PROJECT SCOPE

MANAGEMENT

ZIH d.o.o.
Content
• Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope
Project Scope Management
• Includes the processes required to ensure that the project includes
all the work required and only the work required, to complete the
project successfully.
• Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project.
Key Concepts for Project Scope Managament -1
• In project contex, the term „scope” can refer to:
• Product scope – features and functions that characterize a product,
service or result.
• Project scope – work performed to deliver a product, service or
result with the specified features functions.
Key Concepts for Project Scope Managament -2

• The sponsor and customer representatives should be

continuously engaged with the project to provide feedback on
deliverables
• Two processes (Validate Scope and Control Scope) are
repeated for each iteration.
• Validate Scope - occurs with each deliverable or phase review
• Control Scope - ongoing process.

• Validate Scope is the process of formalizing acceptance of the

completed project deliverables.
• Verified deliverables obtained from the Control Quality
process are input to the Validate Scope process.
Trends and emerging practices in Project Scope
Management
Trends and emerging practices for Project Scope Management include, but
are not limited to collaborating with business analysis professionals to:
• Determine problems and identify business needs,
• Identify and recommend viable solutions for meeting those needs,
• Elicit, document and manage stakeholder requirements in order to
meet business and project objectives,
• Facilitate the successful implementation of the product, service or
end result of the program or project.

 The process ends with the requirements closure, which transitions

the product, service or result to the recipient in order to measure,
monitor, realize and sustain benefits over time.
5.1. PLAN SCOPE MANAGEMENT
• The scope management plan describes the project scope and
documents how it will be further defined, validated, and
controlled throughout the lifecycle of the project.
• Key benefits: provides guidance and direction on how scope
will be managed throughout the project.
• The process is performed once or at predefined points in the
project.
Plan Scope Management

• The scope management plan – component of project or

program management plan that describes how the scope will
be defined, developed, monitored, controlled and validated.
• The project charter - documents the project purpose, high-
level project description, assumptions, constraints and high-
level requirements that the project is intended to satisfy.
• Components: quality management plan, project life cycle
description, development approach.
Plan Scope Management: Inputs - 1

• Project Charter – documents the project purpose, project

description, assumptions and high-level requirements
• Project Management Plan – components of PMP including
quality management plan, project life cycle description and
development approach are inputs
• Enterprise Environmental Factors – those can influence Plan
Scope Management are organizational culture, infrastructure,
personnel administration, marketplace conditions
• Organizational Process Assets – influence Plan Scope
Management by policies and procedures, historical
information and lessons learned repositories
Plan Scope Management: Inputs - 2
Plan Scope Management: Tools and Techniques
Expert Judgment
• Expertise should be considered from individuals or groups with
specialized knowlegde or training in previous similar projects and
information in the industry, discipline and application area

Data Analysis
• This includes alternative analysis. Collecting requirements,
elaborating project and product scope, creating the product,
validating the scope and controlling the scope are evaluated.

Meetings
• Project team may attend project meetings to develop Scope
Management Plan.
• Attendees may include project manager, project sponsor, selected
project team members, selected stakeholders, anyone with
responsibilty for the scope management processes and others as
needed.
Plan Scope Management: Outputs - 1
1. Scope Management Plan
2. Requirements Management Plan

Ad 1) Component of the PM plan that describes how the scope will

be defined, developed, monitored, controlled and validated.

The components of a Scope Management are:

 Process for preparing a project scope statement,
 Process that enables the creation of the WBS from the project
scope statement,
 Process that establishes how the scope baseline will be
approved and maintaned,
 Process that specifies how formal acceptances of the completed
project deliverables will be obtained.
Plan Scope Management: Outputs - 2
Ad 2) Component of the PM plan that describes how project and
product requirements will be analyzed, documented and managed.

The components of the Requirements Management Plan are:

 How requirements activites will be planned, tracked and reported,
 How changes will be initiated; impacts will be analyzed; will be
traced, tracked and reported,
 Configuration management activities
 Requirements prioritization process,
 Metrics that will be used and the rationale for using them,
 Traceability structure that reflects the requirements attributes
captured on the traceability matrix.
5.2. COLLECT REQUIREMENTS
• Process that determines, documents and manages needs and
requirements of the stakeholder to meet the objectives of the
project management task.
5.2. COLLECT REQUIREMENTS
• Requirements include conditions or capabilities that are
required to be present in a product, service or result to satisfy
an agreement or specification.
• They need to be elicited, analyzed and recorded in enough
detail to be included in the scope baseline and to be measured
once project execution begins.
• Requirements become the foundation of the WBS.
• Cost, schedule, quality planning and procurement are all based
on these requirements.
Collect Requirements: Inputs - 1
1. Project Charter
2. Project Management Plan components include:
• Scope management plan – information how the project scope
will be defined and developed
• Requirements management plan – information on how
project requirements will be collected, analyzed and
documented.
• Stakeholder engagement plan – used by the PM to understand
stakeholder communication requirements and the level of
stakeholder engagement
Collect Requirements: Inputs - 2
3. Project documents
The inputs that can be considered under project documents:
• Assumption log – identified assumptions about the product,
project, environment, stakeholders and other factors that can
influence requirements.
• Lessons learned register – used to provide information on
effective requirements collection techiques.
• Stakeholder register – used to identify the stakeholders who
can provide information on the requirements of a project.
Collect Requirements: Inputs - 3
4. Business documents
5. Agreements – they can contain project and product
requirements
6. Enterprise environmental factors - organization’s culture,
infrastructure, personnel administration and marketplace
conditions
7. Organizational process assets
Collect Requirements: Tools and techniques - 1
1. Expert judgment
The topics in which individuals or groups should have specialized
knowledge and expertise:
Collect Requirements: Tools and techniques - 2
2. Data gathering
a) Brainstorming – new ideas are generated from existing
plans which helps to identify new requirements
b) Interviews – formal or informal approach to elict
information from stakeholders by talking to them directly
c) Focus groups – bring together prequalified stakeholders
and experts to learn about expectations and attitudes
d) Questionnaires and surveys – set of questions designed to
quickly accumulate information from a large number of
respondents
e) Benchmarking – process for compare actual or planned
practices to identify best practices, generate ideas for
improving the scope and provide a framework for
measuring the actual performance
Collect Requirements: Tools and techniques - 3
3. Data analysis - mainly deals with the processes that are related
to document analysis. The primary purpose is to review and
assess all the relevant documents information.
Various documents are analyzed to help bring out the necessary
information for the requirement process:
Collect Requirements: Tools and techniques - 4
4. Decision-making
a) Voting
b) Autocratic decision making
c) Multicriteria decision analysis
Collect Requirements: Tools and techniques - 5
5. Data representations
a) Affinity diagram
b) Idea/mind mapping
Collect Requirements: Tools and techniques - 6

6. Interpersonal and team skills

a) Nominal group technique
b) Observation/conversation
c) Facilitation
Collect Requirements: Tools and techniques - 7
7. Context diagram
Collect Requirements: Tools and techniques - 8

8. Prototypes
• The technique which involves the process of creating a model
of the actual product that is to be achieved.
• The team will build this model of the product and pass it on to
the stakeholders for collecting their feedback.
Collect Requirements: Outputs - 1
1. Requirements documentations
A technique that describes how individual requirements meet
the business need for the project.

Components of requirements documentation can include:

a) Business requirements
b) Stakeholder requirements
c) Solution requirements - functional and non-functional
requirements
d) Transition and readiness requirements
e) Project requirements
f) Quality requirements
Collect Requirements: Outputs - 2
2. Requirements traceability matrix
- document that links requirements throughout the validation
process

Tracing requirements includes:

• Business needs, opportunities, goals and objectives
• Project objectives
• Project scope and WBS deliverables
• Product design
• Product development
• Test strategy and test scenarios
• High-level requirements to more detailed requirements
Collect Requirements: Outputs - 3
5.3. DEFINE SCOPE
• Define scope is the process of developing a detailed description
of the project and product.
Define Scope: Inputs - 1
1. Project charter
2. Project management plan
3. Project documents
a) Assumption log – role is to identify the assumptions and
constraints about the project, product, stakeholders,
environment and other factors that can influence the
project and the product scope.
b) Requirements documentation – process of identifying the
list of requirements that are to be incorporated into the
project scope
c) Risk register – mainly contains response strategies that may
affect the project scope, such as reducing or changing
project and product scope to avoid or mitigate a risk.
Define Scope: Inputs - 2
4. Enterprise environmental factors
The factors which can influence the Define Scope process include:
a) Organization’s culture
b) Infrastructure
c) Personnel administration
d) Marketplace conditions

5. Organizational process assets

The factors that influence the Define Scope process include:
a) Policies, procedures and templates for a project scope statement
b) Project files from previous projects
c) Lessons learned from previous phases and projects
Define Scope: Tools and techniques

1. Expert judgment
2. Data anaylsis
3. Decision making (eg. multicriteria decision analysis)
4. Interpesonal and team skills (eg. facilitation process)
5. Product analysis
• Product breakdown
• Requirements analysis
• Systems analysis
• Systems engineering
• Value analysis
• Value engineering
Define Scope: Outputs - 1
1. Project Scope statement – detailed description of the project
scope, major deliverables and exclusions.
• It documents the project scope and the product scope and
describes the project’s deliverables and the required work.

The important components of the project scope statement:

a) Product scope description
b) Deliverables
c) Acceptance criteria
d) Project exclusions
Define Scope: Outputs - 2
Define Scope: Outputs - 3
2. Project documents updates
Project documents that may be updated as a result of carrying out this
process include:
a) Assumption log
b) Stakeholders register
c) Requirements documentation
d) Requirements traceability matrix
5.4. CREATE WBS
• WBS – Work Breakdown Structure is the process of
subdividing project deliverables and project work into smaller,
more manageable components. The key benefit of this
process is that it provides a framework of what has to be
delivered.
• This process is performed once or at predefined points in the
project.
Create WBS: Inputs - 1
1. Project Management plan
a) Scope Management plan specifies how to create the WBS from the
detailed project scope statement which focuses on how the project
scope is defined, developed, monitored, controlled and verified.
2. Project documents
a) Project scope statement
b) Requirements documentations
Create WBS: Inputs - 2
3. Enterprise environmental factors

4. Organizational process assets

a) Policies, procedures and templates for the WBS
b) Project files from previous projects
c) Lessons learned from previous projects
Create WBS: Inputs - 3
Create WBS: Tools and techniques - 1
1. Expert judgment
2. Decomposition
a) Identifying and analyzing the deliverables and related work
b) Structuring and organizing the WBS
c) Decomposing the upper WBS levels into lower-level detailed
components
d) Developing and assigning identification codes to the WBS
components
e) Verifying that the degree of decomposition of the deliverables
is appropriate
Create WBS: Tools and techniques - 2
Create WBS: Tools and techniques - 3
The WBS structure can be represented in a number of forms:
• Using phases of the project life cycle as the second level of
decomposition with the product and project deliverables
inserted at the third level
• Using major deliverables as the second level of decomposition
• Incorporating subcomponents that may be developed by
organizations outside the project team such as contacted
work. The seller then develops the supporting contract WBS
as part of the contracted work.
Create WBS: Tools and techniques - 4
Work Breakdown Structure Example for Construction
Create WBS: Tools and techniques - 5
• Decomposition of the upper-level WBS components requires
subdividing the work for each of the deliverables or subcomponents
into its most fundamental components, where the WSB components
represent verifiable products, services or results.
Create WBS: Outputs - 1
1. Scope baseline – components include:
a) Project scope statement
b) WBS
• Work package
• Planning package
c) WBS dictionary
Create WBS: Outputs - 2
WBS dictionary contains:

 Code of account identifier

 Description of work
 Assumptions and constraints
 Responsible organization
 Schedule milestones
 Associated schedule activities
 Resources required
 Cost estimate
 Quality requirements
 Acceptance criteria
 Technical references
 Agreement information
Create WBS: Outputs - 3
2. Project document updates
a) Assumption log
b) Requirements documentation
5.5. VALIDATE SCOPE
• Process of formalizing acceptance of the completed project
deliverables. The key benefit of this process is that it brings
objectivity to the acceptance process and increases the probability of
final product, service or result acceptance by validating each
deliverables.
Validate Scope: Inputs - 1

1. Project Management plan – components:

a) Scope management plan
b) Requirements management plan
c) Scope baseline
Validate Scope: Inputs - 2
2. Project documents
a) Lessons learned register
b) Quality reports
c) Requirements documentation
d) Requirements traceability matrix
Validate Scope: Inputs - 3

3. Verified deliverables
4. Work performance data
Validate Scope: Tools and techniques

1. Inspection
• Process of examining the work product to determine if it
adheres to the documented standards.
2. Decision making
• Technique that evaluates alternatives in a group setting and
reaching an agreement leading to a final decision.
Validate Scope: Outputs - 1
1. Accepted deliverables
2. Work performance information
3. Change requests

• The validate scope - important role as it mainly focuses on

verifying the deliverables that are to be handed over to the
stakeholders.
• Without implementing this process, the deliverables will not be
accepted and will have to undergo the change request process
Validate Scope: Outputs - 2
Validate Scope: Outputs - 3
4. Project document updates
a) Lessons learned register
b) Requirements doucmentation
c) Requirements traceability matrix
Validate Scope: Outputs – 4

Relationship between Validate Scope and Control Quality

5.6. CONTROL SCOPE
• The process of monitoring the status of the project and product
scope and managing changes to the scope baseline.
• The key benefit of this process is that the scope baseline is
maintained throughout the project. This process is performed
throughout the project.
Control Scope: Inputs - 1
1. Project management plan components:
a) Scope management plan – documents how the project and
product scope will be controlled
b) Requirements management plan – describes how project
requirements will be managed
c) Change management plan – defines the process for managing
chage on the project
Control Scope: Inputs - 2

d) Configuration management plan

e) Scope baseline
f) Performance measurement baseline
Control Scope: Inputs - 3
2. Project documents
a) Lessons learned register
b) Requirements documentation
c) Requirements traceability matrix

3. Work performance data

• It can include the number of change requests received, the number
of requests accepted and the number of deliverables verified,
validated and completed.

4. Organizational process assets

a) Existing formal and informal scope, control-related policies,
procedures, guidelines
b) Monitoring and reporting methods and templates to be used
Control Scope: Tools and techniques
1. Data analysis
Techniques that can be used in the control scope process
include:
a) Variance analysis
b) Trend analysis
Control Scope: Outputs - 1
1. Work performance information
• documents information on how the project scope is actually
performing when compared to the scope baseline.
2. Change requests
• Analysis of project performance may result in a change
request to the scope and baselines or other components of
the project management plan
• they usually arise when analyses are carried out on the scope
performance
Control Scope: Outputs - 2
3. Project management plan updates
The main areas for updating PM plan are:
a) Scope management plan
b) Scope baseline
c) Schedule baseline
d) Cost baseline
e) Performance measurement baseline
Control Scope: Outputs - 3
4. Project documents updates
a) Lessons learned register
b) Requirements documentations
c) Requirements traceability matrix
Radionica - Kreiranje WBS
strukture za projekt „Uspon”
• Cilj projekta jest uspeti se na Mont Everest
• Potrebno je grafički prikazati WBS strukturu za uspješnu
realizaciju ovog projekta
• Opisati jedan WP
• Rad u timovima
• Trajanje:
• Priprema: 15 min
• Prezentacija: 15 min