TETRA PAK

Scope Management Plan

Project Name: Arla Foods
Project Number: MPM2A

Prepared By: Dania Kiyani & Qazi Rehan

Last Revised On: 26 April 2022

This scope management plan is a component of the project management plan. It describes how the project
scope will be developed, defined, monitored, controlled and verified.
CONTENTS

Management Approach..................................................................................................................................................1
Scope Development........................................................................................................................................................2
Scope Definition..............................................................................................................................................................2
Scope Validation.............................................................................................................................................................2
Scope Verification.......................................................................................................................................................3
Deliverables Acceptance.............................................................................................................................................3
Scope Control..................................................................................................................................................................4
Monitoring..................................................................................................................................................................4
Integrated Change Control Procedures......................................................................................................................5
Plan Approval..................................................................................................................................................................6
Attachments....................................................................................................................................................................7
A. Project Scope Statement...................................................................................................................................7
B. Work Breakdowns Structure (WBS)..................................................................................................................8
C. WBS Dictionary..................................................................................................................................................9
D. Change Request Form......................................................................................................................................10
E. Change Request Log........................................................................................................................................11
F. Deliverables Acceptance and Rejection Log....................................................................................................12

SCOPE MANAGEMENT PLAN

MANAGEMENT APPROACH

The term “project scope” refers to the sum of all products, services and results that will be provided as the project.

The purpose of this scope management plan is to set forth the plans and procedures for defining, developing,
monitoring, controlling, changing, implementing and verifying the project scope. It’s the intent of scope

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management to ensure the completion of all the work required, and only the work required, to complete the
project successfully.

SCOPE DEVELOPMENT

SOURCES

The scope of this project is defined in the Scope Definition section, below. Development of the project scope began
with an examination of the following sources:
A. User Requirement Specifications
B. Sales Phase Contract
C. Project Charter
D. Arla Project Team
E. Tetra Pak Project Team
F. Tetra Pak Project Board

COLLECT PROJECT REQUIREMENTS

The complete requirements gathering and definition process is described in the Requirements Management Plan
and all known project requirements are set forth in the Requirements Traceability Matrix. The Requirements
Traceability Matrix is included in the Requirements Management Plan.
SCOPE DEFINITION

The project scope baseline is comprised of the project scope statement, the work breakdown structure (WBS) and
the WBS dictionary. All of these documents will be prepared using Tetra Pak standard templates for these
documents. The documents will refer to the sales phase contract to ensure all necessary details are captured
within them. In the case of any discrepancy in the sales phase contract, it is the project manager’s responsibility to
escalate the matter to the project board as soon as reasonably possible.

PROJECT SCOPE STATEMENT

The statement will contain a detailed description of the project scope, deliverables, and exclusions along with the
acceptance and rejection criteria of the deliverables.

WBS AND WBS DICTIONARY

The WBS followed will be the same as the one that was used to break down the sales price calculation during the
sales phase. This is the same WBS as that shown in SAP. Only the components of the WBS that have work
associated with them will be included in the WBS, while the rest will not be shown. The WBS dictionary will define
in detail the kind of work that is associated with the given WBS element.

SCOPE VALIDATION

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Scope validation refers to the process of verifying and formalizing acceptance of the completed project
deliverables. A list of the project deliverables can be found in the project scope statement.

SCOPE VERIFICATION

The deliverables of the project will vary depending on the stage in which the project is. For example, during the
engineering phase, the deliverables will primarily be:

1. Process engineering documents (P&IDs, layouts, functional descriptions, etc.)

2. Electrical engineering documents (electrical drawings, panel layout, etc.)
3. Automation engineering documents (system architecture, communication protocols, etc.)

The aforementioned list of deliverables is not exhaustive and similar lists may be created for different phases of
the project. For an exhaustive list of project deliverables, the sales phase contract should be consulted.
The engineering deliverables will all be internally tested before being sent out to the customer. The engineering
managers of the respective fields, e.g., process engineering manager for process engineering documents, will
review and approve the drawings, documents, calculations, etc. before sending them out to the customer for sign-
off. The customer’s sign-off will indicate acceptance and locking of the design. The design may be changed after
this agreement based on the mutual understanding of the customer and the project team while following the
change control process.

Deliverables outside of engineering documents consist of the equipment and services that are part of the contract.
These will be verified by the customer on-site and signed off on if acceptable. The signatures will be taken on the
certificate corresponding to the phase of the project, e.g., the customer’s sign-off on the installation certificate
indicates their acceptance of the delivery and installation of the equipment.

Scope verification will be done at tollgates specified in the schedule, before crossing milestones such as design
finalization and certificate signing. The project manager is responsible for identifying and gathering approvals from
the external stakeholders relevant to a specific tollgate or milestone.

DELIVERABLES ACCEPTANCE

The deliverables relating to each phase of the project must be delivered by the technical lead of the project to the
customer after receiving the green light from the project manager. The delivery may be via email, shipping, or
whatever other mean suits the nature of the deliverable.

These deliverables will then be reviewed with the customer in a meeting (online or in-person) and their comments
will be captured.

The customer will consist of individuals nominated by the Arla Foods Project Team and those individuals will be
required to either accept or reject the concerned deliverables.

ACCEPTED DELIVERABLES

Accepted deliverables will be signed off by the customer or, if the nature of the deliverable does not allow it, the

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customer will acknowledge that the deliverable is according to their requirements by sending an email or by
signing a relevant certificate.

Once the deliverables are accepted, the proof of their acceptance must be placed on the project folder server in
the concerned folder. The accepted deliverable will also be maintained in a log. Each engineering department will
have their own log, while the technical lead will be responsible for consolidation of the logs.

REJECTED DELIVERABLES

The customer may choose to reject a deliverable on the basis of any requirements documented in the contract not
being met. The technical lead must first agree with the customer regarding the changes necessary to make the
deliverable acceptable before receiving formal rejection. The deliverables that are rejected and must be modified
will be sent to the department that created them, along with the changes necessary to rectify the problems.
Rejected deliverables will be placed in the relevant folder on the project server.

SCOPE CONTROL

Controlling project scope is the process of monitoring the status of the project scope and managing changes to the
scope baseline.

MONITORING

The technical lead is responsible for providing a monthly report on the performance of the project, containing the
status of the major deliverables. This information will be presented by the project manager to the project board.
Aligning all the stakeholders regarding the status of the scope will be the project manager’s responsibility. The
project manager may highlight any creep in scope they identify to the project board and get the board’s approval
on a planned mitigation action.

WORK PERFORMANCE DATA

Performance against the scope baseline will be gauged using the deliverables list and the schedule baseline. Each
deliverable will have an estimated date of completion and performance of the deliverable against that date will be
measured.

Any changes in the scope will come through variation orders (VOs), the process for which is outlined below.

VARIANCE ANALYSIS
Variance analysis will be done in Microsoft Project using the Earned Value Management (EVM) technique. This is
further elaborated in the cost and schedule management sections of the project management plan.

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INTEGRATED CHANGE CONTROL PROCEDURES

Use the sections below to describe the change control procedures for the project.

WRITTEN REQUESTS

All requests for change must be submitted in writing and may be initiated via email.

A. Who May Submit Change Requests

The following people may initiate changes to the project scope:

1. Arla Foods Project Team

2. Project Manager

3. Project team members

B. Deliver To

All written requests for changes must be submitted to the project manager. If the change is initiated by the
customer, it will be referred to as a variation order (VO) and be tracked on the change request log. If the change is
initiated internally, the project manager may choose to not log it on the change request log.

SIZING

The project team members will send the request to the pre-projects department to analyze the change requests
for impact to schedule, cost, and quality. Once the sizing is complete, the project manager will work with the
technical lead to evaluate the VO and decide on reasons for accepting/rejecting. The VO will then be presented to
the change control board. If the VO was from the customer and both the project manager and change control
board accept the change, the customer will be quoted for it and the change will be incorporated if paid for. If the
VO was raised internally and has no significant impact on the project, then the customer will only be informed.

CHANGE CONTROL BOARD

Members of the change control board will evaluate each change request and decide whether it becomes
approved, approved with modifications, rejected, or deferred. Once a decision is reached, the change request is
signed and emailed to the project manager for planning revisions and implementation.

A. APPROVED

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When a change request is approved, the project manager will track the approval on the change request log. The
project manager will also ensure implementation of the change, as it was submitted and approved.

Where implementation affects changes to the project management plan, the project manager will revise the plan
and distribute notice of the revisions in accordance with the procedures set forth in the communication
management plan.

B. APPROVED WITH MODIFICATIONS

When a change request is approved with modifications, the project manager will track the modified approval on
the change request log. The project manager will also ensure implementation of the change, after it is modified.

Where implementation affects changes to the project management plan, the project manager will revise the plan
and distribute notice of the revisions in accordance with the procedures set forth in the communication
management plan.

C. REJECTED

When a change request is rejected, the project manager will track the rejection on the change request log and
provide written notice of the rejection to the party who initiated the change. No further action will be taken.

D. DEFERRED

When a change request is deferred, the project manager will track the deferred request on the change request log.
The project manager will also notify the party who initiated the change request.

No other action will be taken unless the change control board later approves, approves with modifications, or
rejects the change request.