Project Scope Management

 Scope Planning
 Scope Definition
 Creating WBS
 Scope Verification
 Scope Control

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 Project Scope Planning
 Level of Detail----size-----complexity
 Project Environment
 How successful your organization is in delivering projects in this
area using technology?
 What is company experiences? Success or failure?
 What aspects of scope contribute towards the success or
failure? History?

Scope Management Plan

o Defines the process to be used to define the scope and over
all management of the scope.
o Appropriate level of detail. Small projects require a sentence
or paragraph in the overall project plan defining SM strategy.

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 Scope Definition
 What is included
 What is not included

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 Scope
 Not Your Problem

Your Project

Your Problem

 Not your Project

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 Project Deliverables
 List formal Deliverable
 Requirement
o Paragraph Purpose
o Table of content
• Section no. 1 Executive summary
• Section no 2 Evaluation of Current situation
• Section no. 3 Evaluation of Alternatives
• Section no. 4 Selection of Preferred solution
 Level of detail in terms of no. of pages 2pages?

 Design
 Final Product

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 Acceptance Criteria
 Who(Project Sponsor)time or expertise
 Has the responsibility to accept each
deliverable(document)
 How
 How do they measure the acceptance
 What
 Is Ok
o Flaw
• Critical

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 Scope Statement
 Defineshow the rest of the project will be
constructed, will be delivered, will be
concluded. What the final acceptance criteria
would be?
 Objectives
 Business Requirements 2pages or table of content?

 Boundaries
 Deliverables
 Acceptance Criteria yard stick
 Assumption/Constraints

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 Create Work breakdown Structure

 Deliverable based
 Decomposition to work required
o Review system
o Interview user
o Understand faults
o Understand the need
 Use template built over years of experience

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 Project monitoring and controlling
 Scope Verification
 Working with Stakeholder to ensure acceptance of each and
every component of the project deliverable.
 Seek approval or formal acceptance of each deliverable
o Give Time line say two weeks to review the deliverable by acceptor
o Define turnaround time required 1 set of comments
o Interim accept process
• Section 1, Section2, Section3, Section4, Section5.
o Resubmit

 Scope Control
 Accepting & managing Change
 Integrate Change impact budget, time, scope etc

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 Project Change Request form
Requested change Project Name
Date of Request Project Manager
Business Reason for Change

Analysis for Change

Project Impact of Change

Scope Impact
Schedule Impact
Budget Impact
Risk Impact
Other Project Impact
Acceptance: Business Sponsor Project Manager

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 Change Request Log
Change Request Date Status
1 Remove B from Current Situation Today Initiated
Under Review
Pending Acceptance
10 days Accept or Reject

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 Integrate Change
 Update Plan
 Update Schedule
 Update Budget
 Report on Change
 Updated the baseline
 New
• Budget
• Schedule
• Risk etc

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 Minor Change Log
Project Name: Project Manager
Period Covered:
Change Schedule Impact Budget Impact
Minor Change #1 0 250
Minor Change #2 1 500

Total Impact
Approved by:

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 Step 1: Defining the Project Scope
 Project Scope
 A definition of the end result or mission of the
project—a product or service for the client/customer—
in specific, tangible, and measurable terms.
 Purpose of the Scope Statement
 To clearly define the deliverable(s) for the end user.
 To focus the project on successful completion of its
goals.
 To be used by the project owner and participants as a
planning tool and for measuring project success.

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 Project Scope Checklist
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer

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Project Scope: Terms and Definitions
 Scope Statements
 Also called statements of work (SOW)
 Project Charter
 Can contain an expanded version of scope
statement
 A document authorizing the project manager to
initiate and lead the project.
 Scope Creep
 The tendency for the project scope to expand
over time due to changing requirements,
specifications, and priorities.

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 Step 2: Establishing Project Priorities
 Causes of Project Trade-offs
 Shifts in the relative importance of criterions
related to cost, time, and performance
parameters
o Budget–Cost
o Schedule–Time
o Performance–Scope
 Managing the Priorities of Project Trade-offs
 Constrain: a parameter is a fixed requirement.
 Enhance: optimizing a parameter over others.
 Accept: reducing (or not meeting) a parameter
requirement.
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Project Priority Matrix

FIGURE 4.2

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 Step 3: Creating the Work
Breakdown Structure
 Work Breakdown Structure (WBS)
 Anhierarchical outline (map) that identifies the
products and work elements involved in a project
 Defines the relationship of the final deliverable
(the project) to its subdeliverables, and in turn,
their relationships to work packages
 Bestsuited for design and build projects that
have tangible outcomes rather than process-
oriented projects

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Hierarchical
Breakdown
of the WBS

FIGURE 4.3

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How WBS Helps the Project Manager
 WBS
 Facilitates evaluation of cost, time, and technical
performance of the organization on a project
 Provides management with information appropriate
to each organizational level
 Helps in the development of the organization
breakdown structure (OBS), which assigns project
responsibilities to organizational units and
individuals
 Helps manage plan, schedule, and budget
 Defines communication channels and assists in
coordinating the various project elements

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Work Breakdown Structure

FIGURE 4.4

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 Work Packages
A Work Package Is the Lowest Level of
the WBS.
 It is output-oriented in that it:
o Defines work (what)
o Identifies time to complete a work package (how long)
o Identifies a time-phased budget to complete a work
package (cost)
o Identifies resources needed to complete a work
package (how much)
o Identifies a single person responsible for units of work
(who)

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 Process Breakdown Structure
 Process-Oriented Projects
 Are driven by performance requirements in which the
final outcome is the product of a series of steps of
phases in which one phase affects the next phase
 Process Breakdown Structure (PBS)
 Defines deliverables as outputs required to move to
the next phase
 Checklists for managing PBS:
o Deliverables needed to exit one phase and begin the next
o Quality checkpoints for complete and accurate deliverables
o Sign-offs by responsible stakeholders to monitor progress

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PBS for Software Project Development

FIGURE 4.6

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 Responsibility Matrices
 Responsibility Matrix (RM)
 Also called a linear responsibility chart
 Summarizes the tasks to be accomplished and
who is responsible for what on the project
o Lists project activities and participants
o Clarifies critical interfaces between units and individuals
that need coordination
o Provide an means for all participants to view their
responsibilities and agree on their assignments
o Clarifies the extent or type of authority that can be
exercised by each participant

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Responsibility Matrix for a Market
Research Project

FIGURE 4.7

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Responsibility Matrix for the Conveyor
Belt Project

FIGURE 4.8

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 Project Communication Plan
 What information needs to be collected?
 Who will receive information?
 What information methods will be used?
 What are the access restrictions?
 When will information be communicated?
 How will information be communicated?

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Communication Plan:

FIGURE 4.9
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 Key Terms
Cost account
Milestone
Organization breakdown structure (OBS)
Scope creep
Priority matrix
Responsibility matrix
Scope statement
Process breakdown structure (PBS)
Work breakdown structure (WBS)
Work package

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