Overview

• Project Planning : Scope and the Work

Breakdown Structure describes the relationship
among scope, schedule and budget. It introduces
a set of processes and tools for defining and
managing the project and product deliverables.
Students also learn how to develop a work
breakdown structure (WBS) and several methods
for estimating the work to be completed.
Objectives
• After completing this unit, you’ll be able to:
• Understand and describe the relationship among
scope, schedule and budget.
• Understand the processes and apply several tools for
defining and managing the scope of project.
• Understand the difference between project sope (i.e.
project deliverables) and product scope (i.e. features
and functionality of the product or system ).
• Develop a work breakdown structure (WBS).
• Differentiate between a deliverable and a milestone.
• Describe and apply several project estimation
methods.
Contents
• Introduction
• The Triple Constraint
• Defining and managing Project Scope
• Validate Scope
• Control Scope
• The Work Breakdown Structure (WBS)
• Project Estimation
 Introduction
• Scope ?
Is used to define that work boundaries and deliverables of the
project so what needs to get done, gets done – and only what
needs to get done.
The project scope or work to be accomplished is determined
directly by the project’s MOV
Define all the work, activities and deliverables that the project
team must provide for the project to achieves its MOV
• Work Breakdown Strucutre ( WBS )
a project management tools that provides a hierarchical
structure that act as a bridge or link between the project’s
scope and the detailed project plan that will be created
The Triple Constraint – The Relationship Among Scope,
Schedule and Budget

Budget Budget

The The
Project’s Project’s
MOV MOV
Scope Schedule Scope Schedule

The Project is balanced or in The Project becomes imbalanced

harmony when schedule and when scope increases without
budget support the project’s adjusting schedule and budget
scope in order to achieve the accordingly
MOV.

Figure 5.1 The Triple Constraint : The Relationship Among Scope, Schedule and budget
• The PMBOK guide ® provides a valuable set of processes to manage
project scope.

Plan Scope Collect Define Create Validate Control

Management Requirements Scope WBS Scope Scope

Develop a
Organize
Develop a Document detailed Formal Process for
scope into
scope stakeholder description acceptance managing
manageable
management needs and of the off all all scope
work
plan requirements project and deliverables changes
packages
product

Figure 5.2 Scope Management Processes

Plan Scope Management
• Scope planning begins when the project is formally
accepted and funds are committed to developing the
project charter and plan the project sponsor, client or
governing committee.
• A project scope management plan defines and
documents how the project and product scope will be
defined, verified and changed if necessary
Collect Requirements
• Collecting requirements focuses on engaging customers or users
in order to define their needs. In essence, this entails planning
how the project team will work with the customer, client or users
to define the scope of the project.
• Some common of methods incude :
 Interviews
 Workshops
 brainstorming sessions
Focus groups
Surveys
Observing people while they work
Define Scope
a. THE SCOPE BOUNDARY, defining the scope boundary is the first
step to establishing what is, and what is not, part of the project
work to be completed by the project team.

WORK WITHIN THE SCOPE

BOUNDARY
Must Support the Project’s
MOV

Work Outside of the Project Scope

Figure 5.3 Scope Boundary

Define Scope
b. THE STATEMENT OF WORK (SOW), is a narrative description of
the product, service or system.
c. THE SCOPE STATEMENT, another way to define the scope
boundary is to create a more detailed scope statement that
documents the project sponsor’s need and expectations.
d. PROJECT ORIENTED SCOPE, project oriented deliverables or
scope, support the project management process that are
defined by the project life cycle (PLC) and the chosen project
methodology. Deliverable Structure Chart (DSC) – a tool used by
the project manager and team as shown at figure 5.4.
e. PRODUCT ORIENTED SCOPE, therefore, focuses on identifying
the features and functionality of the product or system to be
develop. A useful tool for refining the scope boundary and
defining what the system must do is a modeling tool called the
use case diagram (figure 5.5) which has been used in the object
oriented world as part of the Unified Modeling Language
(UML).
This process should include :
• Verification of the MOV
o Has the project ‘s MOV been clearly defined and agreed
upon ?
•Documentation of all deliverables
o Are the deliverables tangible and verifiable?
oDo they support the project’s MOV ?
•Specification of quality standard
o are control in place to ensure that the work was not only
completed but completed to meet specific standard
• Identification of milestones
o are milestones defined for each deliverables ?
•Review and acceptance
o are both side clear in their expectations ?
Control Scope

Controlling scope is concerned with managing actual changes to the

project’s scope as and when they occur to ensure that any changes
to the project’s scope will be beneficial. Scope control is also
concerned with :
-Scope Grope
-Scope Creep
-Scope Leap
Procedure :
• Scope Change Request Form (Figure 5.6)
• Scope Change Request Log ( Figure 5.7)
The Work Breakdown Structure
( WBS )
• Is a usefull tool for developing the project plan and
links the projet’s scope to the schedule and budget.
• The WBS provides a framework for developing a
tactical plan ti structure the project work.
• the WBS decomposes or subdivides the project into
smaller components and more manageable unit of
work called work packages.
Deliverables and Milestone
• Deliverables
• Tangible, verifiable work product
• Report, presentation, prototypes etc.

• Milestone
• Significant event or achievement
• Acceptance of deliverable or phase completion
• Cruxes or Proof of Concepts
• Quality Control
• Keeps team focused
Deliverables : Test Report
1. Review the test plan with the client so that key
stakeholders are clear as to what will be tested. How the
tests will be conducted and when the tests will be carried
out.
2. Carry out the tests as outlined in the plan
3. Once the tests result are collected, we need to analyze
them.
4. The results should be summarized in the form of a report
an a presentation to the client.
5. If goes well, the client will approve or sign off on the
results. Then we can move on to the implementation
phase of the project. If not, we need to address and fix any
problem.
Things to keep in mind when
developing WBS …
• Should support the project’s MOV
• Should be “Deliverable-oriented”
• The Level of Detail should Support Planning and
Control
• Developing the WBS Should Involve the People Who
Will Be Doing the Work
Estimation Question…
• What are you going to Estimate ?
• Where do you start ?
• How do you Estimate ?
Estimation Techniques – Traditional
Project Management Approach
Guesstimating
Delphi Technique
Time Boxing
Top – Down Estimating
Bottom – Up Estimating
Poker Planning
Delphi Technique
• Involves multiple anonymous expert
• Each expert makes an estimate
• Estimated compared :
• If close, can be averaged
• If not, do another iteration until consensus is
reached
Time Boxing
• Often use on Agile Projects
• A “Box” of time is allocated for a specific activity, task,
or deliverables
• Can focus a team if used effectively
• Can demoralized a team if not used effectively.
Top-Down
• Top & Middle Managers determine overall project
schedule and/or cost
• Lower level managers are expected to breakdown
schedule/budget estimates into specific activities
(WBS)
Bottup - Up
• Schedule & budgets are cosntructed feom WBS
• Start with people who will be doing the work
• Schedule & budget are aggregate of detailed activities & cost
• May use analogous estimation – developing estimates based on
one’s opinion that there is a significant similarity between the
current project and others.
Poker Planning
• Variation of Delphi Technique
• Uses a deck of cards that represents an estimate in
days
• Moderator describes particular tasks, feature,
deliverable, or user story to be estimated.
• Attempts to reach consensus in a few rounds of
‘play’
Unit Summary
• You should now be able to:
• Understand and describe the relationship among scope, schedule and
budget.
• Understand the processes and apply several tools for defining and
managing the scope of project.
• Understand the difference between project sope (i.e. project
deliverables) and product scope (i.e. features and functionality of the
product or system ).
• Develop a work breakdown structure (WBS).
• Differentiate between a deliverable and a milestone.
• Describe and apply several project estimation methods.