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Ayesha Zahid
Adeel Younis
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Resource Person:
 Learning
Objectives By the end of this lesson, you will be able to learn

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1. How to Plan Scope Management,

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2. How to Collect Requirements,

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3. How to Document Requirements,

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4. How to Prioritize Requirements,

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5. How to Prepare Requirements Traceability Matrix,

LE ADE 6. How to Prepare Project Scope Statement

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 Project Project Initiation is the creation of project by the PM that
entails the definition of the project’s purpose, primary
Initiation and secondary goals, timeframe and timeline of when

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goals are expected to be met.

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Project Initiation is an on going process that does not

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stop when the project has been approved to begin.

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Project Initiation can be used as evaluation tool, it is

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primarily a planning tool that if used efficiently; will assist
the Project Management and the project staff to
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communicate to all levels involved from the to Project

URManagement the staff that is responsible for the project’s

completion.
Assembling the • Project Manager should assemble the project team to deliver
the project objectives, requirements, and deliverables as

Team & promised in the Project Charter.

• Most critical team members having the appropriate skill must

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Kickoff Meeting

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be engaged in the planning.
• Coordinate a project kickoff meeting or project startup meeting

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to begin the planning process.

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• Review the Project Charter and ensure everyone understands
why the project has been initiated.

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• Introduce the project Stakeholders and the Sponsor to the team

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for project success.

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• Initial meetings can be several hours or several days in length
depending on the complexity of the project and agenda.
• By creating the outline together, the team establishes a
common understanding of the work to be completed and gives
the team the opportunity to detail out the scope of work to be
performed.
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 Defining the • Scope is the first constraint out of Triple constraints

Scope of
• Scope of work becomes the basis for the budget we
will require as well as the schedule of activities.

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Work

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The project's scope defines

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As Stephen Covey stated in the • What will be produced (the deliverables*)

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Seven Habits of Highly Effective *What is the product, service, or result that will be

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People® * "Begin with the end created.
in mind...It is your plan for
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success. It ... puts your goals in
focus, and moves your ideas into
• What requirements must that product/service/result
meet.

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the real world."
Defining the
Scope of To define the scope of work,

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Work

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we will create three key deliverables that will be
included in our project plan:

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1. The Requirements Documentation,

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2. The Scope Statement,
LE ADE 3. The Work Breakdown Structure (WBS).

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 Collect Requirements is the process of determining,

Collecting
documenting, and managing stakeholder needs
and requirements to meet project objectives.

Requirements The key benefit of this process is that it provides the basis for

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defining and managing the project scope including product

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scope.

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 Collecting Requirements
• Collecting requirements for the project began in the Initiation Phase

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• The Project Charter contains some high level requirements that can be used as a starting point for

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planning

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• To collect requirements, input is needed from all Stakeholders - includes the project team as well

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• Requirements can be collected by meeting one-on-one with each Stakeholder, or Stakeholders can
be brought together for a group session of documenting requirements

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• The Project Manager ensure the requirements collected are not contradicting the project objectives
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• The Project Manager must also be cautious of seemingly unrealistic requirements or requirements

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that are not feasible to deliver
• Requirements define what is needed in order to meet the project objectives. They do not define how
the work will be done.
 Requirements will generally fall in the following
Collecting categories (this is not an exhaustive list):

Requirements • Product technical or functional requirements

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• Project process/management requirements

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• Quality or performance requirements

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(for the project and product)

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(for the project and product)

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• Support or operational requirements
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• Profitability or sales/marketing requirements

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Documenting • All requirements are collected, documented, reviewed,
prioritized, and approved by the Stakeholders.
Requirements • These requirements become the basis from which the work

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activities (or tasks) are defined for the scope that needs to be

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delivered.

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• This is often times collected in a deliverable called a

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*Requirements Traceability Matrix.

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• The Requirements Traceability Matrix provides a means to
– document each requirement, which objective and
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– document the agreed-to priority for each requirement.
– The matrix is a simple table that allows the requirement to
be traced from the Planning Phase all the way through
Execution and Closure.
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Documenting Requirements
 Mapping Requirements are mapped to deliverables (including
incremental) and objectives in the Traceability Matrix.
Requirements In our example of a Friends and Family Party, we must have a

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to plan for the party before we actually have the party.

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Deliverables
We must have a guest list before we can actually have guests

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at the party.

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The Project Plan and guests are deliverables of the project and

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therefore must have associated requirements.
In addition, requirements should be traceable to a deliverable.
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So in this manner, we are able to link requirements to the
project objectives, to the project deliverable, and to the work
that will be needed to create it.
 A technique to prioritize requirements is called the
Prioritizing MoSCoW method. Each requirement is prioritized as

Requirements • Must Have requirements are critical and must be

included in the project in order to meet objectives.

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• Should Have requirements are important and should be

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included in the project if time and budget allow, or

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otherwise be delivered at a later date, perhaps in the

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next release of the product, as an example.

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• Could Have requirements are nice to have if they can be
included, but the project can still be delivered and can
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included.

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Stakeholders, from the outset, that they will not be
included in the project or product delivery at this time
but can be revisited in the future.
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Project Scope • A key document to define the scope of the project is
the Project Scope Statement.
Statement • The Project Scope Statement is similar to the

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Overview Project Charter in that it defines the objectives and

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deliverables for the project but more detailed than

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the Project Charter.

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• So that Stakeholders understand what will be
delivered in the project and that they can confirm

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that the scope accurately represents the objectives

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• The Project Scope Statement typically also includes

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information on the deliverables that will be
produced as well as acceptance criteria and
exclusions.
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 Comparison of a
Project Charter & Project Scope Statement

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 Creating the • The project team needs to review the Project Charter
and the Project Requirements documentation.
Project Scope • The Project Scope Statement provides additional details

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Statement about what will and will not be delivered.

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• Identifying elements of work or deliverables that will not

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be included in the scope of work (exclusions).

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• Excluded elements will increase understanding among

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Stakeholders of the boundary of the scope.
• This boundary is important when the project enters the
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to ensure the project can meet its objectives and meet

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 Creating the
Project Scope

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Statement

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 Statement
Project Scope

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