Professional Diploma in

Project Management
Unit 4

Project Scope
 In This Unit

• Define Project and Product scope

and the differences between them
• Identify how Scope interacts with
later knowledge areas like Cost and
Schedule
• Understand how to collect
requirements and how to shape
those requirements into a Work
Breakdown Structure
• Identify the means to control and
validate scope.

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Planning Performance Domain

Planning organises, elaborates and coordinates the project

work throughout the project
The Planning Performance Domain addresses activities and
functions associated with the initial, ongoing and evolving
organisation and coordination necessary for delivering
project deliverables and outcomes.

Scope Management is part of the Planning Performance

Domain
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Scope Management
• Scope is the sum of the products, services and results to be provided
as a project.
• The term project scope is sometimes viewed as including 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.
• Scope creep means uncontrolled changes that cause the team to do
extra work.
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What is the scope of
Scope Management?
Does the scope include all of the stuff that I make, like a project schedule
or a budget?
What about things that are used to build the product but not actually
delivered to the people who use it?
Yes, the project scope includes every single thing made by you and the team,
and that includes the project plan and other project management documents.
There are plenty of things on a project that are deliverables, but which the
people who use the product will never see…like a project schedule,
specifications, blueprints, and budgets.
And while some of these things are made by the project manager, there are a
lot of them that aren’t, and it’s not your job to figure out what goes into them.
You just need to make sure they get done.

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Scope Interactions
The scope baseline for a project is the approved version of the project scope
statement, work breakdown structure (WBS), and its associated WBS dictionary.
A Baseline can be changed only through formal change control procedures
A Baseline is used as a basis for comparison while performing Validate Scope and
Control Scope processes as well as other controlling processes.
Completion of the project scope is measured against the project management plan .
Completion of the product scope is measured against the product requirements.
The Project Scope Management processes need to be well integrated with the other
Knowledge Area processes, so that the work of the project will result in delivery of the
specified product scope.

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Scope Themes
• Project work is driven by project requirements.
• Project requirements can come from any or all stakeholders
• Once project scope is agreed – the Project manager avoids
unnecessary changes to scope.
• Creating the Work Breakdown Structure is an extremely important
process
• If it’s not in the WBS it is not in the project!
• Gold plating is not acceptable

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Scope Themes
• Product scope means the features and functions of the product or service
being built. Project scope means the work that’s needed to build the
product.
• Functional requirements are the behavior of the product. Nonfunctional
requirements are implicit expectations about the product.
• Scope Management is about figuring out all of the work that’s going to be
needed for the project, and making sure only that work is done—and nothing
else.
• The Scope Management plan is created as part of the Project Management
plan. It defines the process you’ll use for defining scope and managing
changes to it.

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Scope and the Process Groups
Planning
Performance PROCESS GROUPS
Domain
Monitoring &
Initiating Planning Executing
Controlling

Plan Scope
Management

Collect Validate Scope

SCOPE Requirements
Control Scope
Define Scope

Create WBS

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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, developed, monitored,
controlled and validated, and controlled.
The key benefit:
• Provides guidance and direction
• This process is performed once

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Plan Scope Management

Inputs T&Ts Outputs

- Project Charter

- Scope
- Expert Judgement Management Plan
- Project
Management Plan - Data Analytics
•Quality Management Plan - Meetings - Requirements
•Project Life Cycle Management Plan
Description
•Developmental Approach

- EEF
- OPA

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Delivery Performance Domain

The Delivery Performance Domain addresses activities and

functions associated with delivering the scope and quality
that the project was undertaken to achieve.

Collect Requirement is part of the Delivery Performance

Domain

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Collect Requirements

• Collect Requirements is the process of determining, documenting, and managing stakeholder needs
and requirements to meet objectives.
• The key benefit:
• provides the basis for defining the product scope and project scope
• process is performed once or at predefined points in the project

• Requirements include conditions or capabilities that are required to be present in a product, service,
or result to satisfy an agreement or other formally imposed specification.
• Requirements include the quantified and documented needs and expectations of the sponsor,
customer, and other stakeholders.
• These requirements need to be elicited, analysed, and recorded in enough detail to be included in the
scope baseline and to be measured once project execution begins. Requirements become the
foundation of the WBS. Cost, schedule, quality planning, and procurement are all based on these
requirements.

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Collect Requirements
Inputs T&Ts Outputs
- Project Charter - Expert
Judgement
- Data Gathering
- Project - Data Analytics - Requirements
Management Plan - Data Documentation
• Scope management Presentation
plan. - Interpersonal
• Requirements
- Requirements
Team Skills Traceability Matrix
management plan.
• Stakeholder - Decision Making
engagement plan.
- Context Diagram
- Prototypes
- Business Docs
- Agreements
- EEF
- OPA

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 Data Presentation

● Affinity diagrams. Affinity diagrams allow large ● Mind mapping. Mind mapping consolidates ideas created
numbers of ideas to be classified into groups for through individual brainstorming sessions into a single map to
review and analysis. reflect commonality and differences in understanding and to
generate new ideas.
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Interpersonal Skills:
Facilitation

• Facilitation skills are used in the following situations, but are not limited to:

● Joint application design/development (JAD). JAD sessions are used in the software development industry.
These facilitated sessions focus on bringing business subject matter experts and the development team
together to gather requirements and improve the software development process.

● Quality function deployment (QFD). In the manufacturing industry, QFD is another facilitation technique that
helps determine critical characteristics for new product development. QFD starts by collecting customer
needs, also known as voice of the customer (VOC). These needs are then objectively sorted and prioritized, and
goals are set for achieving them.

● User stories. User stories, which are short, textual descriptions of required functionality, are often developed
during a requirements workshop. User stories describe the stakeholder role, who benefits from the feature
(role), what the stakeholder needs to accomplish (goal), and the benefit to the stakeholder (motivation).

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Context Diagram

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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 product,
service, or result boundaries and acceptance criteria.

• Since all the requirements identified in Collect Requirements may not

be included in the project, the Define Scope process selects the final
project requirements from the requirements documentation
developed during the Collect Requirements process. It then develops
a detailed description of the project and product, service, or result.

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Define Scope
Project
Initiation Documentation of:
• Major Deliverables
• Assumptions In an iterative approach
• Constraints the high-level vision will
be developed for the
overall project, and a
detailed scope is
determined one iteration
at a time.
Project
Planning Defining and Describing
• Existing Risks, assumptions, constraints are
analysed for completeness and added and
updated as necessary

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Define Scope

Inputs T&Ts Outputs

- Project Charter
- Expert
Judgement
- Project - Data Analytics - Project Scope
Management Plan - Data Statement
• Scope management Presentation
plan. - Interpersonal
• Requirements
- Project
Team Skills Document Update
management plan.
• Stakeholder - Decision Making
engagement plan.
- Product Analysis

- Project Docs
- EEF
- OPA

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Project Scope Statement

● Product scope description. Progressively elaborates the characteristics of the product,

service, or result described in the project charter and requirements documentation.

● Deliverables. 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. Deliverables also
include ancillary results, such as project management reports and documentation. These
deliverables may be described at a summary level or in great detail.

● Acceptance criteria. A set of conditions that is required to be met before deliverables are
accepted.

● Project exclusions. Identifies what is excluded from the project. Explicitly stating what is
out of scope for the project helps manage stakeholders’ expectations and can reduce scope
creep.

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Create WBS

Create WBS is the process of subdividing project deliverables and project work into smaller,
more manageable components called work packages. A work package can be used to group the
activities where work is scheduled and estimated, monitored, and controlled. In the context of
the WBS, work refers to work products or deliverables that are the result of activity and not to
the activity itself.

The key benefit of this process is

• a framework of what has to be delivered.
• This process is performed once or at predefined points in the project.

The WBS organises and defines the total scope of the project and represents the work specified
in the current approved project scope statement.

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Create WBS

Inputs - Project T&Ts Outputs

Management Plan
• Scope management
plan.
• Requirements - Scope
management plan. Baseline
• Stakeholder - Expert
engagement plan. Judgement
- Decomposition - Project
Document
- Project Docs Updates
- EEF
- OPA

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Decomposition

• Dividing and subdividing the project scope and project deliverables into smaller, more
manageable parts.
• The work package is the work defined at the lowest level of the WBS for which cost and
duration can be estimated and managed.
• The level of decomposition is often guided by the degree of control needed to effectively
manage the project.
• The level of detail for work packages will vary with the size and complexity of the project.
• Decomposition of the total project work into work packages generally involves the following
activities:
● Identifying and analysing the deliverables and related work
● Structuring and organizing the WBS,
● Decomposing the upper WBS levels into lower-level detailed components,
● Developing and assigning identification codes to the WBS components, and
● Verifying that the degree of decomposition of the deliverables is appropriate.

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Scope Baseline

The scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed
only through formal change control procedures and is used as a basis for comparison.
• It is a component of the project management plan. Components of the scope baseline include:
● Project scope statement. The project scope statement includes the description of the project scope, major deliverables,
assumptions, and constraints.
● WBS. The 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.
● Work package. The lowest level of the WBS is a work package with a unique identifier. These identifiers provide a structure for
hierarchical summation of costs, schedule, and resource information and form a code of accounts. Each work package is part of
a control account. A control account is a management control point where scope, budget, and schedule are integrated and
compared to the earned value for performance measurement. A control account has two or more work packages, though each
work package is associated with a single control account.
● Planning package. A control account may include one or more planning packages. A planning package is a work breakdown
structure component below the control account and above the work package with known work content but without detailed
schedule activities.
● WBS dictionary

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WBS dictionary
WBS dictionary provides detailed deliverable, activity, and scheduling information about each component
in the WBS. The WBS dictionary is a document that supports the WBS. Most of the information included in
the WBS dictionary is created by other processes and added to this document at a later stage.

Information in the WBS dictionary may include but is not limited to:
• Code of account identifier,
• Description of work,
• Assumptions and constraints,
• Responsible organisation,
• Schedule milestones,
• Associated schedule activities,
• Resources required,
• Cost estimates,
• Quality requirements,
• Acceptance criteria,
• Technical references, and
• Agreement information.
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WBS in Graphical Layout - Vertical

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WBS in Graphical Layout - Vertical

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WBS
The Create WBS process is a really important process on the exam.
● You create the WBS by decomposing large work products into work packages.

● To finalize the WBS, control accounts are established for the work packages.

● The WBS dictionary is a description of each work package listed in the WBS.

● The inputs to WBS creation are the outputs to the Define Scope and Collect
Requirements processes: the requirements document and the project scope
statement.
● As you decompose the work, you find new information that needs to be added to the
requirements document and the project scope statement. That information is treated
as a change and goes through change control. Once it’s approved, it can be added into
the document, and that kicks off the planning cycle again.

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 Activity
The Doghouse Project

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 Activity
Group Exercise
Building a WBS for the Doghouse Project
Step 1. Partition the project into its major activities
(here, we are using a verb-oriented approach).
Step 2. Partition the major activities into work tasks.
Step 3. Check each work task for the six characteristics
of a task, and further partition any that do not fully
comply.

Six characteristics described as follows:

• Status/completion is measurable
• Start/end events are clearly defined
• Activity has a deliverable
• Time and cost are easily estimated
• Activity duration is within acceptable limits
• Work assignments are independent

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 Group Exercise

Six characteristics described as follows:

Status/completion is measurable
Start/end events are clearly defined
Activity has a deliverable
Time and cost are easily estimated
Activity duration is within acceptable limits
Work assignments are independent

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 1.0 Doghouse Project

1.1 Obtain Design 1.2 Obtain 1.3 Cut Lumber 1.4 Assemble 1.5 Finish roof 1.6 Decide on 1.7 Set in place
materials and to specifications doghouse with shingles location and
Tools position in yard

2.2.1 Go to store 2.3.1 Make 2.4.1 Assemble 2.5.1 Nail

measurements frame and floor shingles to top
structure roof board

2.2.2 Borrow 2.3.2 Cut lumber 2.4.2 Assemble

Power saw floor structure

3.2.1 2.4.3 Assemble

Instructions from wall frames
neighbour

2.2.3 Search for 2.4.4 Assemble

hammer roof trusses

2.4.5 Install roof

trusses

2.4.6 Install sub

roofing

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Delivery Performance Domain

The Delivery Performance Domain addresses activities and

functions associated with delivering the scope and quality
that the project was undertaken to achieve.

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Completion of Deliverables

Depending on the approach used, there are different ways to

describe component or project completion:

• Acceptance or completion criteria

• Technical Performance measures
• Definition of Done

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Quality of Deliverables

Quality is more than just scope and requirements. Scope and

requirement focus on what needs to be delivered. Quality
focuses on the performance levels that need to be met.

Quality requirements may be reflected in the completion

criteria, definition of done, statement of work or the
requirements documentation.

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Validate Scope

• Validate Scope is the process of formalising acceptance of the completed project

deliverables. The key benefit of this process is that it brings objectivity to the
acceptance process and increases the probability of final product, service, or result
acceptance by validating each deliverable. This process is performed periodically
throughout the project as needed.
• The verified deliverables obtained from the Control Quality process are reviewed
with the customer or sponsor to ensure they are completed satisfactorily and have
received formal acceptance of the deliverables by the customer or sponsor. In this
process, the outputs obtained as a result of the Planning processes in the Project
Scope Management Knowledge Area, such as the requirements documentation or
the scope baseline, as well as the work performance data obtained from the
Execution processes in other Knowledge Areas, are the basis for performing the
validation and for final acceptance.

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Validate Scope

Inputs - Project T&Ts Outputs - Accepted

Management Plan Deliverables
• Scope management
plan
• Requirements - Work
management plan Performance
• Scope Baseline Information
- Inspection
- Decision Making
- Change
- Project Docs Requests
- Verified
Deliverables - Project
- Work Document
Performance Data Updates

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6. 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 that the scope baseline is maintained throughout the
project. This process is performed throughout the project.
• Controlling the project scope ensures all requested changes and recommended corrective
or preventive actions are processed through the Perform Integrated Change Control
process.
• Control Scope is also used to manage the actual changes when they occur and is integrated
with the other control processes.
• Change is inevitable; therefore, some type of change control process is mandatory for every
project.

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 Control Scope

Inputs T&Ts Outputs - Work Performance

- Project Management Plan - Data Analysis Information
• Scope management plan • Variance Analysis
• Requirements management plan
• Trend Analysis - Change Requests
• Change Management Plan
• Configuration Management Plan - Project Management Plan
• Scope Baseline Updates
• Performance Measurement Scope Management Plan
Baseline Scope Baseline
Schedule Baseline
Cost Baseline
- Project Docs Performance Measurement
Baseline
- Work Performance Data
- OPA
- Project Documents
Updates

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 Summary
• Define Project and Product scope
and the differences between them
• Identify how Scope interacts with
later knowledge areas like Cost and
Schedule
• Understand how to collect
requirements and how to shape
those requirements into a Work
Breakdown Structure
• Identify the means to control and
validate scope.

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