Project Scope Management Up

BSc.
(Honors) in Information
Systems
Information Systems Project

Management
(2024-01-14)
Project Scope
Management
Scope management summary
• The objective of scope management is to ensure that the
project includes all the work required, and only the work
required, to complete the project successfully.
• The finalized approved scope is contained in the scope
baseline.
• The Scope baseline can be changed only via formal
change control processes.
• Scope Baseline is used during Validate Scope and Control
Scope processes as well as other controlling processes.
Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Scope management summary Cont.
This include following process areas

Develop
project Project charter High-level Requirements
charter
Requirement-1
Collect Requirement Documentation Requirement-2
requirements
Requirement-3
Requirement-4
Detailed Scope
Requirement-1 Approved
Define scope Detailed Scope
Detailed Scope
Requirement-3 Rejected
Detailed Scope
Project Scope statement
Decompose Decompose WBS DIC.

Create WBS WP -1 WP -2 WP -3 WP -5
WP -4 Scope
statement
Scope(PMP,MSc,
Chamath Gunasekara Baseline
BIT-UCSC)
WBS
Product Scope
Vs
Project Scope
Product scope
Product scope is about the product
details. Product scope defines what
the product will look like, how will it
work, its features, etc.

Project scope
project scope is the work the project
team will do to deliver the product of
the project.

Things to do in Scope
Management
• Develop a plan for how you will plan, validate, and control
scope and the requirements on the project.
• Determine requirements, making sure all requirements
support the projects business case as described in the
charter.
• Sort and balance needs of the stakeholders to determine
scope.
• Create a WBS to break the scope down to smaller more
manageable pieces, and define each pieces in the WBS
dictionary.
• Obtain validation that the completed scope of work is
acceptable to the customer or sponsor.
• measure scope performance and adjust as needed.
1. Plan Scope
Management

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.
• It provides guidance and direction on how
scope will be managed throughout the
project.

Inputs – Plan Scope Management
• Project Management Plan - Approved subsidiary plans of the project
management plan are used to create the Scope management plan.
• Project Charter - It provides the high-level project description and product
characteristics from the project statement of work And Check whether
the project is formally approved.
• Enterprise Environmental Factors
– Organization’s culture
– Infrastructure
– Personnel administration
– Marketplace conditions
• Organizational Process Assets

– Policies and procedures
– Historical information and lessons learned knowledge base.

Tools and techniques – Plan Scope
Management
• Expert Judgment - input received from
knowledgeable and experienced parties.
• Meetings - Attendees at these meetings may

include the project manager, the project
sponsor, selected project team members,
selected stakeholders, anyone with
responsibility for any of the scope management
processes, and others as needed.
Outputs – Plan Scope Management
1. Scope Management Plan
This includes processes required to

• Preparing a detailed project scope statement
• Creation of the WBS from the detailed project
scope statement.
• How the WBS will be maintained and approved
• How formal acceptance of the completed
project deliverables will be obtained.
Outputs – Plan Scope Management
2. Requirements Management Plan
Describes how requirements will be collected, analyzed, documented,
and managed.
The components are
• How requirements activities will be planned, tracked, and reported.
• Configuration management activities such as, how changes to the
product will be initiated, how impacts will be analyzed, how they will
be traced, tracked, and reported, as well as the authorization levels
required to approve these changes.
• Requirements prioritization process
• Traceability matrix structure

2. Collect
Requirements

Develop
charter
Requirement-1
requirements
Requirement-3
Requirement-4
Detailed Scope
Detailed Scope
Detailed Scope

WP -4 Scope
statement
Scope(PMP,MSc,
BIT-UCSC)
WBS
Collect Requirements
1. All the requirements of the stakeholders are
captured at this point.
2. Stakeholders may not be in a position to
elaborate requirements in detail.
3. Define scope process decides what
requirements will be included and excluded.
4. Define scope process expands the included
requirements in to detail scope to be included
in the scope statement.
Collect requirements
Types of stakeholder requirements

1. Business Requirements
2. Stakeholder Requirements
3. Solution Requirements
4. Transition Requirements

1. Business Requirements
The higher-level needs of the organization - the
business issues or opportunities. The primary
reason to undertake the project (Basically the
business case).

2. stakeholder Requirements
Needs of a stakeholder or stakeholder group

(head of Finance – profitability, revenue increase
etc).
What do the stakeholders want to gain from the
project?

3. Solution Requirements
features, functions, and characteristics of the product,

service, or result. Solution requirements are further
grouped into functional and nonfunctional requirements:
• Functional requirements – how the product should
work?
• Non Functional requirements – what will make the
product will effective?

what are functional requirements ?
• A functional requirement describes what a system/product

should do.
• Functional requirements describe the behaviors of the
product.

what are Non- functional requirements ?
• supplement functional requirements. Describe the

environmental conditions or qualities required for
the product to be effective. Examples include:
reliability, security, performance, safety, level of
service, supportability etc.

3. Transition Requirements
Transition requirements describe temporary

capabilities, such as data conversion and training
requirements.
what type of handoff procedures or training are
needed to transfer the product to the customer or
organization?

Inputs - Collect requirements
Scope Management Plan - how project teams will determine which type of
requirements need to be collected for the project.
Requirements Management Plan - This is to outlines how to define and
document stakeholder needs.
Stakeholder Management Plan - understand stakeholder communication
requirements and the
level of stakeholder engagement.
Project Charter - provides the high-level description of the project. This is
the starting point.
Stakeholder Register
• Identify stakeholders who can provide information on the requirements.
• Captures major requirements and main expectations.

Tools and techniques - Collect requirements
Interviews
• Elicit information from stakeholders by talking to them directly
• Often conducted on an individual basis between an interviewer and an
interviewee
• Interviewing experienced project participants, sponsors and other
executives, and subject matter experts can aid in identifying and
defining the features and functions.
• Useful for obtaining confidential information.
• May be time consuming.

Focus Groups
• Bring together prequalified stakeholders and subject matter experts to
learn about their Expectations.
• A trained moderator guides the group through an interactive discussion,
designed to be more conversational than a one-on-one interview
• Those who have the knowledge and expertise to provide requirements
are brought in here.
• Expected to be more conversational.

Group Creativity Techniques

1. Brainstorming. - used to generate and collect
multiple ideas related to project and product
requirements.


Nominal group technique
Enhances brainstorming with a voting process used to rank the most
useful ideas for further brainstorming
https://www.youtube.com/watch?v=BAtRcyjqLek


3. Idea/mind mapping - Ideas are consolidated into a single
map.
4. Affinity diagram - classifies large no of ideas in to groups for
review and analysis.


5. Multi criteria Decision Analysis - A decision matrix
is used to evaluate and rank many
ideas based on established ideas.

Group Decision-Making Techniques
• Unanimity - everyone agrees on a single course of action. One way
to reach unanimity is the Delphi technique. The responses are only
available to the facilitator to maintain anonymity.
• Majority. - A decision that is reached with support obtained from
more than 50 % of the members of the group.
• Plurality. - A decision that is reached whereby the largest block in a
group decides, even if a majority is not achieved.
• Dictatorship. - One individual makes the decision for the group
(May be required sometimes).

Questionnaires and Surveys - questions designed to

quickly accumulate information from a large number
of respondents Most appropriate with varied
audiences, when a quick turnaround is needed.

Observations
• Helps view how individuals perform their jobs and carry
out processes of their environment.
• Also known as job shadowing.
• Helpful for detailed processes when the people that use
the product have difficulty or are reluctant to articulate
their requirements.

Prototypes
• Provides a working model of expected product to obtain

early requirements from feedbacks.
• Supports progressive elaboration
• Storyboarding is prototyping technique that navigates
through series of illustrations.

• .
Benchmarking - Compares practices with

those of the other organizations.
Document Analysis - analyzing existing
documentation and identifying information
relevant to the requirements.

Outputs - Collect requirements
• Requirements Documentation –
– describes how Requirements documentation describes
how individual requirements meet the business need for
the project.
– Requirements may start out at a high level and become
progressively more detailed as more about the
requirements is known.

Outputs - Collect requirements
• Traceability Matrix – The 3 main uses

– Helps to track the requirements.
– Helps to ensure that requirements approved in the requirements
documentation are delivered at the end of the project.

Define Scope

Develop
charter
Requirement-1
requirements
Requirement-3
Requirement-4
Detailed Scope
Detailed Scope
Detailed Scope

WP -4 Scope
statement
Scope(PMP,MSc,
BIT-UCSC)
WBS
Define Scope
• Which of the requirements collected will be
included in and excluded from the project
scope.
• Selects the final project requirements from
the requirements documentation.
• Develops a detailed description of the project
and product.

Inputs - Define Scope
Scope Management Plan - gives guidelines for define the scope
Project Charter
– High level project description is there.
– Contains approval requirements.
– Check whether the project is approved.
Requirements Documentation - select the requirements that will be

included in the project, so that these could be expanded.
Organizational Process Assets

• Policies, procedures, and templates for a project scope statement
• Project files from previous projects
• Lessons learned from previous phases or projects

Tools and techniques - Define Scope
Expert Judgment
• Other units within the organization
• Consultants;
• Stakeholders, including customers or sponsors
• Professional and technical associations
• Industry groups
• Subject matter experts.

Tools and techniques - Define Scope
Alternatives Generation
Develop as many potential options as possible -
brainstorming, lateral thinking, analysis of
alternatives.
Facilitated Workshops
To reach a cross-functional and common
understanding of the project objectives.

Create WBS

Develop
charter
Requirement-1
requirements
Requirement-3
Requirement-4
Detailed Scope
Detailed Scope
Detailed Scope

WP -4 Scope
statement
Scope(PMP,MSc,
BIT-UCSC)
WBS
Create WBC
What is WBS ?
The Work Breakdown Structure (WBS) is a view into the project which
shows what work the project contains. It is a tool which helps to easily
communicate the work and processes involved to execute the project.
The Project Manager and project team use the WBS to develop the
project schedule, resource requirements and costs. There are many ways
you can present the WBS for your project; this template provides many of
the most popular layouts from which you can choose. Depending on
where in the Project Plan you're putting the WBS a different layout may
be more suitable for you. For instance many Project Managers include a
high level WBS within the project plan, then a detailed version as an
appendix to the plan. You may find that you prefer one layout for a high
level WBS and a different one for a detailed WBS.
Create WBS
Create WBS
• Decomposes project scope statement in to
smaller more manageable components until a
work package is reached
• Provides a structured vision of what has to be
delivered.

Inputs - Create WBS
Scope Management Plan - provides the guidelines for
creating the WBS
Project Scope Statement - this will be decomposed into work

packages.
Requirements Documentation - what needs to be done to

deliver the project and its final products.
Enterprise Environmental Factors


Tools and Techniques - Create WBS
Decomposition
• Dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts until a
work package is reached.
• Level of decomposition is often guided by the degree of
control needed to effectively manage the project.
• Excessive decomposition can lead to nonproductive
management effort, inefficient use of resources, decreased
efficiency.

Tools and Techniques - Create WBS
Rolling Wave Planning –
unnecessary or unable to decompose now and to be decomposed far into the
future.
100 Percent Rule –

The total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and
no extra work is performed.
8 to 80 rule –
WBS is broken down to where a work package contains between 8 and 80 hours of work to complete
Expert Judgment

Outputs - Create WBS
Scope Baseline
• Project scope statement - approved version of the project
scope statement.
• WBS - is a hierarchical decomposition of the total scope of
work to be carried out by the project team to accomplish
the project objectives and create the required deliverables.
• Each descending level of the WBS represents an
increasingly detailed definition of the project work.
• WBS Dictionary

WBS Example 1

Develop
charter
Requirement-1
requirements
Requirement-3
Requirement-4
Detailed Scope
Detailed Scope
Detailed Scope

WP -4 Scope
statement
Scope(PMP,MSc,
BIT-UCSC)
WBS
Group Activity..
Team 1 :Kurunegala municipal council has asked
from your team to organize a public awareness
session regarding the improper waste disposal
and reduction of plastic usage. Event should be
happed at the world environment day at
kurunegala main bus stand. Draft a WBS with
regards to this scenario
Note : don’t exceed more than 3 levels

Group Activity..
Team 2 : ICBT management asked you to plan an
unplugged show with one of the most reputed
music band in srilanka ‘Marians’, and donate the
outcomes of that event to ‘little hearts’
foundation. The fully responsibility of the event
under your batch and event going to be happen
at the end of this year. Draft a WBS with regards
to this scenario.
Note : don’t exceed more than 3 levels
Validate Scope

Validate Scope
• Formalizing acceptance of the completed
project deliverables.
• The quality control process should have
certified the deliverable to free of defects
(validated deliverables)

Validate Scope VS control scope

Inputs - Validate Scope
• Project Management Plan
– Specifies guidelines for acceptance
– Scope baseline - scope statement , WBS and WBS Dictionary used as a basis of
comparison for acceptance.
• Requirements Documentation - requirements and the acceptance criteria
present to be evaluated during acceptance.
• Requirements Traceability Matrix - links requirements to their origin and
tracks them(the acceptance should be done by the appropriate
stakeholders).
• Verified Deliverables - deliverables that are certified to be free of defects
by QC (This is an output of Quality Control – Please refer my diagram).
• Work Performance Data - Actual data as a result of doing work such -
number of nonconformities (The customer could be kept informed about
these facts before acceptance).

Tools and techniques - Validate Scope
• Inspection
• Reviews
• Product reviews
• Audits
• Walk through

Outputs - Validate Scope
• Accepted Deliverables – The happy path
• Change Requests - deliverables that are not
accepted has to be changed.
• Work Performance Information - Work
performance data is converted into metrics
• Project Documents Updates

Control Scope

Control scope
• Monitory the status of the project scope
(compare plan and actuals from time to time)
• Managing changes

Inputs - Control scope
Project Management Plan - Scope baseline is the plan that needs to be
compared with the actual – ( work performance data).
Requirements Documentation – This contains the plan/expectations –

Detecting any deviation in the scope agreed when carrying out
monitoring.
Requirements Traceability Matrix – to detect the impact of any changes

(the origin of the requirements and the other details are present here)
Work Performance Data – This is the actual data – used to compare

against the plan (PM plan), to detect variances.

Tools and techniques - Control scope
Variance Analysis – Compare plan and the

actuals.
This topic is comprehensively covered in cost
management (PV/EV/AC/SV/CV/CPI/SPI)

Outputs - Control scope
Work Performance Information – work performance
data is converted into work performance information.
Change Requests – are needed when the plan differs

from the actuals.
PM plan updates
Project Documents Updates

Question No. 1

Question No. 2

Question No. 3

Question No. 4

Question No.6

Question No.7

Question No.9

Question No.9

Question No.10

Question No.11

Question No.12

Question No.13

Question No.14

Question No.15

Thank you  !

Project Scope Management Up

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BSc.

Information Systems Project

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Decompose Decompose WBS DIC.

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

• Organizational Process Assets

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

• Meetings - Attendees at these meetings may

This includes processes required to

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Decompose Decompose WBS DIC.

Types of stakeholder requirements

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Needs of a stakeholder or stakeholder group

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

features, functions, and characteristics of the product,

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

• A functional requirement describes what a system/product

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

• supplement functional requirements. Describe the

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Transition requirements describe temporary

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Group Creativity Techniques

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Group Creativity Techniques

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Group Creativity Techniques

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Group Creativity Techniques

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Questionnaires and Surveys - questions designed to

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

• Provides a working model of expected product to obtain

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Benchmarking - Compares practices with

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

• Traceability Matrix – The 3 main uses

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Decompose Decompose WBS DIC.

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Requirements Documentation - select the requirements that will be

Organizational Process Assets

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Decompose Decompose WBS DIC.

Chamath Gunasekara (PMP,MSc, BIT-UCSC)

Project Scope Statement - this will be decomposed into work

Requirements Documentation - what needs to be done to