Project Management Professional

Engr. Mahmoud Waly, PMP®

Autodesk Revit® Structure Certified Professional
 Mahmoud Hossam Waly, PMP®
Autodesk Revit® Structure Certified Professional
Career History
- Instructor Apr 2017 – Present
EngoSoft Training Academy
- Assistant Engineer for the General Manager of Project Management
Feb 2015 – Apr2017
The General Administration of Projects - The General Directorate For Water in Riyadh
- Planning Engineer May 2013 - Feb 2015
Planning and Quality Department - The General Directorate For Water in Riyadh
- Quantity Surveyor Apr 2012 - May 2013
Sugair Consultant Engineers Office
- Site Engineer Jun 2011 - Feb 2012
Arabyanco For Investment and Urban Development Company
+966 54 670 5432
m.waly@engosoft.net
Engr.Mahmoud Waly, PMP
 1 Introduction to Project Scope Management
Presention
Structure 2 5.1 Plan Scope Management

3 5.2 Collect Requirements

4 5.3 Define Scope

5 5.4 Create WBS

6 5.5 Validate Scope

7 5.6 Control Scope

Engr.Mahmoud Waly, PMP
Introduction to Project Scope
Management
 What is Project Scope?

➢ Scope refers to all the work involved in

creating the deliverables of the project and
the processes used to create them.

➢ 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.
 Product Scope vs. Project Scope
Product Scope Project Scope

The Features & functions that The work that needs to be accomplished to

characterize the product, service, deliver a product, service, or result with

or result. (Requirements of the specified features and functions.

product of the project) Ex: -

Ex: -  Planning (PM Plan, Safety Plan,

 20 floors tower meets the method statements… etc.)

attached specifications  Technical Efforts (Drawings,

 500 beds hospital Material Submittals)

 Railway between city A & B  Monitoring and Control (Progress,

QC, Cost Control)
 Project Scope
Management
Overview

Engr.Mahmoud Waly, PMP

Engr.Mahmoud Waly, PMP
5.1 Plan Scope Management
 5.1 Plan Scope Management

✓ The process of creating a scope

management plan that documents
how the project scope will be
defined, validated, and controlled.

✓ It provides guidance and direction

on scope will be managed.
 Plan Scope Management: Inputs

1. Project Management Plan: it defines how the project is executed,

monitored, controlled and closed. It integrates all plan components.
2. Project Charter
3. Enterprise Environmental Factors
4. Organizational Process Assets
 Plan Scope Management: T & T

1. Expert Judgment
2. Meetings
 Plan Scope Management: Output

1. Scope Management Plan (Component of PM Plan). It includes:

▪ Process for preparing a detailed project scope statement.
▪ Process to enable the creation of WBS
▪ Process to establish how the WBS will be managed
▪ Define formal acceptance criteria of deliverables
▪ How change requests will be applied to scope

The Scope Management plan describes how you write down the scope, make
sure it’s right, and keep it up to date.
2. Requirements Management Plan (Component of PM Plan). describes
how requirements will be analyzed, documented, and managed. It
includes, but not limited to:
▪ How requirements will be planned, tracked and reported.
▪ Configuration management activities.
▪ Requirements prioritization process.
▪ Product metrics
▪ Traceability structure
5.2 Collect Requirements
 5.2 Collect requirements
o The process of determining, documenting and managing
stakeholder needs to meet project objectives.
o The key benefit is to provide the basis for defining and
managing project scope.
o Requirements includes the quantified and documented
needs and expectations of the sponsor, customer, and
other stakeholders.
o Requirement must be analyzed and recorded in a clear
and detailed way to be measured.
Requirements can be grouped into classifications including:
▪ Business requirements, describe the high-level needs
of the organization as a whole.
▪ Stakeholder requirements, describe needs of a
stakeholder or stakeholder group.
▪ Solution requirements, describe features, functions
and characteristics of the product, service, or results.
1. Functional: product features and characteristics
2. Nonfunctional: are implicit expectations about
the product (reliability, security, performance,
safety,…etc.)
▪ Transition requirements needed to transition from the current state to
future state such as training.
▪ Project requirements such as project duration.
▪ Quality requirements such as global standards.
 Collect Requirements: Inputs

1. Project Scope Management Plan

2. Requirements Management Plan
3. Stakeholder Management Plan
4. Project Charter
5. Stakeholder Register
 Collect Requirements: T & T

1. Interviews: Discover information from

stakeholder by talking to them directly,
Can be formal or informal, one-to-one or
one-to-many or many-to-many

2. Focus groups: bring together stakeholders

and subject matter experts to learn about
their expectations and attitudes about a
proposed product, service or result.
3. Facilitated Workshops: Focused session with
key cross-functional stakeholders to define
product requirements. This can define cross
functional requirements. Hence, issues can
be discovered earlier and resolved more
quickly.
4. Group Creativity techniques :

• Brainstorming:
Used to generate and collect multiple ideas.
It encourages people to come up with
thoughts and ideas that can, at first, seem a bit
crazy. Some of these ideas can be transferred
into creative solutions to a problem, while others
can spark even more ideas.
• Nominal group Technique:
Participants are asked to write their ideas
anonymously. Then the facilitator collects the
ideas and the group votes on each idea. The
vote can be as simple as a show of hands in
favor of a given idea
• Delphi Technique:
is a way of letting everyone in the group
give their thoughts about what should be
in the product while keeping them
anonymous

• Mind Mapping:
Ideas created through individual
brainstorming sessions are consolidated
into a single map.
Mind Map
• Affinity Diagram:
Sorting generated ideas
into groups. Each group is
given a title
Affinity Diagram
5. Group Decision Making techniques
▪ Unanimity : Everyone agrees on the decision
▪ Majority : Support from more than half of people (50%)
▪ Plurality : The most votes even if no majority
▪ Dictatorship : One make decision for group

6. Questionnaire: Present questions to help identify requirements.

7. Observation: Watching the user of the product (Different Point of View).

8. Prototypes: Product model given to stakeholders for early feedback.

9. Benchmarking: Comparing processes to those of comparable organizations to
identify best practices, generate ideas for improvement.

10. Context Diagrams: help your team show the way all of the processes and
features in your product scope relate to each other. It’s a picture of the scope of
your product that shows how users will interact with it.

11. Document Analysis: Such as business plans, agreements, current process flows,
issue logs, policies, procedures, law, and codes, etc.
 Collect Requirements: Outputs

1. Requirements Document
▪ Business Requirements
▪ Stakeholder requirements
▪ Solution requirements
▪ Project requirements
▪ Transition requirements

You know your requirements are complete when you’ve got a way to verify
each of them once they’re built.
Engr.Mahmoud Waly, PMP
2. Requirements Traceability matrix :
• Links product requirements from their origin to the deliverables.
• Ensure that each requirement adds business value.
• Provides a mean to track requirements throughout project life cycle.
• Ensure that requirements are delivered at the end of the project.
• Provides a structure for managing changes to the product scope.
 Requirement Project WBS
ID Business Needs
Description Objectives Deliverables
01

02

03

04

05

Sample Requirements Traceability Matrix

Engr.Mahmoud Waly, PMP

5.3 Define Scope
 5.3 Define Scope

The process of developing a detailed description of the project and product.

Engr.Mahmoud Waly, PMP

 Define Scope: Inputs

1. Scope Management Plan

2. Project charter
3. Requirements Document
4. Organizational Process Assets
➢ Procedures & Templates
➢ Historical Data
➢ Lessons learned from old Projects

Engr.Mahmoud Waly, PMP

 Define Scope: T & T

1. Expert Judgment

2. Product Analysis
▪ Translating high-level product descriptions into
tangible deliverables
▪ It includes techniques such as product
breakdown, system analysis, requirements
analysis, system engineering, value engineering,
and value analysis.

Engr.Mahmoud Waly, PMP

 3. Alternative generations
Develop many options as possible to identify
different approaches to execute project work.

4. Facilitated workshops

Engr.Mahmoud Waly, PMP

 Define Scope: Outputs
1. Scope Statement (part of scope baseline): describes project’s deliverables and
the work required to create those deliverables. It includes
 Product scope description
 Deliverables’ Acceptance Criteria
 Project Deliverables
 Project Exclusion
 Project Assumptions
 Constraints
Engr.Mahmoud Waly, PMP
2. Project Documents Updates: may include, but not limited to:
 Stakeholder register
 Requirements Documents
 Requirements Traceability Matrix
 Elements of
Project Charter
and Scope
Statement

Engr.Mahmoud Waly, PMP

5.4 Create WBS
 5.4 Create WBS

o Subdividing the project

deliverables and project work
into smaller and more
manageable components.
o The work breakdown structure
is a deliverable-oriented
hierarchical decomposition of
project work.
 Sample WBS

Engr.Mahmoud Waly, PMP

 Create WBS: Inputs

1. Scope Management Plan

2. Project Scope Statement
3. Requirements Document
4. Enterprise Environmental Factors
5. Organizational Process Assets

The outputs from Collect Requirements and Define Scope become inputs to
the Create WBS process.
 Create WBS: T & T
1. Decomposition: (by Project Phase or by deliverable)
❖ The subdivision of project deliverables into smaller, more manageable
components.
❖ The work package level is the lowest level in the WBS, and is the point at
which the cost and activity durations can be reliably estimated and
managed.
❖ The level of detail for work packages will vary with the size and
complexity of the project.
❖ Developing and assigning identification codes to the WBS components
2. Expert Judgment
 ▪ To finalize the WBS, control accounts
are established for the work packages.

▪ A control account is a tool that your

company’s management and
accountants use to track the individual
work packages

Engr.Mahmoud Waly, PMP

 Create WBS: Outputs
1. Scope Baseline
❖ Project Scope Statement
❖ WBS
❖ WBS Dictionary
2. Project Documents updates

Engr.Mahmoud Waly, PMP

Scope Baseline:
▪ It is a component of the project management plan
▪ It can be changed only through formal change control procedures and is
used as a basis for comparison.
▪ you don’t have to go through change control until the baseline is approved

Work Breakdown Structure (WBS)

▪ A top-down effort to decompose the deliverables and the into smaller
pieces called work packages.
▪ It includes product scope, project scope, and PM efforts.
WBS Creation Rules
▪ Create with help of team
▪ First level is created and completed before further breakdown
▪ Deliverables that are not part of WBS will not be a part of the project

WBS Dictionary
▪ Provide the work to be done for each work package
▪ Project manager uses WBS dictionary to prevent scope creep
▪ It may includes ID, responsibility, associated activities, cost estimates,
quality requirements, contract information, or resources required
Engr.Mahmoud Waly, PMP
 WBS Dictionary

Engr.Mahmoud Waly, PMP

Notes & Tricks:
▪ WBS is a graphical picture of the project hierarchy
▪ WBS does not show dependencies
▪ Work Packages are the last level in WBS
▪ Control account is a level in WBS that you estimate the cost at. It may be
higher than work package level
▪ WBS helps prevent changes
▪ WBS helps people get their mind around the project
▪ All planning process after WBS creation is related to WBS
▪ WBS helps new team members see their roles
▪ WBS forces you to think through all aspects of project
▪ WBS can be reused for other projects
▪ WBS facilitates communication among team and other stakeholders
5.5 Validate Scope
 5.5 Validate Scope
 Formalizing acceptance of the completed project deliverables by customer or
sponsor.
 Includes reviewing deliverables with the client and obtaining formal
acceptance of deliverables.
 Scope verification is concerned with acceptance of deliverables while quality
control is concerned with correctness of the deliverables and meeting quality
requirements.
 Validate Scope: Inputs

1. Project Management Plan

2. Requirements Documentation
3. Requirements Traceability Matrix
4. Deliverables (Verified)
5. Work Performance Data
 Validate Scope: T & T

1. Inspection: measuring, examining, and

validating to determine whether work and
deliverables meet requirements and product
acceptance criteria. Inspections may be called
reviews, audits, and walkthroughs.

2. Group Decision Making Techniques

 Validate Scope: Outputs

1. Accepted Deliverables
2. Change Requests
3. Work Performance Information
4. Project Document Updates
Accepted Deliverables:
▪ Deliverables that meet the acceptance criteria are formally signed
off and approved by the customer or sponsor.
▪ Formal documentation received from customer or sponsor
acknowledging formal acceptance of the project’s deliverables
Work performance data:
is raw data of the observations of your
project, it provides the current status of
the project

Examples: actual cost spent, actual time

elapsed, etc.

Work performance information:

is a comparison between the actual
performance with the planned
performance.

Examples: Cost Variance, Schedule

Variance, Cost Performance Index, and
Schedule Performance Index, etc.
These two are the backbone to your performance report and are very
important communication tools. These data help you monitor project
progress and compare with the planned progress. They also help you in
forecasting, and you can take corrective and preventive action if needed.

Work performance Reports:

the reports given to project stakeholders to make them aware of the
current status and the forecasted progress of the project.
5.6 Control Scope
 5.6 Control Scope

❖ Monitoring the status of the project & products scope

❖ Managing changes to scope baseline
❖ Ensure all requested changes and recommended corrective or preventive
actions are processed through the “Perform Integrated Change Control”
process.

The goal of Control Scope is updating the scope, plan, baseline, and WBS info.
 Bad Changes

Scope creep
Uncontrolled changes that cause the team to do extra work.

Gold Plating
Sometimes people think of a really great improvement to the product
and go ahead and make it without even checking the impact
 Control Scope: Inputs
1. Project Management Plan
❖ Scope baseline
❖ Scope management plan
❖ Change management plan
❖ Configuration management plan
❖ Requirements management plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Work Performance Data
5. Organizational Process Assets
 Control Scope: T & T

1. Variance Analysis
Analyze performance measurements to assess the variation from
the baseline scope. Analysis should determine the cause and
degree of variance.

Engr.Mahmoud Waly, PMP

 Control Scope: Outputs

1. Work Performance Information

2. Change Requests
3. Project Management Plan Updates
4. Project Document Updates
5. Organizational Process Asset Updates
 Manage Changes

1) A change is needed
2) Create a change request.
3) Get the change approved (integrated change control).
4) Replan the work.
5) Create a new baseline.

Project manager should not let others add scope or change scope without
following the approved Change Management Plan.
Quiz
 Quiz
Which is the BEST description of project scope?

A. All of the features and deliverables your project will deliver

B. All of the products your project will make
C. All of the people involved in your project
D. All of the work you will do to build the project deliverables

Answer: D
 Quiz
The best tool in collecting requirements for a cross-functional project is:

A. Facilitated Workshops
B. Interviews
C. Surveys
D. Brainstorming

Answer: A
 Quiz
Why would you consider the scope statement so important in your project
management methodology?

A. Mandatory to consult the plan before accepting change.

B. Project managers must document any changes before approving or
declining them.
C. The project scope serves as a reference for all future project decisions.
D. The scope statement is the base of WBS creation

Answer: C
 Quiz
A work breakdown structure numbering system allows project staff to:

A. Systematically estimate costs of work breakdown structure elements.

B. Provide project justification
C. Identify the level at which individual elements are found
D. Use it in project management software

Answer: C
 Quiz
Which of the following documents contain detailed descriptions of work
packages?

A. Work breakdown structure (WBS) dictionary

B. Activity list
C. Preliminary project scope statement
D. Project scope management plan

Answer: A
 Quiz
The work breakdown structure can best be thought of as an effective aid
for ___________ communication

A. Team
B. PMO
C. Customer
D. Stakeholders

Answer: D
 Quiz
Which of the following is an output of scope verification?

A. WBS template
B. Rework
C. Formal acceptance
D. SOW acceptance

Answer: C
 Quiz
During a project team meeting, a team member suggests an enhancement to
the scope that is beyond the scope of the project charter. The project manager
points out that the team needs to concentrate on completing all the work and
only the work required. This is an example of:

A. Change management process.

B. scope management.
C. quality analysis.
D. scope decomposition.
Answer: B
 Quiz
You are a project manager working on a project. Your sponsor wants to
know who a certain work package is assigned to, what control account to
bill it against, and what work is involved. What document do you refer her
to?

A. Scope Management plan

B. WBS
C. WBS dictionary
D. Scope statement
Answer: C
 Quiz
You are the project manager for a building contracting project. You schedule a
meeting with your customer and stakeholders to give them an update on the
progress of the project. At that meeting, they tell you that certain deliverables
need to be changed before they can be accepted. Which is the BEST way for you to
proceed?

A. Inform the stakeholders that they have no authority to decide what deliverables
are acceptable.
B. Consult the project charter and use it to show the stakeholders that you are the
authorized project manager.
C. Figure out what needs to be fixed so that you can tell the team how to make
the deliverables acceptable.
D. Document the requested changes so that you can put them through change
control.
Answer: D
SOURCES

Project Management Professional, Waleed El-Naggar, MBA, PMP

PMP Lectures, Mohamed ElSaadany, PMP, CCP, PMI-RMP
PMBOK Guide – Fifth Edition, Project Management Institute
Head First PMP – Third Edition, O’reilly
PMP Exam Prep – Eighth Edition, Rita Mulcahy, PMP
Project Management Professional Exam Outline, PMI
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