Chapter No 5 – Project Scope Management

Engineering
Project Management

Compiled By:
Muzammil Ahmad Khan
[email protected]

Sir Syed University of Engineering & Technology

 CE - 315: Engineering Project Management

 Course Description
 Managing Information Technology projects
within an organizational context, including the
processes related to initiating, planning,
executing, controlling, monitoring and closing
a project.
 This course covers topics such as project
integration, scope, time, cost, risk management.

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 CE - 315: Engineering Project Management

 This course intends to give the student a basic

familiarity with Project Management.
 To provide students with a portfolio of project
management tools that can be used in managing
information technology projects.
 To provide students with a real-world project
management experience.

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 Engineering Project Management
Course Learning Outcomes( CLO’s )
CLO
Outcome Statement Level *
No
Understanding the Project Management principles,
1 C2
methods, project life cycle etc.
Apply the responsibilities of an engineer relevant to
2 professional management practices with respect to an C3
engineering project.
Analyze the strengths, weaknesses opportunities and
3 treats in life cycle of an engineering project in context of C4
social, environmental, political and economics.

* Bloom’s taxonomy level. C: Cognitive, P: Psychomotor, A: Affective

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 Books

Text Book
 Information Technology Project Management
7th Edition,
Kathy Schwalbe

Reference Book
 Information Technology Project Management
4th Edition
Jack Marchewka

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 Marks Distribution

 Assignments and Quizzes 20

 Mid Term 30
 Final Examination 50
 Total Marks 100

https://sites.google.com/site/cedssuet

Project Management
 CE - 315: Engineering Project Management

Information Technology Project Management

7th Edition

Chapter No 5:
Project Scope Management

Complied By: Muzammil Ahmad Khan

[email protected]
Project Management
 Learning Objectives

 Understand the importance of good project scope management

 Describe the process of planning scope management
 Discuss methods for collecting and documenting requirements
to meet stakeholder needs and expectations
 Explain the scope definition process and describe the contents
of a project scope statement
 Discuss the process for creating a work breakdown structure
using the analogy, top-down, bottom-up, and mind-mapping
approaches
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 Learning Objectives

 Explain the importance of validating scope and how it relates to

defining and controlling scope
 Understand the importance of controlling scope and approaches
for preventing scope-related problems on information
technology (IT) projects
 Describe how software can assist in 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

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 Project Scope Management Processes
 Planning scope: determining how the project’s scope
 and requirements will be managed
 Collecting requirements: defining and documenting the
features and functions of the products produced during the
project as well as the processes used for creating them

 Defining scope: reviewing the project charter, requirements

documents, and organizational process assets to create a scope
statement

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 Project Scope Management Processes
 Creating the WBS: subdividing the major project deliverables
into smaller, more manageable components

 Validating scope: formalizing acceptance of the project

deliverables

 Controlling scope: controlling changes to project scope

throughout the life of the project

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 Figure 5-1: Project Scope Management
Summary

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 Planning Scope Management

 The project team uses expert judgment and meetings to develop

two important outputs: the scope management plan and the
requirements management plan
 The scope management plan is a subsidiary part of the project
management plan

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 Scope Management Plan Contents

 How to prepare a detailed project scope statement

 How to create a WBS
 How to maintain and approve the WBS
 How to obtain formal acceptance of the completed project
deliverables
 How to control requests for changes to the project scope

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 Requirement Management Plan

 The PMBOK® Guide, Fifth Edition, describes requirements

as “conditions or capabilities that must be met by the project or
present in the product, service, or result to satisfy an agreement
or other formally imposed specification”
 The Requirements Management Plan documents how project
requirements will be analyzed, documented, and managed

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 Collecting Requirements

 For some IT projects, it is helpful to divide requirements

development into categories called elicitation, analysis,
specification, and validation
 It is important to use an iterative approach to defining
requirements since they are often unclear early in a project

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 Figure 5-2: Relative cost to correct a software
requirement defect

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 Methods for Collecting Requirements
 Interviewing
 Focus groups and facilitated workshops
 Using group creativity and decision-making techniques
 Questionnaires and surveys
 Observation
 Prototyping
 Benchmarking, or generating ideas by comparing specific
project practices or product characteristics to those of other
projects or products inside or outside the performing
organization, can also be used to collect requirements
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 Statistics on Requirement for Software
Projects (2011 Survey)*

 Eighty-eight percent of the software projects involved

enhancing existing products instead of creating new ones
 Eighty-six percent of respondents said that customer
satisfaction was the most important metric for measuring the
success of development projects
 Eighty-three percent of software development teams still use
Microsoft Office applications such as Word and Excel as their
main tools to communicate requirements

*John Simpson, “2011: The State of Requirements Management” (2011).

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 What went Right?
 Genesys Telecommunications Laboratories uses Accept
software, a product planning and innovation management
application and winner of the Excellence in Product
Management Award from 2006–2008
 Accept helps them instill a consistent, repeatable, and
predictable process for new product definition and development
 They can define what information comprises a requirement and
enforce discipline around that process

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 Requirements Traceability Matrix
 A Requirements Traceability Matrix (RTM) is a table that
lists requirements, various attributes of each requirement, and
the status of the requirements to ensure that all requirements
are addressed

 Table 5-1. Sample entry in an RTM

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 Defining Scope

 Project Scope Statements should include at least a product

scope description, product user acceptance criteria, and detailed
information on all project deliverables. It is also helpful to
document other scope-related information, such as the project
boundaries, constraints, and assumptions.
 The project scope statement should also reference supporting
documents, such as product specifications
 As time progresses, the scope of a project should become more
clear and specific

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 Table 5-2: Sample Project Charter (Partial)

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 Table 5-3: Further Defining Project Scope

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 Media Snapshot
 Many people enjoy watching television shows like Trading
Spaces, where participants have two days and $1,000 to update
a room in their neighbor’s house. Since the time and cost are
set, it’s the scope that has the most flexibility
 Although most homeowners are very happy with work done
on the show, some are obviously disappointed. Part of
agreeing to be on the show includes signing a release
statement acknowledging that you will accept whatever work
has been done
 Too bad you can’t get sponsors for most projects to sign a
similar release form. It would make project scope management
much easier!
Project Management
 Creating the Work Break Down Structure
(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
 The scope baseline includes the approved project scope
statement and its associated WBS and WBS dictionary
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 Figure 5-3: Sample Intranet WBS organized
by products

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 Figure 5-4: Sample Intranet WBS organized
by Phase

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 Figure 5-5: Intranet WBS and Gantt Chart in
MS Project

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 Table 5-4: Executing Tasks for JWD
Consulting WBS

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 Approaches to Developing WBSs
 Using guidelines: Some organizations, like the DOD, provide
guidelines for preparing WBSs
 The analogy approach: Review WBSs of similar projects and
tailor to your project
 The top-down approach: Start with the largest items of the
project and break them down
 The bottom-up approach: Start with the specific tasks and roll
them up
 Mind-mapping approach: Mind mapping is a technique that
uses branches radiating out from a core idea to structure thoughts
and ideas
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 Figure 5-7: Sample Mind-Mapping approach
for creating a WBS

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 Figure 5-8: Gantt Charts with WBS
generated from a Mind Map

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 The WBS Dictionary and Scope Baseline

 Many WBS tasks are vague and must be explained more so

people know what to do and can estimate how long it will take
and what it will cost to do the work
 A WBS dictionary is a document that describes detailed
information about each WBS item

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 Table 5-5: Sample WBS Dictionary Entry

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 Advice for creating a WBS and WBS Dictionary

 A unit of work should appear at only one place in the WBS.

 The work content of a WBS item is the sum of the WBS items
below it
 A WBS item is the responsibility of only one individual, even
though many people may be working on it
 The WBS must be consistent with the way in which work is
actually going to be performed; it should serve the project team
first, and other purposes only if practical

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 Advice for creating a WBS and WBS Dictionary

 Project team members should be involved in developing the

WBS to ensure consistency and buy-in
 Each WBS item must be documented in a WBS dictionary to
ensure accurate understanding of the scope of work included
and not included in that item
 The WBS must be a flexible tool to accommodate inevitable
changes while properly maintaining control of the work content
in the project according to the scope statement

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 What went Wrong ?
 A project scope that is too broad and grandiose can cause severe
problems
 Scope creep and an overemphasis on technology for
technology’s sake resulted in the bankruptcy of a large
pharmaceutical firm, Texas-based FoxMeyer Drug
 In 2001, McDonald’s fast-food chain initiated a project to
create an intranet that would connect its headquarters with all
of its restaurants to provide detailed operational information in
real time. After spending $170 million on consultants and
initial implementation planning, McDonald’s realized that the
project was too much to handle and terminated it
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 Validating Scope
 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 deliverables
 Acceptance is often achieved by a customer inspection and then
sign-off on key deliverables

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 Controlling Scope

 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, and
 manage changes when they occur
 Variance is the difference between planned and actual
performance

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 Best Practices for avoiding scope problems
1. Keep the scope realistic. Don’t make projects so large that they
can’t be completed. Break large projects down into a series of
smaller ones
2. Involve users in project scope management. Assign key users to
the project team and give them ownership of requirements
definition and scope verification
3. Use off-the-shelf hardware and software whenever possible.
Many IT people enjoy using the latest and greatest technology,
but business needs, not technology trends, must take priority
4. Follow good project management processes. As described in this
chapter and others, there are well-defined processes for
managing project scope and others aspects of projects
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 Suggestions for Improving User Input
 Develop a good project selection process and insist that sponsors
are from the user organization
 Have users on the project team in important roles
 Have regular meetings with defined agendas, and have users sign
off on key deliverables presented at meetings
 Deliver something to users and sponsors on a regular basis
 Don’t promise to deliver when you know you can’t
 Co-locate users with developers

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 Suggestions for reducing incomplete and
changing requirements
 Develop and follow a requirements management process
 Use techniques such as prototyping, use case modeling, and
JAD to get more user involvement
 Put requirements in writing and keep them current
 Create a requirements management database for documenting
and controlling requirements

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 Suggestions for reducing incomplete and
changing requirements (Cont’d)
 Provide adequate testing and conduct testing throughout the
project life cycle
 Review changes from a systems perspective
 Emphasize completion dates to help focus on what’s most
important
 Allocate resources specifically for handling change
requests/enhancements like NWA did with ResNet

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 Using Software to assist in Project Scope
Management
 Word-processing software helps create several scope-related
documents
 Spreadsheets help to perform financial calculations, weighed
scoring models, and develop charts and graphs
 Communication software like e-mail and the Web help clarify
and communicate scope information
 Project management software helps in creating a WBS, the basis
for tasks on a Gantt chart
 Specialized software is available to assist in project scope
management
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 Chapter Summary
 Project scope management includes the processes required to
ensure that the project addresses all the work required, and
only the work required, to complete the project successfully
 Main processes include
 Define scope management
 Collect requirements
 Define scope
 Create WBS
 Validate scope
 Control scope
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