PDF Chapter 5

(1)

CHAPTER 5

PROJECT SCOPE MANAGEMENT

 Overview of Project Scope Management

 Plan Scope Management

 Collect Requirements

 Define Scope

 Create WBS

 Validate Scope

 Control Scope

(2)

 Describe the Create WBS process, its inputs, tools and techniques, and outputs

 Describe the Validate Scope process, its inputs, tools and techniques, and outputs

 Describe the Control Scope process, its inputs, tools and techniques, and outputs

 List the six processes involved in Project Scope Management

 Describe the Plan Scope

Management process, its inputs, tools and techniques, and outputs

 Describe the Collect Requirements process, its inputs, tools and

techniques, and outputs

 Describe the Define Scope process, its inputs, tools and techniques, and outputs

Learning Objectives

After completing this chapter, you will be able to :

(3)

Project Scope Management

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.

(4)

(5)

Process

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

(6)

5.1 Plan Scope Management

Plan Scope Management is the process of creating a scope management plan that documents how the project

scope will be defined, validated, and controlled.

(7)

INPUT TOOLS AND TECHNIQUE OUTPUT

1. Project management plan 2. Project charter

3. Enterprise environmental factors

4. Organizational process assets 1. Expert judgment 2. Meetings

1. Scope management plan

2. Requirements management plan

ITTO

Plan Scope Management

(8)

5.1 Plan Scope Management

5.2 Collect Requirements

5.3 Define Scope

5.4 Create WBS

Project Scope Management

Enterprise / Organization

4.1

Develop Project Charter

4.2

Develop Project Management

Plan

• Enterprise

environmental factors

• Organizational process assets

• Project charter

• Project management plan

• Scope management plan

• Requirements management plan

(9)

Inputs

1. Project Management Plan

Approved subsidiary plans of the project management plan are used to create the scope management plan and

influence the approach taken for planning scope and managing project scope.

2. Project Charter

The project charter is used to provide the project context needed to plan the scope management processes.

(10)

Inputs

3. Enterprise Environmental Factors

The enterprise environmental factors that can influence the Plan Scope Management process include, but are not limited to :

 Organization’s culture,

 Infrastructure,

 Personnel administration, and

 Marketplace conditions.

(11)

Inputs

4. Organizational Process Assets

The organizational process assets that can influence the

Plan Scope Management process include, but are not limited to :

 Policies and procedures, and

 Historical information and lessons learned knowledge base.

(12)

Tools & Techniques

1. Expert Judgment

Expert judgment refers to input received from knowledgeable and experienced parties.

2. Meetings

Project teams may attend project meetings to develop the scope management plan.

(13)

Outputs

1. Scope Management Plan

The scope management plan is a component of the project or program management plan that describes how the

scope will be defined, developed, monitored, controlled, and verified.

2. Requirements Management Plan

The requirements management plan is a component of the project management plan that describes how

requirements will be analyzed, documented, and managed.

(14)

5.2 Collect Requirements

Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

(15)

1. Scope management plan

2. Requirements management plan 3. Stakeholder management plan 4. Project charter

5. Stakeholder register

1. Interviews 2. Focus groups

3. Facilitated workshops

4. Group creativity techniques 5. Group decision-making

techniques

6. Questionnaires and surveys 7. Observations

8. Prototypes 9. Benchmarking 10. Context diagrams 11. Document analysis

1. Requirements documentation 2. Requirements traceability matrix

ITTO

Collect Requirements

(16)

4.1 Develop Project

Charter

13.1 Identify Stakeholders

13.2 Plan Stakeholder Management

5.2 Collect Requirements

5.1 Plan Scope Management

5.3 Define Scope

8.1 Plan Quality Management

12.1 Plan Procurement Management

• Stakeholder register

• Stakeholder management plan

5.4 Create WBS

5.6 Control Scope 5.5

Validate Scope

• Requirements traceability matrix

• Requirements management plan

• Scope

management plan

• Requirements documentation

(17)

Inputs

The scope management plan provides clarity as to how project teams will determine

which type of requirements need to be collected for the project.

2. Requirements Management Plan

The requirements management plan provides the processes that will be used

throughout the Collect Requirements process to define and document the stakeholder needs.

(18)

Inputs

3. Stakeholder Management Plan

The stakeholder management plan is used to understand stakeholder communication requirements and the level of stakeholder engagement in order to assess and adapt to the level of stakeholder participation in requirements activities.

(19)

Inputs

4. Project Charter

The project charter is used to provide the high-level

description of the product, service, or result of the project so that detailed requirements can be developed.

5. Stakeholder Register

The stakeholder register is used to identify stakeholders who can provide information on the requirements.

(20)

Tools & Techniques

1. Interviews

An interview is a formal or informal approach to elicit

information from stakeholders by talking to them directly.

2. Focus Groups

Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result.

(21)

Tools & Techniques

3. Facilitated Workshops

Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements.

4. Group Creativity Techniques

Some of the group creativity techniques that can be used are:

 Brainstorming.

 Nominal group technique.

 Idea/mind mapping.

 Affinity diagram.

 Multi criteria decision analysis.

(22)

Tools & Techniques

5. Group Decision-Making Techniques

A group decision-making technique is an assessment process having multiple alternatives with an expected outcome in the form of future actions. There are various methods of reaching a group decision, such as :

 Unanimity

 Majority

 Plurality

 Dictatorship

(23)

Tools & Techniques

6. Questionnaires and Surveys

Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a

large number of respondents.

7. Observations

Observations provide a direct way of viewing individuals in their environment and how they perform their jobs or

tasks and carry out processes.

(24)

Tools & Techniques

8. Prototypes

Prototyping is a method of obtaining early feedback on requirements by providing a working model of the

expected product before actually building it.

9. Benchmarking

Benchmarking involves comparing actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

(25)

Tools & Techniques

10. Context Diagrams

The context diagram is an example of a scope model.

11. Document Analysis

Document analysis is used to elicit requirements by

analyzing existing documentation and identifying information relevant to the requirements.

(26)

Outputs

1. Requirements Documentation

Requirements documentation describes how individual requirements meet the business need for the project.

Requirements may start out at a high level and become

progressively more detailed as more about the requirements is known.

2. Requirements Traceability Matrix

The requirements traceability matrix is a grid that links product requirements from their origin to the

deliverables that satisfy them.

(27)

5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and product.

(28)

1. Scope management plan 2. Project charter

3. Requirements documentation

4. Organizational process assets 1. Expert judgment 2. Product analysis

3. Alternatives generation 4. Facilitated workshops

1. Project scope statement 2. Project documents updates

ITTO

Define Scope

(29)

Project Documents

5.3 Define Scope

5.1 Plan Scope Management

5.4 Create WBS

6.3 Sequence

Activities

6.5 Estimate

Activity Durations

6.6 Develop Schedule Enterprise /

Organization

4.1 Develop Project Charter

• Scope management plan

• Project scope

management

(30)

Inputs

The scope management plan is a component of the project management plan that establishes the activities for

developing, monitoring, and controlling the project scope.

2. Project Charter

The project charter provides the high-level project description and product characteristics.

(31)

Inputs

This documentation will be used to select the requirements that will be included in the project.

Organizational process assets can influence how scope is defined. Examples include, but are not limited to :

 Policies, procedures, and templates for a project scope statement;

 Project files from previous projects; and

 Lessons learned from previous phases or projects.

(32)

Tools & Techniques

1. Expert Judgment

Expert judgment is often used to analyze the information needed to develop the project scope statement.

2. Product Analysis

For projects that have a product as a deliverable, as opposed to a service or result, product analysis can be an effective

tool.

(33)

Tools & Techniques

3. Alternatives Generation

Alternatives generation is 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.

4. Facilitated Workshops

The participation of key players with a variety of expectations and/or fields of expertise in these intensive working sessions helps to reach a cross-functional and common understanding of the project objectives and its limits.

(34)

Outputs

1. Project Scope Statement

The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints.

2. Project Documents Updates

Project documents that may be updated include, but are not limited to :

 Stakeholder register,

 Requirements documentation, and

 Requirements traceability matrix.

(35)

Define Scope Process

Project Scope Statement

Product scope description Project deliverables

Project boundaries

(inclusions and exclusions) Product acceptance criteria Project constraints

Project assumptions

(36)

5.4 Create WBS

Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.

(37)

1. Scope management plan 2. Project scope statement 3. Requirements documentation 4. Enterprise environmental factors 5. Organizational process assets

1. Decomposition 2. Expert judgment

1. Scope baseline

2. Project documents updates

ITTO

Create WBS

(38)

5.4

Create WBS

5.5 Validate

Scope 5.3 Define Scope 5.1

Plan Scope Management

Project Documents

4.2 Develop

Project Management

Plan

6.2 Define Activities

7.2 Estimate

Costs 7.3 Determine

Budget 11.2 Identify

Risks

11.3 Perform Qualitative Risk Analysis

• Enterprise environmental factors

• Organizational process assets

• Scope baseline

• Project scope statement

• Scope management plan

(39)

Work Breakdown Structure

What Is a WBS?

Software development project

Design Code Test Train Implement

- - - - -

(40)

Why Create a WBS?

• Uses graphical format to facilitate clear understanding.

• Uses hierarchical approach to identify all work.

• Serves as communication tool among stakeholders.

• Allows team to “get their arms around” the project.

• Becomes the foundation for planning.

• Is used as a tool to evaluate scope changes.

• Can be used as a template for future projects.

• Allows team members to understand how their work fits in the project.

• Gets team buy-in.

(41)

Work Packages

Project name

Phase Deliverable Subproject

Del WP WP WP WP WP WP Del WP

WP WP WP Del WP

WP WP

(42)

Other Breakdown Structures

OBS

(organizational breakdown structure)

BOM (bill of materials)

RBS (risk breakdown structure)

Resource breakdown structure

(43)

Inputs

The scope management plan specifies how to create the

WBS from the detailed project scope statement and how the WBS will be maintained and approved.

2. Project Scope Statement

The project scope statement describes the work that will be performed and the work that is excluded.

(44)

Inputs

Detailed requirements documentation is essential for

understanding what needs to be produced as the result of the project and what needs to be done to deliver the project and its final products.

4. 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.

(45)

Inputs

The organizational process assets that can influence the Create WBS process include, but are not limited to :

 Policies, procedures, and templates for the WBS;

 Project files from previous projects; and

 Lessons learned from previous projects.

(46)

Tools & Techniques

1. Decomposition

Decomposition is a technique used for dividing and

subdividing the project scope and project deliverables into smaller, more manageable parts.

2. Expert Judgment

Expert judgment is often used to analyze the information needed to decompose the project deliverables down into

smaller component parts in order to create an effective WBS.

(47)

Outputs

1. Scope Baseline

The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only

through formal change control procedures and is used as a basis for comparison.

Project documents that may be updated include, but are not limited to, requirements documentation, which may need to be updated to include approved changes.

(48)

(49)

5.5 Validate Scope

Validate Scope is the process of formalizing acceptance of the completed project deliverables.

(50)

1. Project management plan 2. Requirements documentation 3. Requirements traceability matrix 4. Verified deliverables

5. Work performance data

1. Inspection

2. Group decision-making techniques

1. Accepted deliverables 2. Change requests

3. Work performance information 4. Project documents updates

ITTO

Validate Scope

(51)

5.5 Validate

Scope

Project Documents

5.2 Collect Requirements 4.2

Develop Project Management

Plan

4.3 Direct and

Manage Project Work

8.3 Control Quality

4.4 Monitor and

Control Project Work

4.5 Perform Integrated

Change Control

4.6 Control Project or

Phase

• Requirements traceability matrix

• Change requests

• Accepted deliverables

• Validated deliverables

• Work performance data

• Project management plan

(52)

Inputs

The project management plan contains the scope management plan and the scope baseline.

The requirements documentation lists all the project, product, and other types of requirements for the project and product, along with their acceptance criteria.

(53)

Inputs

The requirements traceability matrix links requirements to their origin and tracks them throughout the project life cycle.

4. Verified Deliverables

Verified deliverables are project deliverables that are

completed and checked for correctness through the Control Quality process.

(54)

Inputs

5. Work Performance Data

Work performance data can include the degree of

compliance with requirements, number of nonconformities, severity of the nonconformities, or the number of validation cycles performed in a period of time.

(55)

Tools & Techniques

1. Inspection

Inspection includes activities such as measuring, examining, and validating to determine whether work and

deliverables meet requirements and product acceptance criteria.

2. Group Decision-Making Techniques

These techniques are used to reach a conclusion when the validation is performed by the project team and other

stakeholders.

(56)

Outputs

1. Accepted Deliverables

Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor.

2. Change Requests

The completed deliverables that have not been formally accepted are documented, along with the reasons

for nonacceptance of those deliverables.

(57)

Outputs

3. Work Performance Information

Work performance information includes information about project progress, such as which deliverables have started, their progress, which deliverables have finished, or which have been accepted.

Project documents that may be updated as a result of the Validate Scope process include any documents that define the product or report status on product completion.

(58)

5.6 Control Scope

Control Scope is the process of monitoring the status of the

project and product scope and managing changes to the scope baseline.

(59)

1. Project management plan 2. Requirements documentation 3. Requirements traceability matrix 4. Work performance data

5. Organizational process assets

1. Variance analysis

1. Work performance information 2. Change requests

3. Project management plan updates 4. Project documents updates

5. Organizational process assets updates

ITTO

Control Scope

(60)

5.6 Control

Scope

5.2 Collect Requirements Enterprise /

Organization

4.2 Develop

Project Management

Plan

4.3 Direct and

Manage Project Work

Project Documents

4.2 Develop

Project Management

Plan 4.4 Monitor and

Control Project Work

4.5 Perform Integrated

Change Control

• Requirements traceability matrix

• Work performance information

• Change requests

(61)

Inputs

The following information from the project management plan is used to control scope :

 Scope baseline

 Scope management plan

 Change management plan

 Configuration management plan

 Requirements management plan

(62)

Inputs

Requirements should be unambiguous (measurable and

testable), traceable, complete, consistent, and acceptable to key stakeholders.

The requirements traceability matrix helps to detect the impact of any change or

deviation from the scope baseline on the project objectives.

(63)

Inputs

4. Work Performance Data

Work performance data can include the number of change requests received, the number of requests accepted or the number of deliverables completed, etc.

The organizational process assets that can influence the Control Scope process include, but are not limited to :

 Existing formal and informal scope, control-related policies, procedures, guidelines; and

 Monitoring and reporting methods and templates to be used.

(64)

Tools & Techniques

1. Variance Analysis

Variance analysis is a technique for determining the cause and degree of difference between the baseline and

actual performance.

(65)

Outputs

1. Work Performance Information

Work performance information produced includes correlated and contextualized information on how the project scope is performing compared to the scope baseline.

2. Change Requests

Analysis of scope performance can result in a change

request to the scope baseline or other components of the project management plan.

(66)

Outputs

3. Project Management Plan Updates

Project management plan updates may include, but are not limited to :

 Scope Baseline Updates.

 Other Baseline Updates.

Project documents that may be updated include, but are not limited to :

 Requirements documentation, and

 Requirements traceability matrix.

(67)

Outputs

5. Organizational Process Assets Updates

Organizational process assets that may be updated include, but are not limited to :

 Causes of variances,

 Corrective action chosen and the reasons, and

 Other types of lessons learned from project scope control.