Project Scope Management
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Transcript of Project Scope Management
PPROJECTROJECT SSCOPECOPE MMANAGEMENTANAGEMENTPPROJECTROJECT SSCOPECOPE MMANAGEMENTANAGEMENT
Hisham Haridy, PMP, PMI-RMPFebruary 2016
S MScope Management
“The processes involved in ensuring the project includes all the work required,
and only the work required, for completing the project successfully”
Plan Scope Management
Collect Requirements
Define Scope Create WBS Validate
ScopeControl Scope
What is and is
not included in
the project and
Requirements
are what
stakeholders
Is a deliverable
oriented grouping
of project
The control scope
process involves
measuring project
Is actually involved
frequent, planned-in
meetings with the
how requirements will
be managed throughout
a project lifecycleits deliverables.
(Project Scope
Statement)
need for a
project
components that
organizes and
defines the total
scope of the project
and product scope
performance and
managing scope
baseline changes.
customer or sponsor to
gain formal
acceptance of the
deliverables during
p j y
(WBS & WBS
Dictionary)
monitoring and control.
PROJECT SCOPE MANAGEMENT February 2016
Product Scope and Project Scope
Product Scope Project Scope
Features and functions that are to be Work that MUST be done in order to
included in a product or service deliver a product with the specified
features and functions.
Successful completion of product scope is
measured against the Product
Completion of project scope is measured
against the Project Plan.
Requirement.
PROJECT SCOPE MANAGEMENT February 2016
Gold Plating
This term is given to the practice of exceeding the scope of a project in the belief
You should give the customer what they asked for, no more and no less.
that value is being added.
Giving any extras is a waste of time and adds NO benefit to the Project.
Gold Plating increases risk and uncertainty and may inject a host of potential
problems into the project.
PROJECT SCOPE MANAGEMENT February 2016
SScope Management Plan
“The process of creating a scope management plan that documents how the
Inputs Tools and Techniques Outputs
project scope will be defined, validated, and controlled”.
p Techniques p
1. Project management plan
2. Project charter
3. Enterprise environmental
1. Expert Judgment
2. Meetings
1. Scope management plan
2. Requirements management
planp
factors
4. Organizational process Assets
plan
D ib h i t ill b d th h t j t lif l
The key benefit of this process is it provides guidance and direction on
Describe how requirements will be managed throughout a project lifecycleIt ensures that the project schedule and budget are not compromised byunauthorized requirement changes and, it ensures that all requirements are deliveredas planned
The key benefit of this process is it provides guidance and direction on
how scope will be managed throughout the project.
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS
1. Project Management Plan
A project management plan is an integration function-it integrates all the knowledge
area management plans into a cohesive whole.
This plan includes the baselines for the project (Scope, Schedule, Cost) and also it
called performance measurement baselines.
The project management plan includes:
The project management processes that will be used on the project.
Subsidiary plans for scope schedule cost quality human resources Subsidiary plans for scope, schedule, cost, quality, human resources,
communications, risk, procurement, and stakeholders.
A requirements management plan.
A change management plan.
A configuration management plan. Latest version!
A process improvement plan.
PROJECT SCOPE MANAGEMENT February 2016
Microsoft Office d 97 - 2003 Docum
INPUTSINPUTS2. Project charter
The project charter is such an important document that project CAN NOT be started
without onewithout one.
A project charter may be created by the project manager but is issued by
sponsor in the initiating process group.
It is abroad enough so it does not NEED to change as the project progresses.
It provides the following benefits:
The project charter formally recognizes (authorizes) the
existence of the project.
It gives the project manager authority to spend money and commit
corporate resource.
The project charter provides the high – level requirements for the
projectproject.
It links the project to the ongoing work of the organization.
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS
PROJECT SCOPE MANAGEMENT February 2016
Microsoft Office d 97 - 2003 Docum
INPUTSINPUTS
3. Enterprise Environmental Factors
Organization’s cultureg
Infrastructure
Personnel administration Personnel administration
Marketplace conditions.
4. Organizational process Assets
Policies and procedures Policies and procedures
Historical information and lessons learned knowledge base.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Expert Judgment
Expertise may be provided by any group or person with specialized education,
knowledge, skill, experience, or training in developing scope management plans.
2. Meetings
Project teams may attend project meetings to develop the scope management plan
Attendees:
Project manager
Project sponsor
Selected project team members
Selected stakeholders.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS1. Scope Management Plan
How the scope will be planned, executed, and controlled.
How to achieve the scope
What tools to use to plan how the project will accomplish the scope
How to create the WBS How to create the WBS
What enterprise environmental factors and organizational process assets come in
play.
How the scope will be managed and controlled to the project management plan.
How to obtain acceptance of deliverables.
“If you cannot plan it, you cannot do it”
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
2. Requirements management plan
H i t ti iti ill b l d t k d d t d How requirements activities will be planned, tracked, and reported;
Configuration management activities.
Requirements prioritization process.
Product metrics.
Traceability structure.
PROJECT SCOPE MANAGEMENT February 2016
Microsoft Office d 97 - 2003 Docum
C RCollect Requirements
“The process of defining and documenting stakeholders’ needs to meet the project
Inputs Tools and Techniques Outputs
objectives”.
p Techniques p
1. Scope management plan
2. Requirements management
plan
1. Interviews
2. Focus groups
3. Facilitated workshops
1. Requirements
documentation
2. Requirements traceabilityplan
3. Stakeholder management
plan
4. Project charter
p
4. Group creativity techniques
5. Group decision making
techniques
6 Questionnaires and surveys
2. Requirements traceability
matrix
5. Stakeholder register 6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10.Context diagrams
11.Document analysis
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS
1. Scope Management Plan
The scope management plan provides clarity as to how project teams will determine
which type of requirements need to be collected for the project.
2. Requirements Management Plan
The requirements management plan provides the processes that will be usedq g p p p
throughout the Collect Requirements process to define and document the stakeholder
needs.
3 Stakeholde Management Plan3. Stakeholder Management Plan
The stakeholder management plan is used to understand stakeholder communication
requirements and the level of stakeholder engagement in order to assess and adapt to
the level of stakeholder participation in requirements activities.
4. Project Charter
The project charter is used to provide the high level description of the product service The project charter is used to provide the high-level description of the product, service,
or result of the project so that detailed requirements can be developed.PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS
5. Stakeholders Register
This contains all details related to the identified stakeholders including: This contains all details related to the identified stakeholders including:
Identification information: Name, organizational position, location, role in the
fproject, contact information.
Assessment information: Major requirements, main expectations, potential
influence in the project, phase in the life cycle with the most interest; and
Stakeholder classification: Internal/external, supporter/neutral/resistor, etc. A
project charter may be created by the project manager but is issued by sponsor in
the initiating process group.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Interviews
An interview is a formal or informal approach to discover information from
stakeholders by talking to them directly.
2. Focus Groups
Focus groups bring together prequalified stakeholders and subject matter
experts to learn about their expectations and attitudes about a proposed product,
service or resultservice or result.
3. Facilitated Workshops
R i t k h f d i th t b i k f ti l 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.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
4. Group Creativity Techniques
Several group activities can be organized to identify project and product Several group activities can be organized to identify project and product
requirements.
Some of the group creativity techniques that can be used are: Some of the group creativity techniques that can be used are:
a) Brainstorming
b) Nominal group technique
c) The Delphi Technique.
d) Idea/mind mapping.
e) Affinity Diagram.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
a) Brainstorming
The goal of brainstorming is to obtain a
comprehensible list of project risks.
This is a common technique for risk information
gathering.
A meeting where one idea helps generate another.
It can generate a large number of risks quickly.
One idea will bounce off another.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
b) Nominal group technique
This technique enhances brainstorming with a voting process used to rank the This technique enhances brainstorming with a voting process used to rank the
most useful ideas for further brainstorming or for prioritization.
Helps eliminate biases and peer pressure Helps eliminate biases and peer-pressure.
Encourages participation from all team members.
All opinions are heard and weighted equally.
Steps:
1. Team members silently write down ideas
2. Ideas are shared and discussed
3 Team members vote3. Team members vote
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUESc) Delphi Technique
A selected group of experts answers
questionnaires and provides feedback.questionnaires and provides feedback.
Expert Judgment approach.
It is a way to reach a consensus of experts on
bj ta subject.
It involves the following:
– Questionnaire to solicit ideas from the experts.
– Responses are submitted anonymously,
compiled, and then circulated to the experts
for review.
A consensus may be reached in a few rounds.
The Delphi technique helps reduce bias in the data and keeps any one person
PROJECT SCOPE MANAGEMENT February 2016
p q p p y p
from having undue influence on the outcome
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
d) Idea/mind
mapping
A mind map is a
diagram of ideas
or notes to help
generate, classify,
or record
information.
PROJECT SCOPE MANAGEMENT February 2016
Concept Mapping, Mind Mapping, Tree Diagrams, Spider Diagrams
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
e) Affinity Diagram
This technique allows large numbers of ideas to be sorted into groups for
review and analysis.
It is a way to reach a consensus of It is a way to reach a consensus of
experts on a subject.
It helps to expose crucial relationships It helps to expose crucial relationships
and patterns in data that may not be
initially apparentinitially apparent.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES5. Group Decision Making Techniques
Group decision making is an assessment process of multiple alternatives with an
expected outcome in the form of future actions resolution.
These techniques can be used to generate, classify and prioritize product
requirements.
Unanimity: Everyone agrees on a single course of action.
Majority: Support from more than 50% of the members of the group.
Plurality: The largest block in a group decides even if a majority is not achieved.
Dictatorship: One individual makes the decision for the group.
Almost any of the decision methods described previously can be applied to the
group techniques used in the requirements gathering process.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
6. Questionnaires and Surveys
Questionnaires or surveys are typically used for large groups.
These tools present questions that help identify requirements from the
respondents.
7. Observations
This technique involves job shadowing-watching a potential user of the product at
work and, in some cases, participating in the work to help identify requirements.
8 P t t8. Prototypes
A prototype is a model of the proposed product. In this technique, the prototype is
presented to stakeholders for feedback.
The prototype may be updated multiple times to incorporate the feedback until the
requirements have been solidified for the product.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
9. Benchmarking
Benchmarking focuses on measuring an organization’s performance against
that of other organizations in the same industry.
Benchmarking can be very time consuming and costly.
10.Context Diagrams “Context flow level data flow diagram”g g
Frequently used to define and model scope.
It shows the boundaries of the product scope by highlighting the product and
its interfaces with people, processes, or systems.
11.Document Analysis
Business plans, marketing literature, agreements, requests for proposal, currentp , g , g , q p p ,
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 andrequirements documentation, problem/issue logs, policies, procedures, and
regulatory documentation such as laws, codes, or ordinances, etc.PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
1. Requirements Documentation
H i di id l i t t th b i d f th j t How individual requirements meet the business need for the project.
Before being base-lined, requirements must be measurable and testable,
traceable, complete, consistent and acceptable to key stakeholders.
The format of a requirements document may range from a simple document listing The format of a requirements document may range from a simple document listing
all the requirements categorized by stakeholder and priority, to more elaborate
forms containing executive summary, detailed descriptions, and attachments.
PROJECT SCOPE MANAGEMENT February 2016
Microsoft Office d 97 - 2003 Docum
OUTPUTSOUTPUTS2. Requirements Traceability Matrix
Helps track the requirements over the life of the project to ensure they are
accomplished.
The project manager uses the requirements traceability matrix to keep track of all
that information and to analyze requirements when there are proposed changes
to project or product scope.
This matrix usually takes the form of a table with information like requirement
identification numbers, the source of each requirement, who is assigned
to manage the requirement, and the status of the requirement, including if
it is finished.
PROJECT SCOPE MANAGEMENT February 2016
Helps LINK the requirements to the objectives and the other requirements to ENSURE the strategic goals are accomplished.
OUTPUTSOUTPUTS
Example of a Requirements Traceability Matrix
PROJECT SCOPE MANAGEMENT February 2016
REMEMBERREMEMBER
Resolve competing Requirements
The project manager should facilitate the resolution of competing requirements by The project manager should facilitate the resolution of competing requirements by
accepting those that best comply with the following:
1 The business case stating the reason the project was initiated1. The business case stating the reason the project was initiated
2. The project charter
3. The project scope statement
4. The project constraints
Planning is ITERATIVE
PROJECT SCOPE MANAGEMENT February 2016
Planning is ITERATIVE
D SDefine Scope
“It is the process of progressively elaborating and documenting the projectIt is the process of progressively elaborating and documenting the project
scope to develop a scope statement as the basis for future project decisions”.
Inputs Tools and Techniques Outputs
1. Scope management plan 1. Expert judgment 1. Project scope statement
2. Project charter
3. Requirements
documentation
4 Organizational process
2. Product analysis
3. Alternatives generation
4. Facilitated workshops
2. Project document updates
4. Organizational process
assets
The key benefit of this process is that it describes the project service or result boundaries by definingThe 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.
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS1. Scope Management Plan
Establishes the activities for developing, monitoring, and controlling the project
scope.
2. Project Charter
The project charter provides the high-level project description and product
characteristics. It also contains project approval requirements.
3. Requirements Documentation
This doc mentation ill be sed to select the eq i ements that ill be incl ded in This documentation will be used to select the requirements that will be included in
the project.
4. Organizational Process assets
Policies, procedures, and templates for a project scope statement,
Project files from previous projects, and
L l d f i h j t Lessons learned from previous phases or projects.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Expert Judgment
Available from many sources:
Other business units within organization
Consultants
Stakeholders Stakeholders
Professional and technical associations.
Industry groups
2. Product Analysis
For projects that have a product as a deliverable, product analysis can be an
effective tool.
Each application area has one or more generally accepted methods for translating
high-level product descriptions into tangible deliverables.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
3. Alternatives Generation
Identifying alternatives is a technique used to generate different approaches to
execute and perform the work of the project such as brainstorming, lateral
thinking, pair wise comparisons, etc.
4. 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 Another benefit of this technique is that issues can be discovered and resolved
more quickly than in individual sessions.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
1. Project Scope Statement:
The project statement of work is created by the customer/sponsor and describes
their needs, product scope and how the project fits into their strategic plan.
A written scope statement is necessary for both projects and subprojects.
F th b i f t b t th j t t d th t b Forms the basis for an agreement between the project team and the customer by
identifying both the project objectives and the major product deliverables.
The project scope Statement may include:
Product scope
Deliverables
Product acceptance criteria Product acceptance criteria
What is not part of the project
Additional risks
Constraints and assumptions
PROJECT SCOPE MANAGEMENT February 2016
Microsoft Office d 97 - 2003 Docum
OUTPUTSOUTPUTS
Constrains and Assumptions
Constraints are factors that limit the team's options, such as limits on resources,
budget, schedule, and scope.
Assumptions are things that are assumed to be true but that may not be true.
Assumptions analysis is part of the risk management process
Initial project organization
h d l l
Project objectives
d d
Scope statement contents:
Assumptions analysis is part of the risk management process.
Schedule milestones
Fund limitation
Cost estimate
Product scope description
Project requirements
Project boundaries
Project configuration management
requirements
Project specifications
Project deliverables
Product acceptance criteria
Project constraints Project specifications
Approval requirements
Project constraints
Project assumptions
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
2. Project Documents Update: Project documents that may be updated include, but
are not limited to:are not limited to:
Stakeholder register.
d Requirements documentation.
Requirements traceability matrix.
Project Managers MUST reconcile the scope to the schedule and other
project constrains to resolve the problem before work beginsproject constrains to resolve the problem before work begins
Project managers spend a large portion of their time, while the work is
being done, looking for options to adjust the project and still make the
PROJECT SCOPE MANAGEMENT February 2016
g , g p j p j
project schedule or budget.
C t WBSCreate WBS
“Subdividing the major project deliverables and project work into smaller, more
Inputs Tools and Outputs
Subdividing the major project deliverables and project work into smaller, more
manageable components.”
Inputs Techniques Outputs
1. Scope management plan
2. Project scope statement
1. Decomposition
2. Expert judgment
1. Scope baseline
2. Project documents updates
3. Requirements
documentation
4. Enterprise environmental
factorsfactors
5. Organizational process
assets
The key benefit of this process is that it provides a structured vision of what has to be delivered
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS
1. Scope Management Plan
2 Project Scope Statement2. Project Scope Statement
3. Requirements Documentations
4. Enterprise environmental factors
Industry-specific WBS standards, relevant to the nature of the project, may serve as
external reference sources for creation of the WBSexternal reference sources for creation of the WBS
5. Organization Process Assets
Policies, procedures, and templates for the WBS,
Project files from previous projects, and
Lessons learned from previous projects.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES1. 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 a activity defined clearly enough to estimate
cost and duration if the activity duration is between 8 and 80 hours.
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.
You can decompose the project using a WBS
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES2. 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
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS1. Scope Baseline
Components of the scope baseline include:
Project scope statement The project scope statement includes the product Project scope statement. The project scope statement includes the product
scope description, and the project deliverables, and defines the product user
acceptance criteria.
WBS. The WBS defines each deliverable and the decomposition of the
deliverables into work packages.
WBS dictionary. The WBS dictionary has a detailed description of work and
technical documentation for each WBS element.
2. Project Document Updates
Requirements documentation, which may need to be updated to include approved
changes.
If approved change requests result from the Create WBS process, then the
requirements documentation may need to be updated to include approved changes.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
Work Breakdown Structure “WBS”
A deliverable oriented grouping of project components that organizes and defines
the total scope of the project.
It breaks project into smaller and more manageable pieces.
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.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
Remember that A Work Breakdown Structure (WBS):
Is a graphical picture of the hierarchy of the project.g p p y p j
Identifies all the deliverables to be completed-if it is not in the WBS, it is not
part of the project.p p j
Is the foundation upon which the project is built.
Is VERY important.p
Should exist for every project.
Forces you to think through all aspects of the project.y g p p j
Can be reused for other projects.
Does NOT show dependencies.p
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTSWidget Mgmt SystemWidget Mgmt. System
1
Initiation1.1
Planning1.2
Execution1.3
Control1.4
C t P li i S
Closeout1.5
Create Preliminary Scope Statement
1.2.1
Evaluation & Recommendations1.1.1
Develop Project Charter1.1.2
Determine Project Team1.2.2
Project Kickoff Meeting1.3.1
Verify & Validate User Requirements
1.3.2
Project Management1.4.1
Project Status Meetings1.4.2
Audit Procurement1.5.1
Document Lessons Learned1.5.2
Deliverable: Submit Project Charter1.1.3
Project Sponsor Reviews Project Charter
1.1.4
Project Team Kickoff Meeting1.2.3
Develop Project Plan1.2.4
Design System1.3.3
Procure Hardware/Software1.3.4
Risk Management1.4.3
Update Project Management Plan1.4.4
Update Files/ Records1.5.3
Gain Formal Acceptance1.5.4
Project Charter Signed/Approved
1.1.5
Submit Project Plan1.2.5
Milestone: Project Plan Approved
1.2.6
Install Development System1.3.5
Testing Phase1.3.6
Archive Files/ Documents1.5.5
Install Live System1.3.7
User Training1.3.8
Go Live1.3.9
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
Helps prevent work slipping through the cracks.Helps prevent work slipping through the cracks.
Benefits of WBS
Helps prevent work slipping through the cracks.Helps prevent work slipping through the cracks.
Provides project team with understanding of the pieces.Provides project team with understanding of the pieces.
Gives project team indication of the impact of their work.Gives project team indication of the impact of their work.
Facilitates communication and cooperation among team and Facilitates communication and cooperation among team and stakeholders.stakeholders.
Helps prevent changes.Helps prevent changes.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
Control Accounts: A management control point where scope,
budget (resource plans), actual cost, and schedule are
WBSintegrated and compared to earned value for performance
measurement.
Control AccountsWork Package: A deliverable or project work component at
the lowest level of each branch of the work breakdown structure
“The level they feel appropriate to manage the project”Work
Packages
“The level they feel appropriate to manage the project”
Can be realistically and confidently estimated.
Cannot be logically subdivided further.
Activities WBS Dictionaries
Can be completed quickly.
Have a meaningful conclusion and deliverable.
Can be completed without the need for more information.p
Will be outsourced or contracted out.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTSThe WBS dictionary
Provides a description of the work to be done for each WBS work package and helps
make sure the resulting work better matches what is neededmake sure the resulting work better matches what is needed.
The WBS dictionary contains:
A number identifier.
Related control account (for cost) Related control account (for cost).
A statement of the work to be done .
Who is responsible for doing the work.
Schedule milestones and other information Schedule milestones and other information.
The benefits from WBS Dictionary
Prevent scope creep.
Increase understanding of the effort for each work package.
Inform the team members of when their work package is going to start, schedule milestones
and other information.
l h b b d h l d d h k k d h Helps the project by putting boundaries on what is included in the work package and what is
not.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
“WBS” Is the foundation of the
projectPROJECT SCOPE MANAGEMENT February 2016
V SValidate Scope
“The process of formalizing acceptance of the project scope by the stakeholders ”
Inputs Tools and Techniques Outputs
The process of formalizing acceptance of the project scope by the stakeholders.
1. Project management plan
2. Requirements documentation
3. Requirements traceability
1. Inspection
2. Group decision-making
techniques
1. Accepted deliverables
2. Change requests
3. Work performance
matrix
4. Verified deliverables
5. Work performance data
information
4. Project document updates
The key benefit of this process is that it brings objectivity to the acceptance process and increases the
chance of final product, service, or result acceptance by validating each deliverable.
Verify scope is primarily concerned with Acceptance of the work results. y p p y p
Quality control is primarily concerned with the Correctness of the work results.
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS
1. Project management plan that should include;
Scope Management plan
Scope baseline
2. Requirements documentation
3. Requirements traceability matrix
4. Validated deliverables
Validated deliverables have been completed and checked for correctness by the Validated deliverables have been completed and checked for correctness by the
Perform Quality Control process.
5. Work performance data
The degree of compliance with requirements, number of nonconformities, severity
of the nonconformities, or the number of validation cycles performed in a period of
titime.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Inspection
Activities such as measuring, examining, and verifying to determine whether workg, g, y g
and deliverables meet requirements and product acceptance criteria.
Inspections are sometimes called reviews, product reviews, audits, andp , p , ,
walkthroughs.
2. Group decision-making techniquesp g q
These techniques are used to reach a conclusion when the validation is performed
by the project team and other stakeholders.y p j
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS1. Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and
approved by the customer or sponsorapproved by the customer or sponsor.
Formal documentation received from the customer or sponsor acknowledging formal
stakeholder acceptance of the project’s deliverables is forwarded to the Close
Project or Phase process.
2. Change Requests
Those completed deliverables that have NOT been formally accepted are
documented, along with the reasons for non-acceptance.
3. Work performance Information
Information about project progress such as which deliverables have started their Information about project progress, such as which deliverables have started, their
progress, which deliverables have finished, or which have been accepted
4. Project Document Updates
Any documents that define the product or report status on product completion.
PROJECT SCOPE MANAGEMENT February 2016
Alternative ways to describe Scope Verification:
Reviewing work products and results to ensure that all are completed
according to specifications.
Conducting inspections, reviews, audits.
Determining whether results conform to requirements.
Determining whether work products are completed correctly.
Documenting completion of deliverables.
Gaining formal sign-off.
PROJECT SCOPE MANAGEMENT February 2016
Microsoft Office d 97 - 2003 Docum
PROJECT SCOPE MANAGEMENT February 2016
Relationship between Validate Scope and Control Quality
C SControl Scope
Inputs Tools and Techniques Outputs
1. Project management plan
2. Requirements
documentation
3 Requirements traceability
1. Variance analysis 1. Work performance
information
2. Change requests
3 Project management plan3. Requirements traceability
matrix
4. Work performance data
5. Organizational process
3. Project management plan
updates
4. Project document updates
5. Organizational process
assets assets updates
The key benefit of this process is that it allows the scope baseline to be maintained throughout theThe key benefit of this process is that it allows the scope baseline to be maintained throughout the
project.
PROJECT SCOPE MANAGEMENT February 2016
INPUTSINPUTS1. Project Management Plan
Scope baseline
Scope management plan.
Change management plan.
Configuration management plan.
Requirements management plan Requirements management plan.
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Work Performance Data
The number of change requests received, the number of requests accepted or the
number of deliverables completed, etc.
5. Organizational Process Assets
Existing formal and informal scope control-related policies, procedures, and
guidelinesguidelines,
Monitoring and reporting methods and templates to be used.
PROJECT SCOPE MANAGEMENT February 2016
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Variance analysis
Project performance measurements
are used to assess the magnitude
of variation from the original scope
baseline.
Important aspects of project scope
control include determining the
cause and degree of variancecause and degree of variance
relative to the scope baseline and
deciding whether corrective or
preventive action is required.
PROJECT SCOPE MANAGEMENT February 2016
OUTPUTSOUTPUTS
1. Work Performance Information
Measurements can include planned vs. actual technical performance or other scope
f t Thi i f ti i d t d d i t d tperformance measurements. This information is documented and communicated to
stakeholders.
2. Change requests
Include preventive or corrective actions, defect repairs, or enhancement requests.
3. Project management plan updates
Scope Baseline Updates and other Baseline Updates. Scope Baseline Updates and other Baseline Updates.
4. Project document updates
Requirements documentation and Requirements traceability matrix.
5 O i ti l t d t5. Organizational process assets updates
Causes of variances.
Corrective action chosen and the reasons.
Other types of lessons learned from project scope control.
PROJECT SCOPE MANAGEMENT February 2016
Scope CreepScope 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 purpose, timeline, and
budget. The main causes of scope creep are:
Poor Requirements Analysis.
Not Involving the Users Early Enough.
Lack of proper initial identification of what is required to bring about the project objectives.
Disingenuous customer with a determined "value for free" policy.g p y
Underestimating the Complexity of the Project.
Lack of Change Control.
Poor communication between parties Poor communication between parties.
Weak project manager or executive sponsor.
P j t WBS Di ti t l f j tProject manager uses WBS Dictionary as a tool of project management to prevent scope creep.
PROJECT SCOPE MANAGEMENT February 2016
PROJECT SCOPE MANAGEMENT February 2016
RefreshmentsRefreshments
Q1: The work breakdown structure can BEST be thought of as an effective aid for
communications.
A. Team
B. Project manager
C. Customer
D. Stakeholder
Q2: Which of the following is a KEY output of the Verify 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
PROJECT SCOPE MANAGEMENT February 2016
RefreshmentsRefreshments
Q3: A new project manager is being mentored by a more experienced certified project
management professional (PMP). The new project manager is having difficulty finding
enough time to manage the project because the product and project scope are being
progressively elaborated. The PMP certified project manager mentions that the basic
tools for project management, such as a work breakdown structure, can be used during
project executing to assist the project manager. For which of the following can a work
breakdown structure be used?
A. Communicating with the customer
B. Showing calendar dates for each work package
f fC. Showing the functional managers for each team member
D. Showing the business need for the project
PROJECT SCOPE MANAGEMENT February 2016
RefreshmentsRefreshments
Q4: One of the stakeholders on the project contacts the project manager to discuss
some additional scope they would like to add to the project. The project manager asks
for details in writing and then works through the Control Scope process. What should
the project manager do NEXT when the evaluation of the requested scope is complete?
A Ask the stakeholder if there are any more changes expectedA. Ask the stakeholder if there are any more changes expected.
B. Complete integrated change control.
C Make sure the impact of the change is understood by the stakeholderC. Make sure the impact of the change is understood by the stakeholder.
D. Find out the root cause of why the scope was not discovered during project planning.
PROJECT SCOPE MANAGEMENT February 2016
RefreshmentsRefreshments
Q5: Which of the following is CORRECT in regard to the Control Scope process?
A. Effective scope definition can lead to a more complete project scope statement.
B. The Control Scope process must be done before scope planning.
C. The Scope Control process must be integrated with other control processes.
D. Controlling the schedule is the most effective way of controlling scope.
PROJECT SCOPE MANAGEMENT February 2016
THANK YOU
PROJECT SCOPE MANAGEMENT February 2016