Scope Management

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 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

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 5.1 Plan Scope Management-> Data
flow diagram
4.1 Develop 5.1 Plan
Project Management
charter Enterprise /
Organization
Project Scope
charter management
OPA
Requirements
managements
plan
4.2 Develop
EEF
PM plan
5.2 Collect
Requirements
PM Plan

5.3 Define
Scope

5.4 Create
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WBS
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 Scope related terms:
Product scope : the features and functions that are to be included
in a product or service (Completion of product scope is measured
against requirements)
Project scope : The work that must be done in order to deliver a
product with the specified features and functions (Completion of
project scope is measured against the project management plan)

Example:
Lets say you have a plot of land and you want to build a house on it.
Product: The house
Product Scope: The house should have 3 storey's, 1000 sq. m of
built up area, 4 bedrooms with attached baths, 2 living room, a
kitchen, basement and a garage. The exteriors should be white.
Project Scope: Hiring a building contractor, an architect and an

4 interior Pmpthe
designer, acquiring legal permits, estimating
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taking
 Scope Management Plan - Output
Includes process -

1. For preparing a detailed project scope statement (Output of

Define Scope process).

2. For creation of the WBS from the detailed project scope

statement (Output of Create WBS process).

3. That establishes how WBS will be maintained and approved.

4. That specifies how formal acceptance of the completed

project intermediate deliverables will be obtained (Output of
Validate Scope process)

5. To control how requests for changes to the detailed project

scope statement will be processed.

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 Scope Management Plan - Output
The requirements management plan should contain the following:

How requirements will be planned, tracked and reported

How changes to the product will be initialized, how impacts will be

analyzed, how they will be traced, tracked and reported,
authorization levels required to approve the changes

Requirements prioritization process

Traceability structure to reflect which requirement attributes will be

captured in the traceability matrix

Remember that the requirements management plan can be

considered a subsidiary management plan and be included in the
project management plan
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 5.2 Collect Requirements
Collect Requirements is the process of defining and documenting
stakeholders needs to meet the project objectives

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5.2 Plan Scope Management -> Data
flow diagram
5.1 Plan
4.1 Develop
Management
Project Scope
charter management
Project plan
Requirements
charter managements
plan
13.1 Identify 5.2 Collect 8.1 Plan
Stakeholder Requirements Quality
Stakeholder Requirements management
Register documents 12.1 Plan
Requirements
Traceability procurement
13.2 Plan matrix management
Stakeholder
5.3 Define
management
HR 5.4scope
Create
Management
5.5 WBS
Validate
plan
scope
5.6 Control
scope
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 Collect Requirements Tools &
Techniques
Interviews: Formal or informal approach to elicit information from
stakeholders by talking to them directly.

Focus groups: Prequalified stakeholders and subject matter experts are

brought together to learn about their expectations and attitudes about a
proposed service product or a result.

Facilitated workshops: Focused sessions that bring cross-functional

key stakeholders together to define product requirements
JAD (Joint application development) is used in software industry

QFD (Quality function deployment) is used in manufacturing industry

starts by collecting the customer needs (VOC- voice of the customer)

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 Collect Requirements Tools &
Techniques
Group Decision Making Techniques : There are multiple methods of
reaching a group decision :

Unanimity :Everyone agrees on a single course of action

Majority : Support from more than 50% of the members of the group

Plurality : The largest block in a group decides even if a majority is

not achieved

Dictatorship : One individual makes the decision for the group

The Delphi Technique : One way to reach unanimity is this technique

wherein selected group of experts answers questionnaires and provides
feedback regarding the responses from each round of requirements
gathering. The responses are available only to the facilitator to maintain
anonymity
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 Collect Requirements Outputs
Requirements documentation :

Describes how individual requirements will meet the business need of the
project

Requirements may start out at a high level and become progressively more
detailed as more about the requirements is known

Requirements need to be unambiguous ( measurable and testable),

complete, consistent, correct and acceptable to key stakeholders

Requirements Traceability Matrix (RTM):

Grid that links product requirements from their origin to the deliverables
that satisfy them

Means to track requirements throughout the project lifecycle helping to see

that requirements approved in the requirements documentation are
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delivered at the end of the project
 Classification of Requirements
Business requirements: High level needs of the organization as a
whole such as business issues or opportunities

Stakeholder requirements: Need of stakeholder/stakeholder group

Solution requirements :
Functional requirements The behavior of the product

Non functional requirements Supplements the functional requirements

gives environmental conditions or qualities required like security,

reliability etc.
Transition requirements: Temporary capabilities like data conversion,
training etc.
Project requirements: Actions , processes and other conditions the
project need to meet
Quality requirements: Any condition or criteria needed to validate the
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completion of the project
 Requirements Traceability Matrix

Requirements traceability matrix

Project
name:

Cost center

Project
Description

Requiremen Business Project WBS Product Test

Associ ts needs/opportuniti objective deliverable Product developme case
id ate id description es s s design nt s

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

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 5.3 Plan Scope Management-> Data
flow diagram
5.1 Plan
Management
Scope 6.3 Sequence
management activities
6.5 Estimate
4.1 Develop 5.2 Collect
Activity
Project Requirements
Requirements Duration
charter
Project documents
6.6 Develop
charter Schedule
5.3 Define
Scope
Project Scope
Enterprise /
statements
Organization Project
document
OPA update Project
Documents
5.4 Create
WBS
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 Define Scope - Outputs
Project Scope Statement includes:
Product Scope Description

Project Acceptance Criteria

Project Deliverables

Product Acceptance Criteria

Product Deliverables

Project Exclusions

Constraints

Assumptions

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

Decomposition:
This technique involves breaking down the
deliverables into smaller, more manageable
components of work
The idea here is to break down the deliverables to a
point where you can easily plan, execute, monitor
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and control, and close out the project deliverables
 5.4 Plan Scope Management-> Data
flow diagram
5.1 Plan
Managemen
Scope
t
managemen
t plan 4.2 Develop
5.2 Collect
6.2 Define
Requirement
Activities
s
Requirement 7.2 Estimate
s documents Cost
7.3
5.3 Define Determine
Enterprise / Scope
Project Budget
Organization Scope 11.2 Identify
statements Risks
OPA
11.3 Perform
5.4 Create
quantities
WBS
Scope risk analysis
Baseline
Project
Project document
documents updates

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Scope
 Scope Baseline

The Scope Baseline is a component of the project management plan

and includes the following:

Project Scope Statement

Work Breakdown Structure (WBS)

WBS Dictionary

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 What is Work Breakdown Structure (WBS) ?
WBS is the hierarchical decomposition of the total scope of work to be
carried out by the project

The top most level of each WBS is the total project itself

Work that doesnt fit into the WBS does not fit within the project

WBS represents all product and project work including project management
work

Each level of WBS is a more detailed definition of the level above it

Beware of excessive decomposition can lead to non-productive

management effort and inefficient use of resources (performing work)

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 Characteristics of WBS
Work Package : It is the lowest in the WBS and is the level at which
schedule and cost can be estimated easily and managed
A work package can be used to group the activities where work is
estimated, scheduled, monitored and controlled comfortably
If the lowest levels are rolled up to the higher levels, the total must
represents the total work of the project. This is called 100% rule.
WBS Structure can be organized by
- Phases
- Major deliverables
- Subprojects e.g. contracted work

Providing extra functionalities which are not requested by customer is

called Gold plating, this is not recommended by PMI

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 Create WBS:
New
Car Project

1.0 2.0
1.0
Entertai Engine,
Entertai Transmiss 3.0 Control Accounts
n& Body
n&
Guidan ion and
Guidan
ce Suspensi
ce on
2.1
2.3 2.4 3.2
Gear 2.2 3.1
Susp Diffe Bod Planning
box Engi Paint
ensi renti y Packages
Acqu ne work
on als Shell
3.2.2
ired 2.3. 2.3.
2.2. 3.2. Door 3.2.3 3.2.4
2.2. 1 2.3. 3
1 2.2. 1 s(gull Seats Exteri
3 Activ 2 Whe
Engi 2 Mon , & or
Com e Driv el,
ne Gear ocoq hood Interi Trim
pute Susp esha Hub
Bloc box ue & or &
r ensi ft s&
k Shell trunk Trim Glass
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Packages
 WBS for a Bicycle

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 Case Study : WBS
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Example : Car
Final
Deliverable

Intermediate
Deliverables 1 2 3 4 5

Steering
Dashboard Doors Upholstery Mud Guards
Wheel
1.1 1.2 1.3 1.4
320 h 200 h 100 h 120 h
Procure Prepare Construct Testing
Material Design Dashboard
1.1.1 1.1.2 1.1.3 1.1.4
80 h 40 h 80 h 120 h
Identify RFP Shortlist Finalize
Sellers Sellers Sellers
1.1.4.1 1.1.4.2
80 h 40 h

Work Packages Evaluate Award

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 WBS Dictionary
WBS dictionary should include the following elements for each
component of the WBS:

Code of accounts identifier

Description of the work
Assumption and constraints
Responsible organization
Schedule milestones
Associated schedule activities
Resources required
Cost estimates
Quality requirements
Acceptance criteria
Technical references
Agreement information

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 Sample WBS Dictionary
WBS dictionary is the document that provides detailed deliverable, activity,
scheduling information about each component in WBS.
Lev WB Element Definition Cost Responsibl
el S Name Con e
Cod trol Organizatio
es No. n
1 1 Bicycle All components and Customer
WBS subassemblies required to Sales and
specify design, assembly and support
testing of a custom bicycle.
2 1.1 Frame Set The individual components Customer
that together constitute the Sales and
frame once assembled support

3 1.1. Frame The unit tabular steel structure Customer

1 to which other components are Sales and
attached .Provides basic support
design and strength.
3 1.1. Handlebar Used by rider to steer bicycle. Customer
2 Also serves as point of Sales and
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support
lights, and other accessories.
 5.5 Validate Scope
It is the process of formalizing the acceptance of the project deliverables

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 5.5 Plan Scope Management -> Data
flow diagram
5.2 Collect
4.2 Develop Requirements
PM plan
Requirements
PM plan documents
Requirements
4.3 Direct and
Traceability
Manage project
matrix
work
Work
performance 5.5 validate
Date Scope 4.5 Close
Project or
Accepted
Deliverables 4.5phase
Perform
integrated
Change change
8.3 Control Requests
Work control
Quality 4.4 Monitor &
Performance Control
Verified information
Project Project work
Deliverables documents
updates Organizatio
Project
n
documents
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 Validate Scope
The verified deliverables obtained from quality control process are
reviewed with the customer or sponsor to ensure that they are
completed satisfactorily and receive the formal acceptance

Validate scope process differs from control quality process that

Validate scope process is primarily concerned with acceptance of

deliverables, while
Control quality is concerned with the correctness of the deliverables

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

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 5.5 Plan Scope Management -> Data
flow diagram
5.2 Collect
4.2 Develop PM Requirements
plan
Requirements
PM plan documents Organizatio
Project
Requirements n
documents
4.3 Direct and Traceability
Manage project matrix
work
Work
performance 5.6 validate
Date Scope
4.5 Close
Accepted
Project or
Deliverables
4.5phase
Perform
Change integrated
8.3 Control Requests change
Quality Work
Performance control
4.4 Monitor &
Verified information
Project Control
Deliverables documents Project work
updates

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 Control Scope

It allows scope baseline to be maintained throughout the project

It ensures that all requested changes and recommended corrective

and preventive actions are processed through PICC process

Uncontrolled expansion to product or project scope without adjustments

to time, cost and resources is called Scope Creep

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 Thank
you

Saraca
Solution
s Pvt.
33 Ltd.
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