ENGG461: Week 2

Project Scope Management

(Source: PMBOK Guide, 6th Edition; p. 50)

Project Scope Management

 Scope should define the results to be delivered in
specific, tangible and measurable terms
─ extent of what is covered in the project
─ what is included and what is excluded (sets the scope boundary)

 An extensive study showed that 50% of the planning

problems in projects relates to unclear definitions of
scope and goals (Gobeli and Larson, 1990)

 Relate to your Assessment 2:

─ team project: reflect on the consequence of lack of scoping in the
team project or lack of understanding of the scope of the team project

─ case project: investigate and report on the consequences of lack of

clarity in scope in the assigned real-life (case) project
 Learning Objectives
 develop the scope statement for a given project
and illustrate its use
 create the work breakdown structure for a given
project at an appropriate level of detail, and
explain its applications
 develop the project responsibility matrix for a given
project, and illustrate its use
 analyse and determine if the scope of the project
has changed and determine methods to
accommodate/formalize such changes

Scope: Project vs. Product

 Project scope: what needs to be done to accomplish
project goals (i.e. deliverables: end-product; process;
service; or solution/result)
 also, what needs not to be done (sets the boundary!) – scope creep!

 Product scope: features and functions that

characterise the product, service or solution/result
 governed by technical requirements, limits and exclusions (set the
specifications)
─ end-product – a new building; a new bridge; a renovated facility; an
upgraded IT system in operation; restructured organisation
─ project – the processes that go together to materialise/deliver the end
product (building; bridge; IT system etc.)
 Project life cycle

Scope Management
 Collect Requirements: gather stakeholder expectations on
the project and product deliverables
 Define scope: describe in detail the project and product
expectations
 Create WBS: draw a hierarchical pictorial illustration of work
that needs to be completed to deliver on project and
product expectations

 Validate scope: obtain formal acceptance on the work to be

completed, by all key (relevant) stakeholders
 Control scope: endeavour to maintain the agreed project
and product scope by way of consistent monitoring of work
performance against the scope baseline.
 Stakeholder Identification

(Source: PMBOK Guide, 5th Edition; p.30)

Stakeholders?

• entities/parties: i.e. individuals,

groups or organisations:
− affected by the project;
− have an interest in the project; or
− can influence the project

4–8
 Example

• You are tasked with leading a project to develop

a teaching facility for executive Masters
Programs in an existing building currently
occupied by a commercial organisation, which is
located in the central business district of Sydney.
• As part of the initial planning effort, you are
required to develop a scope statement for this
project. In reality, you would involve other parties
in developing the project scope statement. Who
would you include and for what purposes?
4–9

In reality you would involve other parties in

developing the project scope statement and
objectives. Who would you include and why?
Stakeholder Purpose/why/?
 Scope Statement (key elements)

 Product scope descriptions

 Product acceptance criteria
 Project deliverables
 Project exclusions
 Project constraints
 Project assumptions

4–11

Use this as the

template for
Assessment 2
(team project
scope
statement)

Source: Larson and Gray (2021)

4–12
 Example

• Assuming that you have now consulted the

parties identified in the example above, write an
objective statement to go in the scope statement

4–13

What would be the objective of the project?

Needs to be stated in specific, tangible and

measurable terms!
 Work Breakdown Structure (WBS)
 A hierarchical outline (map) that identifies the
products and work elements involved in a project
 Defines the relationship of the final deliverable
(the project) to its sub-deliverables, and in turn,
their relationships to work packages
 Best suited for design and build projects that have
tangible outcomes rather than process-oriented
projects (see also process breakdown structure)

(Source: Gray and Larson, 2011)

Work Breakdown Structure

(Source: Gray and Larson, 2011)

 How WBS Helps the Project Manager
 Facilitates evaluation of cost, time, and technical
performance of the organization on a project

 Provides management with information appropriate

to each organizational level

 Helps in the development of the organization

breakdown structure (OBS). which assigns project
responsibilities to organizational units and individuals

 Helps manage plan, schedule, and budget

 Defines communication channels and assists

in coordinating the various project elements

(Source: Gray and Larson, 2011)

How WBS Helps the Project Manager

 Facilitates evaluation of cost, time, and technical
performance of the organization on a project

 Provides management with information appropriate

to each organizational level

 Helps in the development of the organization

breakdown structure (OBS). which assigns project
responsibilities to organizational units and individuals

 Helps manage plan, schedule, and budget

 Defines communication channels and assists

in coordinating the various project elements

(Source: Gray and Larson, 2011)

 Work Packages

• A work package is the lowest level of the WBS.

– It is output-oriented in that it:
1. Defines work (what).
2. Identifies time to complete a work package (how long).
3. Identifies a time-phased budget to complete
a work package (cost).
4. Identifies resources needed to complete
a work package (how much).
5. Identifies a person responsible for units of work (who).
6. Identifies monitoring points (milestones)
for measuring success.

(Source: Gray and Larson, 2011)

Integrating the WBS with the Organization

• Organizational Breakdown Structure (OBS)

–Depicts how the firm is organized to discharge its work
responsibility for a project.
• Provides a framework to summarize organization
work unit performance
• Identifies organization units responsible for work
packages
• Ties the organizational units to cost control
accounts

(Source: Gray and Larson, 2011)

 Integration of
WBS and OBS

(Source: Gray and Larson, 2011)

Coding the WBS for the Information System

• WBS Coding System

–Defines:
• Levels and elements of the WBS
• Organization elements
• Work packages
• Budget and cost information
–Allows reports to be consolidated at
any level in the organization structure

(Source: Gray and Larson, 2011)

 WBS Coding
(indexing)

(Source: Gray and Larson, 2011)

Responsibility Matrices
• Responsibility Matrix (RM)
–Also called a linear responsibility chart.
–Summarizes the tasks to be accomplished and who is
responsible for what on the project.
• Lists project activities and participants

• Clarifies critical interfaces between units and individuals that need

coordination
• Provide an means for all participants to view their responsibilities
and agree on their assignments
• Clarifies the extent or type of authority that can be exercised by
each participant

(Source: Gray and Larson, 2011)

Responsibility Matrix for a Market Research Project

(Source: Gray and Larson, 2011)

Responsibility Matrix for the Conveyor Belt Project

(Source: Gray and Larson, 2011)

Scope Control

 Develop scope baseline

 Monitor project progress

 Identify variations to scope

 Initiate change requests

 Update project plan

 Update project documents

4–27