Lecture X

“The more people you have to ask for permission, the more
dangerous a project gets.”
Alain de Botton

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 Recap : Lecture IX

 Project Scope Management

 Product vs Project Scope

 Scope Baseline

 Validate Scope

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Where Are V ??

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Difference Between Verification & Validation
 Verification:
"Are we building the product right?"
 The product should conform to its specification.
 Validation:
"Are we building the right product?"
 The product should do what the user really requires

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Difference Between Verification & Validation

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Difference Between Verification & Validation

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Difference Between Verification & Validation

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Validate Scope

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 Validate Scope : Inputs
Project Management Plan & Project Requirement Documents

PMP
Scope Baseline
Scope Statement
Work Breakdown Structure

Project Requirement Documents

Business Requirements
Stakeholders Requirements
Solution Requirements
Requirement assumptions, dependencies and constraints

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 Validate Scope : Inputs
Requirement Traceability Matrix
A grid that links product requirements from their origin to
deliverables that satisfy them

Means to track the requirements throughout the project life cycle

Helps to ensure that the requirements approved in the

requirement documentation are delivered at the end of the project

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 Validate Scope : Inputs
Requirement Traceability Matrix

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 Validate Scope : Inputs
Verified Deliverables

Result of Quality Control Process

Input to Validate Scope for formalized acceptance

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 Validate Scope : Inputs
Work Performance Data
Raw observations and measurements identified during
project work
Reported percentage of work physically completed
Start & finish dates of activities
No of change requests
Actual cost incurred

An input from direct & manage project work process

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Validate Scope : T & T

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 Validate Scope : Tools & Techniques
Group Decision Making

Unanimity

Majority

Plurality

Dictatorship

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Validate Scope : Tools & Techniques
Inspection

validation

Concept of Zero Defect 16

 Zero Defect
Zero Defects is aAsStretch
a Stretch Goal
Goal
Stretch Goal
No defects in delivered products
Expectation
Number of defects will diminish
o (asymptotically approach zero)

Defects Average Defects per Product

time
RIGHT PRODUCT THE VERY FIRST TIME
Validate Scope : Tools & Techniques
Inspection

Internal Audit vs External Audit

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 Validate Scope : Outputs

4. Work Performance Information : How much work has been done ?

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 KNOWLEDGE AREA
PROJECT SCOPE MANAGEMENT

PROCESS GROUP
MONITORING & CONTROLLING
PROCESSES
CONTROL SCOPE

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 Control Scope

Process of controlling the project scope

Managing changes to scope baseline
It allows scope baseline to be maintained throughout
the project
 Avoids Scope Creep

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 Control Scope

. Variance analysis is a technique for determining the cause and degree of difference
between the baseline and actual performance
. Determining the cause and degree of variance relative to the scope baseline
and deciding whether corrective or preventive action is required
 Scope Creep
Scope creep is defined as adding features and
functionality (project scope) without addressing the
effects on time, costs, and resources, or without approval.
(PMBOK)

Scope creep refers to scope increase which happens

slowly and unofficially, without changing due dates or
making adjustments to the budget.

If the budget and schedule are increased along with the

scope, the change is usually considered an acceptable
addition to the project, and the term “scope creep” is not
used but it is called “scope change”.
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 Scope Creep : Reasons
Poor understanding of requirements
Occurs when we accept or rush into a project without fully
understanding what must be done
Poorly defined requirement
 Sometimes the requirements are so poorly defined that we must make
numerous assumptions, and as we get into the later stages of the
project, we discover that some of the assumptions are no longer valid.
Complexity
 The more complex the project, the greater the impact of scope creep.
Being too ambitious and believing that we can deliver more than we can
offer on a complex project can be disastrous.
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 Scope Creep : Reasons

Failing to “Drill Down

 When a project is initiated using only high-level requirements, scope
creep can be expected when we get involved in the detailed activities in
the work breakdown structure.
 Poor Communication
Poor communication between the project manager and the
stakeholders can lead to ill-defined requirements and misinterpretation of
the scope.

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 Scope Creep : Reasons
Gold Plating
 Gold-plating a project occurs when the project team adds in their own
often unnecessary features and functionality in the form of “bells and
whistles”

Perfectionism
 This occurs when the project team initiates scope changes in order to
exceed the specifications and requirements rather than just meeting
them. Project teams may see this as a chance for glory

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