Managing Project Scope

 Document Stakeholder Requirements

 Create a Scope Statement
 Develop a Work Breakdown Structure
 Review Deliverables and Work Results
 Control the Project Scope

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 The Project Management Framework

Project Management Process Groups

Knowledge Areas Planning Executing Monitoring & Closing

Initiating Process
Controlling Process Process
Group Process Group Process Group Group Group

Monitor and Control

Project Develop Project Direct and
Integration Develop Project Project Work Close Project
Manage Project
Management Charter Management Plan Perform Integrated or Phase
Execution
Change Control

Collect
Project Scope Requirements Verify Scope
Management Define Scope Control Scope
Create WBS
Define Activities
Sequence Activities
Estimate Activity
Project Time
Management Resources Control Schedule
Estimate Activity
Durations
Develop Schedule

Project Cost Estimate Costs

Management Control Costs
Determine Budget
Project Quality Perform Quality Perform Quality
Management Plan Quality
Assurance Control
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 The Project Management Framework (Cont.)

Project Management Process Groups

Monitoring &
Knowledge Areas Initiating Planning Executing Closing
Controlling
Process Process
Process Group Process Group Process
Group Group
Group

Project Human Acquire Project Team

Resource Develop Human Resource
Develop Project Team
Management Plan
Manage Project Team

Project Distribute Information

Communications Identify Report
Plan Communications Manage Stakeholder
Management Stakeholders Performance
Expectations

Plan Risk Management

Identify Risks
Perform Qualitative Risk
Project Risk Monitor and
Management Analysis
Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses

Project Conduct Administer Close

Procurement Plan Procurements
Management Procurements Procurements Procurements

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 The Collect Requirements Process

 Project manager defines and documents the stakeholders' needs

and expectations to meet project objectives.

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 Facilitated Workshops

 Are group sessions that:

 Bring together key multidisciplinary or cross functional stakeholders.
 Define the project or product requirements for the project.

Example: Conducting facilitated workshops for OGC's Warehouse

Management Software project.
 Stakeholders include:
 Staff of the Process Development and Implementation department.
 Key project managers.
 Administration personnel.
 Key PMO staff.
 Chief of the Business Transformation team.
 Discussions highlight the stakeholder differences.
 Enables reconciliation of the stakeholder differences.

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 Group Creativity Techniques

 Group activities organized within organizations to identify project or

product requirements for a project.

Group Creativity Technique Description

Used to generate and create multiple ideas related to

Brainstorming
project and product requirements.

A voting process is used in this technique to rank the most

Nominal group technique
useful ideas obtained through brainstorming.

A group technique that extracts and summarizes

The Delphi technique anonymous expert group input to choose among various
alternatives.

Ideas created through brainstorming are consolidated into a

Idea or mind mapping map that reflects the commonality, differences in
understanding, and generation of new ideas.

Enables the sorting of a large number of ideas collected

Affinity diagram during brainstorming into distinct categories for review and
analysis.

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 Group Decision Making Techniques

 These techniques:
 Are assessment processes that assess multiple alternatives to arrive at
an expected outcome.
 Are used to generate, classify, and prioritize project or product

requirements.
 Determine outcome, i.e., the resolution of future action for the project.
 Various methods are adopted to reach a group decision.

Method Description
Unanimity Everyone in the group agrees on a single course of action.
Requires support from more than 50% of the members of the group
Majority
to indicate the selected decision.
The largest batch in the group decides for the group even if a
Plurality
majority is not achieved.
Dictatorship One individual makes the decision for an entire group.

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 Requirements Documentation

 Describes how individual requirements meet the business

requirements of the project.
 The requirements documented must be:
 Unambiguous
 Traceable
 Complete
 Consistent
 Acceptable to key stakeholders

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 Requirements Documentation (Cont.)

A requirements document for the OGC PM Training Roll-Out project.

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 Requirements Management Plans

 A plan that describes how the project requirements throughout the

project life cycle will be:
 Analyzed.
 Documented.
 Managed.

 Phase-to-phase relationships between various phases strongly

influence how requirements are managed.
 Components of the plan include:
 Methods to plan, track, and report requirement activities.
 Configuration management related activities.
 Process for requirements prioritization.
 Project or product related metrics.
 Traceability matrix for requirements.

Example: Requirements management plan for OGC's Warehouse

Management Software project.
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 The Requirements Traceability Matrix

 A tabular document that links the project or product requirements to

their origin and traces them throughout the project life cycle.
 Links each requirement to the:
 Business and project objectives.
 WBS.
 Product design and development.
 Test scenarios.

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 The Requirements Traceability Matrix (Cont.)

Requirements traceability matrix for the OGC Warehouse Management Software project.

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 How to Document Stakeholder Requirements

Guidelines
 Study the project charter to identify the high-level project
requirements and product descriptions.
 Examine the stakeholder register to identify stakeholders who can
provide information.
 Use various methods to collect the requirements.
 If possible, provide a working model or prototype of the expected
product.
 Create the requirements documentation for the project.
 Review and validate the requirements management plan along with
the key stakeholders.

Example: Identifying the OGC Warehouse Management Software

project requirements.

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 The Project Scope Statement

 Defines the project and what it does and does not need to accomplish.
 Created at an early stage in the project.
 Reflects the stakeholders’ common understanding of major activities
to be performed.
 Typically includes:
 Project objectives, deliverables, and requirements.
 Project constraints and assumptions.
 Product acceptance criteria.

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 The Project Scope Statement (Cont.)

Project scope statement for the OGC PM Training Roll-Out project.

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 Components of the Scope Statement

Content Description

Project objectives Measurable success criteria for the project.

Characteristics of the product, service, or result of the project
Product description
undertaken.
Conditions or capabilities the deliverables of the project must
Project requirements
meet.
Any tangible, measurable result or outcome required to complete
Project deliverables
a project or portion of a project.

Project boundaries Parameters of what is and what is not included within a project.

Product acceptance Process and criteria for accepting finished products or services
criteria resulting from a project.

Project constraints Factors that limit the way that the project can be approached.

Statements that must be taken to be true in order for the planning

Project assumptions
to begin.

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 The Define Scope Process

 The project manager defines the scope of the project and finalizes a
project scope statement.
 Scope definitions are shaped by the deliverables, assumptions, and
constraints that are documented during project initiation.

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 Product Analysis Techniques

 Each technique is an evaluation of the project's end product and

what it will take to create this product.

Technique Description

Analyzing all of the things that a product does, including

Functional analysis primary and related functions to identify unnecessary functions
that might drive up cost on a product.

Value engineering and Identifying and developing the cost versus benefits ratio for
value analysis each function of a product.
Quality function Identifying what the customer's needs are, and translating
deployment those needs into technical requirements.
Analyzing products holistically, integrating factors such as
Systems engineering users, usage environment, and related hardware or software
with which the product must function.

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 Techniques for Alternatives Identification

 Methods for generating as many alternative solutions and plans as

possible during project planning.

Technique Description

A creative approach to problem solving in which the team attempts

Lateral thinking
to think about a problem in new ways and generate a fresh solution.

A general creativity technique for generating possible alternatives.

Brainstorming The goal is to generate as many ideas as possible from as many
team members as possible.

A group technique that extracts and summarizes anonymous expert

Delphi technique
group input to choose among various alternatives.

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 Project Objectives

 Criteria used to measure success.

 Specific in terms of scope.
 Quantifiable (time, cost, quality).
 Realistic, attainable.
 Consistent with organizational plans, policies, procedures.
 Inclusive of at least one objective.

Example: Objective of desalination plant construction.

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 How to Create a Scope Statement

Guidelines
 Refine the project objectives, deliverables, and product scope
description from the requirements documentation.
 Reexamine the requirements.
 Review the project boundaries.
 Update constraints, risks, assumptions.
 Create schedule milestones.
 Include revised cost estimate.
 Document known risks.
 Map the internal organization.
 Document product specifications and approval requirements.
 Finalize acceptance procedure.

Example: Creating a scope statement for food processing unit

construction.

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 Work Breakdown Structures (WBS)

Maps to
project
scope
statement

Subdivides
project
work into
smaller
pieces

Helps to identify deliverables

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 The Create WBS Process

 The method of dividing the project deliverables into smaller, more

manageable components.
 Helps create a deliverable-oriented hierarchical decomposition of
work to be executed by the project team.

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 Code of Accounts

 Any system for numbering the elements in a WBS.

 Helpful in performance, reporting, cost.

Example: School district’s uniform code of accounts.

 Record, track, document
 Revenues and expenditures
 Consistent in every school

32 / 101 / 417
Function / Category / Program
(Consultant Fees) (Special Education)
(Professional Expenditures)

Sample code of accounts

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 How to Develop a Work Breakdown Structure

To develop a WBS:
1. Gather reference materials and other inputs.
2. Determine how you will organize project work.
3. Identify major deliverables.
4. Analyze each element to determine whether it is sufficiently
decomposed.
5. Break down each WBS element to the work package level.
6. Validate your WBS using a bottom-up approach.
7. Use your code of accounts to assign a cost code to each element.

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 The Verify Scope Process

 The process of demonstrating to stakeholders that they have

received what they have been promised in a given deliverable and
formalizing their acceptance.

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 Inspections

 An official examination of work results to verify requirements are met.

 Involves:
 Comparing the baseline specifications and approved changes to the
actual project results.
 Determining the likelihood that remaining deliverables will be completed
as projected.
 Identifying actions needed to ensure work results will meet
specifications, scope, schedule, and budget goals.

Example: Inspection at a construction project.

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 Inspection Reports Components

Component Description
Project baseline and The comparison of the baseline specifications, schedules, and budgets to the
status comparison actual project results for the project phase or deliverable.
A discussion of whether the project as a whole is on track, or whether it is likely
Overall project status
to deviate in some way from the project plans.
Based on the inspection result, you may want to recommend changes that will
Change
recommendations be needed in order to meet specifications, scope, or schedule and budget
goals.
Scope and Explains what the audit attempted to prove, how it went about proving it, what
methodology of the measurements were used to determine conformance to requirements, and what
inspection assumptions or limitations influenced the way that data was collected.

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 How to Review Deliverables and Work Results

To ensure that deliverables are complete:

1. Prepare for scope verification inspection.
a. Establish the scope and boundaries.
b. Establish and/or approve inspection measurements.
c. Establish and/or approve the inspection methodology.
d. Gather relevant scope documentation.
e. Inform team members in advance so they can be prepared.
2. Conduct an inspection to review deliverables and work results.
3. Prepare an inspection report.
4. Provide the report to key stakeholders.
5. Distribute formal acceptance documentation to project stakeholders
according to the communications management plan.

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 The Control Scope Process

 The process of monitoring project scope and holding changes to the

project scope baseline.

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 How to Control the Project Scope

Guidelines
 Develop and implement a scope change control system.
 Evaluate change requests.
 Identify and document corrective actions to bring expected future
performance in line with planned performance.
 Ensure formal agreements are reached and new specifications
detailed when project scope is expanded.
 Revise cost, schedule, or quality baselines to reflect changes,
if necessary.
 Use performance measurement techniques to monitor changes.
 Document lessons learned.

Example: Control the scope of the sports facility construction project.

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 Reflective Questions

1. What factors of the define scope process are the most important to
your organization?

2. In your experience, what are the most critical inputs to developing a

WBS?

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