PMP PREPARATION COURSE

6TH EDITION

BY:MAZEN ALSAYED
 Lecture 02 : Project Scope Management
Contents

1 Plan Scope Management

2 Collect Requirements
Planning
3 Define Scope

4 Create WBS

5 Validate Scope
M&C
6 Control Scope

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
4.5. Monitor & Control
4.3.Direct & Manage Project 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Work Project or
Management charter plan 4.6. Perform Integrated
4.4.Manage Project Knowledge Phase
Change Control
5.1. Plan Scope Management
5.Project Scope 5.2. Collect Requirements 5.5. Validate Scope
Management 5.3. Define Scope 5.6. Control Scope
5.4. Create WBS

6.1. Plan Schedule Management.

6.2. Define Activities
6. Project schedule
6.3. Sequence Activities 6.6. Control Schedule
Management
6.4. Estimate Activity Durations
6.5. Develop Schedule

7.1. Plan Cost management

7.Project Cost
7.2. Estimate Costs 7.4. Control Costs
Management
7.3. Determine Budget
8. Project Quality
8.1. Plan Quality management 8.2. Manage Quality 8.3. Control Quality
Management
9.3. Acquire Resources
9. Project Resource 9.1. Plan Resource Management
9.4. Develop team 9.6. Control Resources
Management 9.2. Estimate Activity Resources
9.5. Manage team
10. Project
10.1. Plan Communications 10.3. Monitor
Communication 10.2. Manage Communications
Management Communications
Management
11.1. Plan Risk Management
11.2. Identify Risks
11.3. Perform Qualitative Risk
11. Project Risk 11.6. Implement Risk
Analysis 11.7. Monitor Risks
Management Responses
11.4. Perform Quantitative Risk
Analysis
11.5. Plan Risk Responses
12. Project Procurement
12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder 13.1. Identify 13.3. Manage Stakeholder 13.4. Monitor Stakeholder
13.2. Plan Stakeholder Engagement
Management Stakeholders Engagement Engagement

2 24 10 12 1

[email protected] 2
Eng. Mohamed Raslan, PMP
+2-0100-535-4327
 Project Scope Management (Planning)

• includes the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully
‫ إلكمال ر‬،‫ واألعمال المطلوبة فقط‬،‫المشوع يشمل جميع األعمال المطلوبة‬
.‫المشوع بنجاح‬ ‫المشوع تشمل العمليات الالزمة للتأكد من أن ر‬
‫• إدارة نطاق ر‬

• Managing the project scope is primarily concerned with defining and controlling what is and is not
included in the project. َ ‫المشوع ف المقام األول بتحديد ما ُي‬
َ ‫درج وما ال ُي‬
‫درج ف ر‬ ‫✓ تهتم إدارة نطاق ر‬
‫المشوع وببطه‬ ‫ي‬ ‫ي‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management

Product Scope .‫نطاق المنتج‬ ‫الن يتمي بها منتج أو خدمة أو نتيجة‬
‫السمات والوظائف ي‬
• The features and functions that characterize a product, service, or result
Ex: 30 floors tower & 1000 beds hospital

➢ Completion of the product scope is measured against the product requirements

Project Scope ‫نطاق ر‬

.‫المشوع‬
• The work performed to deliver a product, service, or result with the
specified features and functions.
َّ
‫العمل الذي ُيؤدى لتسليم منتج أو خدمة أو نتيجة تتوفر فيها السمات والوظائف المحددة‬
Ex:
Planning (PM Plan, Safety Plan, method statements… etc.)
Technical Efforts (Drawings, Material Submittals)

➢ Completion of the project scope is measured against the project management plan

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 What is a Product Scope ?
Product scope is about the product details. Product scope defines what the product will look like, how will it work, its
features, etc.

According to the PMBOK Guide 6th edition, product scope is the features and functions that characterize a product,
service or result.

For example, if the product is a bridge, the product scope might be its length, width, load strength, etc.

If the product is a cell phone, its product scope will be its screen size, battery backup, processor speed, camera type,
memory, etc.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 What is a Product Scope ?
‫ﻋﻘﺪ‬
How to Determine the Product Scope ?
Most of the time, determining the product scope is not a difficult task. If you get a project through a contract, you get
the product scope with the contract document.

However, if the project is initiated by your organization, you will have to define the product scope.
‫اﻟﻤﺆﺳﺴﺔ ھﻲ اﻟﺘﻲ ﺗﻨﺸﺄ اﻟﻤﺸﺮوع‬
In this case, you meet with all the stakeholders to find their expectations and requirements regarding the final product.
Once the requirement and expectations are finalized, you get them signed by stakeholders and then forward them for
approval

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 What is a Project Scope ?
‫اﻟﻌﻤﻞ اﻟﻤﻄﻠﻮب ﻷﻧﺸﺎء ﻣﻨﺘﺞ‬

The project scope is the work required to create the product. It also defines what is in the scope and whatnot, which
helps you avoid scope creep.

According to the PMBOK Guide 6th edition, project scope is the work performed to deliver a product, service, or result
with the specified features and functions.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)

• Creating a scope management plan that documents how the project and product scope will be defined,
validated, and controlled. ‫• عملية وبع خطة إلدارة النطاق والن توثق كيفية تحديد نطاق ر‬
‫المشوع والمنتج والتحقق منه وببطه‬ ‫ي‬

✓ Provides guidance and direction on how scope will be managed throughout the project.
‫✓ توفر اإلرشاد والتوجيه بشأن كيفية إدارة النطاق عل مدار ر‬
.‫المشوع‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)

( 1 ) Plan Scope Management

Input Tools &

Techniques Outputs

1. Project charter
1. Expert judgment 1. Scope management
2. Project management plan
2. Data Analysis
plan 2. Requirements
3. Meetings
3. Enterprise management plan
environmental factors
4. Organizational
process assets

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)
Inputs 1- Project Charter

✓ The project charter documents the project purpose, high-level project description, assumptions,
constraints, and high-level requirements that the project is intended to satisfy.

‫ والمتطلبات العامة الن يهدف ال ر‬،‫ والقيود‬،‫ واالفيابات‬،‫للمشوع‬

.‫مشوع إىل تلبيتها‬ ‫ والوصف العام ر‬،‫المشوع‬
‫المشوع الغرض من ر‬
‫✓ يوثق ميثاق ر‬
‫ي‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)

2- Project Management Plan

✓ 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. The project life cycle determines the series of phases that a project passes
through from its inception to the end of the project.

✓ Development approach. The development approach defines whether waterfall, iterative, adaptive, agile, or a
hybrid development approach will be used.

3- Enterprise Environmental Factors

Organization’s culture, Infrastructure, Marketplace conditions

4- organizational process assets

Policies and procedures and lessons learned repositories
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)
T&T
1- EXPERT JUDGMENT
Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics:
• Previous similar projects, and
• Information in the industry, discipline, and application area.

2- DATA ANALYSIS
‫ﺗﺤﻠﯿﻞ اﻟﺒﺪاﺋﻞ ﺑﻄﺮق ﻣﺨﺘﻠﻔﺔ ﻟﺘﺠﻤﯿﻊ اﻟﻤﺘﻄﻠﺒﺎت ﻟﻠﺘﺤﻘﻖ واﻟﺘﺤﻜﻢ ﻣﻦ ﺗﻘﯿﻢ اﻟﻨﻄﺎق‬

A data analysis technique that can be used for this process includes but is not limited to alternatives analysis.
Various ways of collecting requirements, elaborating the project and product scope, creating the product, validating
the scope, and controlling the scope are evaluated.

4- 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.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
1. Plan Scope Management (Planning)
Outputs

❑ Scope Management Plan ( Not the Project Scope )

‫إحدى مكونات خطة إدارة ر‬
‫المشوع‬
• Component of the project management plan.
• How scope will be defined, developed, monitored, controlled, and validated.

✓ Process for preparing a project scope statement. ‫عملية إعداد بيان نطاق ر‬
‫المشوع‬
✓ 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.

❑ Requirements Management Plan ‫خطة إدارة المتطلبات‬

• Component of the project management plan. ‫المشوع‬

‫إحدى مكونات خطة إدارة ر‬

• How project and product requirements will be analyzed, documented, and managed

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

• Determining, documenting, and managing stakeholder needs and requirements to meet objectives.
‫ وإدارتها لتحقيق أهداف ر‬،‫ وتوثيقها‬،‫بالمشوع‬
.‫المشوع‬ ‫ر‬ ‫• عملية تحديد احتياجات ومتطلبات المعنيي‬

✓ Provides the basis for defining the product scope and project scope.
‫✓ توفر األساس لتحديد نطاق المنتج ونطاق ر‬
.‫المشوع‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

( 2 ) Collect Requirements

Tools &
Input
Techniques Outputs

1. Project charter 1. Expert Judgement

2. Project management plan 2. Data Gathering 1. Requirements
3. Project documents 3. Data Analysis documentation
4. Business Documents 4. Decision Making 2. Requirements traceability
5. Agreements 5. Data Representation matrix (RTM )
6. Enterprise environmental 6. Interpersonal &
factors Team Skills
7. Organizational process 7. Context diagram
assets 8. Prototyping

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

‫ﻃﺮق واﺳﺘﺮاﺗﯿﺠﯿﺎت ﻹﺷﺮاك اﻟﻤﻌﻨﯿﯿﻦ ﻓﻲ اﻟﻤﺸﺮوع‬
 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)
Inputs
❑ project charter
✓ The project charter documents the high-level project description and high-
level requirements that will be used to develop detailed requirements.
.‫الن سوف تستخدم لوبع متطلبات ُمف َّصلة‬ ‫ر‬ ‫ر‬
‫✓ يوثق ميثاق المشوع الوصف العام للمشوع والمتطلبات العامة ي‬

❑ Project Management Plan

✓ Scope management plan. Contains information on how the project scope will be defined and developed.

✓ Requirements management plan. Contains information on how project requirements will be collected,
analyzed, and documented.
‫ﺧﻄﺔ ﻧﺴﺘﺨﺪﻣﮭﺎ ﻟﻔﮭﻢ ﻣﺘﻄﻠﺒﺎت اﻻﺗﺼﺎل اﻟﺨﺎﺻﺔ ﺑﺎﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ وﻣﺴﺘﻮي اﻟﺨﺎص ﺑﺎﻟﻤﻌﻨﯿﯿﻦ ﻟﺘﻘﯿﯿﻤﮭﺎ‬
✓ Stakeholder engagement plan. 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.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

❑ Project documents ‫مستندات ر‬

‫المشوع‬
✓ Assumption Log. identified assumptions about the product, project, environment, stakeholders, and other
factors that can influence requirements.
.‫الن يمكن أن تؤثر عل المتطلبات‬ ‫ر‬
‫ وغيها من العوامل ي‬،‫ والمعنيي‬،‫ والبيئة‬،‫ والمشوع‬،‫يحدد سجل االفيابات افيابات حول المنتج‬

✓ Lessons learned register. Used to provide information on effective requirements collection techniques
‫لتوفي معلومات عن األساليب الفعالة لجمع المتطلبات‬

✓ Stakeholder Register. Used to identify stakeholders who can provide information on the requirements. It
also captures requirements and expectations that stakeholders have for the project.
َ
‫ كما يسجل متطلبات وتوقعات أصحاب المصلحة بالنسبة ر‬.‫ستخدم ف تحديد المعنيي الذين يمكنهم توفي معلومات حول المتطلبات‬
.‫للمشوع‬ ‫ي‬ ‫ُي‬

❑ Business document ‫وثائق األعمال‬

Business case, which can describe required, desired, and optional criteria for meeting the business needs
.‫ واالختيارية لتلبية احتياجات العمل‬،‫ والمرغوبة‬،‫وصف المعايي المطلوبة‬
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)
Inputs
❑ Agreements ‫االتفاقيات‬

✓ Agreements can contain project and product requirements.

‫✓ االتفاقيات يمكن أن تتضمن متطلبات ر‬
.‫المشوع والمنتج‬

❑ Enterprise Environmental Factors

✓ Organization’s culture ‫ثقافة المؤسسة‬

✓ Infrastructure ‫البنية التحتية‬

✓ Marketplace conditions ‫ظروف السوق‬

❑ Organizational Process Assets

✓ Policies and procedures ‫السياسات واإلجراءات‬

✓ Historical information and lessons learned from previous projects

‫المعلومات السابقة والدروس المستفادة من المشاري ع السابقة‬ BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

Tools & Techniques

Brainstorming

❑ Data Gathering

Benchmarking
Focus Groups

Questionnaires and
Surveys

Interviews

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Brainstorming ‫العصف الذهن‬

▪ Used to generate and collect multiple ideas related to project and product requirements
‫لتوليد وتجميع عدة أفكار مرتبطة بمتطلبات ر‬
‫المشوع والمنتج‬

TT ❑ Interviews ‫المقابالت‬

▪ Elicit information from stakeholders by talking to them directly.

‫الستنباط المعلومات من المعنيي من خالل التحدث إليهم ر‬
‫مباشة‬
▪ Interviews are also useful for obtaining confidential information
.‫المقابالت مفيدة يف الحصول عل معلومات شية‬

TT ❑ Focus Group ‫المجموعات التخصصية‬

▪ Bring together prequalified stakeholders and subject matter experts to learn about
their expectations. ‫والخياء المتخصصي ف المجال للتعرف عل توقعاتهم‬ ً
‫ي‬ ‫ر‬ ‫ا‬ ‫مسبق‬ ‫تجمع بي المعنيي المؤهلي‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Questionnaires and Surveys .‫االستبيانات واالستقصاءات‬

✓ Written sets of questions designed to quickly accumulate information from a large number
of respondents. ً ‫✓ مجموعات مكتوبة من األسئلة مصممة لجمع المعلومات ش‬
‫يعا من عدد كبي من المشاركي‬

Benchmarking
TT ❑ Benchmarking .‫مقارنات األداء‬
✓ Benchmarking involves comparing actual or planned practices, such as processes and operations, to
those of comparable organizations to identify best practices, generate ideas for improvement, and
provide a basis for measuring performance. The organizations compared during benchmarking can be
internal or external.
‫مقارنة المنتجات والعمليات والممارسات الفعلية أو المخطط لها بمثيالتها لدى المؤسسات المماثلة وذلك‬
‫الن‬
‫ ويمكن أن تكون المؤسسات ي‬.‫ ووبع أساس لقياس األداء‬،‫ وتوليد أفكار للتحسي‬،‫لتحديد أفضل الممارسات‬
‫خضعت للمقارنة أثناء مقارنات األداء داخلية أو خارجية‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)
TT ❑ Data analysis
▪ Document Analysis: ‫تحليل الوثائق‬
✓ Such as agreements, business plans, current process flows, issue logs, policies, procedures, Specs.

TT ❑ Decision Making ‫صنع القرار‬

1- Voting: ‫التصويت‬
‫ر‬
Plurality : ‫األكيية‬
Unanimity : ‫اإلجماع‬ Majority : ‫األغلبية‬
Everyone agrees on a single course of action Support from more than 50% The largest group even if no majority

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Decision Making

2- Autocratic decision making .‫صنع القرار االستبدادي‬

✓ One individual takes responsibility for making the decision for the group
‫✓ يتحمل فرد واحد مسؤولية القرار نيابة عن المجموعة‬

3- Multicriteria decision analysis .‫تحليل القرارات متعدد المعايي‬

✓ Uses 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.

‫ مثل مستويات‬،‫هو أسلوب يستخدم مصفوفة قرارات لتوفي طريقة تحليلية منتظمة إلرساء المعايي‬
‫المخاطر والشك والتقدير لتقييم العديد من األفكار وترتيبها‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Data representation: ‫تمثيل البيانات‬

• Mind Mapping: ‫وضع خريطة العقل‬

✓ Ideas created through individual brainstorming sessions are consolidated into a
single map to reflect commonality and differences in understanding and to generate
new ideas.
Benchmarking
‫الذهن الفردية يف خريطة واحدة لعكس القواسم المشيكة‬
‫ي‬ ‫مستخدمة يف تجميع األفكار الناشئة عن طريق جلسات العصف‬
‫واالختالفات يف الفهم وتوليد أفكار جديدة‬
• Affinity Diagram: ‫مخططات التقارب‬

✓ Allow large numbers of ideas to be classified into groups for review and analysis.
‫✓ تسمح بتصنيف أعداد كبية من األفكار يف مجموعات للمراجعة والتحليل‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 ‫‪Lecture 02 : Project Scope Management‬‬
‫)‪2. Collect Requirements (Planning‬‬

‫‪TT‬‬ ‫‪❑ Interpersonal and team skills:‬‬ ‫المهارات الشخصية ومهارات فريق العمل‬

‫اإلسلوب الجماع اإلسم ‪1- Nominal group Technique:‬‬

‫‪✓ Enhances brainstorming with a voting process used to rank the most useful ideas for‬‬
‫‪further brainstorming or for prioritization.‬‬
‫‪Benchmarking‬‬ ‫َ‬ ‫ُ‬
‫ستخدم ف ترتيب األفكار ر‬
‫األكي فائدة لمزيد من‬ ‫ت‬ ‫الذهن من خالل عملية تصويت‬ ‫االسم العصف‬ ‫الجماع‬ ‫✓ يعزز األسلوب‬
‫ي‬ ‫ي‬ ‫ي‬ ‫ي‬
‫الذهن أو لتحديد األولويات‪.‬‬
‫ي‬ ‫العصف‬

‫طرح سؤال أو مشكلة عل المجموعة‪ .‬كل شخص يولد أفكاره أو يدونها يف صمت‪.‬‬ ‫• ُي َ‬
‫سجل جميع األفكار‪.‬‬‫يدون المنسق األفكار عل لوح ورف قالب حن ُت َّ‬ ‫ِّ‬ ‫•‬
‫ً‬ ‫ي‬ ‫َّ‬
‫• تناقش كل فكرة ُمسجلة حن يكون لدى جميع أفراد المجموعة ً‬ ‫َ‬ ‫ُ‬
‫فهما وابحا‪.‬‬
‫شا إلعطاء األولوية لألفكار‪, ،‬وقد يحدث التصويت يف عدة جوالت لتقليل األفكار واليكي عليها‪.‬‬ ‫ّ‬
‫يصوت األفراد ً‬ ‫•‬
‫ً‬ ‫ّ‬
‫وبعد كل جولة‪ ،‬تدون األصوات ويجري اختيار أعل األفكار تصويتا‪.‬‬

‫®‪BY: EL-Sayed Mohsen , PMP®, PMI- RMP‬‬

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Interpersonal and team skills: ‫المهارات الشخصية ومهارات فريق العمل‬

2- Observation/conversation: ‫الحوار‬/‫المالحظة‬

✓ A direct way of viewing individuals in their environment and how they perform their jobs or tasks
Benchmarking
and carry out processes.
‫تقدم عمليات المالحظة والحوار طريقة ر‬
.‫مباشة لمشاهدة األفراد يف بيئة عملهم وكيفية أداء وظائفهم أو مهامهم وأثناء تنفيذ العمليات‬

✓ It is particularly helpful for detailed processes when the people who use the product have difficulty or are
reluctant to articulate their requirements

‫وه مفيدة عل وجه الخصوص مع العمليات المفصلة عندما يواجه األفراد الذين يستخدمون المنتج صعوبة يف اإلعراب عن متطلباتهم أو ال يرغبون يف ذلك‬
‫ي‬

✓ Used to uncover hidden requirements. ‫يكشف المتطلبات المخفية‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Interpersonal and team skills:

3- Facilitation ‫تنسيق األعمال‬

✓ Bring key stakeholders together to define product requirements.
ً ‫تجمع المعنيي األساسيي‬
.‫معا لتحديد متطلبات المنتج‬

✓ can be used to quickly define cross-functional requirements and reconcile stakeholder differences.
‫شعة تحديد المتطلبات متعددة الوظائف وتسوية الخالفات بي المعنيي‬

✓ Well-facilitated sessions can build trust, foster relationships, and improve communication among the
participants.
‫تساعد الجلسات المنسقة بطريقة جيدة يف بناء الثقة وتعزيز العالقات وتحسي االتصال بي المشاركي‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ context diagram ‫مخطط السياق‬

Context diagrams visually depict the product scope by showing a business system (process, equipment,
computer system, etc.), and how people and other systems (actors) interact with it.
ً ‫وصفا‬ً
‫ وكيفية تفاعل‬،)‫ وغيها‬،‫ وأنظمة الحاسوب‬،‫ والمعدات‬،‫مرئيا لنطاق المنتج من خالل عرض نظام العمل (العمليات‬ ‫توفر مخططات السياق‬
.(‫األشخاص واألنظمة األخرى )واألطراف الفاعلة معه‬

Context diagrams show inputs to the business system, the actor(s) providing the input, the
outputs from the business system, and the actor(s) receiving the output.

‫ والمخرجات‬،‫ والطرف الفاعل واألطراف الفاعلة الذي يوفر المدخالت‬،‫تعرض مخططات السياق المدخالت المستخدمة يف نظام العمل‬
.‫ والطرف الفاعل) األطراف الفاعلة( الذي يتلق المخرجات‬،‫الناتجة من نظام العمل‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ context diagram ‫مخطط السياق‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

TT ❑ Prototypes ‫النماذج األولية‬

✓ Prototyping is a method of obtaining early feedback on requirements by providing a model of the

expected product before actually building it.

‫ه طريقة للحصول عل تعليقات مبكر ة عل المتطلبات من خالل توفي نموذج للمنتج المتوقع قبل بنائه‬
‫ي‬

• Small-scale products ‫المنتجات صغية الحجم‬

• Computer generated 2D and 3D models ‫النماذج ثنائية وثالثية األبعاد المتولدة من الحاسوب‬

• Mock-ups ‫الطبيع‬
‫ي‬ ‫النماذج بالحجم‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 T&T: Data Gathering T&T: Document Analysis
Focus Groups Interviews Questionnaires Benchmarking:
T&T: Decision Making
and Surveys: In this technique the team reviews existing documents to
A moderator will lead Prepared and A technique which helps
• Voting • Autocratic decision • Multicriteria Decision
this interactive session spontaneous questions –
A written set of you compare your collect as many requirements as possible
Making Analysis
questions shared with a) Unanimity: Everybody has to
and discuss about Formal or informal, project goal with already agree to a decision One person can take the decision Multiple criteria's are
stakeholders which are Examples of documents:
stakeholders’ primarily a one on one established products b) Majority: More than 50% of the on the behalf of the group evaluated and ranked in a
geographically • Agreements; • Problem/issue logs; group members have to agree to a
expectations about the conversation. decision systematic manner to reach
dispersed and you •
product/service/result • Business plans; Policies and procedures; c) Plurality: The idea that gets the to a decision
need a response in most votes wins.
• Business process • Regulatory documentation
short time
• Business rules repositories; • Requests for proposal; and
• Current process flows; • Use cases.
• Marketing literature;

[email protected] [email protected] [email protected] 22

20 21 Eng. Mohamed Raslan, PMP

T&T: Data Representation

Eng. Mohamed Raslan, PMP Eng. Mohamed Raslan, PMP +2-0100-535-4327
+2-0100-535-4327 +2-0100-535-4327

T&T: Nominal Group Technique T&T: Observation / Conversation

• Affinity Diagram • Mind Mapping
• The team identifies large number of • Visual representation which explains
ideas and then they are grouped the commonality and difference in
together for review and analysis. ideas to generate new ideas. This is also known as job
DOCUMENT VOTING
• Each group
shadowing where an observer
• Documented ideas
member writes are discussed • Group members
their ideas on the • Moderator
documents all the
among group rank the ideas on a
view individuals on how they are
question/problem. members.
ideas on a flip chart scale of 1-5
once complete. • After several performing their day to day
repetitions, highest
scoring ideas are
PROBLEM REVIEW selected. tasks.

Eng. Mohamed Raslan, PMP

T&T: Facilitation
[email protected]
+2-0100-535-4327
23

Last Two Tools

[email protected] 25
Eng. Mohamed Raslan, PMP
+2-0100-535-4327

More structured workshop where cross-functional stakeholders are brought together • Context Diagram
[email protected] 24
• Prototypes
Eng. Mohamed Raslan, PMP
to provide requirements. +2-0100-535-4327
The tool that help us understand how • The technique through which an
Following are examples: systems and people interacts with early model of expected product is
each other. It shows the inputs and
built.
Joint application Quality function User Stories outputs to/from the systems.
design/development (JAD) deployment (QFD):
It defines the stakeholder role,
• This is used more often in software • Mainly used in manufacturing advantages of feature and who
industry industry where customer
takes advantage of this feature.
• Focus on bringing business subject needs are collected (Also
matter experts and the
known as Voice of Customer
development team together to
(VOC), prioritized and sorted.
gather requirements.

[email protected] 27
Eng. Mohamed Raslan, PMP
+2-0100-535-4327

[email protected] 26
Eng. Mohamed Raslan, PMP
+2-0100-535-4327
 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)
Outputs ❑ Requirements documentation ‫وثائق المتطلبات‬

✓ How individual requirements meet the business need for the project.
‫كيفية قيام كل متطلب عل حدة بتلبية حاجة العمل ر‬
.‫للمشوع‬

✓ Before being baselined, requirements need to be unambiguous (measurable and testable),

traceable, complete, consistent, and acceptable to key stakeholders

.‫ يلزم أن تكون وابحة قابلة للقياس واالختبار وقابلة للتتبع ومكتملة ومتسقة ومقبولة للمعنيي األساسيي‬،‫مرجع للمتطلبات‬
‫ي‬ ‫قبل وبع خط‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Outputs ❑ Requirements documentation ‫وثائق المتطلبات‬

• Business requirements.

• Stakeholder requirements.

• Solution requirements.

- Functional requirements.

-Nonfunctional requirements.

• Quality requirements.

• Transition and readiness requirements.

• Project requirements.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Outputs ❑ Requirements documentation ‫وثائق المتطلبات‬
 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

Outputs ❑ Requirements Traceability Matrix ‫مصفوفة تتبع المتطلبات‬

✓ Is a grid that links product requirements from their origin to the deliverables that satisfy them.

.‫الن تحقق تلك المتطلبات‬

‫األصل بالتسليمات ي‬
‫ي‬ ‫عبارة عن شبكة تربط متطلبات المنتج من مصدرها‬

✓ Helps ensure that each requirement adds business value by linking it to the business and project objectives.
‫ر‬
‫والمشوع‬ ‫ويساعد تنفيذ مصفوفة تتبع المتطلبات يف بمان أن كل متطلب يضيف قيمة عمل من خالل ربطه بأهداف العمل‬

✓ It provides a means to track requirements throughout the project life cycle,

‫اﻟﺘﺄﻛﺪ ﻣﻦ ان اﻟﻤﺘﻄﻠﺒﺎت ﺗﻢ ﺗﺴﻠﯿﻤﮭﺎ‬ ‫ﺗﺴﺎﻋﺪ ﻓﻲ‬
✓ Ensure that requirements approved in the requirements documentation are delivered at the end of the project

✓ Provides a structure for managing changes to the product scope

ً
.‫الن تطرأ عل نطاق المنتج‬
‫ي‬ ‫ات‬
‫التغيي‬ ‫إلدارة‬ ‫هيكال‬ ‫توفر‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
2. Collect Requirements (Planning)

Outputs ❑ Requirements Traceability Matrix ‫مصفوفة تتبع المتطلبات‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 02 : Project Scope Management
3. Define Scope (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
3. Define Scope (Planning)

• Developing a detailed description of the project and product.

ّ ‫• عملية وبع وصف ُم‬
‫فصل ر‬
‫للمشوع والمنتج‬

✓Describes the product, service, or result boundaries and acceptance criteria

ّ
.‫✓ توبح حدود المنتج أو الخدمة أو النتيجة ومعايي القبول‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
3. Define Scope (Planning)

( 3 ) Define Scope

Tools &
Input
Techniques Outputs

1. Project charter 1. Expert Judgement

2. Project management plan 2. Data Analysis 1. Project scope statement
3. Project documents 3. Decision Making 2. Project document updates
4. Enterprise environmental 4. Interpersonal &
factors Team Skills
5. Organizational process 5. Product Analysis
assets

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
3. Define Scope (Planning)
Inputs
❑ project charter
✓ Provides the high-level project description, product characteristics, and approval requirements

❑ Project management plan

✓ Scope management plan which documents how the project scope will be defined, validated, and controlled.

❑ Project documents

✓ Assumption log
✓ Requirements documentation
✓ Risk register

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
3. Define Scope (Planning)

TT ❑ Data analysis
▪ Alternatives analysis:

✓ used to evaluate ways to meet the requirements and the objectives identified in the charter.
‫لتقييم طرق تلبية المتطلبات واألهداف المحددة يف الميثاق‬
TT ❑ Interpersonal and team skills
▪ Facilitation: ‫تنسيق األعمال‬
✓ Used in workshops and working sessions with key stakeholders who have a variety of
expectations or fields of expertise.
‫يستخدم تنسيق األعمال يف ورش العمل وجلسات العمل مع المعنيي الرئيسيي الذين لديهم مجموعة متنوعة من التوقعات أو مجاالت ر‬
.‫الخية‬

✓ The goal is to reach a cross-functional and common understanding of the project deliverables and project.
‫الهدف هو التوصل إىل تفاهم متعدد الوظائف ومشيك لتسليمات ر‬
‫المشوع‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
3. Define Scope (Planning)

Define Scope Outputs

Project Scope Statement

• Project scope description (Product characteristics)

• Acceptance criteria ( Set of conditions that is required to be

met before deliverables are accepted) .
• Project deliverables ( Product + Project management work)

• Project exclusions (Out of scope)

• Project constraints Such as imposed dates, predefined budget

• Project assumptions We will not need engineering department

approval before we start the activity.
 Lecture 02 : Project Scope Management
3. Define Scope (Planning)

Project Charter

• Project Purpose or justification

• Measurable project objectives and related success criteria
• High level requirements
• High level project description
• High level risks

Elements of the • Summary milestone schedule

Project Charter
• Shareholder list
• Project approval requirement
and Project
•Project
Assigned project manager and responsibility
Scope Scope Statement

Statement • Project scope description

• Acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions
 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

• Subdividing project deliverables and project work into smaller, more manageable components.
‫المشوع إىل مكونات أصغر ر‬
.‫وأكي قابلية لإلدارة‬ ‫المشوع وأعمال ر‬
‫• عملية تقسيم فرع لتسليمات ر‬
‫ي‬

✓ Provides a framework of what has to be delivered.

‫✓ توفر إطار عمل لما ي‬
.‫ينبع تسليمه‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

( 4 ) Create WBS

Tools &
Input
Techniques Outputs

1. Project management plan 1. Expert Judgement

2. Project documents 2. Decomposition 1. Scope Baseline
3. Enterprise environmental 2. Project document updates
factors
4. Organizational process
assets

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

‫ﯾﺘﻢ ﺗﺠﺰﺋﺔ ﻧﻄﺎق اﻟﻤﺸﺮوع ﻟﯿﺘﻢ ﺗﻨﻔﯿﺬه ﻣﻦ ﺧﻼل ﻓﺮﯾﻖ اﻟﻤﺸﺮوع ﻻﻧﺠﺎز اھﺪاف اﻟﻤﺸﺮوع واﻟﺘﺴﻠﯿﻤﺎت‬

▪ The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team
to accomplish the project objectives and create the required deliverables.

‫ﯾﻨﻈﻢ وﯾﻌﺮف اﻟﻨﻄﺎق وﯾﻤﺜﻞ أﺟﺰاء اﻟﻨﻄﺎق‬ WBS

▪ The WBS organizes and defines the total scope of the project and represents the work specified in the
current approved project scope statement.

▪ Lowest level of WBS components, which are called work packages.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

TT ❑ Decomposition ‫التجزئة‬

▪ Is a technique used for dividing and subdividing the project scope and project deliverables into smaller,

‫المشوع وتسليماته إىل أجزاء أصغر وأجزاء ر‬

more manageable parts. ‫أكي قابلية لإلدارة‬ ‫يستخدم ف التقسيم والتقسيم الفرع لنطاق ر‬
‫ي‬ ‫ي‬

▪ The work package level is the lowest level in the WBS that the cost and the durations can be

estimated and managed.

‫ه العمل المحدد عند أدن مستوى من هيكل تجزئة العمل والذي يمكن تقييم وإدارة تكلفته ومدته‬
‫حزمة العمل ي‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)
❑ SCOPE BASELINE
The scope baseline is the approved version of :
➢ a scope statement,
➢ WBS,
➢ WBS dictionary

Project scope statement.

Create WBS The project scope statement includes the description of the project scope, major deliverables,
Outputs assumptions, and constraints

WBS.
✓ The WBS is a hierarchical decomposition of the total scope
of work to be carried out by the project team to accomplish
the project objectives and create the required deliverables.

✓ The lowest level of the WBS is a work package.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

WBS Dictionary ‫قاموس هيكل تجزئة العمل‬

The WBS dictionary is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS WBS ‫ﯾﻮﺻﻒ ﻣﻜﻮﻧﺎت‬

Create WBS Code of

Outputs account
Description of
work
Assumptions
and constraints
Responsible
organization
identifier

Associated
Schedule Resources
schedule Cost estimates
milestones required
activities

Quality Acceptance Technical Agreement

requirements criteria references information

WBS Dictionary
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 02 : Project Scope Management
4. Create Work Breakdown Structure (Planning)

Work Required Cost Acceptance Responsible

WBS Activities
Description Resources Estimates Criteria Manager
Lecture 02 : Project Scope Management
5. Validate Scope (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
5. Validate Scope (M/C)

‫اﻟﺘﺤﻘﻖ واﺧﺬ اﻟﻤﻮاﻓﻘﺔ اﻟﺮﺳﻤﯿﺔ‬

• Formalizing acceptance of the completed project deliverables.

‫• عملية إبفاء صفة رسمية عل قبول تسليمات ر‬
.‫المشوع المكتملة‬

✓ Increases the probability of final product, service, or result acceptance by validating each deliverable.

.‫النهان أو الخدمة أو قبول النتيجة عن طريق التحقق من صحة كل تسليم‬

‫ي‬ ‫✓ تزيد من احتمالية قبول المنتج‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
5. Validate Scope (M/C)

( 5 ) Validate Scope

Tools &
Input
Techniques Outputs

1. Project management plan 1. Inspection

2. Project documents 2. Decision making 1. Accepted deliverables
3. Verified deliverables 2. Change requests
4. Work Performance Data 3. Work performance
information
4. Project documents
updates
 Lecture 02 : Project Scope Management
5. Validate Scope (M/C)
Validate Scope : ‫ﻗﺒﻮل اﻟﺘﺴﻠﯿﻤﺎت ﻣﻦ اﻟﺰﺑﻮن او اﻟﻤﺎﻟﻚ‬

▪ Validate scope is concerned with acceptance of deliverables by customer or sponsor to ensure that they
are fully completed as per customer requirements. ‫اﻟﺘﺂﻛﺪ ﻣﻦ ﺻﺤﺔ اﻟﺘﺴﻠﯿﻤﺎت‬

▪ Quality control is concerned with correctness of the deliverables by QC Department to ensure that they
meet specified quality requirements.

‫اﺣﺪى ﻣﺮاﺣﻞ اﻟﺘﻨﻔﯿﺬ‬

(Direct and Manage Project Work) Accepted
Deliverables
Deliverables

‫اﻟﺰﺑﻮن او اﻟﻤﺎﻟﻚ‬
‫ﺗﺴﻠﯿﻤﺎت ﺗﻢ اﻟﺘﺤﻘﻖ ﻣﻨﮭﺎ‬

Control Verified Validate

Quality Deliverables Scope

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Delivrables & Verified Delivrables & Accepted Delivrables

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
5. Validate Scope (M/C)
َّ ُ
Inputs ❑ Verified deliverables ‫التسليمات المتحقق منها‬

✓ Verified deliverables are project deliverables that are completed and checked for correctness through the
Control Quality process ُ
.‫والن ف ِح َصت للتأكد من صحتها من خالل عملية ببط الجودة‬ ‫ر‬
‫ه تسليمات المشوع المكتملة ي‬
‫ي‬

TT ❑ Inspection ‫الفحص‬

▪ Includes activities such as measuring and testing to determine whether deliverables meet requirements and
product acceptance criteria.
‫تق بالمتطلبات ومعايي قبول المنتجات‬
‫القياس واالختبار والتحقق من الصحة لتقرير ما إذا كانت األعمال والتسليمات ي‬
▪ Inspections are sometimes called reviews, product reviews, and walkthroughs.
ً
.‫وأحيانا ُيطلق عل عمليات الفحص اسم مراجعات ومراجعات المنتج والعروض التفصيلية‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
5. Validate Scope (M/C)
O ❑ Accepted Deliverables: ‫التسليمات المقبولة‬

▪ Deliverables that meet the acceptance criteria are formally signed off and approved by
the customer or sponsor. ً
‫رسميا‬ ‫اع‬
‫تق بمعايي القبول يوقع عليها ويعتمدها العميل أو الر ي‬
‫الن ي‬
‫التسليمات ي‬

▪ Formal documentation received from customer or sponsor acknowledging formal acceptance of the
project’s deliverables.
‫المشوع ُي َعاد توجيهها إىل عملية إغالق‬
‫والوثائق الرسمية المستلمة من العميل أو الراع والن تقر بموافقة المعنيي الرسمية عل تسليمات ر‬
‫ي‬ ‫ي‬
‫ر‬
.‫المشوع أو المرحلة‬
O ❑ Work Performance Information: ‫ﻣﻌﻠﻮﻣﺎت ﻋﻦ ﺗﻘﺪم اﻟﻤﺸﺮوع‬

▪ It includes information about progress, such as which deliverables have started, their progress, which
deliverables have finished, or accepted.
▪ This information is documented and communicated to stakeholders.
‫ﺗﻮﺛﯿﻖ وﺗﻮﺻﯿﻞ اﻟﻤﻌﻠﻤﺎت ﻷﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ‬
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 02 : Project Scope Management
6. Control Scope (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
6. Control Scope (M/C)

• Monitoring the status of the project and product scope and managing changes to
the scope baseline. ‫المرجع للنطاق‬
‫ي‬
‫• ه عملية مراقبة حالة نطاق ر‬
‫المشوع والمنتج وإدارة التغييات عل الخط‬ ‫ي‬

✓The scope baseline is maintained throughout the project.

‫✓ الحفاظ عل الخط المرجع للنطاق عل مدار ر‬
.‫المشوع‬ ‫ي‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
6. Control Scope (M/C)

( 6 ) Control Scope

Tools &
Input
Techniques Outputs

1. Project management plan 1. Data Analysis

2. Project documents 1. Work Performance
3. Work Performance Data Information
4. Organizational process 2. Change requests
assets 3. Project management plan
updates
4. Project documents
updates

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
6. Control Scope (M/C)

❑ DATA ANALYSIS

Variance Analysis ‫تحليل التباين‬

✓ Used to compare the baseline to the actual results and determine if the
Control Scope variance is within the threshold amount or if corrective or preventive action
TOOLS AND is appropriate. ‫ﻋﻤﻞ ﻣﻘﺎرﻧﺔ ﺑﯿﻦ اﻟﺨﻂ اﻟﻤﺮﺟﻌﻲ ﻟﻠﻨﻄﺎق ﻣﻊ اﻟﻨﺘﺎﺋﺞ اﻟﻔﻌﻠﯿﺔ وﻣﻦ ﺛﻢ‬
TECH ‫ﺗﺤﺪﯾﺪ اﻻﻧﺤﺮاف ھﻞ داﺧﻞ ﺗﺤﺖ اﻟﻨﻄﺎق اﻟﻤﺴﻤﻮح ﺑﮫ او ﯾﺤﺘﺎج اﻟﻰ‬
‫اﺟﺮاء ﺗﺼﺤﯿﺤﻲ او وﻗﺎﺋﻲ‬

Trend analysis ‫تحليل االتجاه‬

✓ Examines project performance over time to determine if performance is
improving or deteriorating.

‫يفحص تحليل االتجاه أداء ر‬

.‫المشوع عل مدار الوقت لتقرير ما إذا كان األداء يتحسن أم يتدهور‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 02 : Project Scope Management
6. Control Scope (M/C)

scope creep ‫تسيب النطاق‬

▪ The uncontrolled expansion to product or project scope without adjustments to

time, cost, and resources.
Control Scope
DIFINITIONS ‫▪ ويشار إىل التوسع غي المتحكم به الذي يطرأ عل نطاق منتج أو ر‬
‫مشوع دون تعديالت يف الوقت والتكاليف‬
‫والموارد باسم تسيب النطاق‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Project Management Plan Project Documents

1. Scope management plan 1. Activity attributes 19. Quality control measurements

2. Requirements management plan 2. Activity list 20. Quality Metrics

3. Schedule management plan 3. Assumption log 21. Quality report

4. Cost management plan 4. Basis of estimates 22. Requirements documentation

5. Quality management plan 5. Change log 23.. Requirements traceability matrix

6. Resource management plan 6. Cost estimates 24. Recourse breakdown structure

7. Communication management plan 7. Cost forecasts 25. Resource calendars

8. Risk management plan 8. Duration estimates 26. Resource requirements

9. Procurement management plan 9. Issue log 27. Risk register

10. Stakeholder engagement plan 10. Lessons learned register 28. Risk report

11. Change management plan 11. Milestone list 29. Schedule data

12. Configuration management plan 12. Physical resource assignments 30. Schedule forecasts

13. Scope baseline 13. Project Calendar 31..Team Charter

14. Schedule baseline 14. Project communications 32. Stakeholder register

15. Cost baseline 15. Project schedule 33. Test and evaluation documents

16. Performance measurement baseline 16. Project schedule network diagram

17. Project life cycle description 17. Project scope statement

18.Development approach 18. Project team assignments [email protected] 50

Eng. Mohamed Raslan, PMP
+2-0100-535-4327
 PMP
Questions & Answers
Project Scope Management
92
 PMBOK 154

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Generate = brainstorming
Generate& Organize & Classify OR Grouping =Affinity Diagram
Generate & prioritization& Voting= Nominal group techniques

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q3)
Q3)

PMBOK 155

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q4)
Q4)

PMBOK 163

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q5) As part of tracking a project, a project manager is
validating the completion of project scope. He or she would
measure this against ?
A- Requirements traceability matrix
B- The Project Management Plan
C- The Project Charter
D- The Requirements Management Plan
Q5) As part of tracking a project, a project manager is
validating the completion of project scope. He or she would
measure this against ?
A- Requirements traceability matrix
B- The Project Management Plan
C- The Project Charter
D- The Requirements Management Plan
PMBOK 131

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q6) While managing a project, you have included the product acceptance
criteria in the Quality Management Plan. While reviewing your plan, a
senior manager asks you to reconsider this. You then realize that what
you did is incorrect. Where should you place the product acceptance
criteria?
A- Project Charter
B- Change control process
C- Project Scope Statement
D- Scope Verification Plan
Q6) While managing a project, you have included the product acceptance
criteria in the Quality Management Plan. While reviewing your plan, a
senior manager asks you to reconsider this. You then realize that what
you did is incorrect. Where should you place the product acceptance
criteria?
A- Project Charter
B- Change control process
PMBOK 155
C- Project Scope Statement
D- Scope Verification Plan

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q7) Which of the following defines the total scope of the
project and represents the work specified in the current
approved project scope statement?
A- Work Breakdown Structure (WBS)
B- Risk Register
C- Project Charter
D- Requirements Breakdown Structure (RBS)
Q7) Which of the following defines the total scope of the
project and represents the work specified in the current
approved project scope statement?
A- Work Breakdown Structure (WBS)
B- Risk Register
C- Project Charter
D- Requirements Breakdown Structure (RBS)
PMBOK 157

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q8) Where would you find a detailed list and description of
specific project assumptions associated with the project?
A- Project charter
B- Project scope statement
C- Project configuration document
D- Change management plan
Q8) Where would you find a detailed list and description of
specific project assumptions associated with the project?
A- Project charter
B- Project scope statement
C- Project configuration document
D- Change management plan

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q9) A process that states how formal validation and acceptance
of the completed project deliverables will be achieved is
documented in the:
A- Scope Management plan
B- Procurement Management plan
C- Risk Management plan
D- Communications Management plan
Q9) A process that states how formal validation and acceptance
of the completed project deliverables will be achieved is
documented in the:
A- Scope Management plan
B- Procurement Management plan
C- Risk Management plan
D- Communications Management plan PMBOK 137

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q10) Marwa is a project manager in charge of an online banking
project. The project has completed phase 1 and is moving into the next
phase of the project. What is the process Marwa has to plan for to
formalize acceptance of the completed project deliverables so that the
project can move to the next phase?
A- Manage Quality
B- Validate Scope
C- Close Project or Phase
D- Control Quality
Q10) Marwa is a project manager in charge of an online banking
project. The project has completed phase 1 and is moving into the next
phase of the project. What is the process Marwa has to plan for to
formalize acceptance of the completed project deliverables so that the
project can move to the next phase?
A- Manage Quality
B- Validate Scope
C- Close Project or Phase
D- Control Quality PMBOK 163

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q11) SAM is managing an ERP system implementation project. Which of
the following tools can help her uncover a number of hidden process
requirements during the Collect Requirements process?
A- Observation
B- Questionnaires
C- Surveys
D- Nominal group technique
Q11) SAM is managing an ERP system implementation project. Which of
the following tools can help her uncover a number of hidden process
requirements during the Collect Requirements process?
A- Observation
B- Questionnaires
C- Surveys
D- Nominal group technique
PMBOK 145

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q12) As the Project Manager for Midway Carnival Rides, you are
beginning the Define Scope process. Which of the following is a key input
to this process?
A- Project Scope Statement
B- Expert Judgment
C- Project Charter
D- WBS
Q12) As the Project Manager for Midway Carnival Rides, you are
beginning the Define Scope process. Which of the following is a key input
to this process?
A- Project Scope Statement PMBOK 150
B- Expert Judgment
C- Project Charter
D- WBS

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q13) Uncontrolled project scope changes are often
referred to as …….
A- Scope creep
B- Scope verification
C- Value Added Scope
D- Scope control
Q13) Uncontrolled project scope changes are often
referred to as …….
A- Scope creep
B- Scope verification
C- Value Added Scope
D- Scope control
PMBOK 168

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q14) which of these is not a component of the scope baseline
that is contained in the project management plan?
A- Work Breakdown Structure (WBS)
B- Requirements documentation
C- WBS Dictionary
D- Project Scope Statement
Q14) which of these is not a component of the scope baseline
that is contained in the project management plan?
A- Work Breakdown Structure (WBS)
B- Requirements documentation
C- WBS Dictionary
D- Project Scope Statement
PMBOK 161

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q15) A technique that enhances brainstorming with a voting process
used to rank the most useful ideas so they can be taken up for further
brainstorming is:
A- Six thinking hats
B- Mind mapping
C- Affinity diagram
D- Nominal group technique
Q15) A technique that enhances brainstorming with a voting process
used to rank the most useful ideas so they can be taken up for further
brainstorming is:
A- Six thinking hats
B- Mind mapping
C- Affinity diagram
D- Nominal group technique

PMBOK 144

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q16) If you are creating a new WBS for your project, what should you
do to save time during the creation process?
A- Delegate the WBS creation since it is not an important process
B- Skip the WBS process
C- Use a previous WBS from a similar project as a template
D- Create a less detailed WBS
Q16) If you are creating a new WBS for your project, what should you
do to save time during the creation process?
A- Delegate the WBS creation since it is not an important process
B- Skip the WBS process
C- Use a previous WBS from a similar project as a template
D- Create a less detailed WBS

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q17) You are eight months into a project, and since another employee
resigned, you have a new resource, Joe. After a couple of weeks on the
job, Joe states that it isn’t clear to him what exactly he should be
accomplishing. While this is disturbing to you as the project manager,
you decide to give him a document that contains detailed descriptions
of work packages. What document did you give him?
A- Project Scope Management Plan
B- Activity List
C- WBS Dictionary
D- Project Charter
Q17) You are eight months into a project, and since another employee
resigned, you have a new resource, Joe. After a couple of weeks on the
job, Joe states that it isn’t clear to him what exactly he should be
accomplishing. While this is disturbing to you as the project manager,
you decide to give him a document that contains detailed descriptions
of work packages. What document did you give him?
A- Project Scope Management Plan
B- Activity List
C- WBS Dictionary PMBOK 162
D- Project Charter

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q18) You are a project manager and during collect the requirements for
your project by Data representation techniques you want to generate,
organize information and allows large numbers of ideas to be classified
into groups for review and analysis. . This technique called:
A- Brainstorming
B- Nominal Group Techniques
C- Affinity Diagram
D- Cause and effect Diagram
Q18) You are a project manager and during collect the requirements for
your project by Data representation techniques you want to generate,
organize information and allows large numbers of ideas to be classified
into groups for review and analysis. . This technique called:
A- Brainstorming
B- Nominal Group Techniques
C- Affinity Diagram
D- Cause and effect Diagram
PMBOK 162

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q19) Jonson is a project manager who manages equipment installations
in an automobile manufacturing project. Early in the planning process,
He is asked to generate ideas for improvement and to provide a basis by
which to measure performance. Jonson is most likely to use?
A- Control Chart
B- Pareto chart
C- Scatter Diagram
D- Benchmarking
Q19) Jonson is a project manager who manages equipment installations
in an automobile manufacturing project. Early in the planning process,
He is asked to generate ideas for improvement and to provide a basis by
which to measure performance. Jonson is most likely to use?
A- Control Chart
B- Pareto chart
C- Scatter Diagram
D- Benchmarking PMBOK 143

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q20) Which of the following document that links product requirements
from their origin to the deliverables that satisfy them and provides a
structure for managing changes to the product scope?
A- Project Charter
B- Risk Register
C- Requirements Tractability Matrix
D- Requirements Documentation
Q20) Which of the following document that links product requirements
from their origin to the deliverables that satisfy them and provides a
structure for managing changes to the product scope?
A- Project Charter
B- Risk Register
C- Requirements Tractability Matrix
D- Requirements Documentation PMBOK 148

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q21) After Defining the Scope What Will you do Next ?
A- Collect Requirements
B- Decomposition deliverables in to smaller component
C- Plan Scope Management
D- Validate Scope
Q21) After Defining the Scope What Will you do Next ?
A- Collect Requirements
B- Decomposition deliverables in to smaller component
C- Plan Scope Management
D- Validate Scope

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

What is the difference between Scope Creep and Gold Plating?
Scope Creep:
** The uncontrolled expansion to product or project scope without adjustments to time, cost, and
resources.
Example:
📌 Suppose you are building a 100-foot wall for the client, and client comes to the team and asks
them to increase the length of wall by one foot. Team members think there is a lot of material
lying around on the site, and it will make no difference to them to build just one foot of the wall;
therefore, they go ahead and add the extra length to the wall.
Gold Plating:
** Gold plating means intentionally adding extra features or functions to the products which were
not included in the scope statement.
Example:
📌Let us say that you are building a software program for the client. Your programmer comes to
you and says he can add some extra features to the program with almost no effort which will
increase the functionality of the product, and the client will like it. You also agree with him, and
allow him to add this extra functionality.