NEF3101 PROJECT MANAGEMENT

PROJECT SCOPE
MANAGEMENT
SHRUTI KANT
2021 (BLOCK MODEL)

Session 2(b)
Lesson Outcome 1

Project Scope Management - Knowledge Area 2

• Planning scope management

• Collecting the requirements

• Defining the scope

• Creating WBS

• Objective validation criteria

• Controlling the scope

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Project Scope Management
Processes

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Plan Scope Management
(Process 1)

• Plan Scope Management is the collection of processes used to ensure that

the project includes all the tasks required to complete the project while
excluding all work which is out of scope.
• Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project.
• The Scope Management Plan details how the project scope will be defined,
developed, and verified.
• The plan clearly defines who is responsible for managing the project’s scope
and acts as a guide for managing and controlling the scope.
• Provides a formal mechanism to limit, assess and authorise changes on a
consistent and transparent basis – given the high probability that the scope
will change.
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Requirements Management
Plan (RMP)

RMP is a component of the Project Management Plan that describes how

requirements will be analysed, documented, and managed. Components of the
requirements management plan can include, but are not limited to:
• How requirements activities will be planned, tracked, and reported;
• Configuration management activities such as: how changes to the product will be
initiated, how impacts will be analyzed, how they will be traced, tracked, and
reported, as well as the authorization levels required to approve these changes;
• Requirements prioritization process;
• Product metrics that will be used and the rationale for using them; and
• Traceability structure to reflect which requirement attributes will be captured on the
traceability matrix.
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Collect Requirement (Process 2)

Different requirements -
¢ Business requirements (Higher level needs);
¢ Stakeholder requirements (people, group or entity needs);
¢ Functional/technical requirement (required behaviour);
¢ Non-functional requirements or quality of service requirements (reliability,
support, safety, security etc.)
¢ Transition requirements (how to move from a present state to a future
state) or
¢ Quality requirements ( validating criteria)

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Components of Requirements
Documentation

• Business requirements, including:

o Business and project objectives for traceability;
o Business rules for the performing organization; and
o Guiding principles of the organization.
• Stakeholder requirements, including:
o Impacts to other organizational areas;
o Impacts to other entities inside or outside the performing organization; and
o Stakeholder communication and reporting requirements.

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Components of Requirements
Documentation (cont’d)
• Solution requirements, including:
o Functional and nonfunctional requirements;
o Technology and standard compliance requirements;
o Support and training requirements;
o Quality requirements; and
o Reporting requirements, etc. (solution requirements can be documented
textually, in models, or both).
• Project requirements, such as:
o Levels of service, performance, safety, compliance, etc.; and
o Acceptance criteria.
• Transition requirements.
• Requirement's assumptions, dependencies, and constraints.
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Defined roles and responsibilities
Responsibility Assignment Matrix (RAM) charts such as a “RACI” let each team
member know who is responsible for each activity and deliverable.
RACI Person
Activity Ann Ben Carlos Denny
Develop Schedule A R I I
Collect Requirements I A R C
Develop Test Plan I A R C
Develop Training A C I R
Plan

(R) Responsible - those who do the work

(A) Accountable - The one who:
oIs ultimately answerable for the completion of the deliverable
oDelegates the work to those responsible
oApproves the work that the responsible person provides
(C) Consulted – those whose opinions are sought (typically subject matter experts);
typically, this is a two-way communication
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(I) Informed – those who are kept up-to-date on progress; typically, this is a one-way
communication
Requirement Traceability Matrix

A requirements traceability matrix is a document that demonstrates the relationship

between requirements and other artifacts. It's used to prove that requirements have
been fulfilled

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Defining scope (Process 3)
¢ What is (inclusions) and what isn’t (exclusions) required
¢ Establishes a scope baseline for comparisons and updates
¢ Forms the foundation of the project plan
¢ Investigates if expectation meets capability
¢ Identifies the project deliverables, results and benefits

• Project scope statements should

contain at a minimum:
o Description of the project’s overall
objectives and the justification,
o Detailed descriptions of all project
deliverables,
o Characteristics and requirements of
products and services produced as 11
part of the project
Create WBS (Process 4)

¢ Decomposes the project

— What work must be performed?
¢ identifies all required activities

— How long will each activity take?

¢ determines the duration

— What resources can perform the work?

¢ determines who is needed

— How much investment is required?

¢ determines what budget is needed

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Create WBS: Output -Scope
Baseline
Components of the scope baseline are the approved version of:
• Project scope statement - includes the description of the project scope, major
deliverables, assumptions, and constraints.
• WBS – hierarchical decomposition of the total scope of work
• WBS Dictionary – provides detail regarding the deliverables, activities, and
scheduling information of each component of the WBS. WBS Dictionary may include:
n Code of Account Identifier
§ The scope baseline can
n Description of work be changed only
n Assumptions and Constraints through formal change
n Schedule Milestone control procedures and
is used as a basis for
n Resource required comparison.
n Cost Estimate § It is a component of the
n Acceptance criteria project management 13
n Quality Requirement plan.
Work Breakdown Structure
Guidelines
The following guidelines should be considered when
creating a work breakdown structure: Work Breakdown Structure
• The top level represents the final deliverable or project Example

• Sub-deliverables contain work packages that are

assigned to an organization’s department or unit
• All elements of the work breakdown structure don’t
need to be defined to the same level
• The work package defines the work, duration, and costs
for the tasks required to produce the sub-deliverable
• Work packages should not exceed 10 days of duration
• Work packages should be independent of other work
packages in the work breakdown structure
• Work packages are unique and should not be 14
duplicated across the work breakdown structure
Validate Scope (Process 5)

• Accepted Deliverables – deliverables that meet the acceptance criteria are

formally signed off and approved by the customer or sponsor.

• Change Requests – completed deliverables that have not been formally accepted
are documented along with the reasons for non-acceptance. Those deliverables
may require change request for defect repair.

• Work Performance Information – about project progress, such as which

deliverables have started, their progress, or finished or which have been accepted.

• Project Document Updates – as a result of the Validate Scope process, need

approval from the customer or sponsor in the form of signatures or signoffs.
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Control Scope (Process 6)

Work performance information - includes correlated and contextualized

information on how the project scope is performing compared to the scope
baseline. It can include the categories of the changes received, the identified
scope variances and their causes, how they impact schedule or cost, and the
forecast of the future scope performance. This information provides a foundation
for making scope decisions.

Change Requests - Analysis of scope performance can result in a change

request to the scope baseline or other components of the project management
plan. Change requests can include preventive or corrective actions, defect 16

repairs, or enhancement requests.

Review: Project Scope
Management Processes
This area includes collecting requirements, defining scope, creating the work breakdown structure (WBS), and
validating and controlling scope. Create a plan that documents how
the project scope will be defined,
Plan Scope Mgt;. Plan validated, and controlled
Scope Management Reqs Mgt. Plan

Project Charter Reqs Documentation

Collect
Reqs Traceability
Requirements
Matrix
Subdivide project
deliverables into smaller,
Determine, Workshops more manageable
document, and
Interviews
Benchmarking
Define Project Scope components Monitor
Scope Statement
manage Context
Diagrams
status of the
stakeholder needs Updates
project scope
and requirements Develop a and manage
to meet detailed Project Documents Create
Scope Baseline changes to
objectives description of WBS
(Scope Baseline, WBS,
WBS Di ctionary)
the scope
the project baseline
and product
Deco mposition Validate
Change Requests Accepted Deliverables
of Work Scope
Key:
Initiating
Planning
Executing Gain formal
Control
Monitoring & Controlling acceptance of Inspection
Scope
Change Requests
Closing completed project
deliverables

Note, additional inputs, outputs, tools and techniques not depicted may apply

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Project Scope is the work performed to deliver a product, service,
or result that satisfies specified features and functions
Lesson Outcome 2
Project Schedule Management – Knowledge Area 3
§ Planning schedule management
§ Defining activities
§ Sequence Activities
§ Estimating Activities durations
§ Developing the schedule
§ Controlling the schedule

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PROJECT
SCHEDULE
MANAGEMENT
PROCESSES

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(PMBOK 2017, p.106)

Plan Schedule Management
(Process 1)

Schedule Management (SMP)

- is a component of the Project Management Plan that establishes the criteria and the
activities for developing, monitoring, and controlling the schedule.

- it may be formal or informal, highly detailed or broadly framed, based upon the
needs of the project, and includes appropriate control thresholds.

- is a document that will guide and direct how the project schedule is ultimately
managed throughout the project.

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Site to view SMP and other templates: [Link]
Define Activities (Process 2)
Define Activities is the process of identifying and documenting the
specific actions to be performed to produce the project deliverables.

The key benefit of this process is to break down work packages into activities that
provide a basis for estimating, scheduling, executing, monitoring, and controlling the
project work.

Activity List - Recall that WBS is more like an activity list of work has to be performed
throughout the project.
Activity Attributes - Activities, distinct from milestones, have durations, during which the
work of that activity is performed, and may have resources and costs associated with that
work.
Milestone List - A milestone is a significant point or event in a project.
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Sequence Activities (Process 3)
Sequence Activities is the process of identifying and documenting
relationships among the project activities.

PROJECT SCHEDULE NETWORK DIAGRAM - PRECEDENCE DIAGRAMMING METHOD (PDM)

• Precedence Diagramming Method also known as Activity-on-Node (AON).

• The precedence diagramming method (PDM) is a technique used for
constructing a schedule model in which activities are represented by nodes and
are graphically linked by one or more logical relationships to show the sequence
in which the activities are to be performed.
• PDM helps to understand project dependencies visually.

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Estimate Activity Duration
(Process 4)

Estimate Activity Durations is the process

of estimating the number of work periods
needed to complete individual activities
with estimated resources.

q Outputs:
• Duration estimates
• Basics of estimates
• Project Documents updates

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Develop Schedule (Process 5)
Develop Schedule is the process of analyzing activity
sequences, durations, resource requirements, and
schedule constraints to create the project schedule
model.

§ Network diagrams and/or Gantt charts create schedules

§ Schedule activities to start as-soon-as-possible
§ Activities can be sequenced in–series or in parallel
§ Milestones signify significant points in time (zero
duration)
§ Relationships may be mandatory, others discretionary
§ Schedules often represent intent; not necessarily reality
unless they are updated regularly
§ Work backwards to try and eliminate errors and time
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Control Schedule (Process 6)
Control Schedule is the process of monitoring the status of
project activities to update project progress and
manage changes to the schedule baseline to achieve the plan.

To effectively control the project schedule, the OUTPUTS:

following actions should be considered: • Work performance
§ updating changes to the schedule as they occur information
§ determining the current reporting date of the project Schedule
§ assessing the current status of the project against forecasts
the published plan to identify true performance • Change requests
§ re-scheduling remaining activities • Project management plan
§ re-circulating the agreed schedule revision updates Project documents
§ conducting retrospective reviews and
updates Organizational
walkthroughs to record lessons learned process assets updates 25
Review: Schedule Management -
Process Activities
Time management includes all activity related to developing and
managing the project schedule.
Establish the policies,
P la n procedures, and
S c h ed u l e S c h ed u l e M g t . P la n Define and document specific
M a n a g e m en t documentation for planning,
actions to be performed to
developing, managing,
produce project deliverables
executing, and controlling
P r o jec t C h a r te r D e fin e
A ct iv itie s
A ct iv ity L is t the project schedule
M il es t o n e Lis t

E xp . Ju d g m e n t
S c o p e B a s e li n e D e co m p o s it io n S e q u en c e P r o jec t S ch e d u l e
R o llin g W a v e A ct iv itie s N et w o r k D i a g r a m s
P la n n in g

Identify and document

Monitor the
PDM A ct iv ity R es o u rc e
relationships among project D e p en d e n c ies
E xp . Ju d g m e n t
R e q u ir em e n ts
L ea d s / L a g s
status of project
RBS
activities B o t to m U p
P M IS
activities to
update project
progress and
E s tim a t e A ct iv ity D u ra tio n
A ct iv ity D u ra tio n s E s tim a t es

manage
changes to the
Estimate the number of work periods E xp . Ju d g m e n t
A n a lo g o u s S c h ed u l e B a s e lin e schedule
needed to complete individual activities P a r a m e tr i c
D e v el o p
P r o jec t S ch e d u l e
3 P o in t
S c h ed u l e
P r o jec t C a le n d a r s baseline to
Key: with estimated resources R e s e rv e A n a l .

Initiating achieve the plan

Planning Analyze activity sequences, durations, Critical Path
Compress ion
Executing
resource requirements, and schedule
Resource C o n t ro l
S c h e d u l e F o r e ca s ts
Optimization S c h ed u l e
Monitoring & Controlling PMIS

Closing constraints to create the project schedule

Note, additional inputs, outputs, tools and techniques not depicted may apply

(Tiede n.d.)
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End of Session 2(b)
Any questions?

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