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    MPPL 6 Project Scope Management

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    Firman Aulia
    The document discusses project scope management. It describes scope as the work involved in creating project deliverables and processes. The six main processes of scope management are planning, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. It provides details on each process, such as how to create a scope management plan, collect requirements, develop a WBS using different approaches, create a WBS dictionary, validate deliverables, and control changes. The document offers advice for properly planning, developing, and managing a project's scope.

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    MPPL 6 Project Scope Management

    Uploaded by

    Firman Aulia
    45 views22 pages
    The document discusses project scope management. It describes scope as the work involved in creating project deliverables and processes. The six main processes of scope management are planning, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. It provides details on each process, such as how to create a scope management plan, collect requirements, develop a WBS using different approaches, create a WBS dictionary, validate deliverables, and control changes. The document offers advice for properly planning, developing, and managing a project's scope.

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    MPPL 6 PROJECT SCOPE MANAGEMENT

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    The document discusses project scope management. It describes scope as the work involved in creating project deliverables and processes. The six main processes of scope management are planning, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. It provides details on each process, such as how to create a scope management plan, collect requirements, develop a WBS using different approaches, create a WBS dictionary, validate deliverables, and control changes. The document offers advice for properly planning, developing, and managing a project's scope.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    45 views22 pages

    MPPL 6 Project Scope Management

    Uploaded by

    Firman Aulia
    The document discusses project scope management. It describes scope as the work involved in creating project deliverables and processes. The six main processes of scope management are planning, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. It provides details on each process, such as how to create a scope management plan, collect requirements, develop a WBS using different approaches, create a WBS dictionary, validate deliverables, and control changes. The document offers advice for properly planning, developing, and managing a project's scope.

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    You are on page 1of 22

    Manajemen Proyek Perangkat Lunak (MPPL)

    Chapter 5
    The Project Scope Management

    Sistem Informasi UPN “Veteran” Yogyakarta


    5.1 What is project scope management
    ▪ Scope refers to all the work involved in creating the product of the project and
    the processes used to create them.
    ▪ Deliverable is a product created as part of a project.
    ▪ Project scope management includes the processes involved in defining and
    controlling what work is or is not included in a project.
    5.1 What is project scope management
    ▪ Six main processes are involved in project scope management:
    ▪ 1. Planning scope management involves determining how the project’s scope and
    requirement will be managed.
    ▪ 2. Collecting requirements involves defining and documenting the features and
    functions of the products as well as the processes used for creating them.
    ▪ 3. Defining scope involves reviewing the scope management plan, project charter
    requirements documents and organizational process assets to create a scope
    statement, adding more information as requirements are developed and change
    requests are approved.
    ▪ 4. Creating the WBS involves subdividing the major project deliverables into
    smaller, more manageable components.
    5.1 What is project scope management
    ▪ Six main processes are involved in project scope management:
    ▪ 5. Validating scope involves formalizing acceptance of the project deliverables. Key
    project stakeholders, such as the customer and sponsor for the project.
    ▪ 6. Controlling scope involves controlling changes to project scope throughout the
    life of the project – a challenge on many IT projects.
    5.1 What is a project scope management?
    5.2 Planning scope management.
    ▪ In general, a scope management plan includes the following information:
    ▪ How to prepare a detailed project scope statement.
    ▪ How to create a WBS
    ▪ How to maintain and approve the WBS
    ▪ How to obtain formal acceptance of the completed project deliverables
    ▪ How to control requests for changes to the project scope.
    5.3 Collecting requirements
    ▪ The second step in project scope management is often the most difficult :
    collecting requirements.
    5.4 Defining scope
    ▪ Project scope statements should include at least a product scope description,
    product user acceptance criteria, and detailed information on all project
    deliverables.
    Further defining project scope
    5.5 Creating the work breakdown structure
    ▪ A work breakdown structure (WBS) is a deliverable-oriented grouping of the
    work involved in a project that defines its total scope.
    ▪ The project scope management plan, scope statement, requirements
    documentation, enterprise environmental factors, and organizational process
    assets are the primary inputs for creating a WBS.
    ▪ The main tool or technique is decomposition – that is , subdividing project
    deliverables into smaller pieces.
    ▪ The scope baseline includes the approved project scope statement and its
    associated WBS and WBS dictionary.
    Sample intranet WBS organized by product
    Sample intranet WBS organized by phase in chart and tabular
    form
    Intranet Gantt Chart in Microsoft project
    5.5a Approaches to developing Work Breakdown Structures.
    ▪ You can use several approaches to develop a work breakdown structure :
    ▪ Using guidelines
    ▪ The analogy approach : you use a similar project’s WBS as a starting point.
    ▪ The top-down approach : start with the largest items of the project and break them
    into subordinate items.
    ▪ The bottom-up approach : team members first identify as many specific tasks
    related to the project as possible.
    ▪ The mind-mapping approach
    Sample mind-mapping technique for creating a WBS
    5.5b the WBS dictionary
    ▪ A WBS dictionary is a document that provides detailed information about
    each WBS item.
    5.5c Advice for creating a WBS and WBS dictionary
    ▪ It is best to use a combination of approaches to create a project’s WBS. Some
    basic principles, however, apply to creating any good WBS and its WBS
    dictionary.
    ▪ A unit of work should appear in only one place in the WBS.
    ▪ The work content of a WBS item is the sum of the WBS items below it.
    ▪ A WBS item is the responsibility of only one person, even though many people
    might be working on it.
    ▪ Project team members should be involved in developing the WBS to ensure
    consistency and buy in.
    ▪ Each WBS item must be documented in a WBS dictionary to ensure accurate
    understanding of the scope of work included and not included in that item.
    5.5c Advice for creating a WBS and WBS dictionary
    ▪ It is best to use a combination of approaches to create a project’s WBS. Some
    basic principles, however, apply to creating any good WBS and its WBS
    dictionary.
    ▪ Project team members should be involved in developing the WBS to ensure
    consistency and buy in.
    ▪ Each WBS item must be documented in a WBS dictionary to ensure accurate
    understanding of the scope of work included and not included in that item.
    ▪ The WBS must be a flexible tool to accommodate inevitable changes while properly
    maintaining control of the content in the project according to the scope statement.
    5.6 Validating scope
    ▪ Scope validation involves formal acceptance of the completed project
    deliverables.

    5.7 Controlling scope


    ▪ 5.7a Suggestions for improving user input
    ▪ 5.7b Suggestions for reducing incomplete and changing requirements.
    Reference
    ▪ Information Technology Project Management, Kathy Schwalbe,(2018), (8th
    edition), Cengage Learning

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