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. The PMBOK
Guide identifies six processes relevant to Project Scope
Management:

1 Plan Scope Management – Planning Process Group

2 Collect Requirements – Planning Process Group

3 Define Scope – Planning Process Group

4 Create Work Breakdown Structure (WBS) – Planning Process Group

5 Validate Scope – Monitoring & Controlling Process Group

6 Control Scope – Monitoring & Controlling Process Group

 Plan Scope Management
• Plan Scope Management is the process of creating a scope
management plan that documents how the project and product scope
will be defined, validated and controlled.
INPUTS TOOLS & TECHNIQUES OUTPUTS
• Project Charter • Expert judgement • Scope management
plan
• Project Management • Data analysis • Requirements
Plan management plan
• Enterprise • Meetings
Environmental
Factors (EEF)
• Organizational
Process Assets (OPA)
 Collect Requirements
• Collect Requirements is the process of determining, documenting and
managing stakeholder needs and requirements to meet the project
objectives.
INPUTS TOOLS & TECHNIQUES OUTPUTS
• Project Charter • Expert judgement • Requirements
documentation
• Project Management • Data gathering • Requirements
Plan traceability matrix
• Agreements • Data analysis

• Project Documents • Decision making

• Business Documents • Data representation

• Enterprise • Interpersonal and team

Environmental skills
Factors (EEF)
• Organizational • Context diagram
Process Assets (OPA)
• Prototypes
 Define Scope
Define Scope is the process of developing a detailed description
of the project and product.

INPUTS TOOLS & TECHNIQUES OUTPUTS

• Project Charter • Expert judgement • Project scope
statement
• Project • Data analysis • Project document
Management Plan updates
• Project documents • Decision Making

• Enterprise • Interpersonal and team

Environmental skills
Factors (EEF)
• Organizational • Product analysis
Process Assets
(OPA)
 Create Work Breakdown Structure (WBS)

• Create WBS is the process of subdividing project deliverables and

project work into smaller, more manageable components.
INPUTS TOOLS & TECHNIQUES OUTPUTS

• Project • Decomposition • Scope baseline

Management Plan
• Project documents • Expert judgement • Project document
updates
• Enterprise
Environmental
Factors (EEF)
• Organizational
Process Assets
(OPA)
 Validate Scope

• Validate Scope is the process of formalizing acceptance of the

completed project deliverables.
INPUTS TOOLS & OUTPUTS
TECHNIQUES
• Project Management • Inspection • Accepted deliverables
Plan
• Project documents • Decision making • Change requests

• Verified deliverables • Project document

updates
• Work Performance • Work performance
Data information
 Control Scope
• Control Scope is the process of monitoring the status of a project and
product scope and managing changes to the scope baseline.
INPUTS TOOLS & OUTPUTS
TECHNIQUES
• Project Management • Data Analysis • Work performance
Plan information
• Project documents • Project document
updates
• Work Performance • Change requests
Data
• Organizational • Project management
Process Assets plan updates
 Definitions / Explanation
• Requirements documentation – describes how individual requirements meet
the business need for the project.

• Requirements traceability matrix – is a table that links requirements to their

origin and traces them through the project life cycle.

• Project scope statement – describes, in detail, the project’s deliverables and

the work required to create those deliverables.

• Deliverable - any unique and verifiable product, result, or capability to perform

a service that is required to be produced to complete a process, phase or
project.

• Project document updates – includes Stakeholder register, Requirements

documentation, and Requirements traceability matrix.

• Scope baseline – is the approved detailed Project Scope Statement and the
corresponding WBS and WBS dictionary.

• Product analysis – methods for translating high-level product descriptions into

tangible deliverables.
 Definitions / Explanation
• WBS – a deliverable-oriented hierarchical decomposition of the work to be
executed by the project team, to accomplish the project objectives and create the
required deliverables.

• WBS dictionary – a documented generated by the Create WBS process that

supports the WBS and contains more detailed descriptions of the components in
the WBS, including work packages and control accounts.

• Decomposition – is the subdivision of project deliverables into smaller more

manageable components until the work and deliverables are defined to the work
package level.

• Organizational process assets – that can influence the Create WBS process include
policies, procedures and templates for the WBS, project files from previous
projects, and lessons learned from previous projects.

• Variance analysis – is used to assess the magnitude of variation from the original
scope baseline.

• Work package – a deliverable or project work component at the lowest level of

each branch of the work breakdown structure. Each work package is assigned to a
responsible organizational unit, a subcontractor or an individual.
 Project Scope vs. Product Scope
• 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.
 Project Scope vs. Product Scope
Requirements
How does the
product look like?
What are the
product
characteristics?
Product Scope
(What is the
required output) Scope
Statement

Project Scope
(What work is
required)
Project Scope vs. Product Scope
 What is a Product?
The PMBOK Guide sixth edition defines a product as an
artifact or a quantifiable that can either be an end item in
itself or a component item. These items are also called
materials or goods.

In other words, a product is defined as a substance or article

produced during a natural, chemical, or manufacturing
process. You can characterize a product in many ways, such as
by its physical properties and chemical properties.

For example, if a computer is the product, its characteristics

are its processor, screen size, memory, and hard disk.
 What is a Project?
According to the PMBOK Guide, “A project is a temporary
endeavor undertaken to create a unique product, service, or
result.”

The first half of the definition says the nature of the project is
temporary. This means that once you deliver the output, your
project will cease to exist because you’ve achieved the
objective.

The second half says that the project produces a deliverable.

Projects are undertaken to produce a particular output, which
can be tangible or intangible.
 What is Scope?
A scope can be defined as the range, detail, or a boundary of a
term it is attached to. The word scope is not always
standalone; it is used as a suffix or a prefix of another term.

If used with the term product, it means the details of the

product, or when used with project, then it means the details
of the project.

According to the PMBOK Guide, the scope is the sum of the

products, services, and results to be provided as a project.
 Product Scope
Product scope is about the product details;
• What the product will look like,
• How will it work,
• Features, and more.

According to the PMBOK Guide, sixth edition, product scope is the features and
functions that characterize a product, service or result.

For example, if the product is a bridge, the product scope might be its length,
width, and load strength.

If the product is a cell phone, its product scope will be its screen size, battery
backup, processor speed, camera type, and memory.

However, for services, the product scope will give you details on the tasks and
responsibilities of the person who will deliver.

In the case of a result, the product scope can be the information required from
the result.
How to Determine the Product Scope
The product scope is defined by the people who have higher levels of business
expertise. Usually, a business analyst defines the product scope, and although
the project manager can be consulted, their role is limited.

The business analyst will meet with every stakeholder to understand their
expectations and requirements regarding the final product. Once these are
finalized, the analyst will get them signed by stakeholders and then process them
for approval.

Make sure that none of the requirements are left out during this process, as
adding more towards the end of the project can be costly. A slight change in the
product scope can cost you a lot more money than an initial change in the
project scope statement.

The product scope should be well defined because the project scope is defined
according to the product scope.

The product scope is what binds you and your organization to the user who will
use the product.
Project Scope
The project scope defines the requirements of the product and the work
required to create it. This also defines what is inside and outside of the scope,
which helps you avoid scope creep.

According to the PMBOK Guide, sixth edition, project scope is the work
performed to deliver a product, service, or result with the specified features and
functions.

The project scope statement explains the expected result and along with the
constraints and assumptions. This helps in achieving the product scope.

Project scope is also known as scope statement or statement of work.

If you are given a project to construct a bridge, the project scope will provide
insight into how to build the bridge. It gives you all the required information. In
this case, the project scope defines what exactly you need to construct the
bridge.
How to Determine the Project Scope?
The project manager defines the project scope, which depends on many factors.

• The client will give you a well-defined product description, which helps you in
developing the project scope statement.

• Your organization initiates a project, In this case, you may have to build the
project scope statement from scratch.

A well-written scope statement makes the life of a project manager much more
comfortable, and the project will be completed with fewer obstacles.

Project scope is an agreement between you and the client or your organization.

An effective scope statement is necessary to guide a project to successful

completion.

Determining the project scope is the first step in establishing the project’s
schedule, budget, and resource allocation. Project management plans are made
after the project scope is defined.
 Project Scope vs Product Scope

• Project scope is the work that delivers the product while the product scope is
the sum of all features, functions, and characteristics of the product.

• Product scope is oriented towards the “what” (functional requirements),

while project scope is oriented towards the “how” (work related).

• Product scope is defined by the business analyst, though the project manager
may have a role. The project scope is totally defined by the project manager.

• An example of project scope is constructing a bridge, while its product scope

might be its technical specifications such as length, width, and the amount of
load it has to withstand.
 Scope Creep
• Scope creep refers to the change in a project's scope after
the project work has started.
• Typically, the scope expands by the addition of new features
to an already approved feature list.
• As a result, the project drifts away from its original purpos e
timeline, and budget. ,

The main causes of scope creep are:

1. Poor Requirements Analysis.
2. Not Involving the Users Early Enough.
3. Lack of proper initial identification of what is required to
bring about the project objectives.
4. Dishonest customer with a determined "value for free"
policy.
5. Underestimating the Complexity of the Project.
6. Lack of Change Control.
7. Poor communication between parties.
8. Weak project manager or executive sponsor
Scope Creep
 Gold Plating
• Gold plating is performing extra work that wasn't
originally agreed to. This might be done under
the belief that Value is added
• You should give the customer what they asked
for, NO more and NO less. Giving any extras is a
waste of time and adds NO benefit to the
project!
• Gold plating increases risks & Uncertainty and
may inject lot of problems and issues into the
project

https://www.youtube.com/watch?v=kmJ59yyYza4
The Wasa - a true story of scope creep
Project Management Process Group & Knowledge Area Mapping
Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
5. Monitor & Control
3. Direct & Manage 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Project Work Project or
Management charter plan 6. Perform Integrated
4. Manage Project Knowledge Phase
Change Control
1. Plan Scope Management
5.Project Scope 2. Collect Requirements 5. Validate Scope
Management 3. Define Scope 6. Control Scope
4. Create WBS

1. Plan Schedule Management.

2. Define Activities
6. Project schedule
3. Sequence Activities 6.6. Control Schedule
Management
4. Estimate Activity Durations
5. Develop Schedule

1. Plan Cost management

7.Project Cost
2. Estimate Costs 7.4. Control Costs
Management
3. Determine Budget
8. Project Quality
8.1. Plan Qualitymanagement 8.2. Manage Quality 8.3. Control Quality
Management
3. Acquire Resources
9. Project Resource 1. Plan Resource Management
4. Develop team 9.6. Control Resources
Management 2. Estimate Activity Resources
5. Manage team
10. Project
10.1. Plan Communications 10.3.Monitor
Communication 10.2. Manage Communications
Management Communications
Management
1. Plan Risk Management
2. Identify Risks
3. Perform Qualitative Risk
11. Project Risk 11.6. Implement Risk
Analysis 11.7. Monitor Risks
Management Responses
4. Perform Quantitative Risk
Analysis
5. Plan Risk Responses
12. Project Procurement
12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder 13.1. Identify 13.3. Manage Stakeholder 13.4. Monitor Stakeholder
Management 13.2. Plan Stakeholder Engagement
Stakeholders Engagement Engagement

2 24 10 12 1
 What is Scope Management?

• The Processes required to ensure

that the project includes all the work
required, and only the work
required, to complete the project
successfully.

• Managing the project scope is

primarily concerned with defining
and controlling what is and is not
included in the project.
 What is Scope Management?
• Constantly checking to make sure you are completing all the
work

• Saying NO to additional work not included in the project or

not part of the project charter.

• Preventing Extra Work.

What is Scope Management?
 Scope Management Processes

Planning Monitor and

Control
Project Timeline

Collect Define Scope Control

Requirements
Scope
Plan Scope
Management
Validate
Create WBS Scope
 Plan Scope Management
• Plan Scope Management is the process of
creating a scope management plan that
documents how the project scope will be defined,
validated, and controlled.

• The Plan Scope Management process helps you

think through everything you’ll need to do to kee p
your project focused on the right work from
beginning to end.

• The key benefit of this process:

➢ provides guidance and direction on how
scope will be managed throughout the
project.
➢ Reduce the risk of project Scope Creep
 Plan Scope Management
Input T&Ts Output
• Project Management • Scope Management
Plan Plan
• Expert Judgment
• Project Charter • Requirements
• Meetings Management Plan
• OPA
• EEF

The Plan Scope Management process is where you lay out your approach to
figuring out what work you’ll do and what’s out of scope. All of the other
processes in the Scope Management knowledge area are defined and described
in this document. It’s the blueprint you’ll use for everything else you’ll do to
manage scope through the project.
 Expert Judgment
• SME’s (subject matter experts)
• PMO
• Other units within the organization.
• Consultants
• Stakeholders, including customer and
sponsors.

• Professional and technical associations.

• Industry groups.
•Groups with knowledge of or
experience with similar projects
 The Role of a Business Analyst in Requirements-Gathering Process
• Requirements gathering and documentation are primarily the responsibility of a
business analyst.

• Project managers may perform this function on some projects, but trends in project
management show these activities are typically performed by the business analyst
role.

• Business Analysis is applying knowledge, skills, and tools and techniques to

determine business needs; recommending workable solutions for those needs;
documenting and managing stakeholder requirements; encouraging stakeholders to
be forthcoming with requirements; and facilitating the implementation of these
requirements into the final product, service, or result.

• Business Analyst are often the first people assigned to a project, and they are
usually engaged in developing the business case. Business Analyst must fully
understand the business needs driving the project, and he/she should have a solid
understanding of the functional area the project will support.

• Gathering requirements should be a group effort. Shortly after the project kickoff
meeting, the business analyst will set up a meeting or series of meetings to
determine and document the project requirements.

• Project manager along with the project sponsor, and key stakeholders should attend
this meeting.
 Plan Scope Management - Outputs
• There are two outputs of the Plan Scope Management
process: the Scope Management Plan and the Requirements
Management Plan. (Refer to Figure 5-1 Project Scope
Management Overview in PMBOK Guide 6th edition)

• Both of them help you define the scope of your project and
make sure that you and your team are focused on only the
work that will help you satisfy your customers’ needs.

• The Scope Management Plan keeps you on track by detailing

the processes you and your team will follow as you document
your scope, figure out your work breakdown structures, and
validate and control your scope for the rest of the project.

• The Requirements Management Plan details the process

you’ll use to collect requirements and how you’ll manage
them once they’ve been written down.
 Scope Management Plan

• It is a component of the project or program

management plan that describes how the
scope will be defined, developed,
monitored, controlled, and verified.

• The scope management plan is a major

input into the other scope management
processes.
 Scope Management Plan
• It includes:
➢ process for preparing a detailed project
scope statement.
➢ process for how formal acceptance of
the project deliverables will be
obtained
➢ process specifies how request for
changes to the project scope statement
will be processed.
 Requirements Management Plan
• The Requirements Management Plan is a
component of the project management plan
that describes how requirements will be
analyzed, documented, and managed.
• It Includes:
➢ How Requirements will be Tracked and
Reported
➢ Requirements Prioritization Process

➢ How Changes to the Product will be initiated,

analyzed, reported and approved.
Group Project Assignment 1 - ( 18%)

Create Project Scope Management Plan

In your group; use PMI Scope Management planning processes and the attached
"Scope Management Plan Template" as a guide to create your project scope
management plan.

Please note that the template is only a guide. Make sure that you use your own
wording and tailor it for your project
Group Project Assignment 1 - ( 18%)
Project Scope Management Plan - Rubrics
Introduction 1%
Scope Management Approach 2%
Roles and Responsibilities 1%
Scope Definition 2%
Project Scope Statement 2%
Work Breakdown Structure 2%
Scope Validation 1%
Scope Control 1%
Sponsor Acceptance 1%
Group Presentation 5%

This assignment is worth 18% of the course's total marks.

Project Report and Presentation are due on September 27.

One submission per group.
 Scope Management Processes

Planning Monitor and

Control
Project Timeline

Collect Define Scope Control

Requirements
Scope
Plan Scope
Management
Validate
Create WBS Scope
 Collect Requirements
• Collect Requirements is 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.

• Requirements of different stakeholders are usually

conflicting. It’s crucial to define & document needs
and expectations of customer, sponsor and
stakeholders.
• Foundation for everything afterwards (WBS, cost,
schedule, quality).
• Could be split into Project Requirements + Product
Requirements.
 Collect Requirements

▪ Gathering requirements is all about sitting down with all

of the stakeholders for your project and working out what
their needs are, and that’s what you do in the Collect
Requirements process.
▪ If your project is going to be successful, you need to
know what it will take for all of your stakeholders to
agree that your project has met its goals.
▪ You need to have a good idea of what’s required of your
project up front, or you’ll have a tough time knowing
whether or not you’re doing a good job as you go.
▪ That’s why you need to write down all of your project and
product requirements with enough detail that you can
measure your team’s progress.
 Collect Requirements
• The Collect Requirements process involves talking to the people
who are affected by your project to find out what they need.
• All of the tools in this process are focused on getting your
stakeholders to tell you about the problem that the project is
going to solve. Sometimes that means sitting down with each of
them one-on-one, and other times you can do it in a group
setting.
• One of the most important things to understand about
requirements is that every requirement fulfills a specific
stakeholder need. Lucky for you, a lot of those needs are already
written down—in your business case document.
• But that’s not the only place you’ll find requirements, so you
have to use really good tools and techniques to help you gather
requirements e.g. Interviews , Focus Groups, Facilitated
Workshops … etc.
 Collect Requirements
Inputs
• Project management plan
• Scope M. P.
• Requirements M.P.
• Stakeholder M.P.
• Project Charter
• Project Documents
• Stakeholder register
• Business Documents
• Agreements
• OPA
• EEF
T&Ts Outputs
• Expert Judgment
• Data Gathering • Requirements
• Interviews documentation
• Focus group • Requirements
traceability matrix
• Questionnaires & surveys
• Benchmarking
• Group decision making
techniques
• Group Creativity Techniques
• Delphi Technique
• Affinity diagrams
• Mind Mapping
• Brainstorming
• Nominal Group Technique
• Interpersonal Skills
• Facilitated workshops
• Observations
• Prototypes
• Document analysis
• Context Diagram
 Collect Requirements – T & T
1. Interviews:
• Are important ways to get your stakeholders to explain how
they’ll use the product or service your project is creating.
• By talking to people one-on-one, you can get them to explain
exactly what they need so that you can be sure that your project
can meet its goals.
2. Focus Groups:
• Are another way to get a group of people to discuss their needs
with you.
• By letting a group discuss the end product together, you can get
them to tell you requirements that they might not have thought
of by themselves.
 Collect Requirements – T & T
3. Facilitated Workshops:
• Bring key stakeholders together to define Product
Requirements ( AKA Requirements Workshops).
• Considered a primary technique for quickly defining
cross-functional requirements and reconciling
stakeholder differences, issues or misunderstandings
• structured group conversations where a moderator leads
the group through brainstorming requirements together.
• Improve communications among participants which can
lead to increase stakeholder consensus.
• Issues can be discovered earlier and resolved more
quickly than in individual sessions.
 Collect Requirements T&Ts
4. Group Creativity Techniques: Getting your
team to think creatively..
A. Delphi Technique:
• is a way of letting everyone in the group give their thoughts about what
should be in the product while keeping them anonymous.
• When you use the Delphi technique, everybody writes down their answers
to the same questions about what the product needs to do and then hands
them into a moderator. The questions could be about specific features that
the product should have.

• The moderator keeps everybody’s names to himself , but shares the ideas so
that everyone can learn from them and think of new ones. After everybody
discusses those ideas, they’re given a chance to adjust their original answers
to the questions and hand them back in to the moderator. These iterations
continue a few times until the group settles on a list of requirements for the
product.
 Collect Requirements T&Ts
Group Creativity Techniques – ctd.

B. Mind Mapping:
Mind Maps are a good way to visualize the way your ideas relate to each other.
When you’ve finished working through an idea, it sometimes helps to create a
map of how you got there and show which ideas can be grouped together.
 Collect Requirements T&Ts
Group Creativity Techniques – ctd.
C.Brainstorming: To generate and collect multiple ideas related to
project and product requirements. It is one of the most commonly
used ways of collecting requirements. Whenever you sit a group of
people down to think of new ideas, you’re brainstorming.

D.Nominal Group Technique: Enhances brainstorming with a voting

process to rank and prioritize the ideas. You then separate the ones
that aren’t important from the ones you want to delve into deeper.

E.Affinity Diagram: Allows large numbers of ideas to be classified into

groups for reviews and analysis. This is great when you have a lot of
ideas and you need to group them so you can do something with
them. A lot of people make affinity diagrams using Post-it notes on
walls. That way, you can move the ideas around and change the
groupings when you think of new areas to explore. Sometimes just
putting requirements in categories will help you to find new ones.
 Collect Requirements T&Ts
5. Group Decision-Making Tech.

• Unanimity: Everyone agrees on a decision.

• the group discusses the issue until it reaches a
unanimous agreement
• Majority: More than 50% of a group agree on a
decision.

• Plurality: The largest block of a group agree on a

decision.

• Dictatorship: One individual make the decision for a

group.

Almost any of the decision methods described can

be applied to the group techniques used in the
requirements gathering process.
 Collect Requirements T&Ts

6. Questionnaires & Surveys: written sets of questions

designed to quickly get information from a large number of
respondents, appropriate when respondents are
geographically scattered .

Questionnaires & Surveys

7. Observations: Viewing individual product users in their

environment and how they perform their jobs and tasks. In
some cases, participating in the work to help identify
requirements.
Appropriate when the people that use the product are
reluctant to articulate their requirements. Also known as
Observations “Job Shadowing”
 Collect Requirements T&Ts
8. Prototypes: method of obtaining early feedback on
req. by providing a working model of the product before
actually building it. Better for stakeholders to try instead
of abstract presentations.

The prototype may be updated multiple times to

Prototypes incorporate the feedback until the requirements have
been solidified for the product.

9. Benchmarking: Comparing practices, such as

processes or operations, to those of comparable
organizations to identify best practices, generate ideas
and provide basis for measuring performance.
Benchmarking can be very time consuming and costly.
Benchmarking
 Collect Requirements T&Ts
10. Context Diagrams
It’s a picture of your product that shows how users will interact with it.

Context diagrams
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
 Collect Requirements T&Ts

11. Document Analysis:

– Is a way of collecting requirements by reading through all of the
existing documents for your product.

– Business plans, marketing literature, agreements, requests for

proposal, current process flows, logical data models, business
rules repositories, application software documentation, business
process or interface documentation, use cases, other
requirements documentation, problem/issue logs, policies,
procedures, and regulatory documentation such as laws, codes,
or ordinances, etc.
 Collect Requirements - Outputs
Requirements Documentation

• It can include:
➢ Business requirements: business objectives, business rules of

the performing organization.

➢ Stakeholder requirements: stakeholder communication and
reporting requirements
➢ Solution requirements: functional, support, training and quality
requirements (Functional Requirements)
➢ Project requirements: level of service, performance, safety and
acceptance criteria (Non-functional Requirements)
➢ Requirements assumptions, dependencies and constraints.
 Collect Requirements - Outputs

Requirements Traceability Matrix (RTM)

• It is a grid that links product requirements from their origin to

the deliverables.

• It provides a means:
➢ to track requirements through the project life cycle.

➢ to ensure requirements are delivered at the end of the

project.
➢ to manage changes to product scope
 Collect Requirements - Outputs
Requirements Traceability Matrix (RTM) - example
ID Requirement Acceptance Type Status Stakeholder/ Priority Objectives
Criteria Group
1 The system shall Business Functional Approved Sponsor Must be Project
allow new Analyst can IT dept. included Objective
requirement sent field #1
fields to be attributes.
identified
1.1 The system shall Business Non- Under Business Should Project
include a base set Requirements functional, review Analyst, be Objective
of standard Documents needed by a Stakeholder included #1
reports Stakeholder

1.2

2.1

Project Objective # 1 – record, manage, communicate, and update requirements so that

requirements can be captured once and then managed and communicated efficiently.
 Group Activity
Write the Name of the Technique…

✓ A team got together to come up with ideas for the game. As they thought of them,
they grouped them on different colored index cards and used thumb tacks to
arrange them on a bulletin board by type. This is …….
Affinity Diagrams

✓ A Game company listed questions for people visiting the website to answer in
exchange for a game promo coupon. This is …..
Surveys

✓ A team got together to brainstorm and periodically voted to rank requirements

and separate the least important from the most important. This is…..

Nominal Group Technique

 Scope Management Processes
Planning Monitor and
Control
Project Timeline

Collect Define Scope Control

Requirements
Scope
Plan Scope
Management
Validate
Create WBS Scope
 Define Scope

• Define Scope is the process of developing a

detailed description of the project and product.

• The key benefit of this process is that it describes

the project, service, or result boundaries by
defining which of the requirements collected will
be included in and excluded from the project
scope.
 Define Scope
Inputs T&Ts Outputs

• Scope management • Expert judgment • Project scope

plan statement
• Product analysis
• Project charter • Project documents
• Alternatives updates
• Requirements generation /
documentation Data
• OPA analysis

• EEF • Facilitated workshops

• Decision making
Define Scope – Inputs
 Define Scope – T&T
Expert Judgment:

• Other business units within organization

• Consultants
• Stakeholders
• Professional and technical associations.
• Industry groups

Product Analysis:
People naturally think about the product they are making when they start to define the
scope. This tool is all about turning those product features into project work that needs to
be done.

Once the work is complete, you’re going to have to make sure that what you’re delivering
matches what you put in your requirements. The better your product analysis is at the
start of the project, the happier your stakeholders will be with the product, and the less
likely it is that you’ll discover painful, last-minute problems at the end.

Each application area has one or more generally accepted methods for translating high-
level product descriptions into tangible deliverables.
 Define Scope – T&T

Alternative Generation:
Think of other ways that you could do the work. Exploring different ways to do the work
will help you find the one that is most efficient for the project. It’s always possible that you
might find a better way of doing things and need to change your original plan.

Facilitated Workshops:
Requirements workshops are focused sessions that bring key cross-functional stakeholders
together to define product requirements.

Another benefit of this technique is that issues can be discovered and resolved more
quickly than in individual sessions.

An important part of stakeholder analysis is doing your best to set quantifiable goals. That
means writing down specific project goals that you can measure, which makes it a lot
easier for the team to plan for the work they have to do.
Define Scope – Output
 Define Scope – Output
A Detailed Scope Statement will include but is not limited to:

• Project objectives • Schedule milestones

• Product scope description • Fund limitation
• Project requirements • Cost estimate
• Project deliverables • Project specifications
• Product acceptance criteria • Approval requirements
• Project constraints
• Project assumptions
• Initial project organization
• Initially-defined risks
 Group Activity - Choose
Choose
 Group Activity - Choose
Choose

X X

X X

X X

X X
 Scope Management Processes
Planning Monitor and
Control
Project Timeline

Collect Define Scope Control

Requirements
Scope
Plan Scope
Management
Validate
Create WBS Scope
 Create WBS
• Create WBS is the process of subdividing
project deliverables and project work into
smaller, more manageable components.

• Every single thing that anyone on the project

team— including the PM—will do is written
down in the WBS somewhere.

The key benefit of this process is that it provides a structured

vision of what has to be delivered.
 Create WBS

Inputs T&Ts Outputs

• Scope management
plan
• Expert judgment • Scope baseline*
• Project scope
• Decomposition • Project documents
statement
updates
• Requirements
documentation
• OPA
• EEF

* Scope baseline is the approved version of project scope statement,

work breakdown structure (WBS), and its associated WBS dictionary,
which is used as a basis of comparison.
 Create WBS – T&T
Decomposition:

• The technique of subdividing major project deliverables into smaller,

more manageable components until the deliverables are defined in
sufficient detail to support development of project activities.

• Many organizations will consider an activity defined clearly enough to

estimate its cost and duration.

• In some cases, the item is defined clearly enough to assign to an

organization unit, such as a specific department, and will then be
budgeted and scheduled by that unit.

• Some items cannot be further defined until a later phase of the project.
 Create WBS – T&T
Expert Judgment

• Expert judgment is often used to analyze the information needed to

decompose the project deliverables down into smaller component
parts in order to create an effective WBS.

• Expert judgment can also come in the form of predefined templates

that provide guidance on how to effectively break down common
deliverables. Such templates may be industry or discipline specific
or may come from experience gained in similar projects
 Output: WBS
• The WBS is a hierarchical decomposition of the total scope of project work.

• The planned work is contained in the lowest level of WBS components which
are called “Work Package”

• The “Work Package” is the level of work where duration and cost can be
estimated and managed.

• A work breakdown structure (WBS) is an outcome-oriented analysis of the

work involved in a project that defines the total scope of the project.

• It is a foundation document in project management because it provides the

basis for planning and managing project schedules, costs, and changes.

• The WBS doesn’t show the order of the work packages or any dependencies
between them. Its only goal is to show the work involved in creating the
product.
WBS Sample
 WBS
sample
(tree
structure
view)
 Level 1 Level 2 Level 3
1 Widget 1.1 Initiation 1.1.1 Evaluation & Recommendations
Management 1.1.2 Develop Project Charter
System 1.1.3 Deliverable: Submit Project Charter
1.1.4 Project Sponsor Reviews Project Charter
1.1.5 Project Charter Signed/Approved
1.2 Planning 1.2.1 Create Preliminary Scope Statement
1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone: Project Plan Approval
1.3 Execution 1.3.1 Project Kickoff Meeting
WBS 1.3.2 Verify & Validate User Requirements
1.3.3 Design System

sample 1.3.4 Procure Hardware/Software

1.3.5 Install Development System
1.3.6 Testing Phase
(tabular 1.3.7 Install Live System
1.3.8 User Training

view) 1.4 Control

1.3.9 Go Live
1.4.1 Project Management
1.4.2 Project Status Meetings
1.4.3 Risk Management
1.4.4 Update Project Management Plan
1.5 Closeout 1.5.1 Audit Procurement
1.5.2 Document Lessons Learned
1.5.3 Update Files/Records
1.5.4 Gain Formal Acceptance
1.5.5 Archive Files/Documents
 Output: WBS

• A deliverable oriented grouping of project components that organizes and

defines the total scope of the project.
• The WBS organizes and defines the total scope of the project.
• It subdivides the project work into smaller, more manageable pieces of
work.
• Each descending level of the WBS represents an increasingly detailed
definition of the project work.
• The planned work contained within the lowest-level WBS components are
called work packages.
• Work packages can be scheduled, cost estimated, monitored,
and controlled.
 WBS Dictionary
• In order to more clearly define the work necessary for project
completion the WBS Dictionary is used.

• The WBS Dictionary includes an entry for each WBS element.

• The WBS Dictionary includes a detailed description of work for each

element and the deliverables, budget and resource needs for that
element.

• The project team will use the WBS Dictionary as a statement of work for
each WBS element.
 WBS Dictionary

• The WBS dictionary is a document that provide s

detailed deliverable, activity, and scheduling
information about each component in the WBS.

• Prevents SCOPE CREEP

• It can include:
➢ Description of work

➢ Schedule activities

➢ Resource required

➢ Cost estimate

➢ Acceptance criteria

➢ Interdependencies
 WBS Dictionary

For each WBS element, the WBS dictionary includes:

• A statement of work, a list of associated activities,
and a list of milestones.
• Other information can include the responsible
organization, start and end dates, resources
required, an estimate of cost, charge number,
contract information, quality requirements, and
technical references to facilitate performance of
work.
• Each WBS element should be cross-referenced, as
appropriate, to other WBS elements in the WBS
dictionary.
WBS Dictionary
 Scope Baseline

WBS

Approved WBS
Scope
Statement Dictionary

Scope
Baseline
Create WBS – Output
Revision

Answer is C
 Scope Management Processes

Planning Monitor and

Control
Project Timeline

Collect Define Scope Control

Requirements
Scope
Plan Scope
Management
Validate
Create WBS Scope
 Control Scope

• Control Scope is 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:

➢ It allows the scope baseline to be

maintained throughout the project

and.
➢ Manage the actual changes when

they occur
 Control Scope

Inputs T&Ts Outputs

• Project management • Variance analysis • Change requests

plan
• Work performance
• Requirements information
documentation • Project management
• Requirements plan update
traceability matrix • Project documents
• Work performance updates
data • OPA update
• OPA
Control Scope
Control Scope T&T
Control Scope - Output
 Scope Management Processes

Planning Monitor and

Control
Project Timeline

Collect Define Scope Control

Requirements
Scope
Plan Scope
Management
Validate
Create WBS Scope
 Validate Scope
• When the team is done, what happens? You
still have one more thing you need to do
before you can declare victory. You need to
gather all the stakeholders together and have
them make sure that all the work really was
done. We call that the Validate Scope process.

• Validate Scope is the process of formalizing

acceptance of the completed project
deliverables.

• The key benefit of this process is that it

increases the chance of final product, service,
or result acceptance by validating each
deliverable.
 Validate Scope

Inputs T&Ts Outputs

• Project management
plan
• Inspection • Accepted
• Requirements deliverables
documentation • Group decision-
making techniques • Change requests
• Requirements
• Work performance
traceability matrix information
• Verified deliverables
• Project documents
• Work performance updates
data
Validate Scope - Input
Validate Scope – T & T
 Validate Scope – T & T

Inspection:

Includes activities such as measuring,

examining, and verifying to determine
whether work and deliverables meet
requirements and product acceptance
criteria.

Also referred to as reviews, product

reviews, and walk-through.
Validate Scope – Output
Validate Scope is…
 Documents - Summary
Document Purpose
Scope Management How scope will be defined, controlled and validated ?
Plan
Requirements How requirements will be collected, analyzed, and
Management Plan managed ?
Scope Statement What is the Product and Project Scope?
Requirements What are the product characteristics?
Documentation
Requirements What are project deliverables associated with each
Traceability Matrix requirement and what is the completion and acceptance
status of each requirement ?
WBS What is the breakdown of the work that will be done on
this project ?
WBS Dictionary What are the details of each WBS element ?
 Review Questions

Q.1: The work breakdown structure can BEST be thought of

as an effective aid for …… communications
A. Team
B. Project manager
C. Customer
D. Stakeholder

Answer D
 Review Questions

Q.2: 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
 Review Questions

Q.3: Which of the following is a KEY output of the Validate

Scope process?
A. A more complete scope management plan
B. Customer acceptance of project deliverables
C. Improved schedule estimates
D. An improved project management information system

Answer B
 Review Questions

Q.4: During project executing, a team member comes to the

project manager because he is not sure what work he needs to
accomplish on the project. Which of the following documents
contains detailed descriptions of work packages

A. WBS dictionary
B. Activity list
C. Project scope statement
D. Scope management plan
Answer A
 Review Questions

Q.5: To manage a project effectively, work should be broken

down into small pieces. Which of the following does NOT
describe how far to decompose the work?
A. Until it has a meaningful conclusion
B. Until it cannot be logically subdivided further
C. Until it can be done by one person
D. Until it can be realistically estimated

Answer C
 Review Questions
Q.6: 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
 Review Questions
Q.7: Which of the following BEST describes product analysis?
A. Working with the customer to determine the product
description
B. Mathematically analyzing the quality desired for the project
C. Gaining a better understanding of the product in order to
create the project scope statement
D. Determining whether the quality standards on the project can
be met

Answer C