EGM381 – PROJECT ENGG & MGT

Topic 3
Project Scope Management
(Knowledge Area #2)

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 3 Project Scope Management
3.1 Plan Scope Mgt
3.2 Collect Requirement
3.3 Define Scope
3.4 Create WBS
3.5 Validate Scope
3.6 Control Scope

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Scope:
The sum of the products and services to
be provided by a project.
 What the project will deliver and …

 ….what the project will not deliver

 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.
 Two types of scope: product scope and project
scope
 Product Scope. The features and functions that
characterize a prod­uct, service, or result.
 Project Scope. The work performed to deliver a
product, service, or result with the specified features
and functions.
 For example, if your project is to develop a project
management training curriculum for your
organization:
 the product scope would be the actual course
content.
 The project scope would include all project
management documents such as the schedule,
budget, and resource pool, as well as editing the work,
doing a trial run of the course, and so forth.
 The project scope makes it possible to deliver the
product scope, but it is not the actual end
product.
From Scope To Activities

Everything starts with scope.

 Once the scope is understood, via the
requirements, work breakdown struc­ture
scope statement, and (WBS), you can start
to define activities and resources, cost
estimates, risks, procurement needs, and
the like.
3.1 PLAN SCOPE MGT

Plan Scope Management

 a process of creating a scope

management plan that documents how

the project scope will be defined,
validated, and controlled.
Key benefit:
 provides guidance and direction on how

scope will be managed throughout the

project.
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Inputs
Tools & Techniques
1 Project Management Plan
1 Expert Judgment
2 Project Charter
2 Meetings
3 Enterprise Environmental Factors
Outputs
4 Organizational Process Assets
1 Scope Management Plan
2 Requirements Management
Plan

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(from PMBOK
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OUTPUT

Scope Management Plan.

 A component of the project or program

management plan that describes how the

project scope will be defined, developed,
monitored, controlled, and verified.
Requirements Management Plan.
 A component of the project or program

management plan that describes how the

project requirements will be analyzed,
documented, and managed.
 The components of a scope management plan
include:
 Process for preparing a detailed project scope
statement;
 Process that enables the creation of the WBS from the
detailed project scope statement;
 Process that establishes how the WBS will be
maintained and approved;
 Process that specifies how formal acceptance of the
completed project deliverables will be obtained;
 Process to control how requests for changes to the
detailed project scope statement will be processed.
 Components of the requirements management plan
can include, but are not limited to:
 How requirements activities will be planned, tracked, and
reported;
 Configuration management activities such as: how changes
to the product will be initiated, how impacts will be analyzed,
how they will be traced, tracked, and reported, as well as the
authorization levels required to approve these changes;
 Requirements prioritization process;
 Product metrics that will be used and the rationale for using
them;
 Traceability structure to reflect which requirement attributes
will be captured on the traceability matrix.
3.2 COLLECT REQUIREMENT

Collect Requirement
A process of determining, documenting
and managing stakeholder needs and
requirements to meet project objectives.
Key benefit:
 Provides the basis for defining and

managing the project scope including

product scope.

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3.2 COLLECT REQUIREMENT

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 Inputs
1 Scope Management Plan
2 Requirements Management Plan
3 Stakeholder Management Plan
4 Project Charter
5 Stakeholder Register

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Tools & Techniques
1 Interviews
2 Focus Groups
3 Facilitated Workshops
4 Group Creativity Techniques (Brainstorming…)
5 Group Decision Making Techniques (Majority
rule…)
6 Questionnaires and Surveys
7 Observations
8 Prototypes
9 Benchmarking
10 Context Diagram: visual representation
11 Document Analysis
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 Outputs
1 Requirements Documentation
2 Requirements Traceability Matrix
 The requirements traceability matrix is a
grid that links product requirements from
their origin to the deliverables that satisfy
them.
 The implementation of a requirements
traceability matrix helps ensure that each
requirement adds business value by
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3.3 DEFINE SCOPE

Define Scope
 A process of developing a detailed

description of the project and

product.
Key benefit:
 Describes the product, service, or

result boundaries by defining which

of the requirements collected will be
included in and excluded from the
project scope.
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3.3 DEFINE SCOPE

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Inputs Tools & Techniques
1. Scope Management 1. Expert Judgment
Plan 2. Product Analysis:
2. Project Charter Product breakdown,
3. Requirements system analysis,
Documentation value stream
4. Organizational mapping, etc.
Process Assets 3. Alternatives
Identification
4. Facilitated Workshops

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 Outputs
1 Project Scope Statement
• Provides common understanding
of scope and describes major
objectives
• Enables detailed planning, guides
work, and provides baseline for
evaluating change requests
• Acceptance criteria
2 Project Documentation Updates

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The detailed project scope statement
usually includes:
 Product scope description.
 Progressively elaborates the characteristics of the
product, service, or result described in the project
charter and requirements documentation.
 Acceptance criteria.
 A set of conditions that is required to be met before
deliverables are accepted.
 Deliverable.
 Any unique and verifiable product, result, or capability
to perform a service that is required to be produced to
complete a process, phase, or project.
 Deliverables also include ancillary results, such as
project management reports and documentation.
 These deliverables may be described at a summary
level or in great detail.
 Project exclusion.
 Generally identifies what is excluded from the project.
 Explicitly stating what is out of scope for the project helps to manage
stakeholders’ expectations.
 Constraints.
 A limiting factor that affects the execution of a project or process.
 Constraints identified with the project scope statement list and describe the
specific internal or external restrictions or limitations associated with the
project scope that affect the execution of the project, for example, a
predefined budget or any imposed dates or schedule milestones that are
issued by the customer or performing organization.
 When a project is performed under an agreement, contractual provisions will
generally be constraints.
 Information on constraints may be listed in the project scope statement or in a
separate log.
 Assumptions.
 A factor in the planning process that is considered to be true, real, or certain,
without proof or demonstration.
 Also describes the potential impact of those factors if they prove to be false.
 Project teams frequently identify, document, and validate assumptions as part
of their planning process.
 Information on assumptions may be listed in the project scope statement or in
3.4 CREATE WBS

Create WBS
 a process of subdividing project

deliverables and project work into

smaller, more manageable
components.
Key benefit:
 provides a structured vision of what

has to be delivered.

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What is a Work Breakdown Structure

https://youtu.be/wEWhnodF6ig
What is a WBS?
 Deliverable-oriented hierarchal
decomposition/grouping of project elements
 Organizes and defines the total work scope
of the project
 Each descending level represents increasing
detail and more manageable components
 Represents current work specified in the
current approved project scope statement
 The WBS is only used to define the
deliverables or work products
of the project.
 The activities necessary to
produce the work products are
identified in the schedule! (i.e. in
the Project Time Management!)
Why use WBS?
 Assists in developing schedule and cost
 Primary input to:
 –Activity Definition
 –Resource planning
 –Cost estimation and budgeting
 –Risk Management Planning
 Communicates to stakeholders
 Assists in reporting progress
WBS Type Examples

Deliverable-oriented Process-oriented
 –New Bank • –Conducting
 –New Laboratory annual close out at
 –New bank
Manufacturing Plant • –Converting
 –New Software chemicals to
 –Software Upgrade
plastics
 –New facility design
• –Monitoring
productivity at
outlying site
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• –Issuing monthly
3.4 CREATE WBS
Inputs
1 Scope Management Plan
2 Project Scope Statement
3 Requirements Documentation
4 Enterprise Environmental Factors
5 Organizational Process Assets

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 Tools & Techniques
1 Decomposition
Subdividing the work into smaller, more
manageable “work packages.”
 Work packages are the lowest level of

detail.
 Often referred to as “rolling wave” or

“iterative” planning
2 Expert Judgment

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Steps to Creating a WBS
 Identifying and analyzing the deliverables and
related work;
 Structuring and organizing the WBS;
 Decomposing the upper WBS levels into lower-
level detailed components;
 Developing and assigning identification codes
to the WBS components; and
 Verifying that the degree of decomposition of
the deliverables is appropriate.

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Outputs
1 Scope Baseline
 Project Scope Statement
̶ description of the project scope,
major deliverables, assumptions,
and constraints
 WBS
 WBS Dictionary
̶ a document that provides detailed
deliverable, activity, and scheduling
information about each component
in the WBS)
2 Project Documents Updates
How to Baseline a Project Scope

https://youtu.be/64bHiW6K77c
Control Account
 A management control point where scope, budget,
actual cost, and schedule are integrated and
compared to earned value for performance
measurement.
 Control accounts are placed at selected
management points in the WBS.
 Each control account may include one or more work
packages, but each of the work packages should be
associated with only one control account.
 A control account may include one or more planning
packages.
 A planning package is a work breakdown structure
component below the control account with known
work content but without detailed schedule
activities.
Work Package
• The work defined at the lowest level of
the work breakdown structure for which
cost and duration can be estimated
and managed.
• A work package can be used to group the
activities where work is scheduled and
estimated, monitored, and controlled.
• In the context of the WBS, work refers to
work products or deliverables that are
the result of activity and not to the
activity itself.
3.5 VALIDATE SCOPE

Validate Scope
 a process of formalizing acceptance

of the completed project

deliverables.
Key benefit:
 brings objectivity to the acceptance

process and increases the chance

of final product, service, or result
acceptance by validating each
deliverable.
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3.5 VALIDATE SCOPE

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 Inputs
1. Project Management Plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Verified Deliverables
5. Work Performance Data (e.g. degree of compliance with
requirements, number & severity of non-conformance, etc.)

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 Tools & Techniques
1. Inspection
2. Group Decision Making Techniques

Outputs
3. Accepted Deliverables
(Document “non-accepted” deliverables
with reasons)
2. Change Requests
3. Work Performance Information
4. Project Documentation Updates

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 Validate Scope vs Control Quality
• Validate Scope: Primarily concerned with
acceptance of project deliverables
• Control Quality: Primarily concerned with
correctness of the deliverables
(requirements)

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Scope Creep
̶ The uncontrolled expansion to
product or project scope without
adjustments to time, cost, and
resources.
• Discussion: How to prevent “Scope
Creep?”

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 Relationships between scope,
requirements and quality
• Scope translates into requirements
– Requirements: the stakeholders’
specific needs or wants
• Quality is “conformance to
requirements”
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3.6 CONTROL SCOPE
Control Scope
 a process of monitoring the status of

the project and product scope and

managing changes to the scope
baseline.
Key benefit:
 allows the scope baseline to be

maintained throughout the project.

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3.6 CONTROL SCOPE

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Inputs Outputs
1 Project Management Plan 1 Work Performance
2 Requirements Documentation Information
3 Requirements Traceability 2 Change Requests
Matrix 3 Project Management
4 Work Performance Data Plan Updates
5 Organizational Process Assets 4 Project
Tools & Techniques Documentation
1 Variance Analysis Updates
5 Organizational
Process Asset Updates

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