Fundamentals of Project Management: Lecture 5: Project Scope Management Course Instructor: Owais Tahir

FUNDAMENTALS OF PROJECT
MANAGEMENT
LECTURE 5: PROJECT SCOPE
MANAGEMENT
COURSE INSTRUCTOR:
OWAIS TAHIR
Previous Lecture
• Plan Scope Management
1. Scope management plan
2. Requirements Management Plan
• Collect Requirements
1. Requirements Documentation
2. Requirements Traceability Matrix
Define Scope
• Process of developing detailed description of the
project and product scope, defining the
boundaries, inclusions and exclusions. It tells
exactly what is included in the scope and forms
the basis of the project, the deliverables as well
as the acceptance and final delivery
• The output of this process is the scope
statement. Do not confuse it with the scope
baseline
• Final project requirements are selected from the
requirements documentation, as all of them may
not become part of the scope.
• It is a highly iterative process as input may be
needed from other knowledge areas,
stakeholders (included in the requirements
documentation) as well as from experts etc
• The difference between a project charter and a
project scope statement is the level of detail.
Charter is a high level document which details
the major project deliverables. Scope statement
gives a detail about the inclusions, exclusions,
limitations, boundaries, deliverables
From PMBOK 5th edition
Inputs
• Project Management Plan. Establishes and highlights the
processes to be followed to develop the scope statement.
Also includes roles and responsibilities, time lines etc.
• Project Charter. Provides all the high level information
about the project. Forms the basis or baseline on which
the scope is developed
• Project Documents. For e.g Requirements
documentation. All the requirements collected are
documented here, and are a vital input when defining the
scope so the expectations and needs of the sponsor, and
other stakeholders, are captured and satisfied. Also
assumptions log and risk register.
• OPA’s. including but not limited to policies,
standards, guidelines, templates, previous
project documents, lessons learnt database.
• EEF including organization culture, marketplace
conditions
Tools and Techniques
• Expert Judgment
• Product Analysis. Analyzing the product and
breaking it down to highlight the deliverables, the
utility, the requirements, the functions. Systems
Engineering, value engineering are types of
product analysis.
• Alternatives Generation
• Facilitated Workshops. Basically you want ideas of
how these requirements can be captured in the
scope and what deliverables will satisfy the
sponsor requirements.
• Decision making tools.
Outputs
• Project Scope Statement. The scope of the project
summed up in one document. It is the basis on
which the work is to be executed, monitored,
controlled, and handover takes place. A clearly
defined scope not only helps in achieving the
ultimate project scope, but also helps execution
perform the work efficiently. Scope statement
usually includes the following:
1. Scope description. Characteristics, functions,
use and features of the product, service or result
1. Acceptance Criteria. On what criteria will the
product be accepted or rejected by the sponsor.
2. Deliverables.
3. Project Exclusions
4. Constraints (contractual obligations. External
factors e.g legal, regulatory)
5. Assumptions
• Project Document Updates including
stakeholder register, requirements
documentation, requirements traceability matrix
• Significance of Project Charter
and Project Scope Statement?
Create WBS
• It is important to define and plan the scope, but the
project work does not take place on the scope
statement alone. Someone needs to break this scope
statement down to its bare essentials, to the activities
that actually have to be performed to get the work
done.
• The Work Breakdown Structure (WBS) in one way of
doing it, and provides what the scope statement does
not
• It breaks the work down into more manageable and
executable packages which all add up together to
complete the overall scope.
• Simply put, it is a method of decomposing the
project scope into smaller levels until the activity
level is achieved, where the actual tasks are to be
performed. These tasks are then sequenced and add
up to give the final project scope in the form of one
of more deliverables.
• Activity level is also called work package level is
PMBOK. A work package is used to group the
activities where work is scheduled, estimated,
monitored and controlled.
• The WBS decomposition is highly dependent on two
factors, to what level of activity is the schedule to be
planned, and to what level of activity is the costing
being done.
• The WBS usually forms the basis for the definition of
activities, sequence of activities and creation of
schedule, and also for the estimation of costs. Hence
it is a vital document without which one can not
proceed in a project.
• Knowingly or unknowingly, this activity takes place
in the life of every project that you may have
executed, because without it there is no way forward.
• Once again, the detail of the WBS and the tools and
resources assigned to create the WBS will vary
tremendously according to the nature of the project
and the environment. (construction of a residential
villa VS construction of an Airbus A380)
• Creation of the WBS may seem like a trivial task,
but for someone with experience of working in
similar projects before, it is relatively simple.
Because once you have been from point A to
point B, you can tell exactly which turn to take
and which road to use.
Create WBS: Inputs
• Project Management Plan including
1. Scope Management Plan. Methodology to
create the WBS
2. Scope Statement. The work to be executed
• Requirements Documentation. What are the
requirements of the sponsor and stakeholders
• EEF, WBS standards relevant to nature of work
or industry can be used as external reference.
For e.g ISO/IEC 150228 on systems engineering
• OPA’s
Tools And Techniques
• Decomposition: You decompose, usually to the level
where cost and time estimates can be made with
accuracy.
• Level of detail varies with the nature and complexity
of the project. (discussed earlier)
• There is a structured way to manage the different
levels of the WBS, usually supplemented by WBS
codes
• Please note that WBS is strictly a top down approach,
and sequencing is not done here. The only thing to
ensure is that all the scope and deliverables have been
captured in the WBS
• A proper and complete WBS can be a great help
in a project, as it can make other processes
relatively simple. For example, scheduling can
be done relatively quickly if all the activities have
been decomposed and highlighted, cost
estimates can be done by estimating cost of each
work package and working up. Risk
identification and the Risk Breakdown Structure
(RBS) is aided by the WBS. Quality Control and
the planning of QC becomes relatively simple if
all the activities and work packages have been
highlighted and so on.
Tools and Techniques (contd)
• Expert Judgment. Any person who has
experience of working on similar project before
can aid the construction of the WBS. (discussed
earlier)
• The 100% rule. All the work packages when
added up must amount to 100% of the project
work. In other words, all the work to be done in
the project must be included in the WBS
including all deliverables, documentation and
quality and risk related activities.
• Rolling Wave Planning and how it
pertains to the Work Breakdown
Structure?
Outputs
• Scope Baseline. Formal baseline regarding the scope of the
project. Part of the project management plan. Includes:
1. Scope Statement
2. WBS
3. WBS Dictionary (code, description, assumptions,
constraints, activities, milestones, resources, cost
estimates, acceptance criteria, quality requirements)
4. Work Package. Lowest level of WBS. Where cost, schedule
and resources are estimated. Work Package is associated
with a control account which is a point where schedule
and budget are compared to the earned value (EVM).
• Project Document Updates
• WBS Exercise
END OF LECTURE

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FUNDAMENTALS OF PROJECT

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