IT270

– IT PROJECT MANAGEMENT www.Seu1.org

CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Learning Objectives

o Understand the importance of good project scope management

o Discuss methods for collecting and documenting requirements in order to meet stakeholder needs and expectations
o Explain the scope definition process and describe the contents of a project scope statement
o Discuss the process for creating a work breakdown structure using the analogy, top-down, bottom-up, and mind-
mapping approaches
o Explain the importance of verifying scope and how it relates to defining and controlling scope
o Understand the importance of controlling scope and approaches for preventing scope-related problems on
information technology projects
o Describe how software can assist in project scope management

‫ﻓﮭم أھﻣﯾﺔ اﻹدارة اﻟﺟﯾدة ﻟﻧطﺎق اﻟﻣﺷروع‬ o
‫ﻣﻧﺎﻗﺷﺔ طرق ﺟﻣﻊ وﺗوﺛﯾق اﻟﻣﺗطﻠﺑﺎت ﻣن أﺟل ﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎت وﺗوﻗﻌﺎت أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ‬ o
‫ﺷرح ﻋﻣﻠﯾﺔ ﺗﻌرﯾف اﻟﻧطﺎق ووﺻف ﻣﺣﺗوﯾﺎت ﺑﯾﺎن ﻧطﺎق اﻟﻣﺷروع‬ o
‫ وﻣﻧﺎھﺞ ﺗﺧطﯾط اﻟﻌﻘل‬،‫ ﻣن أﺳﻔل إﻟﻰ أﻋﻠﻰ‬،‫ ﻣن أﻋﻠﻰ إﻟﻰ أﺳﻔل‬،‫ﻣﻧﺎﻗﺷﺔ ﻋﻣﻠﯾﺔ إﻧﺷﺎء ھﯾﻛل ﺗﻘﺳﯾم اﻟﻌﻣل ﺑﺎﺳﺗﺧدام ﻣﻘﺎﯾﯾس اﻟﺗﺷﺎﺑﮫ‬ o
‫ﺷرح أھﻣﯾﺔ اﻟﺗﺣﻘق ﻣن اﻟﻧطﺎق وﻛﯾﻔﯾﺔ ارﺗﺑﺎطﮫ ﺑﺗﻌرﯾف اﻟﻧطﺎق وﻣراﻗﺑﺗﮫ‬ o
‫ﻓﮭم أھﻣﯾﺔ ﻣراﻗﺑﺔ اﻟﻧطﺎق واﻟﻧﮭﺞ ﻟﻣﻧﻊ اﻟﻣﺷﺎﻛل اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻧطﺎق ﻓﻲ ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬ o
‫وﺻف ﻛﯾﻔﯾﺔ ﻣﺳﺎﻋدة اﻟﺑرﻣﺟﯾﺎت ﻓﻲ إدارة ﻧطﺎق اﻟﻣﺷروع‬ o

ü What is Project Scope Management?

o Scope refers to all the work involved in creating the products of the project and the processes used to create them
o A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting
minutes
o Project scope management includes the processes involved in defining and controlling what is or is not included in a
project

‫ﻧطﺎق ﯾﺷﯾر إﻟﻰ ﻛل ﻋﻣل ﻣﺷﺎرك ﻓﻲ ﺧﻠق ﻣﻧﺗﺟﺎت اﻟﻣﺷروع واﻟﻌﻣﻠﯾﺎت اﻟﻣﺳﺗﺧدﻣﺔ ﻹﻧﺷﺎء ﻟﮭم‬ o
‫ ﻣﺛل اﻷﺟﮭزة أو اﻟﺑراﻣﺞ أو وﺛﺎﺋق اﻟﺗﺧطﯾط أو ﻣﺣﺎﺿر اﻻﺟﺗﻣﺎع‬،‫اﻟﻣﻧﺗﺞ اﻟﻘﺎﺑل ﻟﻺﻧﺗﺎج ھو ﻣﻧﺗﺞ ﯾﺗم إﻧﺗﺎﺟﮫ ﻛﺟزء ﻣن ﻣﺷروع‬ o
‫وﺗﺷﻣل إدارة ﻧطﺎق اﻟﻣﺷروع اﻟﻌﻣﻠﯾﺎت اﻟﺗﻲ ﯾﻧطوي ﻋﻠﯾﮭﺎ ﺗﺣدﯾد وﻣراﻗﺑﺔ ﻣﺎ ھو أو ﻏﯾر ﻣدرج ﻓﻲ اﻟﻣﺷروع‬ o

ü Project Scope Management Processes

o Collecting requirements: defining and documenting the features and functions of the products produced during the
project as well as the processes used for creating them
o Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a
scope statement
o Creating the WBS: subdividing the major project deliverables into smaller, more manageable components
o Verifying scope: formalizing acceptance of the project deliverables
o Controlling scope: controlling changes to project scope throughout the life of the project

‫ ﻓﺿﻼ ﻋن اﻟﻌﻣﻠﯾﺎت اﻟﻣﺳﺗﺧدﻣﺔ ﻹﻧﺷﺎﺋﮭﺎ‬،‫ ﺗﺣدﯾد وﺗوﺛﯾق ﺧﺻﺎﺋص ووظﺎﺋف اﻟﻣﻧﺗﺟﺎت اﻟﻣﻧﺗﺟﺔ ﺧﻼل اﻟﻣﺷروع‬:‫ﺟﻣﻊ اﻟﻣﺗطﻠﺑﺎت‬ o
‫ ﻣراﺟﻌﺔ ﻣﯾﺛﺎق اﻟﻣﺷروع وﻣﺳﺗﻧدات اﻟﻣﺗطﻠﺑﺎت وأﺻول اﻟﻌﻣﻠﯾﺎت اﻟﺗﻧظﯾﻣﯾﺔ ﻹﻧﺷﺎء ﺑﯾﺎن ﻧطﺎق‬:‫ﺗﺣدﯾد اﻟﻧطﺎق‬ o
‫ اﻟﺗﻘﺳﯾم اﻟﻔرﻋﻲ ﻟﻧواﺗﺞ اﻟﻣﺷروع اﻟرﺋﯾﺳﯾﺔ إﻟﻰ ﻣﻛوﻧﺎت أﺻﻐر ﺣﺟﻣﺎ وأﻛﺛر ﻗﺎﺑﻠﯾﺔ ﻟﻺدارة‬:(WBS) ‫إﻧﺷﺎء ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل‬ o
‫ إﺿﻔﺎء اﻟطﺎﺑﻊ اﻟرﺳﻣﻲ ﻋﻠﻰ ﻗﺑول ﻧﺗﺎﺋﺞ اﻟﻣﺷروع‬:‫اﻟﺗﺣﻘق ﻣن اﻟﻧطﺎق‬ o
‫ اﻟﺳﯾطرة ﻋﻠﻰ اﻟﺗﻐﯾﯾرات ﻓﻲ ﻧطﺎق اﻟﻣﺷروع طوال ﺣﯾﺎة اﻟﻣﺷروع‬:‫اﻟﺳﯾطرة ﻋﻠﻰ ﻧطﺎق‬ o

1 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Figure 5-1. Project Scope Management Summary
















ü Collecting Requirements
o A requirement is “a condition or capability that must be met or possessed by a system, product, service, result,
or component to satisfy a contract, standard, specification, or other formal document” (PMBOK® Guide, 2008)
o For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis,
specification, and validation
o It is important to use an iterative approach to defining requirements since they are often unclear early in a project

‫واﻟﺷرط اﻟﻣطﻠوب ھو "ﺷرط أو ﻗدرة ﯾﺟب أن ﯾﻔﻲ ﺑﮭﺎ أو ﯾﻣﺗﻠﻛﮭﺎ ﻧظﺎم أو ﻣﻧﺗﺞ أو ﺧدﻣﺔ أو ﻧﺗﯾﺟﺔ أو ﻣﻛون ﻟﺗﻠﺑﯾﺔ ﻋﻘد أو ﻣﻌﯾﺎر أو ﻣواﺻﻔﺎت أو وﺛﯾﻘﺔ رﺳﻣﯾﺔ‬ o
(2008 ،PMBOK® ‫أﺧرى" )دﻟﯾل‬
‫ واﻟﺗﺣﻘق ﻣن اﻟﺻﺣﺔ‬،‫ واﻟﻣواﺻﻔﺎت‬،‫ واﻟﺗﺣﻠﯾل‬،‫ ﻣن اﻟﻣﻔﯾد ﺗﻘﺳﯾم ﻣﺗطﻠﺑﺎت اﻟﺗطوﯾر إﻟﻰ ﻓﺋﺎت ﺗﺳﻣﻰ اﻟﺗﺣرﯾض‬،‫ﺑﺎﻟﻧﺳﺑﺔ ﻟﺑﻌض ﻣﺷروﻋﺎت ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬ o
‫وﻣن اﻟﻣﮭم اﺳﺗﺧدام ﻧﮭﺞ ﺗﻛراري ﻟﺗﺣدﯾد اﻟﻣﺗطﻠﺑﺎت ﻷﻧﮭﺎ ﻏﺎﻟﺑﺎ ﻣﺎ ﺗﻛون ﻏﯾر واﺿﺣﺔ ﻓﻲ وﻗت ﻣﺑﻛر ﻣن اﻟﻣﺷروع‬ o

ü Figure 5-2. Relative Cost to Correct a Software Requirement Defect

2 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Methods for Collecting Requirements

o Interviewing ‫ﻣﻘﺎﺑﻠﺔ‬ o
o Focus groups and facilitated workshops ‫ﻣﺟﻣوﻋﺎت اﻟﺗرﻛﯾز وﺣﻠﻘﺎت اﻟﻌﻣل اﻟﻣﯾﺳرة‬ o
o Using group creativity and decision-making techniques ‫اﺳﺗﺧدام اﻹﺑداع اﻟﺟﻣﺎﻋﻲ وﺗﻘﻧﯾﺎت ﺻﻧﻊ اﻟﻘرار‬ o
o Questionnaires and surveys ‫اﻻﺳﺗﺑﯾﺎﻧﺎت واﻟدراﺳﺎت اﻻﺳﺗﻘﺻﺎﺋﯾﺔ‬ o
o Observation ‫اﻟﻣﻼﺣظﺔ‬ o
o Prototyping ‫اﻟﻧﻣﺎذج‬ o
o Software tools ‫أدوات اﻟﺑرﻣﺟﯾﺎت‬ o


ü What Went Right?

o Genesys Telecommunications Laboratories uses Accept software, a product planning and innovation management
application and winner of the Excellence in Product Management Award from 2006–2008
o Accept helps them instill a consistent, repeatable, and predictable process for new product definition and
development
o They can define what information comprises a requirement and enforce discipline around that process

2008-2006 ‫ واﻟﻔﺎﺋز ﺑﺟﺎﺋزة اﻟﺗﻣﯾز ﻓﻲ إدارة اﻟﻣﻧﺗﺟﺎت ﻣن‬،‫ وﺗطﺑﯾق ﺗﺧطﯾط وإدارة اﻟﻣﻧﺗﺟﺎت‬،"‫ ﻟﻼﺗﺻﺎﻻت ﺑرﻧﺎﻣﺞ "ﻗﺑول‬Genesys ‫ﺗﺳﺗﺧدم ﻣﺧﺗﺑرات‬ o
‫ وﯾﻣﻛن اﻟﺗﻧﺑؤ ﺑﮭﺎ ﻟﺗﻌرﯾف اﻟﻣﻧﺗﺞ اﻟﺟدﯾد واﻟﺗﻧﻣﯾﺔ‬،‫ ﻗﺎﺑﻠﺔ ﻟﻠﺗﻛرار‬،‫ﻗﺑول ﯾﺳﺎﻋدھم ﻋﻠﻰ ﻏرس ﻋﻣﻠﯾﺔ ﻣﺗﺳﻘﺔ‬ o
‫وﯾﻣﻛﻧﮭﺎ أن ﺗﺣدد ﻣﺎ ھﻲ اﻟﻣﻌﻠوﻣﺎت اﻟﺗﻲ ﺗﺗﺿﻣن ﺷرطﺎ وأن ﺗﻔرض اﻻﻧﺿﺑﺎط ﺑﺷﺄن ﺗﻠك اﻟﻌﻣﻠﯾﺔ‬ o

ü Documenting Requirements

o Requirements documents are often generated by software and include text, images, diagrams, videos, and other media;
they are often broken down into different categories such as functional, service, performance, quality, training
requirements, and so on
o A requirements management plan describes how project requirements will be analyzed, documented, and managed
o A requirements traceability matrix (RTM) is a table that lists requirements, various attributes of each requirement, and
the status of the requirements to ensure that all requirements are addressed

‫ وﺗﺷﻣل اﻟﻧﺻوص واﻟﺻور واﻟرﺳوم اﻟﺑﯾﺎﻧﯾﺔ واﻟﻔﯾدﯾوھﺎت وﻏﯾرھﺎ ﻣن اﻟوﺳﺎﺋط؛ وﻏﺎﻟﺑﺎ ﻣﺎ ﯾﺗم ﺗﻘﺳﯾﻣﮭﺎ‬،‫وﻛﺛﯾرا ﻣﺎ ﺗﺗوﻟد وﺛﺎﺋق اﻟﻣﺗطﻠﺑﺎت ﻋن طرﯾق اﻟﺑراﻣﺞ‬ o
‫ وﻣﺗطﻠﺑﺎت اﻟﺗدرﯾب‬،‫ واﻟﺟودة‬،‫ واﻷداء‬،‫ واﻟﺧدﻣﺔ‬،‫إﻟﻰ ﻓﺋﺎت ﻣﺧﺗﻠﻔﺔ ﻣﺛل اﻟوظﯾﻔﯾﺔ‬
‫ﺗوﺿﺢ ﺧطﺔ إدارة اﻟﻣﺗطﻠﺑﺎت ﻛﯾﻔﯾﺔ ﺗﺣﻠﯾل ﻣﺗطﻠﺑﺎت اﻟﻣﺷروع وﺗوﺛﯾﻘﮭﺎ وإدارﺗﮭﺎ‬ o
‫ وﺣﺎﻟﺔ اﻟﻣﺗطﻠﺑﺎت ﻟﺿﻣﺎن ﻣﻌﺎﻟﺟﺔ ﺟﻣﯾﻊ اﻟﻣﺗطﻠﺑﺎت‬،‫ وﺧﺻﺎﺋص ﻣﺧﺗﻠﻔﺔ ﻟﻛل ﻣﺗطﻠﺑﺎت‬،‫( ھﻲ ﺟدول ﯾﺳرد اﻟﻣﺗطﻠﺑﺎت‬RTM) ‫ﻣﺻﻔوﻓﺔ ﺗﺗﺑﻊ اﻟﻣﺗطﻠﺑﺎت‬ o

ü Table 5-1. Sample Requirements Traceability Matrix

3 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Defining Scope

o Key inputs for preparing the project scope statement include the project charter, requirements documentation, and
organizational process assets such as policies and procedures related to scope statements as well as project files and
lessons learned from previous, similar projects
o As time progresses, the scope of a project should become more clear and specific

‫وﺗﺷﻣل اﻟﻣدﺧﻼت اﻟرﺋﯾﺳﯾﺔ ﻹﻋداد ﺑﯾﺎن ﻧطﺎق اﻟﻣﺷروع ﻣﯾﺛﺎق اﻟﻣﺷروع ووﺛﺎﺋق اﻟﻣﺗطﻠﺑﺎت وأﺻول اﻟﻌﻣﻠﯾﺎت اﻟﺗﻧظﯾﻣﯾﺔ ﻣﺛل اﻟﺳﯾﺎﺳﺎت واﻹﺟراءات اﻟﻣﺗﻌﻠﻘﺔ‬ o
‫ﺑﺑﯾﺎﻧﺎت اﻟﻧطﺎق وﻛذﻟك ﻣﻠﻔﺎت اﻟﻣﺷﺎرﯾﻊ واﻟدروس اﻟﻣﺳﺗﻔﺎدة ﻣن ﻣﺷﺎرﯾﻊ ﺳﺎﺑﻘﺔ ﻣﻣﺎﺛﻠﺔ‬
‫ ﯾﻧﺑﻐﻲ أن ﯾﺻﺑﺢ ﻧطﺎق اﻟﻣﺷروع أﻛﺛر وﺿوﺣﺎ وﺗﺣدﯾدا‬،‫وﻣﻊ ﺗﻘدم اﻟوﻗت‬ o

ü Table 5-3. Further Defining Project Scope

ü Media Snapshot

o Many people enjoy watching television shows like Trading Spaces, where participants have two days and $1,000 to
update a room in their neighbor’s house; since the time and cost are set, it’s the scope that has the most
flexibility
o Although most homeowners are very happy with work done on the show, some are obviously disappointed; part of
agreeing to be on the show includes signing a release statement acknowledging that you will accept whatever work has
been done
o Too bad you can’t get sponsors for most projects to sign a similar release form; it would make project scope
management much easier!

.‫ دوﻻر ﻟﺗﺣدﯾث ﻏرﻓﺔ ﻓﻲ ﻣﻧزل ﺟﺎرھم‬1،000 ‫ ﺣﯾث ﯾﻛون ﻟﻠﻣﺷﺎرﻛﯾن ﯾوﻣﯾن و‬، Trading Spaces ‫ﯾﺗﻣﺗﻊ اﻟﻌدﯾد ﻣن اﻟﻧﺎس ﺑﻣﺷﺎھدة اﻟﺑراﻣﺞ اﻟﺗﻠﻔزﯾوﻧﯾﺔ ﻣﺛل‬ o
‫ اﻧﮭﺎ اﻟﻧطﺎق اﻟذي ﻟدﯾﮫ أﻛﺛر ﻣروﻧﺔ‬،‫ﻣﻧذ ﯾﺗم ﺗﻌﯾﯾن اﻟوﻗت واﻟﺗﻛﻠﻔﺔ‬
‫ ﺟزء ﻣن اﻟﻣواﻓﻘﺔ ﻋﻠﻰ أن‬.‫ وﻣن اﻟواﺿﺢ أن ﺑﻌض ﯾﺷﻌر ﺑﺧﯾﺑﺔ أﻣل‬،‫ﻋﻠﻰ اﻟرﻏم ﻣن أن ﻣﻌظم أﺻﺣﺎب اﻟﻣﻧﺎزل ﺳﻌداء ﺟدا ﻣﻊ اﻟﻌﻣل اﻟﻣﻧﺟز ﻋﻠﻰ اﻟﻌرض‬ o
‫ﯾﻛون ﻋﻠﻰ اﻟﻌرض ﯾﺗﺿﻣن ﺗوﻗﯾﻊ ﺑﯾﺎن اﻹﻓراج اﻻﻋﺗراف ﺑﺄﻧك ﺳوف ﺗﻘﺑل أي ﻋﻣل ﺗم اﻟﻘﯾﺎم ﺑﮫ‬
! ‫ﺳﯾﺋﺔ ﻟﻠﻐﺎﯾﺔ ﻻ ﯾﻣﻛﻧك اﻟﺣﺻول ﻋﻠﻰ اﻟرﻋﺎة ﻟﻣﻌظم اﻟﻣﺷﺎرﯾﻊ ﻟﺗوﻗﯾﻊ ﻧﻣوذج اﻹﻓراج ﻣﻣﺎﺛل؛ ﻓﺈﻧﮫ ﺳﯾﺟﻌل إدارة ﻧطﺎق اﻟﻣﺷروع أﺳﮭل ﺑﻛﺛﯾر‬ o

4 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
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ü Creating the Work Breakdown Structure (WBS)

o A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project
o WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources,
and changes
o Decomposition is subdividing project deliverables into smaller pieces
o A work package is a task at the lowest level of the WBS

‫ ھو ﺗﺟﻣﯾﻊ ﻣوﺟﮫ ﻟﻠﻌﻣﻠﯾﺔ ﻓﻲ اﻟﻣﺷروع اﻟذي ﯾﺣدد اﻟﻧطﺎق اﻟﻛﻠﻲ ﻟﻠﻣﺷروع‬WBS ‫إن‬ o
‫ ھﻲ وﺛﯾﻘﺔ اﻷﺳﺎس اﻟﺗﻲ ﺗوﻓر اﻷﺳﺎس ﻟﺗﺧطﯾط وإدارة ﺟداول اﻟﻣﺷروع واﻟﺗﻛﺎﻟﯾف واﻟﻣوارد واﻟﺗﻐﯾﯾرات‬WBS o
‫اﻟﺗﺣﻠل ھو ﺗﻘﺳﯾم ﻧواﺗﺞ اﻟﻣﺷروع إﻟﻰ ﻗطﻊ أﺻﻐر‬ o
‫ﺣزﻣﺔ اﻟﻌﻣل ھﻲ ﻣﮭﻣﺔ ﻋﻧد أدﻧﻰ ﻣﺳﺗوى ﻣن ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل‬ o

ü Figure 5-3. Sample Intranet WBS Organized by Product









ü Figure 5-4. Sample Intranet WBS Organized by Phase

5 BY: ATHA ALGHANMI

IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Figure 5-5. Intranet WBS and Gantt Chart in Microsoft Project















ü Figure 5-6. Intranet Gantt Chart Organized by Project Management Process Groups
















ü Table 5-4. Executing Tasks for JWD Consulting’s WBS

6 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Approaches to Developing WBSs

o Using guidelines: some organizations, like the DOD, provide guidelines for preparing WBSs
o The analogy approach: review WBSs of similar projects and tailor to your project
o The top-down approach: start with the largest items of the project and break them down
o The bottom-up approach: start with the specific tasks and roll them up
o Mind-mapping approach: mind mapping is a technique that uses branches radiating out from a core idea to
structure thoughts and ideas

WBSs ‫ ﻣﺑﺎدئ ﺗوﺟﯾﮭﯾﺔ ﻹﻋداد‬، DOD ‫ ﻣﺛل‬،‫ ﺗﻘدم ﺑﻌض اﻟﻣﻧظﻣﺎت‬:‫اﺳﺗﺧدام اﻟﻣﺑﺎدئ اﻟﺗوﺟﯾﮭﯾﺔ‬ o
‫ ﻣن ﻣﺷﺎرﯾﻊ ﻣﻣﺎﺛﻠﺔ وﻣﺻﻣﻣﺔ ﺧﺻﯾﺻﺎ ﻟﻣﺷروﻋك‬WBSs ‫ ﻣراﺟﻌﺔ‬:‫ﻧﮭﺞ اﻟﻘﯾﺎس‬ o
‫ اﻟﺑدء ﺑﺄﻛﺑر ﻋﻧﺎﺻر اﻟﻣﺷروع وﻛﺳرھﺎ‬:‫اﻟﻧﮭﺞ ﻣن أﻋﻠﻰ إﻟﻰ أﺳﻔل‬ o
‫ ﺗﺑدأ ﻣﻊ ﻣﮭﺎم ﻣﺣددة وﺗﺑﺳﯾط ﻟﮭم‬:‫اﻟﻧﮭﺞ ﻣن أﺳﻔل إﻟﻰ أﻋﻠﻰ‬ o
‫ رﺳم اﻟﺧراﺋط اﻟذھﻧﻲ ھو أﺳﻠوب ﯾﺳﺗﺧدم ﻓروع ﯾﺷﻊ ﻣن ﻓﻛرة أﺳﺎﺳﯾﺔ ﻟﺗﻧظﯾم اﻷﻓﻛﺎر‬:‫ﻧﮭﺞ رﺳم اﻟﺧراﺋط اﻟذھﻧﯾﺔ‬ o

ü Figure 5-7. Sample Mind-Mapping Approach for Creating a WBS











ü Figure 5-8. Project 2007 File with WBS Generated from a Mind Map

7 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü The WBS Dictionary and Scope Baseline

o Many WBS tasks are vague and must be explained more so people know what to do and can estimate how long it
will take and what it will cost to do the work
o A WBS dictionary is a document that describes detailed information about each WBS item
o The approved project scope statement and its WBS and WBS dictionary form the scope baseline, which is used to
measure performance in meeting project scope goals

‫ ﻏﺎﻣﺿﺔ وﯾﺟب ﺷرﺣﮭﺎ ﺑﺷﻛل أﻛﺑر ﺣﺗﻰ ﯾﻌرف اﻟﻧﺎس ﻣﺎ ﯾﺟب اﻟﻘﯾﺎم ﺑﮫ وﯾﻣﻛﻧﮭم ﺗﻘدﯾر اﻟﻣدة اﻟﺗﻲ ﺳﯾﺳﺗﻐرﻗﮭﺎ اﻷﻣر واﻟﺗﻛﻠﻔﺔ اﻟﺗﻲ‬WBS ‫اﻟﻌدﯾد ﻣن ﻣﮭﺎم‬ o
‫ﺳﯾﻛﻠﻔوﻧﮭﺎ ﻟﻠﻘﯾﺎم ﺑﺎﻟﻌﻣل‬
‫ ھو وﺛﯾﻘﺔ ﺗﺻف ﻣﻌﻠوﻣﺎت ﻣﻔﺻﻠﺔ ﺣول ﻛل ﺑﻧد ﻣن ﺑﻧود ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل‬WBS ‫ﻗﺎﻣوس‬ o
‫ ﺧط اﻷﺳﺎس ﻟﻠﻧطﺎق اﻟذي ﯾﺳﺗﺧدم ﻟﻘﯾﺎس اﻷداء ﻓﻲ ﺗﺣﻘﯾق أھداف‬WBS ‫وﯾﺷﻛل ﺑﯾﺎن ﻧطﺎق اﻟﻣﺷروع اﻟﻣواﻓق ﻋﻠﯾﮫ وﻗﺎﻣوﺳﮫ ﻓﻲ ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل وﻗﺳم‬ o
‫ﻧطﺎق اﻟﻣﺷروع‬

ü Advice for Creating a WBS and WBS Dictionary

o A unit of work should appear at only one place in the WBS

o The work content of a WBS item is the sum of the WBS items below it
o A WBS item is the responsibility of only one individual, even though many people may be working on it
o The WBS must be consistent with the way in which work is actually going to be performed; it should serve the
project team first and other purposes only if practical
o Project team members should be involved in developing the WBS to ensure consistency and buy-in
o Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work
included and not included in that item
o The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work
content in the project according to the scope statement

‫ﯾﺟب أن ﺗظﮭر وﺣدة اﻟﻌﻣل ﻓﻲ ﻣﻛﺎن واﺣد ﻓﻘط ﻓﻲ ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل‬ o
‫ أﺳﻔﻠﮫ‬WBS ‫ ھو ﻣﺟﻣوع ﻋﻧﺎﺻر‬WBS ‫ﻣﺣﺗوى ﻋﻣل ﻋﻧﺻر‬ o
‫ ﻋﻠﻰ اﻟرﻏم ﻣن أن اﻟﻛﺛﯾر ﻣن اﻟﻧﺎس ﻗد ﺗﻌﻣل ﻋﻠﻰ ذﻟك‬،‫ ھو ﻣﺳؤوﻟﯾﺔ ﻓرد واﺣد ﻓﻘط‬WBS ‫ﻋﻧﺻر‬ o
‫ ﯾﺟب أن ﺗﺧدم ﻓرﯾق اﻟﻣﺷروع أوﻻ وأﻏراض أﺧرى ﻓﻘط إذا ﻛﺎن ذﻟك ﻋﻣﻠﯾﺎ‬.‫ﯾﺟب أن ﯾﻛون ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل ﻣﺗﺳﻘﺎ ﻣﻊ اﻟطرﯾﻘﺔ اﻟﺗﻲ ﺳﯾﺗم ﺑﮭﺎ ﺗﻧﻔﯾذ اﻟﻌﻣل‬ o
‫وﯾﻧﺑﻐﻲ أن ﯾﺷﺎرك أﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع ﻓﻲ ﺗطوﯾر ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل ﻟﺿﻣﺎن اﻻﺗﺳﺎق واﻟﻣﺷﺎرﻛﺔ‬ o
‫ ﻟﺿﻣﺎن اﻟﻔﮭم اﻟدﻗﯾق ﻟﻧطﺎق اﻟﻌﻣل اﻟﻣﺿﻣﻧﺔ وﻏﯾر اﻟﻣدرﺟﺔ ﻓﻲ ھذا اﻟﺑﻧد‬WBS ‫ﯾﺟب ﺗوﺛﯾق ﻛل ﺑﻧد ﻣن ﺑﻧود ھﯾﻛل ﺗﺟزﺋﺔ اﻟﻌﻣل ﻓﻲ ﻗﺎﻣوس‬ o
‫ أداة ﻣرﻧﺔ ﻻﺳﺗﯾﻌﺎب اﻟﺗﻐﯾﯾرات اﻟﺗﻲ ﻻ ﻣﻔر ﻣﻧﮭﺎ ﻣﻊ اﻟﺣﻔﺎظ ﺑﺷﻛل ﺻﺣﯾﺢ ﻋﻠﻰ اﻟﺳﯾطرة ﻋﻠﻰ ﻣﺣﺗوى اﻟﻌﻣل ﻓﻲ اﻟﻣﺷروع وﻓﻘﺎ ﻟﺑﯾﺎن اﻟﻧطﺎق‬WBS ‫ﯾﺟب أن ﺗﻛون‬ o

ü What Went Wrong?

o A project scope that is too broad and grandiose can cause severe problems
• Scope creep and an overemphasis on technology for technology’s sake resulted in the bankruptcy of a large
pharmaceutical firm, Texas-based FoxMeyer Drug
• In 2001, McDonald’s fast-food chain initiated a project to create an intranet that would connect its
headquarters with all of its restaurants to provide detailed operational information in real time; after
spending $170 million on consultants and initial implementation planning, McDonald’s realized that the project
was too much to handle and terminated it

‫وﯾﻣﻛن أن ﯾﺗﺳﺑب ﻧطﺎق اﻟﻣﺷروع اﻟواﺳﻊ ﺟدا واﻟﻣﻛﺛف ﻓﻲ ﻣﺷﺎﻛل ﺧطﯾرة‬ o
‫ وھﻲ ﺷرﻛﺔ ﻓوﻛﺳﻣﺎﯾر‬،‫• وﻗد أدى زﺣف اﻟﻧطﺎق واﻹﻓراط ﻓﻲ اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻣن أﺟل اﻟﺗﻛﻧوﻟوﺟﯾﺎ إﻟﻰ إﻓﻼس ﺷرﻛﺔ ﺻﯾدﻻﻧﯾﺔ ﻛﺑﯾرة‬
‫ ﺑدأت ﺳﻠﺳﻠﺔ ﻣطﺎﻋم اﻟوﺟﺑﺎت اﻟﺳرﯾﻌﺔ ﻓﻲ ﻣﺎﻛدوﻧﺎﻟد ﻣﺷروﻋﺎ ﻹﻧﺷﺎء ﺷﺑﻛﺔ داﺧﻠﯾﺔ ﺗرﺑط ﻣﻘرھﺎ ﻣﻊ ﺟﻣﯾﻊ ﻣطﺎﻋﻣﮭﺎ ﻟﺗوﻓﯾر ﻣﻌﻠوﻣﺎت ﺗﺷﻐﯾﻠﯾﺔ‬،2001 ‫• ﻓﻲ ﻋﺎم‬
‫ أدرك ﻣﺎﻛدوﻧﺎﻟدز أن اﻟﻣﺷروع ﻛﺎن أﻛﺛر ﻣن اﻟﻼزم‬،‫ ﻣﻠﯾون دوﻻر ﻋﻠﻰ اﻟﺧﺑراء اﻻﺳﺗﺷﺎرﯾﯾن واﻟﺗﺧطﯾط اﻷوﻟﻲ ﻟﻠﺗﻧﻔﯾذ‬170 ‫ﻣﻔﺻﻠﺔ ﻓﻲ اﻟوﻗت اﻟﺣﻘﯾﻘﻲ؛ ﺑﻌد إﻧﻔﺎق‬
‫ﻟﻠﺗﻌﺎﻣل ﻣﻌﮫ وإﻧﮭﺎﺋﮫ‬

8 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Verifying Scope

o It is very difficult to create a good scope statement and WBS for a project
o It is even more difficult to verify project scope and minimize scope changes
o Scope verification involves formal acceptance of the completed project scope by the stakeholders
o Acceptance is often achieved by a customer inspection and then sign-off on key deliverables

‫ﻣن اﻟﺻﻌب ﺟدا إﻧﺷﺎء ﺑﯾﺎن ﻧطﺎق ﺟﯾد و وﺑس ﻟﻣﺷروع‬ o

‫ﺑل إﻧﮫ ﻣن اﻷﺻﻌب اﻟﺗﺣﻘق ﻣن ﻧطﺎق اﻟﻣﺷروع واﻟﺣد ﻣن اﻟﺗﻐﯾﯾرات ﻓﻲ اﻟﻧطﺎق‬ o
‫وﯾﺷﻣل اﻟﺗﺣﻘق ﻣن اﻟﻧطﺎق اﻟﻘﺑول اﻟرﺳﻣﻲ ﻟﻧطﺎق اﻟﻣﺷروع اﻟﻣﻛﺗﻣل ﻣن ﻗﺑل أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ‬ o
‫وﻛﺛﯾرا ﻣﺎ ﯾﺗﺣﻘق اﻟﻘﺑول ﻣن ﺧﻼل رﻗﺎﺑﮫ او ﻓﺣص اﻟﻌﻣﻼء وﻣن ﺛم اﻟﺗوﻗﯾﻊ ﻋﻠﻰ اﻟﻧﺗﺎﺋﺞ اﻟرﺋﯾﺳﯾﺔ‬ o

ü Controlling Scope

o Scope control involves controlling changes to the project scope

o Goals of scope control are to:
• Influence the factors that cause scope changes
• Assure changes are processed according to procedures developed as part of integrated change control
• Manage changes when they occur
o Variance is the difference between planned and actual performance

‫وﯾﺷﻣل اﻟﺗﺣﻛم ﻓﻲ اﻟﻧطﺎق ﻋﻠﻰ اﻟﺗﺣﻛم ﻓﻲ اﻟﺗﻐﯾﯾرات ﻓﻲ ﻧطﺎق اﻟﻣﺷروع‬ o

:‫أھداف ﻣراﻗﺑﺔ اﻟﻧطﺎق ھﻲ‬ o
‫• اﻟﺗﺄﺛﯾر ﻋﻠﻰ اﻟﻌواﻣل اﻟﺗﻲ ﺗﺳﺑب ﺗﻐﯾﯾرات اﻟﻧطﺎق‬
‫• ﺿﻣﺎن ﺗﺗم ﻣﻌﺎﻟﺟﺔ اﻟﺗﻐﯾﯾرات وﻓﻘﺎ ﻟﻺﺟراءات وﺿﻌت ﻛﺟزء ﻣن اﻟﺳﯾطرة اﻟﻣﺗﻛﺎﻣﻠﺔ اﻟﺗﻐﯾﯾر‬
‫• إدارة اﻟﺗﻐﯾﯾرات ﻋﻧد ﺣدوﺛﮭﺎ‬
‫اﻟﻔرق ھو اﻟﻔرق ﺑﯾن اﻷداء اﻟﻣﺧطط واﻟﻔﻌﻠﻲ‬ o

ü Best Practices for Avoiding Scope Problems

1. Keep the scope realistic. Don’t make projects so large that they can’t be completed. Break large projects down
into a series of smaller ones.
2. Involve users in project scope management. Assign key users to the project team and give them ownership of
requirements definition and scope verification.
3. Use off-the-shelf hardware and software whenever possible. Many IT people enjoy using the latest and greatest
technology, but business needs, not technology trends, must take priority.
4. Follow good project management processes. As described in this chapter and others, there are well-defined processes
for managing project scope and others aspects of projects.

. ‫ ﺗﻘﺳﯾم اﻟﻣﺷﺎرﯾﻊ اﻟﻛﺑﯾرة وﺻوﻻ اﻟﻰ ﺳﻠﺳﻠﺔ ﺻﻐﯾره‬.‫ ﻻ ﺗﺟﻌل اﻟﻣﺷﺎرﯾﻊ ﻛﺑﯾرة ﺟدا ﺑﺣﯾث ﻻ ﯾﻣﻛن أن ﺗﻛﺗﻣل‬.‫اﻟﺣﻔﺎظ ﻋﻠﻰ واﻗﻌﯾﺔ اﻟﻧطﺎق‬ .1
.‫ ﺗﻌﯾﯾن اﻟﻣﺳﺗﺧدﻣﯾن اﻟرﺋﯾﺳﯾﯾن ﻟﻔرﯾق اﻟﻣﺷروع وﻣﻧﺣﮭم ﻣﻠﻛﯾﺔ ﺗﻌرﯾف اﻟﻣﺗطﻠﺑﺎت واﻟﺗﺣﻘق ﻣن اﻟﻧطﺎق‬.‫إﺷراك اﻟﻣﺳﺗﺧدﻣﯾن ﻓﻲ إدارة ﻧطﺎق اﻟﻣﺷروع‬ .2
‫ وﻟﻛن اﺣﺗﯾﺎﺟﺎت‬،‫ اﻟﻌدﯾد ﻣن اﺷﺧﺎص ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﯾﺗﻣﺗﻌون ﺑﺎﺳﺗﺧدام أﺣدث وأﻛﺑر اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬.‫اﺳﺗﺧدام اﻷﺟﮭزة اﻟﺟﺎھزة واﻟﺑرﻣﺟﯾﺎت ﻛﻠﻣﺎ أﻣﻛن ذﻟك‬ .3
.‫ ﯾﺟب أن ﺗﺄﺧذ اﻷوﻟوﯾﺔ‬،‫ وﻟﯾس اﺗﺟﺎھﺎت اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬،‫اﻟﻌﻣل‬
‫ ھﻧﺎك ﻋﻣﻠﯾﺎت ﻣﺣددة ﺟﯾدا ﻹدارة ﻧطﺎق اﻟﻣﺷروع وﻏﯾرھﺎ ﻣن ﺟواﻧب‬،‫ وﻛﻣﺎ ھو ﻣوﺿﺢ ﻓﻲ ھذا اﻟﻔﺻل وﻏﯾره‬.‫ﻣﺗﺎﺑﻌﺔ ﻋﻣﻠﯾﺎت إدارة اﻟﻣﺷﺎرﯾﻊ اﻟﺟﯾدة‬ .4
. ‫اﻟﻣﺷﺎرﯾﻊ‬

9 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 5 – Project Scope Management
WEEK: 6
--------------------------------------
ü Suggestions for Improving User Input

o Develop a good project selection process and insist that sponsors are from the user organization
o Have users on the project team in important roles
o Have regular meetings with defined agendas, and have users sign off on key deliverables presented at meetings
o Deliver something to users and sponsors on a regular basis
o Don’t promise to deliver when you know you can’t
o Co-locate users with developers

‫ﺗطوﯾر ﻋﻣﻠﯾﺔ اﺧﺗﯾﺎر اﻟﻣﺷﺎرﯾﻊ اﻟﺟﯾدة واﻹﺻرار ﻋﻠﻰ أن اﻟرﻋﺎة ھم ﻣن ﻣﻧظﻣﺔ اﻟﻣﺳﺗﺧدم‬ o
‫اﺟﻌل اﻟﻣﺳﺗﺧدﻣﯾن ﻋﻠﻰ ﻓرﯾق اﻟﻣﺷروع ﻓﻲ أدوار ﻣﮭﻣﺔ‬ o
‫ وﺗﺳﺟﯾل اﻟﻣﺳﺗﺧدﻣﯾن ﻋﻠﻰ اﻟﻧواﺗﺞ اﻟرﺋﯾﺳﯾﺔ اﻟﻣﻘدﻣﺔ ﻓﻲ اﻻﺟﺗﻣﺎﻋﺎت‬،‫ﻋﻘد اﺟﺗﻣﺎﻋﺎت ﻣﻧﺗظﻣﺔ ﻣﻊ ﺟداول أﻋﻣﺎل ﻣﺣددة‬ o
‫ﺗﻘدﯾم ﺷﻲء ﻟﻠﻣﺳﺗﺧدﻣﯾن واﻟرﻋﺎة ﻋﻠﻰ أﺳﺎس ﻣﻧﺗظم‬ o
‫ﻻ ﻟوﻋود اﻟﺗﻘدﯾم ﻋﻧدﻣﺎ ﺗﻌرف أﻧك ﻻ ﺗﺳﺗطﯾﻊ‬ o
‫ﺷﺎرك ﻓﻲ ﺗﺣدﯾد اﻟﻣﺳﺗﺧدﻣﯾن ﻣﻊ اﻟﻣطورﯾن‬ o

ü Suggestions for Reducing Incomplete and Changing Requirements

o Develop and follow a requirements management process
o Use techniques such as prototyping, use case modeling, and JAD to get more user involvement
o Put requirements in writing and keep them current
o Create a requirements management database for documenting and controlling requirements
o Provide adequate testing and conduct testing throughout the project life cycle
o Review changes from a systems perspective
o Emphasize completion dates to help focus on what’s most important
o Allocate resources specifically for handling change requests/enhancements like NWA did with ResNet

‫ﺗطوﯾر وﻣﺗﺎﺑﻌﺔ ﻋﻣﻠﯾﺔ إدارة اﻟﻣﺗطﻠﺑﺎت‬ o

‫ ﻟﻠﺣﺻول ﻋﻠﻰ ﻣزﯾد ﻣن ﻣﺷﺎرﻛﺔ اﻟﻣﺳﺗﺧدم‬JAD،‫ ووﺿﻊ ﻧﻣﺎذج اﻟﺣﺎﻟﺔ‬،‫اﺳﺗﺧدام ﺗﻘﻧﯾﺎت ﻣﺛل اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ‬ o
‫وﺿﻊ اﻟﻣﺗطﻠﺑﺎت ﻓﻲ اﻟﻛﺗﺎﺑﺔ واﻻﺣﺗﻔﺎظ ﺑﮭﺎ اﻟﺣﺎﻟﯾﺔ‬ o
‫إﻧﺷﺎء ﻗﺎﻋدة ﺑﯾﺎﻧﺎت إدارة اﻟﻣﺗطﻠﺑﺎت ﻟﺗوﺛﯾق وﻣراﻗﺑﺔ اﻟﻣﺗطﻠﺑﺎت‬ o
‫ﺗوﻓﯾر اﻻﺧﺗﺑﺎرات اﻟﻛﺎﻓﯾﺔ واﺧﺗﺑﺎر اﻟﺳﻠوك طوال دورة ﺣﯾﺎة اﻟﻣﺷروع‬ o
‫ﻣراﺟﻌﺔ اﻟﺗﻐﯾﯾرات ﻣن ﻣﻧظور اﻷﻧظﻣﺔ‬ o
‫اﻟﺗﺄﻛﯾد ﻋﻠﻰ ﺗوارﯾﺦ اﻻﻧﺗﮭﺎء ﻟﻠﻣﺳﺎﻋدة ﻓﻲ اﻟﺗرﻛﯾز ﻋﻠﻰ ﻣﺎ ھو أﻛﺛر أھﻣﯾﺔ‬ o
ResNet ‫ ﻓﻌل ﻣﻊ‬NWA ‫ اﻟﺗﺣﺳﯾﻧﺎت ﻣﺛل‬/ ‫ﺗﺧﺻﯾص اﻟﻣوارد ﺧﺻﯾﺻﺎ ﻟﻠﺗﻌﺎﻣل ﻣﻊ طﻠﺑﺎت اﻟﺗﻐﯾﯾر‬ o

ü Using Software to Assist in Project Scope Management

o Word-processing software helps create several scope-related documents
o Spreadsheets help to perform financial calculations and weighted scoring models and to develop charts and graphs
o Communication software like e-mail and the Web help clarify and communicate scope information
o Project management software helps in creating a WBS, the basis for tasks on a Gantt chart
o Specialized software is available to assist in project scope management

‫ﯾﺳﺎﻋد ﺑرﻧﺎﻣﺞ ﻣﻌﺎﻟﺟﺔ اﻟﻧﺻوص ﻋﻠﻰ إﻧﺷﺎء اﻟﻌدﯾد ﻣن اﻟﻣﺳﺗﻧدات ذات اﻟﺻﻠﺔ ﺑﺎﻟﻧطﺎق‬ o
‫ﺟداول اﻟﺑﯾﺎﻧﺎت ﺗﺳﺎﻋد ﻋﻠﻰ ﺗﻧﻔﯾذ اﻟﺣﺳﺎﺑﺎت اﻟﻣﺎﻟﯾﺔ وﻧﻣﺎذج اﻟﺗﮭدﯾف اﻟﻣرﺟﺣﺔ ووﺿﻊ اﻟرﺳوم اﻟﺑﯾﺎﻧﯾﺔ واﻟرﺳوم اﻟﺑﯾﺎﻧﯾﺔ‬ o
‫ ﺗﺳﺎﻋد ﻋﻠﻰ ﺗوﺿﯾﺢ وﺗوﺻﯾل ﻣﻌﻠوﻣﺎت اﻟﻧطﺎق‬Web ‫ﺑراﻣﺞ اﻻﺗﺻﺎﻻت ﻣﺛل اﻟﺑرﯾد اﻹﻟﻛﺗروﻧﻲ و‬ o
‫ أﺳﺎس اﻟﻣﮭﺎم ﻋﻠﻰ ﻣﺧطط ﺟﺎﻧت‬، WBS ‫ﯾﺳﺎﻋد ﺑرﻧﺎﻣﺞ إدارة اﻟﻣﺷﺎرﯾﻊ ﻓﻲ إﻧﺷﺎء‬ o
‫ﺑراﻣﺞ ﻣﺗﺧﺻﺻﺔ ﻣﺗﺎﺣﺔ ﻟﻠﻣﺳﺎﻋدة ﻓﻲ إدارة ﻧطﺎق اﻟﻣﺷروع‬ o

THE END OF CHAPTER 5.

GOOD LUCK. ❤

10 BY: ATHA ALGHANMI