Module 5: Scope Management

We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the

use of their intellectual property in this curriculum.

By the end of this module, you will be able to:• Differentiate Product Scope from Project Scope• Understand the purpose and value of a Work

Breakdown Structure (WBS)• Develop a WBS

Objectives – Scope Management

What is Scope Planning?“Includes the processes required to ensure that a project plan includes all the work required and only the work required to complete the project successfully.”

Scope: “The sum of the products and services to be provided as a project.”

Scope Planning: “The process of progressively elaborating and documenting the project work…”

-PMBOKGuide

2 Levels of Scope ManagementThe What:

• non-technical

• understandable

• what it is and does

• features

• stakeholder-oriented

The How:

• detailed work

•particular approach

• detailed specifications

• project team-oriented

Statement of WorkA documented description of the project output, approach, and content.

•Describes the work to be performed

•Usually drafted by the project team and approved by the project sponsor

•Helps build consensus among key stakeholders

•Provides basis for go/no go decision

Work Breakdown Structure (WBS)

• A deliverable oriented grouping of project elements which organizes and defines the total scope of the project.

• Each descending level represents an increasingly detailed definition of a project component.

• Project components may be products or services

Copyright© 1999 Project Management Institute, Inc.

DEFINITION

The WBS – in other words…

A WBS just takes the project scope, puts it in some kind of outline/hierarchy, and then breaks it down into smaller packages of work (“work packages”) that can be used to estimate time, costs and resources.

The WBS is the Basis For...Integration • Project Management Plan

Scope • Scope Planning• Scope Definition• Create WBS

Time • Activity Identification• Activity Sequencing• Activity Resource Estimating• Activity Duration Estimating• Schedule Development

Cost • Cost Estimating• Cost Budgeting

Quality • Quality Planning

Human Resources • Human Resource Planning

Communication • Communications Planning

Risk • Risk Management Planning• Risk Identification• Qualitative /Quantitative Risk Analysis• Risk Response Planning

Procurement • Plan Purchases and Acquisitions• Plan Contracting

Furthermore, the WBS is a principle input that serves as a basis for:

• The responsibility matrix• Organizational structure• Coordination of objectives• Project performance measures

Graphical WBS Format

Level 1

Level 2 Level 2 Level 2

Level 3 Level 3 Level 3 Level 3

Level 4 Level 4

Level 5

Level 6

Levels 1-3are the

PM’sresponsibility

Program

Project

Task

Sub task

Work package

Level of effort

Levels 4-6are

Functionalresponsibilities

Indented WBS Format PARTIAL BUILD OUT

Delta River Project1.0 Reduce Volume of Fecal Waste

1.1 Monitoring1.1.1 Base-line surveys

1.1.1.1 Houses w/latrines1.1.2.2 Houses w/o latrines

1.1.2 Quality surveys1.1.2.1 6-month samplings1.1.2.2 Annual samplings1.1.2.3 Site visits

1.2 Public Awareness Campaigns1.2.1 Materials Preparations

1.2.1.1 Identify messages1.2.1.2 Create materials1.2.1.3 Publish materials

1.2.2 Implement Campaign1.2.2.1 Distribute Printed materials

1.2.2.2 Radio announcements1.2.2.3 classroom programs

1.3 Build Latrines1.3.1 Pre-construction

1.3.1.1 Plan approval by Government1.3.1.2 Engineering Specs1.3.1.3 Plan approval by EPA1.3.1.4 Ground water study

1.3.2 Latrine construction1.3.2.1 Stakeholder engagement1.3.2.2 Home owner’s approval1.3.2.3 Site availability1.3.2.3 Latrine maintenance education

1.3.3 Procurement1.3.3. 1 Labor 1.3.3.2 Materials

1.3.3.2.1 latrine construction1.3.3.2.2 latrine maintenance

1.3.3.3 Permits1.3.3.4 Licenses1.3.3.5 Storage1.3.3.6 Security

Steps for Completing a WBS

1. Identify the major deliverables the project will produce (no more than 20 for a project)

2. Break the major deliverables into increasingly detailed sub-deliverables, each of which should be manageable

3. The work should be divided into discrete elements that can be controlled

From LogFrame to High-Level WBS

Project Description

GOAL To contribute to improved health, particularly of under 5s and the general health of the river ecosystem.

Objective Improved quality of river water.

Outputs 1.1 Reduced volume of fecal waste discharged into river1.2 Reduced volume of household refuse directly dumped into the river system

Activities 1.1.1 Establish/implement fecal-waste monitoring system1.1.2 Prepare and deliver fecal-waste awareness campaign1.1.3 Implement latrine construction initiative1.1.4 Etc.

The Project Description Statements in the LogFrame can serve as the basis for the articulation of major components of the High-Level Work Breakdown Structure.

Step One (partial build out)

Project

Work Packages

Components

Sub-Components

Tasks

Caution! Common Omissions• Initial Start Up Activities

– Hire staff, arrange facilities, establish systems, security, etc.

• Project Planning and Control• Training Development and Training Activities

• Communications • Donor reports, • local community reports• meetings with stakeholders at all levels (govt., private sector,

donors, etc.)

• Monitoring and Evaluation– Base-line surveys, quality surveys, site visits, etc.

• Project Close Out Activities

Adding Detail to the WBS

Do not hesitate to add additional columns to the WBS. Important components of the work plan, like Project Management and Administration are often missing from the logframe and need to be added to the WBS to ensure that you have comprehensive and complete Project Plans, Budgets, Schedules, etc.

Additional Tips and Advice!• If you have trouble defining the elements of the project, your

Scope Statement or Statement of Work may be too general• The 8-80 Rule - The lowest level element of a WBS should be

achievable between 8 and 80 hours of work time• Validate your WBS –

– Are all major elements identified at the top level?– Are they decomposed into measurable components?– Are lower level items necessary? All inclusive?– Would stakeholders agree the WBS is satisfactory?– Can elements be scheduled, budgeted, and assigned to a unit that

will accept responsibility?– Is there too much or too little visibility and control?– Can status reports be generated at all levels?

Translating the WBS Into the Plan

• The WBS identifies the work to be delivered• Developing the plan requires that work be quantified• Quantify by estimating expected –

– Duration– Cost– Resources

• Estimating is a deliberate process– Quality of the estimate leads to quality of the project