Develop Project Charter

Input: (Pre Project Activities)

PSoW
Business Need (Market Demand, technical advance, legal or Govt.)
Product Scope Description (Product / Service / Result)
Strategic Plan (Goal, Vision, Mission)

Business Case (Justification)

Cost Benefit Analyst (feasibility)

Contract (If

external customer)

Tools & Techniques

Expert Judgment

Output:
Project Charter and its content
Project Purpose
High level requirements
High level risks
Summary milestones
Summary budget

Project Scope
Management
Second knowledge area of
Project Management

Where are we
We have completed the initiation process
We are ready to start the Project Planning Process
Purpose of this Lecture:
Defining Project Goals & Objectives
Discovering Requirement
Agreeing on Deliverables
Determining Assumptions & Constraints
Compiling the Project Scope Statement

What is Scope?
Project scope The work that must be done in order to
deliver a product with the specified features and functions.
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, with all the requirements and characteristics
agreed upon.
Project Scope Management is primarily concerned with
defining and controlling what is and is not included in the
project.

COLLECT REQUIREMENTS
How do you collect requirements?
INTERVIEWS (Directly with stakeholders)

FOCUS GROUPS (prequalified Stakeholders & Subject matter

experts)
FACILITATED WORKSHOPS (Focused cross functional
stakeholders)

JAD Joint application design, QFD Quality function development

GROUP CREATIVITY TECHNIQUES (brainstorming, nominal group

technique, Delphi Technique, Idea/mind mapping, Affinity
Diagram)
GROUP DECISION MAKING TECHNIQUES (Unanimity, Majority,
Plurality, Dictatorship)
QUESTIONNAIRE AND SURVEYS (wide number of respondents)
OBSERVATION (viewing individual in their environment)
PROTOTYPES (early feedback by providing a working model)
Bench marking, Context Diagram and Document Analysis

Collect Requirements
For the requirement that you gathered, you make these
three documents to proceed further.
1. Requirement Documentation
Business need or opportunity to be seized
Project objectives for traceability
Functional requirements (business processes, information)
Non-functional requirements (level of services, performance, safety)
Quality requirements
Acceptance criteria
Business rules
Impact of other organizational area, sales, technology group
Support and training requirements
Requirements assumptions and constraints

Collect Requirements
3. Requirement Traceability Matrix
A table that links requirements to their origin and traces them
throughout the project life cycle.
It helps to ensure that each requirement adds business value
by linking it to the business and projective objectives.
It provides a mean to track requirements throughout the project
life cycle.
Help to ensure that requirements approved in the requirement
documents are delivered at the end of the project.
It provides a structure for managing changes to the product
scope.
Attributes are associated with each requirement and recorded in
the requirement traceability matrix; such as: a unique identifier,
textural description of each requirement, rationale of inclusion,
owner, source, priority, version, current status and date
completed.

Requirement Traceability Matrix

ID

Associat
e ID

Requireme
nt
Descriptio
n

Business
Need
Opportuni
ties Goals,
Objectives

Project
Objectiv
e

WBS
Deliverab
le

Produc
t
Design

Product
Developme
nt

Test
Case
s

Define Scope
After collecting requirements, you do a PRODUCT ANALYSIS

Product

breakdown,

requirement

analysis,

system

engineering, value engineering and value analysis) and you

also

do

an

ALTERNATIVE

IDENTIFICATION

(different

approaches to execute and perform the work of the project)

and you produce a scope statement.
Scope statement is very important for a project manager
due to the following reasons:
It Includes Major Deliverables
It also Includes the deliverables excluded from the project
I shows major assumptions and risk factors in the project
It lists out all project requirements that are gathered from the
previous stem
It is then signed by the project manager, sponsor, major
stakeholders and some vendors that may have major part to play
in the project.
It is a total commitment from the Project manager and the
sponsor.

Project Charter Vs Project Scope Statement

a comparison
Project Charter
Purpose or Justification
Measureable Project Objectives and
Success Criteria
High-level requirements

Project Scope
Statement

Project Scope Description

(progressively elaborated)

High-level project description

Acceptance Criteria

High-level Risk

Project Deliverables

Summary Milestone Schedule

Project Exclusions

Summary Budget

Project Constraints

Stakeholder List

Project Assumptions

Project Approval requirements

(success factor, who decides an who
signs)
Assigned Project Manager
Name and authority of the sponsor

CREATE WBS
Since in define scope, we prepare scope statement
therefore we can now break the project into work
packages, also known as deliverables.
The technique we use in breaking project into work
packages is called Decomposition. This decomposition
techniques provides us an output of :
WBS : It is a deliverable-oriented hierarchical
decomposition of the work to be executed by the
project team
WBSDICTIONARY(Code, description of work, responsible
organization, list of schedule milestones, associated
schedule
activities,
resources
required,
cost
estimates, quality requirements, acceptance criteria)
SCOPE BASELINE: A component of project
management plan (PSS, WBS, WBS Dictionary)
PROJECT DOCUMENT UPDATE
Scope Statement is then passed on to the Project Time
Management and Project Quality Management to plan
for Time and Quality.

Validate
SCOPE
INPUT
PROJECT MANAGEMENT PLAN
REQUIREMENTS DOCUMENTATION
REQUIREMENTS TRACEABILITY MATRIX
Verified DELIVERABLES
TOOLS AND TECHNIQUES
INSPECTION (Includes activities such as measuring, examining
and verifying to determine whether work & deliverables meet
requirement and product requirement criteria. Also called:
review, product reviews, audits & walkthroughs)
OUTPUTS

ACCEPTED DELIVERABLES
The ones that meet the acceptance criteria are formally signed off and
approved.

CHANGE REQUESTS

(the once not meet acceptance run through project

integrated change control process)

PROJECT DOCUMENT UPDATES

CONTROL SCOPE

INPUT;
PROJECT MANAGEMENT PLAN
Scope base line is compared to actual
Scope management plan describes how to manage and control scope
Change management plan
Configuration management plan (those items that require formal change
control)
Requirement measurement plan

WORK PERFORMANCE INFORMATION

Information about project process
REQUIREMENTS DOCUMENTATION
REQUIEMENT TRACEABILITY MATRIX
ORGANIZATIONAL PROCESS ASSETS
Existing formal & informal scope control related policies,
procedures and guidelines
Reporting and monitoring methods to be used

**Control Scope is the process of monitoring the status of the project and product
scope and managing changes to the scope baseline.

Controlling the project scope ensures all requested changes and recommended
corrective or preventive actions are processes through the Perform Integrated
Change Control process. Uncontrolled changes are often referred as Project
Scope Creep.

Control Scope
TOOLS AND TECHNIQUES
VARIANCE ANALYSIS: Assess the magnitude of variation from
original scope baseline.

OUTPUTS

WORK PERFORMANCE MEASUREMENTS (Planned vs

Original)
ORGANIZATIONAL PROCESS ASSETS UPDATES

(causes of variance, corrective measures, lesson learned)

CHANGE REQUESTS to the scope baseline or other

components of project management plan
PROJECT MANAGEMENT PLAN UPDATES

Scope baseline cost baseline and schedule baselines update,

PROJECT DOCUMENT UPDATES

Requirements documentation
Requirement traceability matrix