COVENTRY UNIVERSITY Faculty of Engineering & Computing

7017MAA
Project Management
Project Scope
Management

Project Scope Management

Project Scope Management  FORMING

 STORMING
 NORMING

PERFORMING

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Learning Outcomes
At this end of this lecture, you should be able to:
1. Critically evaluate the elements that make
good project scope management important
2. Appraise the significance of developing a
scope statement
3. Assess the importance of scope control &
approaches for preventing scope-related
problems on projects.
4. Create a work breakdown structure &
Construct a responsibility assignment matrix
Project Scope Management

Project Scope
Also known as scope of work
 The collective activity (work) to be undertaken to

deliver a project.
the total sum of all activity to be performed on a

project
 a description of what is included in the project/ just as

importantly what is not included

 determine the size & skill requirements of the project

team,
 the budget required, the time taken to deliver the project,

the communication plan etc.

Project Scope Management

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What is Project Scope Management?

 Scope refers to all the work involved in creating
the products of the project and the processes
used to create them
 A deliverable is a product produced as part of
a project, such as hardware or software,
planning documents, or meeting minutes
 Project scope management includes the
processes involved in defining and controlling
what is or is not included in a project

Project Scope Management

Project Scope Management

“The processes required to ensure that the
project includes all the work required, & only
the work required, to complete the project
successfully”

 “What will the project produce at the end?”

 Features

 Functions

Project Scope Management

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Project Scope Management

 Ensure that only just enough work is
undertaken to deliver the project’s purpose
successfully
 Adequate/ sufficient amount of work is done
Avoid “gold-plating”
 Unnecessary work is not done
 work that is done delivers the stated
business purpose

Project Scope Management

Project Scope Management Overview

Project Scope Management

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Project Scope Management Processes

1. Plan Scope Management: determining how the project’s
scope & requirements will be managed
2. Collecting requirements: defining & documenting the
features & functions of the products produced during the project as
well as the processes used for creating them Requirement Capture
3. Defining scope: reviewing the project charter, requirements
documents, & organisational process assets to create a scope
statement
4. Creating the WBS: subdividing the major project deliverables
into smaller, more manageable components
5. Validating scope: formalising acceptance of the project
deliverables
6. Controlling scope: controlling changes to project scope
throughout the life of the project
Project Scope Management

Identifying Customer Needs

Don’t give the customer what he asks for; give him what he needs.
 Essential to identify the real needs of the customer
 Not always what they think they need or what you think they need
 Neglecting this stage can lead to unsatisfactory outcomes,
false assumptions, expectations & beliefs
 The customer should be encouraged to spend time & take
responsibility for identifying & clarifying their requirements
 It may be necessary to ‘educate’ the customer in what is
possible or available and at what cost/timescale
 Identify what is an “essential” outcome for the project
rather than what would be “nice to have”
 Projects are often about compromise, especially if in
response to multiple, sometimes conflicting requirements
Project Scope Management

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Project Scope Definition

 Initial, high-level, description of the way in
which the business need will be satisfied
 Identifying the work that falls within the remit
of the project & that which does not
 Clarifying the main areas of work required
 Preparation of the Work Breakdown Structure
 decomposes the project by subdividing major project
deliverables into smaller, more manageable components

Project Scope Management

Project Constraints
Anything that either restricts the
actions of the project team or
dictates actions of the project team.
Time Constraint Schedule Constraint
Budget Constraint Resource Constraint
Scope Constraint Technology Constraint
Quality Constraint Directive Constraint
Project Scope Management

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Project Scope Statement

 Scope Statement should include:
 project justification / aim
 the work that needs to be undertaken
 the boundaries of the project
 any aspects specifically excluded from the project
 key interdependencies with other projects
 the impact the project will have on current operations
& existing projects
 the functions or departments which will be affected
 project objectives - quantifiable criteria that must be
met (critical success factors)
Project Scope Management

Project Scope Management

4 Basic Steps:
1. Develop the concept through the project’s
objectives
2. Define the project scope through the
Work Breakdown Structure
3. Authorise & execute the work, &
monitor & control progress
4. Commission the facility to produce the
product & obtain benefit
Project Scope Management

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Scope Management Plan

The scope management plan is a document that
includes descriptions of how the team will
prepare the project scope statement, create the
WBS, verify completion of the project
deliverables, and control requests for changes to
the project scope.

 Key inputs include the project charter,

preliminary scope statement, & project
management plan.
Project Scope Management

Project Objectives

What?

A set of deliverable outcomes for the

project, covering implementation and
operational phases, expanding on the
project definition.

Project Scope Management

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SMART Objectives http://inmyownterms.com/writing-

terminology-project-goals/#more-1130

Project Scope Management

SMART Objective – An Example http://tenstep.com/

Upgrade the customer service telephone

system by 22nd March to achieve client wait
times of no more than 2minutes
 Is this a SMART objective?

SPECIFIC?
MEASURABLE?
ACHIEVABLE?
REALISTIC?
TIME-BOUND?

Project Scope Management

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Student Aims?
Objectives
1. To pay my Uni fees (~£10,000?) before 21st July
2020
2. To obtain a Distinction in MSc EPM by Sept 2020
 To pass this year’s study, at 1st attempt, with an average
grade of 75%
3. To get a graduate position in Apple Computers by
Dec 2020

Project Scope Management

Work Breakdown Structure

(Task oriented, detailed, logical breakdown of the project)
Creating an appropriate WBS is an essential
first step in handling a complex project
 Summarises all products & services & how they
contribute to the total project
 Defines work packages so they can be uniquely
identified
 Displays inter-relationships between work
packages

Project Scope Management

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Work Breakdown Structure

(Task oriented, detailed, logical breakdown of the project)

 Establishes the authority/responsibility

organisation
 Enables more specific & detailed estimating of
project cost
 Assists correct scheduling, monitoring & control
of work
 Provides a basis for controlling the application of
resources & as a reference point for getting
commitment to the project objectives
Project Scope Management

Creating the (WBS)

 A WBS is a deliverable-oriented grouping of
the work involved in a project that defines the
total scope of the project
 WBS is a foundation document that provides
the basis for planning and managing project
schedules, costs, resources, and changes
 Decomposition is subdividing project
deliverables into smaller pieces
 A work package is a task at the lowest level of
the WBS
Project Scope Management

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Work Breakdown Structure

“A product-oriented family tree of work effort that provides a level-by-level
subdivision of the work to be performed in a contract” Babcock & Morse, 2001

“A picture of the project subdivided

into hierarchical units of work” Bennett, (1996)

Project Scope Management

WBS Types: Level 1 & 2 shown only

By Organisation Project

Sales-Marketing Engineering Quality Purchasing Manufacture Training

Time Phased Project

Concept Feasibility Design Manufacture Test Install

By Products Project

Specification Drawings Hardware Software Test Spec Packaging

Project Scope Management

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Programme Breakdown Structure

Programme

Project Project Project Project

Sub-project Sub-project Sub-project Sub-project Sub-project Sub-project Sub-project Sub-project

Subdivide until each deliverable can be effectively planned, monitored & controlled
Project Scope Management

Programme Breakdown Structure

Strategic Level PROGRAMME

Hierarchical
PROJECT PROJECT PROJECT Coding structure
http://www.netmba.com/operations/project/wbs/

Area of Work
(Task) 1.0 2.0 3.0

Sub-Task 1.1 1.2 2.1 2.2 3.1 3.2

Work Package 2.1.1 2.1.2 2.2.1 2.2.2

Successively finer level of detail until each task can be

individually planned, budgeted, scheduled, monitored and controlled
Project Scope Management

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Construction of ECB 2 – An Example

FOUNDATIONS
SUBSTRUCTURE DRAINAGE
CAR PARKS
LANDSCAPING

STEEL FRAME
STRUCTURE FLOOR/ ROOF DECKS
ROOF
EXTERNAL ENVELOPE
EXT. WINDOWS/DOORS

INTERNAL PARTITIONS
FINISHES FLOOR FINISHES
CEILING FINISHES

HEATING
SERVICES ELECTRICAL
AIR CONDITIONING
LIFTS
FIRE AND ALARM
Project Scope Management

Workpackage Descriptions
 Use at least two words
1. What is being done
 A verb
2. The subject
 A noun

 For example:
 Place order

 Test pump

Project Scope Management

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WBS Level 4
Work Package is the
lowest level in the WBS
The point at which your
WBS can be reliably:
• Scheduled,
• Cost estimated,
• Monitored &
controlled

Project Scope Management

IT Project WBS
Development of
Level 1 Dugster Website

Level 2 Website Website

Concept Roll Out Support
Design Development

Evaluate Define Define Risk & Brief Web

Define Define
Risk Development
Level 3 Current Requirements Specific Project Plan
Systems Functionality Management Team
Approach

Define User Define Content Define System Define Server

Level 4
Requirements Requirements Requirements Owner
Requirements

Project Scope Management

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Main Deliverables

Tasks

Sub-Tasks

Workpackages

https://www.google.co.uk/search?q=tasks+work+packages&espv=2&biw=1920&bih=950&source=lnms&tbm=isch&sa=X&ved=0ahUKE
wiZ4e-whbrSAhVHFMAKHdwVCewQ_AUIBigB&dpr=1#imgrc=o3ibBYyBc5rGZM:

Project Scope Management

www.wbstool.com
WBS Creation
100% rule

The total of work at

lowest level adds up
to the higher levels
so no work is left
out & no extra work
is completed
MEC SCIENCE BUILDING

SUB-STRUCTURE STRUCTURE FINISHES SERVICES

FOUNDATION DRAINANGE LANDSCAPING

Excavate soil Prepare base Fix Reinforcement Pour Concrete

Project Scope Management

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Project Scope Management

Work Breakdown Structures

Benefits of using a WBS:
 Tasks are:
 Definable – easily understood

 Independent – minimum interfaces

 Estimate-able – time & cost

 Measurable – progress easily captured

 Adaptable – can be ‘eliminated’ /added

Project Scope Management

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Tips for Developing a WBS

 Parent-child relationships, ask ‘How’ & ‘What’
 Describe tasks using a verb and a nouns
 Use input and output charts
 Check that all deliverables are present
 Include quality and management tasks
 Produce statements of work
 Involve the team
 Use ‘post-it’ notes

Project Scope Management

Scope Validation
 It is very difficult to create a good scope
statement and WBS for a project
 It is even more difficult to verify project scope
and minimize scope changes
 Scope validation involves formal acceptance of
the completed project scope by the stakeholders
 Acceptance is often achieved by a customer
inspection and then sign-off on key deliverables

Project Scope Management

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Scope Control
 Scope control involves controlling changes
to the project scope
 Goals of scope control are to:
 Influence the factors that cause scope changes
 Assure changes are processed according to
procedures developed as part of integrated
change control
 Manage changes when they occur
 Variance is the difference between planned
and actual performance
Project Scope Management

Scope Creep
Gradual, progressive increase in
the project’s scope that is not
noticed immediately
 Occurs when additional

requirements result in scope

change & can cause cost &
schedule overruns
Project Scope Management

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Scope Creep
Unplanned changes to what was originally
agreed
 additional requirements/ new ideas

 It increases time, cost/ quality

 Major impact on project

 It also increase project risk/ benefits

 Is a major source of project failure

 Maintain a tighter control

 Change Control
Project Scope Management  Change is sometimes inevitable

Change Request (CR)

A Change Request is a document which is
utilized to define product enhancements and
minor work efforts.

http://www.cimplebs.com/HP-PPMKnowledgeManagement/NavigatorGlossary.htm
Project Scope Management

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Manage Creeping Scope

 Keep scope documents current

 Freeze design after cost & time

estimates have been approved

 Allow only those changes that are

justified by benefits
 Use an effective change management

procedure
Project Scope Management

What is
Responsibility
Assignment Matrix?
RAM: Describes the participation by various
roles in completing tasks for a project.
Project Scope Management

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Who Does What ?

 Organisational tasks that need to be
planned & recorded
 Specification or project definition
 Enough detail to complete the work without any
confusion or ambiguity
 The objectives
 Responsibilities
 Time scales

 Costs

 Method of monitoring and reporting

Project Scope Management

Task Owners
 Accountable for task achievement
 Costs and variances reported against plan
 Time and cost at completion
 Earned value for performance reporting

 Internal or external person

 Member of the project team
 An individual appointed by a supplier
 A manager with project resources

Project Scope Management

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Responsibility Matrix

OBS
Gordon Sarah Alison Steve
WBS

Excavate soil R A

Prepare base A R
Fix A I R
Reinforcement

Pour Concrete R A C

Project Scope Management

Responsibility Matrix Terms

The person who is

R Who is responsible? assigned to do the work

The person who makes

A Who is accountable? the final decision & has
the ultimate ownership
The person who must be
C Who is consulted? consulted before a
decision is taken

The person who must be

I Who is informed? informed that a decision/
action has been taken
Project Scope Management

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Quick Recap
Ensure that the project addresses all the work
required—and only the work required
 4 Principles of Scope Management
1. Manage through a breakdown structure
2. Focus on results (limit changes)
3. Balance objectives & levels of ambition
4. Keep it simple (Don’t Forget Grandma Test)

Project Scope Management

RACI – Simple Rules

 One “Accountable” on a task
 “Accountable” can be a team member
 Possibly the Project Manager
 Ensure that many people are “Consulted” &
“Informed” as necessary!
 Give “Responsible” people tasks with priority
 Update & execute RACI weekly
 Make sure nobody is OVERLOADED
 Horizontally & Vertically!
Project Scope Management

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