sponsor, selected project team
members, selected stakeholders and any others as needed.

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 5.1 Plan Scope Management
Outputs:
 Scope Management Plan
A component of the project management plan that describes how the scope
will be defined, developed, monitored, controlled, and verified.
Its components are:
Processes for preparing Project Scope Statement, creation of WBS,
obtaining formal acceptance of deliverables and processing change
requests.
 Requirements Management Plan
A component of the project management plan that describes how requirements
will be analyzed, documented, and managed.
Its components are :
o Requirements planning, prioritizing, tracking and reporting.
o Configuration management; change initiation, approval and impact analysis.
o Product metrics and traceability structure to reflect requirements.
o Traceability assignment matrix templates.
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 5.2 Collect Requirements
 The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
 The key benefit of this process is that it provides the basis for
defining and managing the project scope including product
scope.

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5.2 Collect Requirements

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5.2 Collect Requirements
Requirements include:
 Conditions or capabilities that are required to be present in a product,
service, or result to satisfy an agreement or other formally imposed
specification.
 Quantified and documented needs and expectations of the sponsor,
customer, and other stakeholders.

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 5.2 Collect Requirements
Inputs:
 Project charter
 Project management plan
• Scope management plan
• Requirements management plan
• Stakeholder engagement plan
 Project documents
• Assumption log
• Lessons learned register
• Stakeholder register
 Business documents
• Business case
 Agreements
 Enterprise environmental factors
 Organizational process assets

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 5.2 Collect Requirements
Tools and Techniques:
 Expert judgment
 Data gathering
• Brainstorming :generate and collect multiple ideas related to project
• Interviews: formal or informal to elicit information from stakeholders by talking to them directly.
• Focus groups:bring together prequalified stakeholders and subject matter experts to learn
about their expectations.
• Questionnaires and surveys: for quickly accumulate information from a large number of
respondents.
• Benchmarking: comparing actual or planned products, processes, and practices to those of
comparable organizations to identify best practices.

 Data analysis
• Document analysis:
Document analysis is used to elicit requirements by analyzing existing
documentation and identifying information relevant to the requirements.

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 5.2 Collect Requirements
Tools and Techniques:
 Decision making
• Voting
Unanimity (everyone agrees on a single course of action).
Majority (support obtained from more than 50% of the members of the group).
Plurality (the largest block agrees, even if a majority is not achieved)
Autocratic decision making (one individual makes the decision for the group).
• Multicriteria decision
A technique that uses a decision matrix to provide a systematic analytical
approach for establishing criteria, such as risk levels, uncertainty, and valuation,
to evaluate and rank many ideas.
 Data representation
• Affinity diagrams: allow large numbers of ideas to be classified into groups for
review and analysis
• Mind mapping: ideas from brainstorming sessions into a single map to reflect
commonality and differences in understanding and to generate new ideas.

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5.2 Collect Requirements
Tools and Techniques:
 Interpersonal and team skills
• Nominal group technique: rank useful ideas for further brainstorming
• Observation/conversation: direct way of viewing individuals in their environment and
how they perform their jobs or tasks and carry out processes.
• Facilitation: with focused sessions that bring key stakeholders together to define product
requirements. Workshops can be used.
 Context diagram
visually depict the product scope by showing a business system (process, equipment,
computer system, etc.), and how people and other systems (actors) interact with it.
 Prototypes
obtaining early feedback on requirements by providing a working model of the expected
product before actually building it.

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5.2 Collect Requirements: Context diagram

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 5.2 Collect Requirements
Outputs:
 Requirements Documentation
• How individual requirements meet the business need for the project.
• Requirements may start at a high level and become more detailed.
• Requirements need to be unambiguous (measurable and testable),
traceable, complete, consistent, and acceptable to key stakeholders.
Include:
• Business requirements :higher-level needs of the organization as a whole, such as the
business issues or opportunities.
• Stakeholder requirements: needs of a stakeholder or stakeholder group.
• Solution requirements:
Functional requirements describe the behaviors of the product
Nonfunctional requirements supplement functional requirements and describe the environmental
conditions or qualities required for the product to be effective

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5.2 Collect Requirements
Outputs:
• Project Requirements: the actions, processes, or other conditions
the project needs to meet as milestone dates, contractual
obligations, constraints.
• Quality requirements: any condition or criteria needed to validate
the successful completion of a project deliverable or fulfillment of
other project requirements. Examples include tests, certifications,
validations, etc.
 Requirements Traceability Matrix
• The requirements traceability matrix is a grid that links
product requirements from their origin to the deliverables
that satisfy them.
• It helps ensure that each requirement adds business value by
linking it to the business and project objectives.

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5.2 Collect Requirements

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 5.3 Define Scope
 The process of developing a detailed description of the project
and product.
 The key benefit of this process is that it describes the product,
service, or result boundaries and acceptance criteria.

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5.3 Define Scope

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5.3 Define Scope
Inputs:
 Project Charter
provides the high-level project description and product characteristics.
It also contains project approval requirements.
 Project Management Plan
• Scope Management Plan: activities for developing, monitoring, and
controlling the project scope.
 Project Documents.
• Assumption log
• Requirements documentation
• Risk register
 Enterprise environmental factors
 Organizational Process Assets

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5.3 Define Scope
Tools and Techniques:

 Expert Judgment
 Data analysis
• Alternatives analysis
 Decision making
• Multicriteria decision analysis
 Interpersonal and team skills
• Facilitation: key players with a variety of expectations and/or fields of expertise
 Product Analysis
translating high-level product descriptions into tangible deliverables.

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5.3 Define Scope
Outputs:
 Project Scope Statement
o It is the description of the project scope, major deliverables, assumptions,
and constraints. It documents the entire scope, including project and
product scope.
o It describes, in detail, the project’s deliverables and the work required to
create those deliverables.
o It enables the project team to perform more detailed planning, guides the
project team’s work during execution, and provides the baseline for
evaluating change requests.
Include
o Product scope description, Deliverables, Acceptance criteria, Project
exclusions
 Project Documents updates
• Assumption log
• Requirements documentation
• Requirements traceability matrix
• Stakeholder register
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5.3 Define Scope

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5.4 Create WBS
WBS: Work Breakdown Structure
 Create WBS is the process of subdividing project deliverables and
project work into smaller, more manageable components.
 The key benefit of this process is that it provides a structured
vision of what has to be delivered.

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5.4 Create WBS

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5.4 Create WBS
 Inputs:
 Project Scope Management Plan
• Scope Management Plan :specifies how to create, maintain and approve
WBS.
 Project Documents
• Project Scope Statement: describes the work that will be performed.
• Requirements Documentation: understanding what needs to be produced
as the result of the project.
 Enterprise Environmental Factors
 Organizational Process Assets.

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5.4 Create WBS
Tools and Techniques:
 Expert Judgment
 Decomposition
• a technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
• Work package is the work defined at the lowest level of the WBS for
which cost and duration can be estimated and managed.
• The level of decomposition is often guided by the degree of control
needed to effectively manage the project.

It include
• Identifying and analyzing the deliverables,
• Structuring and organizing the WBS,
• Decomposing the upper WBS levels into lower-level detailed,
• Developing and assigning identification codes to the WBS components and Verifying
that the degree of decomposition of the deliverables is appropriate.
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5.4 Create WBS

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5.4 Create WBS

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5.4 Create WBS

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5.4 Create WBS

Rita page 201

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5.4 Create WBS

WBS dictionary Rita page 205

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5.4 Create WBS
Outputs:

 Scope Baseline
is the approved version of a scope statement, WBS, and its associated WBS
dictionary, which can be changed only through formal change control
procedures. It consists of:
1. Scope Statement: description of the project scope, major deliverables, assumptions, and constraints
2. WBS: hierarchical decomposition of the total scope of work
3. Work package: The lowest level of the WBS is a work package with a unique identifier.
4. Planning package: A control account may include one or more planning packages. A
planning package is a work breakdown structure component below the control account and
above the work package.
5. WBS Dictionary: provides detailed deliverable, activity, and scheduling information about each
component in the WBS.

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5.4 Create WBS
Outputs:
WBS Dictionary Include:
Code of account identifier, Description of work, Assumptions and constraints,
Responsible organization, Schedule milestones, Associated schedule activities, Resources
required, Cost estimates, Quality requirements, Acceptance criteria, Technical references,
and Agreement information.

 Project Document Updates

• Assumption log
• Requirements documentation

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5.5 Validate Scope
 The process of formalizing acceptance of the completed project
deliverables.
 The key benefit of this process is that it brings objectivity to the
acceptance process and increases the chance of final product
acceptance by validating each deliverable.

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5.5 Validate Scope

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5.5 Validate Scope
Relation between validate scope and control quality, Rita page 209

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5.5 Validate Scope
Inputs:
 Project Management Plan
• Scope Management plan :specifies how formal acceptance of deliverables will be
obtained.
• Requirements management plan
• Scope Baseline :used as a basis for comparing actual versus planned
 Project documents
• Lessons learned register
• Quality reports
• Requirements Documentation: List all types of project requirements along with their
acceptance criteria.
• Requirements Traceability Matrix
 Verified Deliverables
They are project deliverables that are completed and checked for correctness through
the Control Quality process.
 Work Performance Data
Include degree of compliance with requirements, number of nonconformities,
validation cycles performed.
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5.5 Validate Scope
 Tools and Techniques:
 Inspection
Measuring, examining, and validating to determine whether work and
deliverables meet requirements and product acceptance criteria.

 Decision-Making
• Voting

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5.5 Validate Scope
Outputs:
 Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved
by the customer or sponsor.
 Work Performance Information
Information about project progress and deliverables status.
 Change Requests
Deliverables that have not been formally accepted are documented, along with the
reasons for non acceptance. They may require a change request for defect repair.
 Project Documents Updates
• Lessons learned register
• Requirements Documentation
• Requirements Traceability Matrix

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 5.6 Control Scope
 i s the process of monitoring the status of the project and product
scope and managing changes to the scope baseline.
 The key benefit of this process is that it allows the scope baseline
to be maintained throughout the project.

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5.6 Control Scope

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 5.6 Control Scope
Inputs:
 Project Management Plan
• Scope Management Plan: how project scope is monitored and controlled.
• Requirements Management Plan: how requirements will be managed.
• Change Management Plan: defines the process for managing changes.
• Configuration Management Plan :configurable items and processes to
control changes to them
• Scope Baseline compared to actual results to see if a change is required.
• Performance measurement baseline: When using earned value analysis, the
performance measurement baseline is compared to actual results to determine if a
change, corrective action, or preventive action is necessary.

 Project Documents
• Lessons learned register
• Requirements Documentations
• Requirements Traceability Matrix

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 5.6 Control Scope
Inputs:
 Work Performance Data
Number of change requests (initiated – approved – rejected – completed).
 Organizational Process Assets

Tools and Techniques:

 Data analysis
• Variance Analysis
used to compare the baseline to the actual results and determine if the variance is
within the threshold amount or if corrective or preventive action is appropriate..
• Trend analysis
examines project performance over time to determine if performance is improving or
deteriorating.

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 5.6 Control Scope
Outputs:
 Work Performance Information
how the project scope is performing compared to the scope baseline.
 Change Requests
Analysis of project performance may result in a change request to the scope and
schedule baselines or other components of the project management plan.
Change requests are processed for review and disposition through the Perform
Integrated Change Control process.
 Project Management Plan Updates
• Scope management plan
• Scope baseline
• Schedule baseline
• Cost baseline
• Performance measurement baseline
 Project Documents Updates.
• Lessons learned register
• Requirements documentation
• Requirements traceability matrix
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 The
work breakdown structure can best be thought of as an effective aid for ……..
communication.

A. Team
B. Project manager
C. Customer
D. Stakeholder

Answer: D

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 Which of the following best describes the Validate Scope process?

A. It provides assurances that the deliverable meets the specifications, is an input to

the project management plan, and is an output of Control Quality.

B. It ensures the deliverable is completed on time, ensures customer acceptance, and

shows the deliverable meets specifications.

C. It ensures customer acceptance, shows the deliverable meets specifications, and

provides a chance for differences of opinion to come to light.

D. It is an output of Control Quality, occurs before Define Scope, and ensures

customer acceptance.

Answer: C

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 Validate Scope is closely related to:

A. Control Quality
B. Sequence Activities
C. Manage Quality
D. Schedule Management

Answer: A
Explanation Control Quality checks for correctness, and Validate Scope checks for acceptance.

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 Which of the following is an output of the Collect Requirements process?

A. Requirements traceability matrix

B. Project scope statement
C. Work breakdown structure
D. Change requests

Answer: A
The project scope statement is an output of the Define Scope process. The work
breakdown structure is an output of the Create WBS process. Scope change requests are
outputs of the Validate Scope and Control Scope processes. The requirements traceability
matrix is an output of the Collect Requirements process, and is used to track the
requirements throughout the life of the project.
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 All of the following are parts of the scope baseline except the:

A. Scope management plan

B. Project scope statement
C. Work breakdown structure
D. WBS dictionary

Answer: A

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A project manager may use ……. to make sure the team members clearly know
what is included in each of their work packages.

A. The project scope statement

B. The product scope
C. The WBS dictionary
D. The schedule

Answer: C

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  You have just joined the project management office after five years of
working on projects. One of the things you want to introduce to your
company is the need to create and utilize WBSs. Some of the project
managers are angry that you are asking them to do “extra work”. Which
of the following would be the BEST thing you could tell the project
managers to convince them to use WBSs?

A. Work Break down Structures will prevent work from slipping through cracks.
B. Work Break down Structures are of greater value on large projects.
C. Work Break down Structures are required only if the project involves contracts.
D. Work Break down Structures are the only way to identify risks.

 Answer: A

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