11/12/2021

Project Management
N G U Y E N H O A N G L A N , P H . D. P M P
D E PA R T M E N T O F I N D U S T R I A L E C O N O M I C S
SCHOOL OF ECONOMICS AND MANAGEMENT
ROOM 206 – C9
E M A I L : L A N . N G U Y E N H O A N G @ H U S T. E D U .V N
0905169617

Chapter 3: Project Scope Managment

• 3.1 Plan Scope Management—The process of creating a scope management plan that
documents how the project and product scope will be defined, validated, and controlled.
• 3.2 Collect Requirements—The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
• 3.3 Define Scope—The process of developing a detailed description of the project and
product.
• 3.4 Create WBS—The process of subdividing project deliverables and project work into
smaller, more manageable components.
• 3.5 Control Scope—The process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
• 3.6 Validate Scope—The process of formalizing acceptance of the completed project
deliverables.
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Scope
• In the project context, the term “scope” can refer to:
◦ Product scope: The features and functions that characterize a product,
service, or result.
◦ Example: function of fan is to provide cool air
◦ Project scope: The work performed to deliver a product, service, or
result with the specified features and functions.
◦ Example: project scope of producing fan: focus on model fan with a lot of functions (not normal
fan)

Processes
Initiating Planning Executing Monitoring& Closing
Controlling
1. Plan Scope 5. Control
Management Scope
2. Collect 6. Validate
Requirements Scope
3. Define
Scope
4. Create WBS

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3.1 Plan Scope Management

• The process of creating a scope management plan that
documents how the project and product 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.
• This process is performed once or at predefined points in the
project

Inputs, Tool & techniques, Outputs

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Plan Scope Management - Inputs

• I1: Project charter: documents the project purpose, high-level
project description, assumptions, constraints, and high-level
requirements that the project is intended to satisfy
• I2: Project management plan: such as
◦ Quality management plan: The way the project and product scope will
be managed can be influenced by how the organization’s quality policy,
methodologies, and standards are implemented on the project.
◦ Project life cycle description: determine the series of phases that a
project passes through from its inception to the end of the project
◦ Development approach: define whether waterfall, iterative, adaptive,
agile, or a hybrid development approach will be used

Plan Scope Management - Inputs

• I3: Enterprise environmental factors
◦ EEF influence PSM include but are not limited to:
◦ Organization’s culture
◦ Infrastructure
◦ Personnel administration
◦ Marketplace conditions

• I4: Organizational process assets

◦ OPA influence the Plan Scope Management process include but are not
limited to:
◦ Policies and procedures
◦ Historical information and lessons learned repositories.

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Plan Scope Management – Tools and

Techniques
• T1: Expert judgement
◦ Experts are individuals or groups with specialized knowledge or training in
the following topics:
◦ Previous similar projects,
◦ Information in the industry, discipline, and application area

• T2: Data analysis

◦ A data analysis technique that can be used for this process includes but is not
limited to alternatives analysis.
• T3: Meeting
◦ Project teams may attend project meetings to develop the scope management
plan. Attendees may include the project manager, the project sponsor,
selected project team members, selected stakeholders, anyone with
responsibility for any of the scope management processes, and others as
needed.

Plan scope management – Output

• O1: Scope management plan
◦ Describe how the scope will be defined, developed, monitored,
controlled, and validated.
◦ The components of a scope management plan include:
◦ Process for preparing a project scope statement;
◦ Process that enables the creation of the WBS from the detailed project scope statement;
◦ Process that establishes how the scope baseline will be approved and maintained;
◦ Process that specifies how formal acceptance of the completed project deliverables will be
obtained.
The scope management plan can be formal or informal, broadly framed or highly detailed, based on
the needs of the project

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Plan scope management – Output

• O2: Requirements management plan
◦ Describe how project and product requirements will be analyzed,
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 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;
◦ Metrics that will be used and the rationale for using them;
◦ Traceability structure that reflects the requirement attributes captured on the traceability matrix.

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3.2 COLLECT REQUIREMENTS

• The process of determining, documenting, and managing
stakeholder needs and requirements to meet objectives.
• The 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 in the
project

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• Group discussion: Steps to manage requirements?

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Steps to manage requirements

• Requirement gathering: communicating with customers and users to determine what
their requirements are. This is sometimes also called requirements gathering.
• Requirement analysis: determining whether the stated requirements are unclear,
incomplete, ambiguous, or contradictory, and then resolving these issues.
• Requirements modeling: Requirements might be specified in various forms, such as
natural-language documents, use cases, user stories, or process specifications.
• Requirement Validation: ensuring the specified requirements meet the stakeholders’
needs.
• Requirement Verification: confirming that the specification addresses organization's
standard.
• Requirement Categorization: Organizing requirements according to different
viewpoints, and the needs of different audiences
• Requirement Prioritization: determining which candidate requirements of product
should be included in a certain release.

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Inputs, Tool & techniques, Outputs

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Collect requirements - Input

• I1: Project charter
• I2: Project management plan
◦ Scope management plan
◦ Requirements management plan
◦ Stakeholder engagement plan: The stakeholder engagement 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

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Collect requirements - Input

• I3: Project document (ex.)
◦ Assumption Log: identify assumptions about the product, project, environment, stakeholders, and
other factors that can influence requirements.
◦ Lessons learned register: provide information on effective requirements collection techniques,
especially for projects that are using an iterative or adaptive product development methodology.
◦ Stakeholder Register: identify stakeholders who can provide information on the requirements. It also
captures requirements and expectations that stakeholders have for the project.
• I4: Business document (business case, benefits management plan)
◦ describe required, desired, and optional criteria for meeting the business needs
• I5: Agreement (contract, Memorandums of understanding, letter of agreements, ..)
• I6: EEF Enterprise Environmental Factors (Organization’s culture, Infrastructure,
Personnel administration -HR, and Marketplace conditions)
• I7: OPA Organizational Process Assets (Policies and procedures, Historical information
and lessons learned repository with information from previous projects)

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Collect requirements – Tools and Techniques

• T1: Experts judgment (Delphi technique)
• T2: Data gathering
◦ Brain storming
◦ Interview
◦ Focus groups
◦ Questionnaire and Survey
◦ Benchmarking
• T3: Data analysis

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Collect requirements – Tools and Techniques

• T4: Decision making
◦ Voting:
◦ 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.
◦ Autocratic decision making: one individual takes responsibility for
making the decision for the group.
◦ Multicriteria decision analysis: use a decision matrix to provide a
systematic analytical approach for establishing criteria, such as risk
levels, uncertainty, and valuation, to evaluate and rank many ideas.

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Collect requirements – Tools and Techniques

• T5: Data representation
• T6: Interpersonal and Team skills (observation, conversation,
facilitation, etc.)
• T7: Context diagram (relationship between business system
and other factors)
• T8: Prototypes (model, simulations)

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Collect requirements - Outputs

• O1: Requirements documentation
• O2: Requirements traceability matrix

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3.3 DEFINE SCOPE

• Develop a detailed description of the project and product

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Define Scope – Tools and Techniques

• T5: Product analysis
◦ Define products and services.
◦ Ask questions about a product or service and form answers to describe
the use, characteristics, and other relevant aspects of what is going to be
delivered

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Define Scope - Outputs

• O1: Project scope statement
◦ The description of the project scope, major deliverables, assumptions,
and constraints.
◦ Include:
◦ Product scope description
◦ Deliverables
◦ Acceptance criteria
◦ Project exclusions.

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3.4 CREATE Work Breakdown Structure

• Subdivide project deliverables and project work
into smaller, more manageable components.
• The 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 in the project

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Create WBS
• Identifying and analyzing the deliverables and related work
• Structuring and organizing the WBS
• Decomposing the upper WBS levels into lower-level detailed
components
• Verifying that the degree of decomposition of the deliverables is
appropriate.
• Developing and assigning identification codes to the WBS components
• Get approved and baseline project scope documents

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Create WBS

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Create WBS – Tools and Techniques

• T2: Decomposition
◦ Divide and subdivide 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.
◦ The level of detail for work packages will vary with the size and complexity
of the project.
◦ Decomposition involves the following activities:
◦ Identifying and analyzing the deliverables and related work,
◦ Structuring and organizing the WBS,
◦ Decomposing the upper WBS levels into lower-level detailed components,
◦ Developing and assigning identification codes to the WBS components,
◦ Verifying that the degree of decomposition of the deliverables is appropriate

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Work Breakdown Structure

• The work of project can be subdivided in to smaller and
smaller work elements (Workpackages). The WBS is a map of
project.
• Example: Suppose that Mr. A want to get Master Degree in
HUST.

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Master
Degree

courses Thesis

course 1
course 2 …. Supervisor Topic Report Defense

Find the gap

Improve
in previous
Knowledge
researches

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Objective: Master Degree

Name
1 all required
courses

1.1 Math course

1.2 Management
course
….
2 Thesis
2.1 Supervisor
2.2 Topic
2.3 Report
2.4 Defence

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Role of WBS
• Help manager know: work package, times, costs
• Manage duration of project, costs of project during Executing
process
• Help to Monitor and Control Project

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Outputs
• Scope Baseline
• The approved version of a scope statement, WBS, and its associated
WBS dictionary
• Scope baseline is a component of the project management plan.
• It can be changed only through formal change control procedures
and is used as a basis for comparison.

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• WBS dictionary
• Document that supports the WBS where detail work descriptions are
documented.
• Information in the WBS dictionary may includes:
– Code of accounts: a numbering system used to uniquely identify
each component of the work
breakdown structure (WBS).
– Description of work
– Assumptions and constraints
– Responsible organization
– Schedule milestones

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• Apply to your project

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3.5 Control Scope

• Monitor the status of the project and product scope and
managing changes to the scope baseline
• Maintain the project baseline throughout the project
• Be performed throughout the project

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• Process of Making Changes

1. Understand the change
2. Prevent unnecessary changes
3. Identify root cause of change
4. Look at the impact of the change
5. Create a change request
6. Perform Integrated Change Control
7. Adjust the project management plan and baseline
8. Notify stakeholders affected by the change
9. Manage the project to the new project management plan

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Control Scope

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3.6 Validate Scope

• Process of validating completed deliverables with stakeholders and
formalizing their acceptance.
• Decrease the reworks, increase likely hood of closing the project.
• Periodically throughout the project as needed.
• Usually performed after Control Quality, and before Close Project or
Phase.

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3.6 Validate Scope

• Formalize acceptance of the completed project deliverables

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Validate Scope – Tools and Techniques

• Inspection
• Sometimes called: reviews, product reviews, audits, and walkthroughs.
• A point-by-point review of the requirements and the associated deliverable/
work
Decision Making
• Voting: to reach a conclusion when the validation is performed by the
project team and other stakeholders

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Exercise
• Apply to your project

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