Project Scope Management

Mohamed Seleam, PMP, PMI-RMP,

PMI-SP
 Project Scope
Management
Project Scope Management:

includes the processes required to ensure that the

project includes all the work required, and only the
work required, to complete the project successfully.

.Preventing extra work or gold plating

•project scope
•product scope
3
 Plan Scope
inputs Management
Tools & techniques Outputs
1. Project 1. Expert judgment. Scope management 1
management plan . 2. Meetings. . plan
2. Project charter . Requirements 2
3. E E F. management plan
4. O P A.

Plan Scope Management is the process of

creating a scope management plan that
documents how the project scope will be
defined, validated, and controlled.
The key benefit of this process is that it
provides guidance and direction on how scope
will be managed throughout the project.
 Collect requirements

The process of defining and documenting stakeholders’

needs to meet the project objectives.
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 Collect Requirement
inputs Tools & techniques outputs
1 Scope 1 . Interviews 1 .Requirements
management plan 2 . Focus groups documentation.
. 3 . Facilitated workshops 2 .Requirements
2 Requirements 4 . Group creativity techniques traceability matrix.
management plan 5 . Group decision making
. techniques
3 Stakeholder 6 . Questionnaires and surveys
management 7 . Observations
plan . 8. Prototypes
4 Project charter . .9 Benchmarking .
5 Stakeholder 10 Context diagrams .
register 11 Document analysis

6
 Group creativity
techniques
 Brainstorming.

 Nominal group technique.

 The Delphi technique.

 Idea/ mind mapping.

7
 Requirements
Traceability Matrix

Links requirements to their

Business
need origins
Different
level of Project Allows for tracking &
requireme objective
nts details traceability throughout project
life cycle.
Requirem
ent Provides a structure for
Test
strategy Scope/WBS managing changes to product
/scenario
scope.
Requirement attributes
Product
development
Design include:
Unique ID, description, owner,
version, status, completion
date, acceptance criteria.
 Define scope
The process of developing a detailed description of
the project and product.
In the project context the term scope can refer to:

Product
Scope
(features
and
specs)
Project
Scope
(Work and
activities)

• Product scope – The Features and functions that characterize a

product, service or result.
• Project scope – The work that needs be accomplished to deliver a
product, service, or result within the specified features and functions.
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 Define scope
inputs Tools & techniques outputs
Scope management 1. Expert judgment . 1 Project scope . 1
plan statement
Product analysis . 2
Project charter 2. Project document . 2
Alternatives . 3
Requirements 3 updates
generation
documentation
Facilitated workshops . 4
Organizational 4
process assets

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Product analysis Alternative Generation

Techniques to It is a technique used to

develop a better generate different

understanding of the approaches to the work

of the project. A variety

product (e.g., systems
of general management
engineering, value
techniques are often used
engineering, function
here, the most common
analysis, quality
of which is
function deployment)
brainstorming.
 Project Scope Statement
 Project boundaries and exclusions

 Product scope description (characteristics of product/result)

 Product acceptance criteria

 Project deliverables

 Project constraints

 Imposed milestones and/or budget

 Project assumptions

 Initial project organization

 Initial defined risks

 Order of magnitude cost estimate

 Approval requirements
 Create WBS
inputs Tools & techniques outputs
1 Scope management Decomposition . 1 1. Scope baseline
plan . Expert judgment 2. 2. Project
2 Project scope document
statement . updates
3 Requirements
documentation .
4 E E F.
5 O P A.

Create WBS is the process of subdividing project

deliverables and project work into smaller, more
manageable components.
The key benefit of this process is that it 13

provides a structured vision of what has to be

delivered.
WBS Definition Deliverable oriented grouping of project
elements that organizes and defines the
total scope of the project

Software Data/Control Hardware

Systems
 Typical WBS

Information
System
1.

Project Systems Hardware Software Facilities Training

Management Engineering Acquisition Development Modifications Development
1.1 1.2 1.3 1.4 1.5 1.6

Project Product CPU Operating Facility Training

Planning Design Acquisition System Plans Plans
1.1.1 1.2.1 1.3.1 1.4.1 1.5.1 1.6.1

Project Systems Auxiliary Database Facility Training

Control Integration Equipment 1.4.2 Modification Courses
1.1.2 1.2.2 1.3.2 1.5.2 1.6.2

Project Test & Printer Application Facility

Data Evaluation Acquisition Development Installation
1.1.3 1.2.3 1.3.3 1.4.3 1.5.3
 Project

Phase 1 Phase 2 Deliverable 3 Subproject4 Subproject 5

Deliverable 2.1 Deliverable 2.2Deliverable 2.3 Deliverable 4.1Deliverable 4.2

Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1

Deliverable 4.1.2
Deliverable 4.1.x

Work package
Work package Work package Work package
2.2.2.1
2.2.1.1 3.1 4.1.2.1

Work package Work package

Work package Work package
2.2.2.2 3.2
2.2.1.2 4.1.2.2

Work package
Work package 3.3 Work package
2.2.1.3 Work package 4.1.2.3
2.2.2.2.1
Work package
3.4
Work package
2.2.2.2.2

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 Sample of WBS (Intranet WBS in Tabular Form)
Concept 1.0
Evaluate current systems 1.1
Define Requirements 1.2
Define user requirements 1.2.1
Define content requirements 1.2.2
Define system requirements 1.2.3
Define server owner requirements 1.2.4
Define specific functionality 1.3
Define risks and risk management approach 1.4
Develop project plan 1.5
Brief web development team 1.6
Web Site Design 2.0
Web Site Development 3.0
Roll Out 4.0
Support 5.0
Decomposition

Generally involves five steps:

1. Identify the deliverables and related work

2. Structure and organize the WBS
3. Decompose the upper WBS levels into lower detailed
components
4. Develop and assign identification codes to the WBS
components
5. Verify that the degree of decomposition of the work is
necessary and sufficient
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 Benefits of using WBS
 Provides a structure for planning the project
 Provides a basis for assigning work to groups
and individuals
 Provides a basis for preparing estimates,
calculating costs, and measuring the progress
of work
 Clarifies roles and responsibilities of
personnel
 Defines the project scope and thus provides a
mechanism for assessing the impact of
proposed changes
 Provides data for projecting costs and
activities needed on future,
19 similar projects
Work Package

Work Package: is a deliverable or

project work component at the lowest
level of each branch of the work
breakdown structure .
•Level at which the cost and schedule for
the work can be reliably estimated,
monitored, and controlled
•Approximated time expected for work 20

package is 80 hours
 WBS
Dictionary
Work Breakdown Structure Dictionary
A document that describes each component in the WBS

For each WBS component, the WBS

dictionary includes a:
• Code of account identifier
• Statement of work
• Responsible organization
• List of schedule milestones
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Scope Baseline

Approved
Scope WBS
statement Approve
WBS
d Scope
Dictiona
+ Stateme
nt
ry

WBS Scope
Baseli
+ ne

WBS
dictionary
 Validate Scope
 The process of formalizing acceptance of
the completed project deliverables.

 Validate Scope VS. Quality control

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.
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 Validate Scope
inputs Tools & techniques outputs
Project . 1
1 . Inspection 1 . Accepted
management
.2 Group decision- deliverables
plan
making techniques 2 . Change requests
Requirements . 2
documentation .3 Work performance
information
Requirements . 3
traceability matrix 3 . Project document
updates
Verified . 4
deliverables
5 Work
performance data

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Inspection

Technique for examining or measuring to verify whether

an activity, component, product, result or service
conforms to specified requirements.

• Includes activities to determine whether results

conform to requirements. 25
 Group decision-Making
techniques
These techniques are used to reach a conclusion when the
validation is performed by the project team and other
stakeholders.
There are various methods of reaching a group decision, such
as: •
• Unanimity. A decision that is reached whereby everyone
agrees on a single course of action.

• Majority. A decision that is reached with support obtained

from more than 50 % of the members of the group.

• Plurality. A decision that is reached whereby the largest

block in a group decides, even if a majority is not achieved.

• Dictatorship. In this method, one individual makes the

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decision for the group.
 Control scope
 process of monitoring the status of the project
and product scope and managing changes to the
scope baseline.

 The key benefit of this process is that it allows

the scope baseline to be maintained throughout
the project.

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 Control scope
inputs Tools & techniques outputs
1 . Work performance
Project management . 1 Variance analysis . 1 Information
plan
2 . Change requests
Work performance . 2
3 . Project
Data
management
Requirements . 3 plan updates
documentation
4. Project document
Requirement . 4 updates
traceability matrix
5 . O P A updates
Organizational . 5
process assets

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Control Scope
Control Scope monitors the
status of the scope (project
and product) and manages
changes to the scope
baseline.
Changes are inevitable
All change requests &
recommended
corrective/preventive
actions are processed
through the ICCP (Perform
Integrated Change Control)
process.

Uncontrolled changes to
scope are called
“scope creep”
Questions
.

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 1 ) A project manager believes
that modifying the project scope
may provide added value for the
customer. What should the project
manager do ?
A ) Change the scope baseline.

B ) Contact the customer to determine if the

change adds value.

C ) Call a meeting of the change control board.

D ) Change the project objectives.

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 2 ) Which of the following
BEST describes scope
validation ?
A ) It provides assurances that the deliverables meets the
specifications, is an input to the project management plan and
output of perform quality control.

B ) It ensures that the deliverable is completed on time, ensure

customer acceptance, and shows that the deliverable meets
specifications.

C ) It ensures customer acceptance, shows that the deliverable

meets specifications and provides a chance for differences of
opinion to come to light.

D ) It is an output of perform quality control, occurs before

define scope and ensures customer acceptance.

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3 ) during what part of the project
management process is the project
scope statement created ?

A ) Initiating.

B ) Planning.

C ) Executing.

D ) Monitoring and controlling.

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4 ) If a project team is subdividing
project work packages into smaller,
more manageable components,
they are :

A ) Creating a WBS.

B ) Decomposing.

C ) Network diagramming.

D ) Activity sequencing.

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5 ) A WBS is BEST described as a tool
for tracking :

A ) The schedule.

B ) Resources.

C ) Cost.

D ) Scope.

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6 ) A WBS numbering system
allows the project staff to :

A ) Systematically estimate costs of work

breakdown structure elements.

B ) Provide project justification.

C ) Identify the level at which individual elements

are found.

D ) Use it in project management software.

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7 ) Which of the following is done during
create WBS ?

A ) Product analysis.

B ) Project selection.

C ) Decomposition.

D ) Alternatives analysis.

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8 ) which of the following BEST describes
when the baseline can be changed?

A ) Only under emergency conditions.

B ) The original baseline is always maintained

throughout the project.

C ) With any approved changes.

D ) When the project sponsor determines it is

appropriate.

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 9 ) A project manager is in the process of Validate
scope of a deliverable with the customer. What is the
MOST important thing the project manager should
ensure?

A ) Accuracy.

B ) Timeliness.

C ) Acceptance.

D ) Completeness.

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10) All of the following statements about
work breakdown structures are true
EXCEPT that:

A. They are created by the project manager

B. They prevent work from slipping through
the cracks
C. They provide a basis for estimating the
project
D. They help to organize the work

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