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.


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.


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.


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.


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.


INPUTSINPUTS



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.


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.


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”


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.



C RCollect Requirements

“The process of defining and documenting stakeholders’ needs to meet the project


objectives”.

p Techniques p


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


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.



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.



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.



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.



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


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


p q p p y p

from having undue influence on the outcome


d) Idea/mind

mapping

A mind map is a

diagram of ideas

or notes to help

generate, classify,

or record

information.


Concept Mapping, Mind Mapping, Tree Diagrams, Spider Diagrams


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.


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.



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.



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

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.



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.


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


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


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”.


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.


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.


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.



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.



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.


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



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


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


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


2. Project scope statement

1. Decomposition

2. Expert judgment

1. Scope baseline

2. Project documents updates

3. Requirements

documentation

4. Enterprise environmental

factorsfactors


assets

The key benefit of this process is that it provides a structured vision of what has to be delivered


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.


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


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


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.


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.


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


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


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.


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.


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.


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 ”


The process of formalizing acceptance of the project scope by the stakeholders.


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


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.


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.


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.



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


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.


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.




Relationship between Validate Scope and Control Quality

C SControl Scope



2. Requirements

documentation

3 Requirements traceability

1. Variance analysis 1. Work performance

information

2. Change requests

3 Project management plan3. Requirements traceability

matrix




updates



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.


INPUTSINPUTS1. Project Management Plan

Scope baseline

Scope management plan.

Change management plan.

Configuration management plan.

Requirements management plan Requirements management plan.


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.



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.


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.


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.


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.


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



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



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.



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.


THANK YOU


Project Scope Management

Leadership & Management

Transcript of Project Scope Management