Project ScopeCHAPTER FIVE

Management
 
(Source : PMBOK Guide)

Raymond Fraig
PMP,PMI-RMP, M.Sc.E., B.Eng.
All rights reserved – Raymond Fraig, PMP -01003989333 – raymond_fraig@hotmail.com
 Contents
 Introduction
 5.1 Plan Scope Management
 5.2 Collect Requirements
 5.3 Define Scope
 5.4 Create WBS
 5.5 Validate Scope
 5.6 Control Scope
 Sample Questions
 Project Scope Management
Introduction
 Scope is the description of the boundaries of the project.

 Scope defines what the project will deliver and what it will not
deliver.

 One of the leading causes for project failures is poor

management of the project scope, either because the project
manager did not spend enough time defining the scope or there
was not an agreement on the scope by stakeholders.

 Lack of scope management leads to adding work not authorized

or budgeted to the project, this is known as Scope Creep.
 Project Scope Management
Introduction
 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.

 Product scope is the features and functions that characterize a

product, service, or result.

 Project scope is the work performed to deliver a product, service, or

result with the specified features and functions.

 The term project scope is sometimes viewed as including product

scope.
 Project Scope Management
Introduction
ID Process Definition Process
Group

5.1 Plan Scope The process of creating a scope management plan that documents P
Management how the project scope will be defined, validated, and controlled.

5.2 Collect The process of determining, documenting, and managing P

Requirements stakeholder needs and requirements to meet project objectives.

5.3 Define Scope The process of developing a detailed description of the project p
and product.

5.4 Create WBS The process of subdividing project deliverables and project work p
into smaller, more manageable components.

5.5 Validate Scope The process of formalizing acceptance of the completed project M&C
deliverables.

5.6 Control Scope The process of monitoring the status of the project and product M&C
scope and managing changes to the scope baseline.
 Project Scope Management
5.1 Plan Scope Management
 The process of creating a scope management plan that documents
how the project scope will be defined, validated, and controlled.
 The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project.
 Project Scope Management
5.1 Plan Scope Management
 Project Scope Management
5.1 Plan Scope Management
 Inputs:
 Project Management Plan
Approved subsidiary plans of the project management plan are used to
create the scope management plan (HR-Quality- Communications- Time
… etc.)
 Project Charter
Provide the project context needed to plan the scope management
processes and high-level project description and product characteristics
 Enterprise Environmental Factors
Organization’s culture, Infrastructure and Marketplace conditions.
 Organizational Process Assets
Policies, procedures, historical information and lessons learned
regarding scope management.
 Project Scope Management
5.1 Plan Scope Management
 Tools and Techniques:
 Expert Judgment
Expert judgment refers to input received from knowledgeable and
experienced parties (group/person with specialized education,
knowledge, skill, experience, or training in developing scope
management plans.
 Meetings
Project teams may attend project meetings to develop the scope
management plan.
Project manager, the project sponsor, selected project team members,
selected stakeholders and any others as needed.
 Project Scope Management
5.1 Plan Scope Management
 Outputs:
 Scope Management Plan
A component of the project management plan that describes how the scope will be
defined, developed, monitored, controlled, and verified. Its components are:
o Processes for preparing Project Scope Statement, creation of WBS, obtaining
formal acceptance of deliverables and processing change requests.
 Requirements Management Plan
A component of the project management plan that describes how requirements
will be analyzed, documented, and managed. Its components are :
o Requirements planning, prioritizing, tracking and reporting.
o Configuration management; change initiation, approval and impact analysis.
o Product metrics and traceability structure to reflect requirements.
o Traceability assignment matrix templates.
 Project Scope Management
5.2 Collect Requirements
 The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
 The key benefit of this process is that it provides the basis for
defining and managing the project scope including product scope.
 Project Scope Management
5.2 Collect Requirements
 Project Scope Management
5.2 Collect Requirements
REQUIREMENTS :
 Conditions or capabilities to be met by the project to satisfy an
agreement or other formally imposed specification.
 Quantified and documented needs and expectations of the sponsor,
customer, and other stakeholders.
 Business requirements, which describe the higher-level needs of the
organization.
 Stakeholder requirements, which describe needs of a stakeholder.
 Solution requirements ( Functional – non functional).
 Transition requirements ( state 1 >>> state2).
 Project requirements (processes – project conditions).
 Quality requirements (criteria for project success).
 Project Scope Management
5.2 Collect Requirements
 Inputs:
 Scope Management Plan
how project teams will determine types of requirements need to be collected.
 Requirements Management Plan
Processes to be used to define and document the stakeholder needs.
 Stakeholder Management Plan
used to understand stakeholder communication requirements and the level of
stakeholder engagement in order to assess their level of participation in the
project.
 Project Charter
High level description of the deliverable.
 Stakeholder Register
Used to identify stakeholders who can provide information on the
requirements.
 Project Scope Management
5.2 Collect Requirements
 Tools and Techniques:
 Interviews
Formal or informal approach to discover information from stakeholders
by talking to them directly.
 Focus Groups
bring together prequalified stakeholders and subject matter experts to
learn about their expectations and attitudes about a proposed product.
 Facilitated Workshops
focused sessions that bring key stakeholders
together to define product requirements.
 Project Scope Management
5.2 Collect Requirements
 Tools and Techniques:
 Group Creativity Techniques
• Brainstorming (generate and collect multiple ideas).
• Nominal Group Technique (rank useful ideas for further brainstorming).
• Idea/mind mapping ( ideas from brainstorming are represented in a single map
to show commonalities and differences to get new ideas).
• Affinity Diagram (classifying ideas in groups for further analysis).
• Multicriteria Decision Analysis (evaluating ideas using predefined criteria).
 Group Decision-Making Techniques
• Unanimity (everyone agrees , consensus of experts , Delphi Technique).
• Majority (50%+ agrees).
• Plurality (largest block agrees ).
• Dictatorship (one individual makes decision).
 Project Scope Management
5.2 Collect Requirements
 Tools and Techniques:
 Questionnaires and Surveys
Designed to quickly accumulate information from a large number of
respondents (useful for statistical analysis).
 Observations
A direct way of viewing individuals in their environment and how they perform
their jobs or tasks and carry out processes (Job shadowing – uncover hidden
requirements).
 Prototypes
obtaining early feedback on requirements by providing a working model of the
expected product before actually building it.
 Benchmarking
comparing actual or planned practices to those of comparable organizations
(internal or external) to identify best practices.
 Project Scope Management
5.2 Collect Requirements
 Tools and Techniques:

 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.

 Document Analysis
Document analysis is used to elicit requirements
by analyzing existing documentation and
identifying information relevant to the
requirements.
 Project Scope Management
5.2 Collect Requirements
 Outputs:
 Requirements Documentation
• How individual requirements meet the business need for the project.
• Requirements may start at a high level and become progressively detailed.
• Requirements need to be unambiguous (measurable and testable), traceable,
complete, consistent, and acceptable to key stakeholders.
• Examples:
 Business requirements (objectives – rules - principles).
 Stakeholder requirements (impacts – communication requirements).
 Solution requirements (functional – non functional – training – quality
standards – technology – reporting )
 Project Requirements (Performance – methodology – acceptance criteria –
dependencies – constraints ….etc)
 Project Scope Management
5.2 Collect Requirements
 Outputs:
 Requirements Traceability Matrix
• The requirements traceability matrix is a grid that links product requirements
from their origin to the deliverables that satisfy them.
• It helps ensure that each requirement adds business value by linking it to the
business and project objectives.
 Project Scope Management
5.3 Define Scope
 The process of developing a detailed description of the project and
product.
 The key benefit of this process is that it describes the deliverable
boundaries by defining which of the requirements collected will be
included in and excluded from the project scope.
 It is an iterative process (progressively elaborated)
Project Scope Management
5.3 Define Scope
 Project Scope Management
5.3 Define Scope
 Inputs:
 Scope Management Plan
activities for developing, monitoring, and controlling the project scope.
 Project Charter
provides the high-level project description and product characteristics. It
also contains project approval requirements.
 Requirements Documentation
to select the requirements that will be included in the project.
 Organizational Process Assets
o Policies, procedures and templates for project scope statement.
o Historical data – project files – lessons learned.
 Project Scope Management
5.3 Define Scope
 Tools and Techniques:
 Expert Judgment
analyze the information needed to develop the project scope statement.
 Product Analysis
translating high-level product descriptions into tangible deliverables.
(Product breakdown – system analysis – value engineering ….etc.)
 Alternatives Generation
a technique used to develop as many potential options as possible in
order to identify different approaches to execute and perform the work
of the project.
 Facilitated Workshops
key players with a variety of expectations and/or fields of expertise
help to reach a cross-functional understanding of the project objectives .
 Project Scope Management
5.3 Define Scope
 Outputs:
 Project Scope Statement
o It is the description of the project scope, major deliverables, assumptions, and
constraints. It documents the entire scope, including project and product
scope.
o It describes, in detail, the project’s deliverables and the work required to create
those deliverables.
o It enables the project team to perform more detailed planning, guides the
project team’s work during execution, and provides the baseline for evaluating
change requests.
 Project Documents updates
• Stakeholder register.
• Requirements documentation.
• Requirements traceability matrix.
Project Scope Management
5.3 Define Scope
 Project Scope Management
5.4 Create WBS
 Create WBS 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 structured vision
of what has to be delivered.

Work Breakdown Structure

Project Scope Management
5.4 Create WBS
 Project Scope Management
5.4 Create WBS
 Inputs:
 Scope Management Plan
Specifies how to create, maintain and approve WBS.
 Project Scope Statement
describes the work that will be performed.
 Requirements Documentation
understanding what needs to be produced as the result of the project.
 Enterprise Environmental Factors
Industry-specific WBS standards, relevant to the nature of the project, may serve
as external reference sources for creation of the WBS.
 Organizational Process Assets
• Policies, procedures, and templates for the WBS.
• Project files and lessons learned from previous projects.
 Project Scope Management
5.4 Create WBS
 Tools and Techniques:
 Decomposition
• a technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
• Work package is the work defined at the lowest level of the WBS for
which cost and duration can be estimated and managed.
• The level of decomposition is often guided by the degree of control
needed to effectively manage the project.
 Expert Judgment
• is often used to analyze the information needed to decompose the project
deliverables in order to create an effective WBS.
• Expert judgment can also come in the form of predefined templates that
provide guidance on how to effectively break down common
deliverables.
 Project Scope Management

% 5.4 Create WBS

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 Project Scope Management
5.4 Create WBS
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 Outputs:
 Scope Baseline A PP
is the approved version of a scope statement, WBS, and its associated WBS
dictionary, that can be changed only through formal change control procedures. It
consists of:
1. Scope Statement
2. WBS
3. WBS Dictionary
 Detailed information about each component like:
Code of account identifier, Description of work, Assumptions and constraints,
Responsible organization, Schedule milestones, Associated schedule activities,
Resources required, Cost estimates, Quality requirements, Acceptance criteria,
Technical references, and Agreement information.
 Project Document Updates
 Project Scope Management
5.5 Validate Scope
 the 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 chance of final product
acceptance by validating each deliverable.
Project Scope Management
5.5 Validate Scope
 Project Scope Management
5.5 Validate Scope
 Inputs:
 Project Management Plan
 Scope Management plan (specifies how formal acceptance of deliverables
will be obtained.
 Scope Baseline (used as a basis for comparing actual Vs. planned)
 Requirements Documentation
List all types of project requirements along with their acceptance criteria.
 Requirements Traceability Matrix
Links requirements to their origin and tracks them during project lifecycle.
 Verified Deliverables
They are project deliverables that are completed and checked for correctness
through the Control Quality process.
 Work Performance Data
Include degree of compliance with requirements, number of nonconformities,
validation cycles performed …..etc.
 Project Scope Management
5.5 Validate Scope
 Tools and Techniques:
 Inspection
 Measuring, examining, and validating to determine whether work and
deliverables meet requirements and product acceptance criteria.
 Inspections = Reviews = walkthroughs
 Group Decision-Making Techniques
These techniques are used to reach a conclusion when the validation is
performed by the project team and other stakeholders.
 Project Scope Management
5.5 Validate Scope
 Outputs:
 Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and
approved by the customer or sponsor.
 Change Requests
Deliverables that have not been formally accepted are documented, along
with the reasons for non acceptance. They may require a change request
for defect repair (processed via CCB)
 Work Performance Information
Information about project progress and deliverables status.
 Project Documents Updates
Status reports – product documents – approval signatures.
 Project Scope Management
5.6 Control Scope
 is 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 it allows the scope baseline to
be maintained throughout the project.
Project Scope Management
5.6 Control Scope
 Project Scope Management
5.6 Control Scope
 Inputs:
 Project Management Plan
 Scope Baseline (compared to actual results to see if a change is required).
 Scope Management Plan (how project scope is monitored and controlled).
 Change Management Plan (defines the process for managing changes).
 Configuration Management Plan ( configurable items and processes to
control changes to them).
 Requirements Management Plan (how requirements will be managed).
 Requirements Documentations
Well-documented requirements make it easier to detect any deviation in the
scope agreed for the project or product.
 Requirements Traceability Matrix
It detects impact of any scope deviation.
 Project Scope Management
5.6 Control Scope
 Inputs:
 Work Performance Data
Number of change requests (initiated – approved – rejected – completed ).
 Organizational Process Assets
•Scope control-related policies, procedures, guidelines.
• Monitoring and reporting methods and templates to be used.

 Tools and Techniques:

 Variance Analysis
 a technique for determining the cause and degree of difference between the
baseline and actual performance.
 Project performance measurements are used to assess the magnitude of
variation from the original scope baseline.
 Project Scope Management
5.6 Control Scope
 Outputs:
 Work Performance Information
how the project scope is performing compared to the scope baseline.
 Change Requests
Variations may request changes (corrective or preventive actions – defect
repairs – enhancement ).
 Project Management Plan Updates
Change requests approval may update scope BL and other BLs (cost-
time).
 Project Documents Updates
Requirements documentation – Requirements traceability matrix.
 Organizational Process Assets Updates
Causes of Variance – reasons for corrective actions – lessons learned.
 Questions
 During project executing, a team member comes to the project manager
because he is not sure of what work he needs to accomplish on the project.
Which of the following documents contain detailed descriptions of work
packages?

A. WBS dictionary.
B. Activity list.
C. Project scope statement.
D. Scope management plan.

Answer: A
 Questions
 When should the Validate Scope process be done?

A. At the end of the project.

B. At the beginning of the project.
C. At the end of each phase of the project.
D. During the planning processes.

Answer: C
 Questions
 You have just joined the project management office after five years of
working on projects. One of the things you want to introduce to your
company is the need to create and utilize WBSs. Some of the project
managers are angry that you are asking them to do “extra work”. Which of
the following would be the BEST thing you could tell the project managers
to convince them to use WBSs?

A. Tell them it will prevent work from slipping through cracks.

B. Tell them that it is not needed.
C. Tell them it is required only if the project involves contracts.
D. Tell them it is the only way to identify risks.
Answer: A
 Questions
 You are managing a six‐month project and have held biweekly meetings
with your project stakeholders. After a five‐and‐a‐half months of work, the
project is on schedule and budget, but the stakeholders are not satisfied
with the deliverables. This situation will delay the project completion by
one month. The MOST important process that could have prevented this
situation is:

A. Monitor and Control Risks.

B. Control Schedule.
C. Define Scope.
D. Control Scope.
Answer: C
 Questions
 One of the stakeholders on the project contacts the project manager to discuss
some additional scope they would like to add to the project. The project
manager asks for details in writing and then works through the Control Scope
process. What should the project manager do NEXT when the evaluation of the
requested scope is complete?

A. Ask the stakeholder if there are any more changes expected.

B. Complete integrated change control.
C. Make sure the impact of the change is understood by the stakeholder.
D. Find out the root cause of why the scope was not discovered during project
planning.

Answer: B
 Questions
 Which of the following is CORRECT in regard to the Control Scope
process?

A. Effective scope definition can lead to a more complete project scope

statement.
B. The Control Scope process must be done before scope planning.
C. The Scope Control process must be integrated with other control
processes.
D. Controlling the schedule is the most effective way of controlling scope.

Answer: C
 Questions
 Which of the following BEST describes the Validate Scope process?

A. It provides assurance that the deliverable meets the specifications, is an

input to the project management plan, and is an output of Perform Quality
Control.
B. It ensures that the deliverable is completed on time, ensures customer
acceptance, and shows that the deliverable meets specifications.
C. It ensures customer acceptance, shows that the deliverable meets
specifications, and provides a chance for differences of opinion to come to
light.
D. It is an output of Perform Quality Control, occurs before Define Scope,
and ensures customer acceptance.

Answer: C
 Questions
 The work breakdown structure can BEST be thought of as an effective aid
for …………… communications.

A. Team.
B. Project manager.
C. Customer.
D. Stakeholder.

Answer: D
 Questions
 During a project team meeting, a team member suggests an enhancement
to the scope that is beyond the scope of the project charter. The project
manager points out that the team needs to concentrate on completing all the
work and only the work required. This is an example of:

A. Change management process.

B. Scope management.
C. Quality analysis.
D. Scope decomposition.

Answer: B
 Questions
 The construction phase of a new software product is near completion. The
next phases are testing and implementation. The project is two weeks
ahead of schedule. What should the project manager be MOST concerned
with before moving on to the final phase?

A. Validate Scope.
B. Control Quality.
C. Create Performance Reports.
D. Control Costs.

Answer: A
 Questions
 A scope change has been suggested by one of the stakeholders on the
project. After careful consideration and a lot of arguing, the change control
board has decided to reject the change. What should the project manager
do?

A. Support the stakeholder by asking the board for the reason for the
rejection.
B. Suggest to the stakeholder that the next change they request will be
approved.
C. Record the change request and its result.
D. Advise the change control board to make sure they create approval
processes before the next change is proposed.

Answer: C
 Questions
 Validate Scope is closely related to:

A. Control Quality
B. Sequence Activities.
C. Perform Quality Assurance.
D. Time Management.

Answer: A
 