PROJECT SCOPE

MANAGEMENT
POSSIBLE EVOLUTION IN
PROJECT SCOPE

simple,
Customer needs red,
Customer needs : robust,
description : What the architect
with
wheels understands

What the architect finally

What is the
described
What is finally developed manufacturer
expected to do
‫???‪WHAT IS TO BE DONE‬‬
‫‪Plan‬‬
‫‪Scope‬‬
‫‪Mgmt‬‬ ‫پلن‬
‫دائرہ‬
‫‪Collect‬‬
‫‪Control‬‬ ‫کار کو‬ ‫معلوما‬ ‫‪Requir-‬‬
‫‪Scope‬‬ ‫قابو میں‬ ‫ت اکٹھا‬ ‫‪ements‬‬
‫رکھنا‬ ‫‪Project‬‬ ‫کرنا‬
‫اااااا دا‬
‫ک‬
‫اااااار‬
‫ااا ئرااہ ک‬
‫دائرہ‬ ‫دائرہ‬
‫‪Validate‬‬ ‫‪Define‬‬
‫کار کی‬ ‫کار وضح‬ ‫‪Scope‬‬
‫‪Scope‬‬
‫تصدیق‬ ‫کام کو‬ ‫کرنا‬
‫چھوٹے‬
‫حصوں‬
‫میں‬ ‫‪Create‬‬
‫تقسیم کرنا‬ ‫‪WBS‬‬
KEEP REMEMBERING…..

Tools &
Inputs Technique Outputs
s
 CREATE
WORKBREAK
5.4 DOWN
STRUCTURE
(WBS)
 WBS IN A NUTSHELL
WBS is a tree structure, which shows a subdivision of effort
required to achieve an objective. In a project WBS is
developed by starting with:

the end objective

successively subdividing it into manageable components

in terms of size, duration, and responsibility (e.g., systems,

subsystems, components, tasks, subtasks, and work packages)

which include all steps necessary to achieve the objective.

Work Breakdown Structure (WBS) is a deliverable-oriented
grouping of project elements that organizes and defines the total
work scope of the project. Each descending level represents an
increasingly detailed definition of the project work.

Work Package. A deliverable at the lowest level of the WBS,

when that deliverable may be assigned to another project manager
to plan and execute. This may be accomplished through the use of a
subproject where the work package may be further decomposed
into activities.
WBS – 100 % RULE
WBS includes 100% of the work defined by the project scope
and captures all deliverables – internal, external,
interim – in terms of the work to be completed, including project
management.

Sum of the work at the “child” level must equal 100% of

the work represented by the “parent”

Should not include any work that falls outside the

actual scope of the project, that is, it cannot include more than
100% of the work

Also applies to the activity level

WHEN TO STOP DIVIDING WORK
INTO SMALLE R E LE ME NTS?

Several heuristics used:

80 hour rule
Not longer than 1 reporting period
It makes sense
ACTIVITY - WBS

1. Make a WBS of going for a picnic on Sunday

with family friends
(Time: 10 minutes)
Thanks