Created by ejlp12@gmail.

com, June 2010

5 - Project Scope Management

Project Management Training
Project Scope Management
Monitoring &
Controlling Processes
Planni
ng
Processes

Enter phase/ Initiating Closing Exit phase/

Start project Processes Processes End project

Executing
Processes

Process
Knowled
ge Initiating Planning Executing Closing
Area Monitor
ing &
Contol

Collect
Verify
Scope Requirements
Scope
Define Scope
Control
Create WBS
Project Scope Management

• Process to ensure that the project includes all-and-only the work

required, to complete the project successfully

• Scope can refer to Product Scope & Project Scope

• Scope Management Plan (part of Develop Project Mgmt Plan)

– How will I do the scope?
– Provides guidance on how project scope will be defines, documented, verified,
managed, and controlled by project management team

• Don’t assume that requirements were determined before project began (not part of the
project)
• Attitude to say no to unnecessary scope. It should go to project approval
process
5.1 Collect Requirements
• The process of defining and documenting stakeholders’ needs to meet the
project objective
– Balance stakeholder’s requirement: prioritizing requirement & resolve
conflicts

Tools &
Inputs Outputs
Techniques
1. Project charter 1. Interviews 1. Requirement
2. Stakeholder register 2. Focus groups s document
3. Facilitated workshops 2. Requirements
4. Group creativity management
techniques plan
5. Group decision 3. Requirements
making techniques traceability
6. Questionnaires matrix
and surveys
7. Observations
8. Prototypes
Collect Requirement Techniques (1)
• INTERVIEWS: Directly talk with stakeholders

• FOCUS GROUPS: Interactive discussion with qualified Stakeholders & Subject

matter experts

• FACILITATED WORKSHOPS: Focused cross functional stakeholders.

– JAD Joint application design,
– QFD Quality function development
Helps determine critical characteristic of new product development
Start by collecting customer need - VOC: Voice of the Customers
Collect Requirement Techniques (2)
• GROUP CREATIVITY TECHNIQUES:
– Brainstorming,
– Nominal group technique: enhance brainstorming with voting and ranking
– Delphi Technique: some expert answer questionnaire and give anonimity
feedback
– Idea/mind mapping,
– Affinity Diagram: sort idea into groups

• GROUP DECISION MAKING TECHNIQUES:

– Unanimity,
– Majority (>50%),
– Plurality,
– Dictatorship
Affinity Diagram
• Requirement sorted into groups by similarities
– Easier to see additional scope (risk) that have not been
identified

Image Source: PMP Exam Preparation 6th Edition, Rita Mulcahy

Collect Requirement Techniques (3)
• QUESTIONNAIRE AND SURVEYS: wide number of respondents

• OBSERVATION/JOB SHADOWING: viewing individual in their environment

• PROTOTYPES: early feedback by providing a working model

Balance Stakeholder’s Requirement
• There is a need to balance stakeholder’s requirement
• Some issue are so complex they cannot be resolved by PM alone
• Facilitate the resolution of competing requirement, consider:
• business case,
• project charter,
• project scope statement,
• project constraints

• What you can do:

• Conflict resolution, team building, meeting, problem solving skills, escalation,
approval from stakeholder

• Stakeholder request to do or add something that is not related to the

reason of project created should be rejected!
Requirement Document
• Output of the Collect Requirement process
• Helps make sure the requirements clear and unambiguous.

• How will we know if the work we do will acceptability meet

this requirement?

• Rule of thumb
– Specific (Unambiguous)
– Measurable (How will we know we have finished?)
– Achievable (Can we do it?)
– Relevant (Is it the right thing to do?)
– Timed (When will we do it?)
5.2 Define Scope
• Process of developing a detailed description of the project and product
– Project scope statement may includes product scope, deliverables, product
acceptance criteria, out of scope, additional risk, constraints &
assumptions

Tools &
Inputs Outputs
Techniques
1. Project charter 1. Expert judgment 1. Project scope statement
2. Requirements 2. Product analysis 2. Project
documentatio 3. Alternatives document
n Identificatio updates
3. Organizational n
process assets 4. Facilitated
workshops
Define Scope

• Concern with what is and is not included in the project and

its deliverables
• You should maintain a realistic schedule and budget that can
achieve the project’s scope
– Iteration process should be done to maintain it
– Looking for options to adjust the project

Product Analysis
• Analyze the objective and description of the product stated by
the customer/sponsor and turn them into tangible deliverables.
• Project lifecycle term
Project Scope Statement
• The primary result of the Define Scope process
• Along with the WBS and WBS dictionary, comprise the
scope baseline is part of project management plan.

• May includes:
– Product scope
– Deliverables
– Product acceptance criteria
– What is not part of the project (out of scope)
– Additional risks
– Constraints and assumptions :
Constraints: factors that limit the team’s options
Assumptions: Things that assumed to be true (may not be true)
5.3 Create WBS
• Process of subdividing project deliverables and project work into smaller,
more manageable components.

Tools &
Inputs Outputs
Techniques
1. Project scope statement 1. Decomposition 1. WBS
2. Requirements 2. WBS dictionary
documentatio 3. Scope baseline
n 4. Project
3. Organizational document
process assets update

• WBS does not show dependencies

• Dividing work package into activities is part of the time management
process (Define Activities)
Create WBS
• WBS includes the project management works.
• Work package: lowest level WBS component which can be scheduled, cost
estimated, monitored and controlled.
• WBS Structure can be organized by
– Phases
– Major deliverables
– Subprojects e.g. contracted work
• Beware of excessive decomposition. It can lead to non-productive management
effort, inefficient use of resources (performing work)
• Control account: management control point for performance measurement (one or
more work packages)
• WBS dictionary provides more detailed components, e.g. description of work,
responsible organization, acceptance criteria
• Agreed Scope baseline includes project scope statement, WBS, WBS dictionary
WBS Sample

Image Source: Practice Standard for WBS 2nd Edition. PMI © 2006
WBS
• 100% rule: WBS includes 100% of the work defined by project scope and
capture ALL deliverables (external, internal, interim) in term of work to be
completed including project management.
• WBS creation method:
– Top-Down
– Bottom up
– WBS Standard
– WBS Templates
• Don’t mind with WBS view
– Outline View
– Tabular View
– Tree structure view (vertical, horizontal, centralized)
WBS Dictionary Sample
Includes (but not limited • Resource required
•to): Code of account identifier • Cost estimates
• Description of work • Quality
• Responsible organization requirements
• List of schedule milestone
• Acceptance criteria
• Associated schedule
• Technical
activities references
• Contract Information

Image Source: Practice Standard for WBS 2nd Edition. PMI © 2006
WBS Dictionary Sample (2)

Source: http://www.brighthub.com/office/project-management/articles/52388.aspx
5.4 Verify Scope
• Process of formalizing acceptance of the completed project deliverables.

Tools &
Inputs Outputs
Techniques
1. Project scope statement 1. Inspection 1. Accepted deliverables
2. Requirements 2. Change requests
documentatio 3. Project
n document
3. Requirement updates
traceability
matrix
4. Validated
deliverables
Verify Scope
• Different with quality control which concerned with
correctness of deliverables. Can be performed before or parallel

• NOT making sure you have the right scope during project
planning
• But, to gain formal acceptance of deliverables during monitoring
and control.

• Inspection = review, product reviews, audits, walkthroughs

– Measuring, examining, verifying to determine work and deliverables are
meet requirement & product acceptance criteria
Control Scope
• Process of monitoring the status of the project and product scope
and
managing changes to the scope baseline
– The cause and degree of variance relative to the scope baseline
– Decide corrective/preventive action required

Tools &
Inputs Outputs
Techniques
1. Project management 1. Variance analysis 1. Work performance
plan measurements
2. Work performance 2. Organizational
information process assets
3. Requirement updates
s document 3. Change requests
4. Requirement 4. Project management
traceability plan updates
matrix 5. Project
5. Organizational document
process assets updates
Control Scope
• Relation with Perform Integrated Change Control Process

Need for Potential impact to scope

scope change found in Control Cost,
during Control Schedule, etc.
Control Scope

Perform
Integrated Change Control
* Accept or reject the change? *

Return to
Control Scope
to process the
approved change

Image redrawn from: PMP Exam Preparation 6th Edition, Rita Mulcahy
 Next topic:
Project Time Management

Thank You