Nazlawi business college

Chapter 5
Project scope management
 Introduction

• Project Scope Management includes the

processes required to ensure that the project
includes all the work required, and only the
work required. And it’s concerned with
defining and controlling what is and is not
included in the project
 Product & Project scope

• “Scope” Defined:
• The sum of the products and services to be provided by a
project.
• What the project will deliver and …
• ….what the project will not deliver
• Product Scope: features and functions that characterize a
product, service, or result.
• Project Scope: work performed to deliver a product,
service, or result with the specified features and functions
 Product & Project scope
• The term “project scope” is sometimes viewed as including product
scope
• Project Scope is measured against the Project Management Plan
• Product Scope is measured against the Product Requirements
• Project life cycles can range along a continuum from predictive
approaches at one end to adaptive or agile approaches at the other
• In predictive life cycle the deliverables are defined at the beginning of
the project and any changes to the scope are progressively managed
• In adaptive/agile life cycle the deliverables are developed over multiple
iterations where detailed scope is defined and approved for each
iteration when it begins.
• Projects with adaptive life cycles are intended to respond to high
levels of change and require ongoing stakeholder engagement
 2
• Overall scope of an adaptive project will be decomposed into a set of
requirements and work to be performed, sometimes referred to as a product
backlog
• At beginning of each iteration the team determine how many of highest priority
item on backlog can be delivered on next iteration. Three Process are repeated
each iteration (Collect Requirements, Define Scope and Create WBS)
• In predictive life cycle Collect Requirements, Define Scope and Create WBS are
performed at the beginning of the project and updated as necessary using
change control process
• In adaptive/agile the sponsor and customer representatives should be
continuously engaged with the project to provide feedback on deliverables
• In predictive projects, the scope baseline for the project is the approved version
of the project scope statement, work breakdown structure (WBS), and its
associated WBS dictionary
• Business Analysis are used in some organizations to defining, managing, and
controlling requirements activities
 3

• Activities of business analysis may start before a project is

initiated and a project manager is assigned
• Project manager is responsible for ensuring that
requirements-related work is accounted
• The relationship between a project manager and a business
analyst should be a collaborative partnership
• Agile methods deliberately spend less time trying to define
and agree on scope in the early stage of the project and
spend more time establishing the process for its ongoing
discovery and refinement
• In agile approaches, the requirements constitute the backlog.
Process Name Inputs output Tools and Techniques
1 Project Management Plan 1 Scope 1 Expert Judgment
Plan Scope .2 Project Charter Management .2 Meetings
Management .3 Enterprise Environmental Plan
Factors 2Requirements
.4 Organizational Process Assets Management
Plan
1 Scope Management Plan 1 1 Interviews
Collect .2 Requirements Management Requirements .2 Focus Groups
Requirements Plan Documentation .3 Facilitated Workshops
.3 Stakeholder Management 2 .4 Group Creativity
Plan Requirements Techniques
.4 Project Charter Management .5 Group Decision
.5 Stakeholder Register Plan Making Techniques
3 .6 Questionnaires and
Requirements Surveys
Traceability .7 Observations
Matrix .8 Prototypes
.9 Benchmarking
.10 Context Diagram:
visual representation
.11 Document Analysis
Process Name Inputs Outputs Tools and
Techniques
1 Scope Management 1 Project Scope Statement 1 Expert
Define Scope Plan Provides common Judgment
.2 Project Charter understanding of scope .2 Product
.3 Requirements and describes major Analysis: Product
Documentation objectives breakdown,
.4 Organizational Process Enables detailed planning, system analysis,
Assets guides work, and provides value stream
baseline for evaluating mapping, etc.
change requests .3 Alternatives
Acceptance criteria Identification
.2 Project Documentation .4 Facilitated
Updates Workshops
1 Scope Management 1 Scope Baseline 1 Decomposition
Create WBS Plan Project Scope Statement Subdividing the
.2 Project Scope WBS work into smaller,
Statement WBS Dictionary more
.3 Requirements .2 Project Documents manageable
Documentation Updates “work packages.”
.4 Enterprise Work packages
Environmental Factors are the lowest
.5 Organizational Process level of detail.
Assets Often referred to
as “rolling wave”
or “iterative”
planning
.2 Expert
Process Name Input s outputs Tools & Techniques
1 Project Management 1 Accepted 1 Inspection
Validate Scope Plan Deliverables .2 Group Decision
.2 Requirements Document “non- Making Techniques
Documentation accepted”
.3 Requirements deliverables with
Traceability Matrix reasons
.4 Verified Deliverables 2 Change Requests
.5 Work Performance .3 Work Performance
Data Information
.4 Project
Documentation
Updates
.1 Project Management 1 Work Performance
Control Scope Plan Information .1 Variance Analysis
.2 Requirements .2 Change Requests
Documentation .3 Project
.3 Requirements Management Plan
Traceability Matrix Updates
.4 Work Performance .4 Project
Data Documentation
.5 Organizational Process Updates
Assets .5 Organizational
Process Asset Updates
 Plan Scope Management Inputs

• 1- Project Charter
– High-level project description assumptions, constraints, and high-level
requirements.
• 2- Project Management Plan
– Quality management plan: The way the project will be managed is
influenced by organization quality policy, methodologies, and
standards
– Project life cycle description: determines the series of phases that a
project passes through from its inception to the end of the project.
– Development approach: The development approach defines whether
waterfall, iterative, adaptive, agile, or a hybrid development approach
will be used
Plan Scope Management Tools & Techniques

• 1- Expert Judgment
– Previous similar projects and information in the
industry, discipline and application area
• 2- Data Analysis
– Alternative Analysis: Various ways of collecting
requirements, create, validate and control scope.
• 3- Meetings
– May include (Sponsor, project manager, team
members and selected stakeholder)
Plan Scope Management Outputs
• 1- Scope Management Plan
– Component of the project management plan that
describes how the scope will be defined,
developed, monitored, controlled, and validated
– Components includes processes that help
(Preparing project scope statement, create WBS,
how the baseline will be approved and maintained
and how formal acceptance will be obtained)
– The scope management plan can be formal or
informal, broadly framed or highly detailed
 2
• 2- Requirements Management Plan
– The requirements management plan is a component of the project
management plan that describes how project and product
requirements will be analyzed, documented, and managed
– It’s also referred as Business Analysis Plan according to Business
analysis
– Components may include (Configuration management activities,
Requirements prioritization, Metrics, Traceability structure and
how requirements will be planned, tracked and reported)
– Traceability structure reflects the requirement attributes captured
on the traceability matrix.
– Configuration management shows how changes will be initiated,
how impacts will be analyzed, how they will be traced and reported
and authorization levels to approve changes
 Collect Requirements (Planning Process
Group)
• Collect Requirements is the process of determining, documenting, and managing
stakeholder needs and requirements to meet objectives
• Key benefit of this process is that it provides the basis for defining the product
scope and project scope.
• This process is performed once or at predefined points
• The project’s success is directly influenced by active stakeholder involvement in
the discovery and decomposition of needs into project and product
requirements
• Requirements include conditions or capabilities that are required to be present
in a product to satisfy an agreement and business needs.
• Requirements need to be elicited, analyzed, 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
 Collect Requirements Inputs
• 1- Project Charter
• 2- Project Management Plan
• Includes (Scope management plan, Requirements management plan and Stakeholder
engagement plan)
• Stakeholder engagement plan: used to understand stakeholder communication requirements
and the level of stakeholder engagement in order to assess stakeholder requirements
• 3- Project Documents
• Includes (Assumption Log, Lessons learned register and Stakeholder register)
• Stakeholder Register: used to identify stakeholders who can provide information on the
requirements also captures requirements and expectations that stakeholders have for the
project.
• 4- Business Documents
• Business Case influence this process as it describes required, desired, and optional criteria for
meeting the business needs
• 5- Agreements
• contain project and product requirement
 Collect Requirements Tools & Techniques
• 1- Expert Judgment
•  Experts specialized in (Business analysis, Requirements elicitation, Requirements analysis
Requirements documentation, Project requirements in previous similar projects,
Diagramming techniques, Facilitation, and Conflict management)
• 2- Data Gathering
• Brainstorming: used to generate and collect multiple ideas related to project/product
requirements
• Interviews: Can be formal & informal to elicit information by talking directly to them, and is
usually performed by asked prepared or spontaneous questions and recording the responses.
Interviews are useful for obtaining confidential information. It may include
individual/multiple interviewers/interviewees
• Focus Groups: Bring together prequalified stakeholders and subject matter experts to learn
about their expectations and attitudes about proposed product/service. A trained moderator
guides the group through interactive discussion to be more conversational than one-on-one
interview
• Questionnaires and surveys: written set of questions designed to quickly accumulate
information of large number of respondents. It’s most appropriate with varied audiences,
geographically dispersed for quick turnaround where statistical analysis could be appropriate.
• Benchmarking: Comparing actual or planned products and processes to those of comparable
organizations (internal or external) to identify best practices, generate ideas for improvement
and provide a basis for measuring performance
• 3- Data Analysis
2
• Document analysis which consists of reviewing and assessing any relevant
documented information to elicit requirements by analyzing existing documentation
and identifying information relevant to the requirements
• 4- Decision making
• Voting: Used to classify and prioritize product requirements. (unanimity, majority
and plurality)
• Autocratic decision making: one individual takes responsibility for making the
decision
• Multi criteria decision analysis: decision matrix to provide a systematic analytical
approach for establishing criteria, such as risk levels, uncertainty, and valuation, to
evaluate and rank many ideas
• 5- Data Presentation
• Affinity diagrams: allow large numbers of ideas to be classified into groups for
review and analysis.
• Mind mapping: consolidates ideas created through individual brainstorming
sessions into a single map to reflect commonality and differences in understanding
and to generate new ideas.
 3
• 6- Interpersonal and Team Skills
• Nominal group technique: Enhances brainstorming with a voting process used to rank the most
useful ideas for further brainstorming or for prioritization. It includes four steps
– Question is posed to the group. Each person silently generates and writes down their ideas
– Moderator writes down the ideas on a flip chart until all ideas are recorded
– Each recorded idea is discussed until all group members have a clear understanding
– Individuals vote privately to prioritize the ideas. (Voting may take place in many rounds)
• Observation and conversation (Job Shadowing): Direct way of viewing individuals in their
environment and how they perform their jobs. Usually used when people have difficulty or
reluctant to articulate their requirements. Usually it’s done externally by an observer viewing
business expert performing the job. Also can be done by a participant observer who actually
performs a process to experience how it’s done and uncover hidden requirements
• Facilitation: Used with focused sessions that bring key stakeholders together to define product
requirements. Workshops can be used to quickly define cross-functional requirements and
reconcile stakeholder differences. This may increase stakeholder consensus and issues can be
discovered earlier and resolved more quickly than in individual sessions. Examples
– Joint application design/development (JAD) used in software development industry
– Quality function deployment (QFD): using in manufacturing industry. It collects customer needs known as
Voice of the Customer (VOC)
– User stories: short, textual descriptions of required functionality developed during workshops
 4
• 7- Context Diagram
• Example of Scope model. Context diagrams visually depict the product
scope by showing a business system and how people and other
systems (actors) interact with it. They show inputs to the business
system, the actor(s) providing the input, the outputs from the business
system, and the actor(s) receiving the output
• Actor Business System Output Actor
• 8- Prototypes
• Method of obtaining early feedback on requirements by providing a
model of the expected product. Examples (computer generated 2D, 3D
models, mock-ups and simulations)
• Prototypes support the concept of progressive elaboration
• Storyboarding is a prototyping technique showing sequence or
navigation through a series of images or illustrations. Used in films,
advertising
 Collect Requirements Outputs
• Requirements Documentation
• Describes how individual requirements meet the business need for the project.
• Requirements may start out at a high level and become progressively more
detailed as more information about the requirements is known.
• Requirements should be unambiguous (measurable and testable, traceable
complete, consistent, and acceptable to key stakeholders)
• Requirements can be classified into
– Business requirements
– Stakeholder requirements
– Solution requirements: Solution requirements grouped into functional (behavior of the
product) & nonfunctional requirements (environmental qualities required to get an
effective product)
– Transition and readiness requirements: Describe temporary capabilities
– Project requirements
– Quality requirements
 2
• Requirements Traceability Matrix
• Grid that links product requirements from their origin to the deliverables that satisfy
them
• Ensure that each requirement adds business value by linking it to the business/project
objectives
• Provides a means to track requirements throughout the project life cycle
• Helping to ensure that requirements approved in the requirements documentation
are delivered at the end of the project
• Provides a structure for managing changes to the product scope
• Attributes associated with each requirement can be recorded in the requirements
traceability matrix
• Matrix include unique identifier, a textual description of the requirement, the
rationale for inclusion, owner source, priority, version, current status and status date
• Additional attributes to ensure that the requirement has met stakeholders’
satisfaction may include stability, complexity, and acceptance
Define Scope (Planning Process Group)
• Define Scope is the process of developing a detailed description of the project
and product
• 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
• Develops a detailed description of the project and product, service, or result.
• The preparation of a detailed project scope statement builds upon the major
deliverables, assumptions, and constraints that are documented during project
initiation.
• Define Scope process can be highly iterative
• In iterative life cycle projects, a high-level vision will be developed for the overall
project, but the detailed scope is determined one iteration at a time
 Define Scope Inputs
• 1- Project Charter
• 2- Project Management Plan
• Scope management plan: How the project scope
will be defined, validated and controlled
• 3- Project Documents
• Includes (Assumption log, Requirements
documentation and Risk register)
• 4- Enterprise Environmental Factors
• 5- Organizational Process Assets
 Define Scope Tools & Techniques
• 1- Knowledge Management
• 2- Data Analysis
• Alternatives Analysis: to meet the requirements and the objectives identified in the
charter
• 3- Decision Making
• Multi criteria decision analysis
• 4- Interpersonal and Team Skills
• Facilitation:
• 5- Product Analysis
• Used to define products and services. It includes asking questions about a product or
service
• Requirements are captured at a high level and decomposed to the level of detail
needed to design the final product
• Examples include (Product breakdown, Requirements analysis, Systems analysis and
engineering and value analysis and engineering)
 Define Scope Outputs
• 1- Project Scope Statement
– Description of the project scope, major deliverables, assumptions,
and constraints.
– Project scope statement documents the entire scope, including
project and product scope
– Provides a common understanding of the project scope among
project stakeholders
– Project charter contains high level information while project scope
statement includes detailed description of the scope components.
They are progressively elaborated throughout the project
• Project Scope Statement include (Product scope description,
deliverables, acceptance criteria and project exclusions)
 2
• 2- Project Document Updates
• Includes (Assumption log, Requirements
documentation, Requirements traceability
matrix and Stakeholder register)
 Create WBS (Planning Process Group)
• Create WBS is the process of subdividing project deliverables and project work
into smaller, more manageable components.
• Key benefit of this process is that it provides a framework of what has to be
delivered
• This process is performed once or at predefined points
• 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 (top-down approach)
• WBS organizes and defines the total scope of the project and represents the
work specified in the current approved project scope statement
• Planned work is contained within the lowest level of WBS components, which
called Work Packages
• Work Package can be used to group the activities where work is scheduled
and estimated, monitored, and controlled
 Create WBS Inputs
1- Project Management Plan
• Scope Management Plan
• 2- Project Documents
• Includes (Project scope statement and
Requirements documentation)
• 3- Enterprise Environmental Factors
• 4- Organizational Process Assets
 Create WBS Tools & Techniques
• 1- Expert Judgment
• 2- Decomposition
– Technique used for 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.
– Popular methods to create WBS structure: top-down
approach, the use of organization-specific guidelines, and the
use of WBS templates
– Bottom-up approach can be used to group subcomponents
 2
• Decomposition of the upper-level WBS components requires
subdividing the work for each of the deliverables or
subcomponents into its most fundamental components
• Agile approaches decompose epics to user stories
• Decomposition may not be possible for a deliverable or
subcomponent that will be accomplished far into the future The
project team usually waits until the deliverable or subcomponent
is agreed on, so the details of the WBS can be developed. This
technique called rolling wave planning.
• The total of the work at the lowest levels should roll up to the
higher levels so that nothing is left out and no extra work is
performed. This is sometimes called the 100 percent rule.
 Create WBS Outputs
• 1- Scope Baseline
• The scope baseline is the approved version of a scope statement, WBS, and its associated
WBS dictionary and it’s component of the project management plan. Scope baseline includes
• Project scope statement: description of the project scope, major deliverables and constraint.
• WBS: 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 work package with a unique identifier. Each
work package is part of a control account which is a management control point where scope,
budget, and schedule are integrated and compared to the earned value for performance
measurement. Each control account has two or more work packages. But work package is
associated with a single control account
• Planning package: Include one or more planning packages. A planning package is a WBS
component below the control account and above the work package with known work content
but without detailed schedule activities
• WBS dictionary: document that provides detailed deliverable, activity, and scheduling
information about each component in the WBS. It’s a document that support the WBS
because you can’t include all the information in the WBS. It contains (Codes, work
description, assumption, milestones, associated activities, resources, cost, quality
requirement, references)
 2
• 2- Project Document Updates
•  Includes (Assumption log and Requirements
documentation)
 Validate Scope (Monitor and Controlling
Process Group)
• Validate Scope is the process of formalizing acceptance of the
completed project deliverables
• 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
– The verified deliverables are approved through this process by the
customer or sponsor to get the accepted deliverables
– Validate Scope concerned with acceptance of the deliverables
– Control Quality concerned with correctness of the deliverables
 Validate Scope Inputs
• 1- Project Management Plan
• Includes (Scope management plan, Requirements management plan and
Scope baseline)
• 2- Project Documents
• Includes (Lessons learned register, Quality reports, Requirements
documentation and Requirements traceability matrix)
• 3- Verified deliverables
• Project deliverables that are completed and checked for correctness
through Control Quality.
• 4- Work Performance Data
• include the degree of compliance with requirements, number of
nonconformities severity of the nonconformities, or the number of
validation cycles performed in a period of time
Validate Scope Tools & Techniques
1- Inspection
• Includes activities such as measuring,
examining, and validating to determine whether
work/deliverables meet requirements and
product acceptance criteria. They might be
called “reviews and walkthroughs)
• 2- Decision Making
• Voting
 Validate Scope Outputs
• 1- Accepted Deliverables
• Deliverables that meet the acceptance criteria are formally signed and approved
by customer/sponsor
• 2- Work Performance Information
• includes information about project progress, such as which deliverables have
been accepted and which have not been accepted and the reasons
• 3- Change Requests
• The completed deliverables that have not been formally accepted are
documented, along with the reasons for non-acceptance of those deliverables
Those deliverables may require a change request for defect repair.
• 4- Project Document Updates
• Includes (Lessons learned register, Quality reports, Requirements documentation
and Requirements traceability matrix)
 Control Scope (Monitor and Controlling
Process Group)
• Control Scope is the process of monitoring the status of the
project and product scope and managing changes to the scope
baseline.
• 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
– Manage the actual changes when they occur and is integrated with the
other control processes
– The uncontrolled expansion to product or project scope without
adjustments to time, cost, and resources is referred to as scope creep
 Control Scope Inputs
• 1- Project Management Plan
• Includes (Scope management plan, Requirements management plan, Change
management plan, Configuration management plan, Scope baseline and
Performance measurement baseline)
• Performance measurement baseline When using earned value analysis, the
performance measurement baseline is compared to actual results to determine if a
change, corrective action, or preventive action is necessary
• 2- Project Documents
• Includes (Lessons learned register, Quality reports, Requirements documentation and
Requirements traceability matrix)
• 3- Work Performance Data
• Work performance data can include the number of change requests received, the
number of requests accepted, and the number of deliverables verified, validated, and
completed
• 4- Organizational Process Assets
Control Scope Tools & Techniques
• 1- Data Analysis
• Variance analysis: compare the baseline to the actual
results and determine if the variance is within the
threshold amount (Variance = Planned – Actual)
• Trend analysis: examines project performance over time
to determine if performance is improving or deteriorating
• Important aspects of project scope control include
determining the cause and degree of variance relative to
the scope baseline and deciding whether corrective or
preventive action is required.
 Control Scope Outputs
• 1- Work Performance Information
• correlated and contextualized information on how the project and product scope are
performing compared to the scope baseline.
• 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
• 2- Change Requests
• Analysis of project performance may result in a change request to the scope and
schedule baselines
• 3- Project Management Plan Updates
• Includes (Scope management plan, Scope baseline, Schedule baseline, Cost baseline
and Performance measurement baseline)
• 4- Project Document Updates
• Includes (Lessons learned register, Quality reports, Requirements documentation and
Requirements traceability matrix)