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IPR Acknowledgement
The materials in this course are based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide),
Sixth edition, Project Management Institute, Inc. 2017.
Project Management Professional (PMP)® is a global credential offered by PMI® Inc.
PMI®, PMP® & PMBOK® are registered marks of Project Management Institute, Inc.
Edureka is a globally recognized brand of Brain4ce Education Solutions, Global Registered Education Provider of PMI®
(G.R.E.P. #4021).
Note: Images in the materials are all based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth edition, Project Management
Institute, Inc. 2017. All rights reserved.

Course Outline
Introduction to PMP® Certification
The Project Environment
Role of the Project Manager
Project Integration Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management

Topics
▪ Introduction to Project Scope Management
▪ Plan Scope Management
▪ Collect Requirements
▪ Define Scope
▪ Create Work Breakdown Structure (WBS)
▪ Validate Scope
▪ Control Scope
▪ Trends & Emerging Practices
▪ Tailoring Considerations
▪ Considerations for Agile/Adaptive Environments

Objectives
After completing this module, you should be able to:
• Plan and manage project scope
• Apply techniques to gather project requirements, convert that into scope

and create a work breakdown structure
• Verify and control project scope

Introduction

The Need for 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
How will it look
What does like?
the customer How will it
want function?
Product Scope
Description
Customer Manage & Control Verify and deliver to
Project Scope Scope Customer
Requirements
Product
Acceptance Criteria
What all is needed

to be done?

Project Scope Vs. Product Scope
▪ Product Scope
Project
— Product Scope is “What to be delivered” Scope
— The features and functions that characterize a
product, service or result Meetings Product Project
Scope Schedule
— Completion is measured against the requirements
▪ Project Scope Functional
Requirements
— Project Scope is “How it will be delivered” Project Users

Budget Implicit training
— The work that must be performed to deliver a UserInterface Requirements
product, service or result
— Completion is measured against the plan Product
Features
Project Defect
Artifacts Management
Status reports

Process Deep Dive:
Plan Scope Management Inputs
Tools & Techniques, Outputs
Process Group: Planning
Knowledge Area: Project Scope Management

Plan Scope Management
▪ The process of creating a scope management plan that documents how the project scope will be defined,
validated, and controlled
When How
At the beginning of the By providing guidance on how

Project, right after Project the Project scope will be
Charter is released. managed and controlled.

Plan Scope Management
Inputs Tools & Techniques Outputs
▪ Project charter ▪ Expert Judgment ▪ Scope Management Plan

▪ Project Management ▪ Data analysis ▪ Requirements
Plan ▪ Alternatives analysis Management Plan
▪ Quality management ▪ Meetings
plan
▪ Project lifecycle
description
▪ Development
approach
▪ Enterprise Environmental
Factors
▪ Organizational process
▪ Assets
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Fig 5-2 Page 134

Plan Scope Management – Inputs
Project Management Plan
▪ Quality management plan

– Policies, Standards, Methodologies
▪ Project lifecycle description

– Phases
▪ Development approach
– Waterfall, Iterative, Adaptive, Agile, Hybrid

Plan Scope Management – Inputs
Project Charter
▪ Provides project purpose
▪ High level description
▪ Assumptions
▪ Constraints
▪ High-level requirements

Plan Scope Management – Inputs (EEF & OPA)
▪ EEFs and OPAs that can influence the Plan Scope Management process may include (but not limited to):
Enterprise Environmental Factors Organizational Process Assets

▪ Organization’s Culture ▪ Policies/Procedures
▪ Infrastructure ▪ Historical Information
▪ Personnel Administration ▪ Lessons learned repositories
▪ Marketplace Conditions

Plan Scope Management - Tools & Techniques
Expert Judgment
▪ Expertise is provided by any group or individual with specialized knowledge or training and can be made
available from several sources including:
• Other departments/units within the organization
• Stakeholders including customers or sponsors
Data Analysis
▪ Alternatives Analysis
• For various ways to collect requirements, scope the project/product, create the product, validate & control
scope

Plan Scope Management - Tools & Techniques
Meetings
▪ Project team members and any stakeholder with responsibility for any of the scope management process
may attend meetings to develop the scope management plan in any of the following format:
• Face to face
• Virtual
• Formal or informal

Plan Scope Management - Outputs
Scope Management Plan
▪ A subsidiary of project management plan that defines:
• How a detailed project scope statement will be prepared
• How the WBS will be created and defines the approval process
• How formal acceptance of the deliverables will be obtained from the Customer
• How change requests to the project scope will be processed
• Key roles and their responsibilities pertaining to Scope Management processes

Plan Scope Management - Outputs
Requirements Management Plan
A subsidiary of project management plan that defines:

▪ How requirements will be captured, analysed and documented
▪ How requirements activities will be planned, tracked, and reported
▪ How requirements will be prioritized
▪ What product metrics to be used
▪ Requirement traceability structure to reflect which requirements attributes will be captured on the traceability
matrix
▪ How changes to the product will be initiated
This is also known as business analysis plan in some organizations.

Quiz
Q
Q. Which of the following is not included in Scope Management Plan?
a. Process for detailed project scope statement
b. Requirements prioritization process
c. Approval process for WBS
d. Process to control changes to scope statement

Answers A
Q. Which of the following is not included in Scope Management Plan?
a. Process for detailed project scope statement
b. Requirements prioritization process
c. Approval process for WBS
d. Process to control changes to scope statement
Answer : B
Explanation
Requirements prioritization process is a part of Requirements Management Plan.

Quiz
Q
Q. The Scope Management Plan is included in which of the following documents?
a. Project Management Plan
b. The Work Breakdown Structure
c. The Scope Statement
d. Project Specifications

Answers A
Q. The Scope Management Plan is included in which of the following documents?
a. Project Management Plan
b. The Work Breakdown Structure
c. The Scope Statement
d. Project Specifications
Answer : A
Explanation
Scope Management Plan is a subset of Project Management Plan.

Quiz
Q
Q. The project scope management plan, includes which of the following?
a. Specifications for formal verification and acceptance of completed deliverables
b. Preparation of a detailed project scope statement
c. Creation of the work breakdown structure (WBS)
d. None of the above

Answers A
Q. The project scope management plan, includes which of the following?
a. Specifications for formal verification and acceptance of completed deliverables
b. Preparation of a detailed project scope statement
c. Creation of the work breakdown structure (WBS)
d. None of the above
Answer : D
Explanation
Scope Management Plan does not include any of the listed options A to C, but it will include the process to
derive them.

Quiz
Q
Q. During requirements gathering, the project manager decides to hold workshops with cross functional people
in an interactive manner with focus on trust, relationship building, reconciling differences and open
communications in order to build consensus on requirements. What is this approach known as?
a. Observation/conversation
b. Nominal group technique
c. Facilitation, for example to define user stories in a workshop
d. Focus groups

Answers A
Q. During requirements gathering, the project manager decides to hold workshops with cross functional people
in an interactive manner with focus on trust, relationship building, reconciling differences and open
communications in order to build consensus on requirements. What is this approach known as?
a. Observation/conversation
b. Nominal group technique
c. Facilitation, for example to define user stories in a workshop
d. Focus groups
Answer : C
Explanation
Such workshops are interactive, highly focused and deliver quick results. Focus groups also have a moderator
who guides qualified participants towards effective participation, but is more conversational and does not
lead to decision buy-ins and actions.

Process Deep Dive:
Collect Requirements Inputs
Tools & Techniques Outputs

Collect Requirements
▪ The process of determining, documenting, and managing stakeholder needs and requirements to meet
project objectives.
When How
After Plan Scope By providing guidance to

Management and before define project and product
Define Scope process scope

Types of Requirements
Business High level needs of the

organization
Stakeholder Needs of the stakeholder or stakeholder group
Functional Non Functional Features, functions and characteristics of the product,

service
Transition Needed to transition from current state to the

future state
Project Quality Project and Quality requirements
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 148

Collect Requirements - Components
▪ Project charter ▪ Expert judgment ▪ Requirements Documentation
▪ Project management plan ▪ Data gathering ▪ Requirements
▪ Scope management • Interviews ▪ Traceability Matrix
plan • Focus groups
▪ Requirements • Questionnaires and
management plan Surveys
• Benchmarking
▪ Stakeholder
▪ Data analysis
engagement plan • Document analysis
▪ Project documents ▪ Decision making
▪ Assumptions log • Voting
▪ Lessons learned • Multi-criteria decision
register analysis
▪ Stakeholder register ▪ Data representation
▪ Business documents • Affinity diagrams
▪ Business case • Mind mapping
▪ Interpersonal and team skills
▪ Agreements
• Nominal group technique
▪ Enterprise environmental • Observation/conversation
factors • facilitation
▪ Organizational process assets ▪ Prototypes
▪ Context diagram

Collect Requirements - Inputs
Scope Management Plan
▪ How project teams will determine which type of requirements need to be collected for the project
▪ What types of requirements are required to be collected to meet the project objective
▪ What associated details are to be documented which will be used to measure the fulfilment of requirements
throughout the execution, monitoring and controlling phase
Requirements Management Plan
▪ What all processes will be used throughout the Collect Requirements process to define and document the stakeholder needs
▪ Roles and responsibilities of various team members while collecting the requirements
▪ Who will approve and validate the requirements
▪ What methods will be used to collect the requirements
Stakeholder Engagement Plan

04
Option
▪ Stakeholder communication requirements
▪ Level of stakeholder engagement
▪ Stakeholder reporting needs

Project charter
▪ Project Charter provides following key inputs during Collect Requirements process:
• Short description of the project
• High level description of the product, service or result
• High level requirements
• High level assumptions and constraints

Stakeholder Register
▪ Stakeholder Register is used for following:

• To identify stakeholders who can provide inputs to define project and product requirements
• Expectations stakeholders may have from the project
Desired
Contact Current State in 3 Level of
ID Name Title Role Location Expectations Communication Strategy
details State months Influence
-Invite for process
improvement plan review
meetings.
Project meets -provide weekly report
quality on quality evaluation
XXXX Dan Quality Quality Planner -- Singapore Resistive Supportive High standards -provide weekly QM
Manager & Approver defined in ISO report
9001 -Meet up F2F on weekly
basis to discuss the
progress

Lessons learned register
▪ Anything related to requirements collection techniques, for iterative & adaptive development methods in
particular
Assumptions log
▪ Anything which might influence requirements
Business documents
▪ Business needs from the business case document
Agreements
▪ It has the requirements of the project and product

Collect Requirements - Inputs(EEF & OPA)
▪ EEFs and OPAs that can influence the Collect Requirements process may include (but not limited to):
Enterprise Environmental Factors Organizational Process Assets

▪ Organization’s Culture ▪ Policies/Procedures
▪ Infrastructure ▪ Historical Information
▪ Personnel Administration ▪ Lessons learned repositories
▪ Marketplace Conditions

Collect Requirements - Tools & Techniques
Expert Judgment
▪ Expertise is provided by any group or individual with

• Specialized knowledge or training in business analysis
• Requirements elicitation/analysis/documentation
• Requirements in similar projects, diagramming techniques, facilitation & conflict management

Data Gathering
Interviews Focus Groups Questionnaires and Benchmarking Brainstorming

Surveys
▪ Formal or Informal ▪ Prequalified stakeholder ▪ Designed to quickly ▪ Involves comparing actual ▪ To generate multiple ideas
approach and subject matter accumulate information or planned practices, for project and product
▪ Often conducted on experts from a large number of processes and operations requirements
individual basis, but may ▪ Used to learn stakeholder respondents to those of comparable
have multiple expectations and attitude ▪ Most appropriate with organizations.
interviewers about a proposed varied audience, when a
▪ Identifying and defining products, service, or quick turnaround is
the features and result. needed, respondents are
functions of the desired ▪ Moderator guides the geographically dispersed
product. group through an and where statistical
▪ Useful for obtaining interactive discussion. analysis is appropriate.
confidential information

Prototypes
▪ Method of obtaining early feedback on requirements by providing a working model of the expected product
before actually building it
▪ Examples - small scale products, computer 2D/3D models, mock-ups (navigation screens) & simulations
▪ Allows to experiment & progressively iterate: create mock-up, experiment, feedback, revise.
▪ Multiple feedback cycles will enable move from design to build
▪ Storyboarding using image sequences are used in film, advertising, instructional design & agile projects

Data Analysis
▪ Document Analysis
• Used to elicit requirements by analyzing existing documentation
• Examples - agreements, business plans/process/rules, flows, marketing documents, issue logs, policies,
procedures, regulatory (laws, codes, ordinances), RFP (request for proposal) & use cases

Context Diagrams
▪ Context diagram is an example of a scope model
▪ Depicts the product scope by showing a business system (process, equipment, computer system etc.), how
people and other systems (actors) interact with it

Context Diagram - Example
Users
Registrations Information &

Tools
Payment Content
Online Content
Advertisers
Community Writers
Ad Slot Compensation
Financial Financial Data

Reports
Finance
Manager

Decision making
▪ Voting – collective decision or prioritization

• Unanimity: 100% agreement
• Majority: agreement from more than 50% voters
• Plurality: idea which receives largest votes in a collection of ideas
▪ Autocratic decision making – made by one individual on behalf of a group
▪ Multi-criteria decision analysis – decision based on several criteria (for example, risk levels) facilitating
prioritization

Data Representation
▪ Affinity diagrams
• Classify a large number of ideas into groups for further review and analysis
▪ Mind mapping
• A ideas are usually randomly generated, they are graphically represented by creating a branch for an idea and
sub-branches under that for related ideas. A single map is thus created with several idea categories and ideas.

Interpersonal and team skills
▪ Nominal group technique

• Brainstorm with voting in 4 steps
– Individuals write ideas
– Moderator records ideas
– All ideas discussed
– Vote for prioritization & final selection of ideas (1 low-5 high scale may be used with multiple rounds)
▪ Observation/conversation
• Provides a direct way of viewing individuals in their environment & how they perform their jobs (job
shadowing). Can also be a participant observer

▪ Facilitation
• Focus sessions that bring together stakeholders to define product requirements
• Used for quickly defining cross-functional requirements
• Build trust, foster relationships & improve communications
• Facilitation skills may be use for:
– JAD Joint application development where business SMEs & software developers work together to
gather requirements and improve the development process.
– QFD Quality function deployment in manufacturing to define critical characteristics of new product
based on VOC (voice of customer) which are then prioritized.
– User stories workshop leading to descriptions of stakeholder roles, who benefits from the features,
stakeholder goals & benefits.

Collect Requirements - Outputs
Requirements Documentation
Business Requirements Stakeholder Requirements Solution Requirements

▪ Business and project objectives for ▪ Impact to other organizational areas ▪ Functional and non- functional
traceability ▪ Impact to other entities inside or requirements
▪ Business rules for the performing outside ▪ Technology and standard compliance
organization ▪ Stakeholder communication and requirements
▪ Guiding principles of the organization reporting requirements ▪ Support and Training requirements
▪ Quality requirements
▪ Reporting requirements

Transition Requirements Project Requirements Other

▪ Temporary capability requirement to ▪ Levels of service, performance, ▪ Requirement assumptions - Factors
transition from current state to safety, compliance; and considered to be true, without
future state ▪ Acceptance criteria – Criteria and evidence.
conditions that must be met before ▪ Requirement dependencies – Factors
the deliverables are accepted expected to be available for specific
action.
▪ Requirement constraints – Factors
that limit or restrict specific action on
the project

Assumptions, Constraints, Dependencies
Description Classification
Project should go live by 31 Dec of current year Constraint
Resources from technical department will be deployed Assumption
Maximum project budget is 50,000 USD Constraint
Customer to sign-off documents before development of the solution Dependency
Customer will procure required hardware and software Assumption
Third party service to be ready while testing Dependency
Components of similar projects can be used Assumption

Requirements Traceability Matrix
▪ A table that links requirements to their origin and traces them throughout the life of the project.
▪ Provides a structure for managing changes to the product scope.

– It includes, but is not limited to, tracing:
– Requirements to business needs, opportunities, goals and objectives
– Requirements to project objectives
– Requirements to product scope/WBS deliverables
– Requirements to product design
– Requirements to product development
– Requirements to test strategy and test scenarios
– High-level requirements to more detailed requirements

Project Name XXX
Cost center XXX
Project Description
Req ID Associate Requirements Business needs, Project WBS Test Test Steps Expected
ID Description Opportunities, Objectives Deliverables Cases Results
Goals, Objectives
BR_1 BR_1.1 Customer can To make Migrate User Login Verify 1- Go to login Login
login using the application legacy book Module Login page Successful
login page secure and keeping s/w 2- Enter ID &
prevent with ERP PWD
unauthorized 3- Click Login
access
BR_1.2
Tech_ Tech_2.1
2
Tech_2.2

Quiz
Q
Q. Which of the following statement is not true about the Collect Requirements process?
a. Collect requirement is the process of defining stakeholder needs to meet the project objectives
b. One of the important Tools & Techniques of Collect Requirements process is Meetings
c. Requirement Traceability Matrix helps to track the project requirements
d. Many organizations categorize requirements into project requirements and product requirements

Answers A
Q. Which of the following statement is not true about the Collect Requirements process?
a. Collect requirement is the process of defining stakeholder needs to meet the project objectives
b. One of the important Tools & Techniques of Collect Requirements process is Meetings
c. Requirement Traceability Matrix helps to track the project requirements
d. Many organizations categorize requirements into project requirements and product requirements
Answer : B
Explanation
Meetings is not a Tools and Techniques in Collect Requirements process.

Quiz
Q
Q. You are the project manager for a project and you are working with your team on “collect requirements”
process. To finalize the requirements, you have organized a facilitation workshop with your team members
where as a facilitator, you should:
a. Document all the discussions
b. Use your authority to build consensus on the requirements
c. Use your knowledge to lead the discussion and influence the team members
d. Give guidance as needed

Answers A
Q. You are the project manager for a project and you are working with your team on “collect requirements”
process. To finalize the requirements, you have organized a facilitation workshop with your team members
where as a facilitator, you should:
a. Document all the discussions
b. Use your authority to build consensus on the requirements
c. Use your knowledge to lead the discussion and influence the team members
d. Give guidance as needed
Answer : B
Explanation
Facilitated Workshops are focused sessions that bring key stakeholders together to define product
requirement. Facilitator shall give guidance as needed to improve communication among the participants,
which can lead to increased stakeholder consensus.

Process Deep Dive:
Define Scope Inputs

Define Scope
▪ The process of developing a detailed description of the project and product
When How
After requirements are By providing description of

collected and before creating project, product, service, or
WBS. result.

Define Scope
Project Charter

Define Scope - Components
▪ Project Scope Statement
▪ Project charter ▪ Expert Judgment
▪ Project Documents Updates
▪ Project management plan ▪ Data analysis
• Assumptions log
• Scope management • Alternatives analysis
• Requirements
Plan ▪ Decision making documentation
▪ Project documents • Multi-criteria • Requirements
• Assumptions log decision analysis traceability matrix
• Requirements ▪ Interpersonal and team • Stakeholder register
documentation skills
• Risk register • Facilitation
▪ Enterprise environmental ▪ Product analysis
factors
▪ Organizational Process
Assets

Define Scope - Inputs
▪ Scope Management Plan - Provides guidance on how project scope will be
• Defined,
• Documented,
• Verified,
• Managed and
• Controlled by project management team

Project Charter
▪ Project purpose
▪ Measurable project objectives and related success criteria
▪ High-level requirements
▪ High-level project description, boundaries, and key deliverables
▪ Overall project risk
▪ Summary milestone schedule
▪ Preapproved financial resources
▪ Key stakeholder list
▪ Project approval requirements
▪ Project exit criteria
▪ Assigned project manager, responsibility, and authority level
▪ Name and authority of the sponsor or other person authorizing the project charter

Project Documents
▪ Assumptions log
▪ Requirements documentation
▪ Risk register

Organizational Process Assets
OPAs that can influence the process may include (but not limited to):
Policy/Procedures
Templates for Scope

Statement
Project Files from previous
projects
Lesson Learned
(From past projects)

Enterprise Environmental Factors
EEFs that can influence this process may include:
▪ Organizational culture
▪ Infrastructure
▪ Personnel administration
▪ Marketplace conditions

Define Scope - Tools & Techniques
Expert Judgment
▪ Expertise is provided by any group or individual with specialized knowledge or training in similar projects
Data Analysis
▪ Alternatives Analysis – Evaluating ways to meet the requirements/objectives in the project charter
Decision Making
▪ Multi-criteria Decision Analysis – A decision matrix based system analytic approach

Interpersonal and
Team Skills
▪ Facilitation – Workshops with cross-functional experts and with expectations, for a common understanding of
project deliverables and product boundaries

Define Scope - Tools & Techniques
Product Analysis
▪ Translating high-level product description into tangible deliverables
▪ Analyzing the product through:
– Product breakdown
– Systems/Value engineering
– Functional analysis

Define Scope - Outputs
Project Scope Statement
▪ Description of the project scope and major deliverables
▪ It documents the entire scope, including project and product scope
▪ The detailed project scope statement includes the following:
– Product scope description
– Acceptance criteria
– Deliverables
– Project exclusions

Project Charter vs. Project Scope Statement
Project Charter Project Scope Statement
▪ Project purpose ▪ Project scope description
▪ Measurable project objectives and related success criteria ▪ Project deliverables
▪ High level requirements ▪ Acceptance criteria
▪ High level project description, boundaries and key deliverables ▪ Project exclusions
▪ Overall project risks
▪ Summary milestone schedule
▪ Preapproved financial resources
▪ Key stakeholder list
▪ Project approval requirements
▪ Project exit criteria
▪ Assigned project manger, responsibility and authority level
▪ Name and authority of the sponsor or other person(s)
authorizing the project charter
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Table 5-1 Page 155

Define Scope - Outputs
Updates to Project Documents
Project Documents
• Stakeholder register
• Requirement documentations
• Requirements traceability matrix
• Assumption log

Quiz
Q
Q. You are managing a large and complex project. You want to ensure that no extra work is done on the project.
Which of the following is most helpful?
a. Documented Assumptions
b. Documented Constraints
c. Documented Exclusions
d. Hire competent technical people

Answers A
Q. You are managing a large and complex project. You want to ensure that no extra work is done on the project.
Which of the following is most helpful?
a. Documented Assumptions
b. Documented Constraints
c. Documented Exclusions
d. Hire competent technical people
Answer : B
Explanation
Documented exclusions identify what is excluded from the project. Explicitly stating what is out of scope in
the Project Scope Statement helps project manager to manage stakeholders' expectations.

Quiz
Q
Q. All of the following is true regarding Define Scope process except:
a. Articulates project’s deliverables and the work required to create those deliverables
b. Provides a common understanding of the project scope among project stakeholders
c. Allows the customer to verify what was built against the requirements
d. It is reviewed and accepted by all key stakeholders

Answers A
Q. All of the following is true regarding Define Scope process except:
a. Articulates project’s deliverables and the work required to create those deliverables
b. Provides a common understanding of the project scope among project stakeholders
c. Allows the customer to verify what was built against the requirements
d. It is reviewed and accepted by all key stakeholders
Answer : C
Explanation
Define Scope provides Project Scope Statement which elaborates customer requirements and used as an
input to customer to verify what was built against the requirements but that is done in Validate Scope
process.

Process Deep Dive:
Create WBS Inputs

Create WBS (Work Breakdown Structure)
▪ The process of subdividing project deliverables and project work into smaller, more manageable components.
When How
After Project Scope statement By providing a structured

is released. vision of what has to be
delivered.

5 Rules of WBS
The total of the work at lower levels must rollup to the higher levels, so that nothing is left out,
100% Rule
NO extra work is done (ALL the work and ONLY the work).
Mutually exclusive No overlap in scope definition among any two elements of WBS.
Focus on outcome not WBS component should be focused on the planned outcomes (deliverables), but not the actions
actions (activities) needed to accomplish the outcome.
Level of Decomposition Level of decomposition can be done based on either of the following rule.
• 40/80 hour rule
• Reporting Period
WBS Coding Elements in a WBS need to follow a sequential coding convention. (e.g. 1.1, 1.1.2,
Convention 2.1 etc.)
Decomposition should be done up to to a level where it is possible to estimate the work, assign it and track it.

Create WBS - Components
▪ Project management plan ▪ Decomposition ▪ Scope Baseline

• Scope Management ▪ Expert Judgment ▪ Project Documents
Plan Updates
▪ Project documents • Assumptions log
• Project Scope • Requirements
Statement Documentation
• Requirements
Documentation
▪ Enterprise Environmental
Factors
Assets

Miscellaneous Terms
▪ Work Package: A deliverable at the lowest level of WBS
▪ Code of Accounts: Numbering System used to identify unique components of WBS
▪ Control Accounts: A management control point where scope, budget, actual cost and schedule are integrated
and compared to EV for performance measurement
▪ Planning Package: A WBS component below the Control Account with known work content but without
detailed schedule activities
▪ Rolling Wave Planning: It is a form of Progressive Elaboration. Work for near term is planned in details

Create WBS - Inputs
Scope Management Plan – It specifies:
▪ How to create WBS from the detailed project scope statement
▪ How the WBS will be maintained and approved

Create WBS - Inputs
Project Scope Statement
The project scope statement describes:
▪ The work that will be performed
▪ The work that is excluded
▪ Specific internal of external restrictions or limitations
Requirements documentation is essential for:

▪ Understanding what needs to be produced as the result of the project
▪ What needs to be done to deliver the project and its final product

Create WBS – Inputs (EEFs and OPAs)
▪ EEFs and OPAs that can influence the WBS process may include (but not limited to):
Enterprise Environmental Factors OPA

▪ Industry Specific WBS ▪ Policies/Procedures
Standards ▪ Templates
▪ Historical Information
▪ Lessons learned repositories

Create WBS - Tools & Techniques
Decomposition
▪ A technique used for dividing and subdividing the project scope and project deliverables into smaller, more
manageable parts
▪ Decomposition of the total project work into work packages generally involves the following activities:
– Identifying and analysing the deliverables and related work
– Structuring and organizing the WBS
– Decomposing the upper WBS levels into lower-level detailed components
– Developing and assigning identification codes to the WBS components
– Verifying that the degree of decomposition of the deliverables is appropriate

Create WBS - Tools & Techniques
Expert Judgment
▪ Expert judgement us used to analyze the information needed to decompose the project deliverables
▪ Technical expertise applied to technical details of the project’s scope
▪ Expert judgement can also come in the form of predefined templates that provides guidance in how to
effectively break down common deliverables
▪ Expertise is provided by any group or individual with relevant training knowledge or experience

Sample WBS Organized by Work Packages
1.0 Value Management
SystemProject
1.1 Needs 1.2 Standards 1.3 System 1.4 Project

Assessments Development Engineering Management
1.1.1 1.1.2 1.1.3 1.1.4

Current System Requirements Alternatives System Requirements
Audit Determination Development Development
1.1.1.1 1.1.3.1
1.1.2.1 Alternatives
Components Gap Assessment
Identification Identification
1.1.2.2 1.1.3.2
1.1.1.2
Components Requirements Alternatives
Analysis Charges Analysis
Identification
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - SixthEdition, Project Management Institute, Inc., 2017, Fig 5-12 Pg158

Sample WBS Organized by Phase
Software Product Releases5.0
Project Project Detail Integration and

Construct
Management Requirement Design test
Planning Software Software Software Software
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Material Material
Material Material
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Fig 5-13 Pg 159

Create WBS - Outputs
Scope Baseline
▪ The approved version of a Scope Statement, Work Breakdown Structure (WBS), and its associated WBS dictionary.
▪ Components of the scope baseline include

Project Scope WBS WBS Dictionary Work Package Planning Package
Statement
▪ Description of: ▪ Hierarchical For each work package ▪ The components at the ▪ Part of a control account
decomposition of the ▪ Code of account identifier lowest level of WBS which does not have
▪ Project Scope
total scope of work to be ▪ Description of work activity details yet for
▪ Major Deliverables ▪ Each work package is part
carried out ▪ Assumptions and constraints work packages below it
▪ Assumptions of a control account (it
▪ Responsible organization
▪ A structure for has two or more work
▪ Constraints ▪ Schedule milestones
hierarchical summation ▪ Associated schedule activities
packages for integrated
of costs, schedule and ▪ Resources required
management control of
resource information ▪ Cost estimates scope, cost and schedule)
▪ Quality requirements
▪ Acceptance criteria
▪ Technical references
▪ Agreement information

Create WBS - Outputs
Project Documents Updates
Project Documents
• Assumption log

Quiz
Q
Q. Who are responsible to create the WBS:
a. The project team
b. The project manager
c. All the stakeholders
d. Senior management

Answers A
Q. Who are responsible to create the WBS:
a. The project team
b. The project manager
c. All the stakeholders
d. Senior management
Answer : A
Explanation
All the stakeholders provide input but responsibility of creating the Scope Baseline lies with project team.
Project manager is accountable for the entire exercise including obtaining approval from key stakeholders to
save the scope baseline.

Quiz
Q
Q. John is an experienced Project Manager. He has just been assigned a project which is in the planning phase.
He, along with his technical team is trying to develop an estimate but finding it very difficult to do so. The most
likely reason for this is:
a. Assumptions are not validated or documented properly
b. Insufficient Funds available
c. Scope not properly defined in the initial stage
d. Schedule constraints

Answers A
Q. John is an experienced Project Manager. He has just been assigned a project which is in the planning phase.
He, along with his technical team is trying to develop an estimate but finding it very difficult to do so. The most
likely reason for this is:
a. Assumptions are not validated or documented properly
b. Insufficient Funds available
c. Scope not properly defined in the initial stage
d. Schedule constraints
Answer : C
Explanation
In order to do the estimation, scope must be defined properly. Scope Baseline is one of the input to various
estimating processes. Team is having difficulties in estimating because scope was not defined properly in the
initial stage.

Quiz
Q
Q. Your manager is interested in finding all the details about your project. You can use the WBS to show:
a. When each activity will be carried out
b. All the work to be done on the project
c. The resources needed for each deliverable
d. The procurement decisions

Answers A
Q. Your manager is interested in finding all the details about your project. You can use the WBS to show:
a. When each activity will be carried out
b. All the work to be done on the project
c. The resources needed for each deliverable
d. The procurement decisions
Answer : B
Explanation
WBS shows all the work to be done on the project. Detailed activities and resource requirements will be
available in WBS dictionary and project schedule while and procurement decisions will be a part of
procurement management plan.

Process Deep Dive:
Validate Scope Inputs
Process Group: Monitoring and Controlling

Validate Scope
▪ The process of formalizing acceptance of the completed project deliverables.
When How
After Project Scope statement By providing a structured

is released vision of what has to be
delivered.

Validate Scope - Components
▪ Project Management Plan ▪ Inspection ▪ Accepted Deliverables

• Scope management ▪ Decision making ▪ Work Performance
plan • Voting Information
• Requirements ▪ Change Requests
management plan ▪ Project Documents Updates
• Scope baseline • Lessons learned
▪ Project documents register
• Lessons learned • Quality reports
register • Requirements
• Quality reports documentation
• Requirements • Requirements
documentation Traceability Matrix
• Requirements
Traceability Matrix
▪ Verified Deliverables
▪ Work Performance Data

Validate Scope - Inputs
Project Management Plan provides following elements:
▪ Scope Management Plan
– Defines how formal acceptance of the completed project deliverables will be obtained
▪ Scope baseline
– Approved version of Scope Statement
– WBS
– Associated WBS dictionary
▪ Requirements Management Plan
– This will describe how requirements will be validated

Lists all the project, product and other types of requirements along with their acceptance criteria
Helps link requirements to their origin and tracks them throughout the project life cycle
Lessons Learned Register
To improve the validation process
Quality Report
For review before product acceptance.

Verified Deliverables
Deliverables that are completed and checked for correctness through the Control Quality process
Work
Scope Performance Verified
Baseline Direct &
Create WBS Data Control Deliverables
Validate
Manage
Quality Work Scope
Project Work Deliverables
Performance
Information

Work Performance Data
Raw observations associated with deliverables that include:
▪ The degree of compliance with requirements
▪ Number of nonconformities
▪ Severity of the nonconformities

Validate Scope - Tools & Techniques
Inspection
Inspection includes following activities to determine whether work and deliverables meet requirements and
product acceptance criteria:
▪ Measuring
▪ Examining and
▪ Validating
Inspections are sometimes called reviews, product reviews, audits, and walkthroughs
Decision Making
▪ Voting to reach conclusion

Validate Scope - Outputs
Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor.
Inspection
Verified
Control Deliverables
Validate Accepted
Quality Work Scope Deliverable
Performance
Information

Change Request
The completed deliverables that have not been formally accepted are documented and may require a change
request for defect repair.
Direct &
Manage
Project Work
Accepted
Deliverable Approved
Changes
Passed
Validate Integrated Change

Inspection Change
Scope Request
Control Review
Change
Not
Request
Passed
Rejected
Corrective Action/ Changes
Defect Repair

Work Performance Information
▪ Work Performance Information such as:
– Which deliverables have started
– Their progress
– Completed deliverables
– Accepted deliverables
▪ This information is documented and communicated to stakeholders as per the communication plan

Project Documents Update
▪ Project documents that may be updated as a result of the Validate Scope process include any documents that
define the product or report status on product completion
Project Documents
• Requirement Traceability matrix
• Lessons learned register

Quiz
Q
Q. All of the following is false about Validate Scope except:
a. Validating that the project quality requirements have been met
b. Obtaining stakeholder's formal acceptance of the project deliverables
c. Controlling changes to the scope of the project
d. Validating that all of the project's objectives have been met

Answers A
Q. All of the following is false about Validate Scope except:
a. Validating that the project quality requirements have been met
b. Obtaining stakeholder's formal acceptance of the project deliverables
c. Controlling changes to the scope of the project
d. Validating that all of the project's objectives have been met
Answer : B
Explanation
Validate scope is the process of obtaining the stakeholders' formal acceptance of project deliverables.
Quality requirements are validated in Control Quality process, scope changes are controlled in control scope
process and validation of all the project objectives is done in close project or phase process.

Quiz
Q
Q. Which of the following tools and techniques is used to validate the scope of the deliverables?
a. Variance Analysis
b. Expert judgment
c. Technical performance measurement
d. Inspection

Answers A
Q. Which of the following tools and techniques is used to validate the scope of the deliverables?
a. Variance Analysis
b. Expert judgment
c. Technical performance measurement
d. Inspection
Answer : D
Explanation
Inspection is one of the tools and techniques of validate scope process.

Quiz
Q
Q. Which of the following is a pre-requisite for Project Closure?
a. Validate Scope
b. Control Quality
c. Close Project
d. Inspection

Answers A
Q. Which of the following is a pre-requisite for Project Closure?
a. Validate Scope
b. Control Quality
c. Close Project
d. Inspection
Answer : A
Explanation
Validate Scope is the process of formalizing acceptance of the completed project deliverables. List of all
accepted deliverables is a key input to Close Project or phase process.

Process Deep Dive:
Control Scope Inputs
Process Group: Monitoring and Controlling

Control Scope
▪ The process of monitoring the status of the project & product scope and managing changes to the scope
baseline.
When How
Periodically during Monitor By helping maintain Scope

and Control phase until all baseline throughout the
work in the project is project.
completed.

Why Should Scope be Controlled?
▪ Inevitability of change: Changes are inevitable in any project, which demands a close control of scope.
Sources that could influence the scope changes are
– Government Regulations
– Customer’s change of need / intent about the product
– Failure to include changes
▪ Scope Creep: Changes which are not controlled will result in scope creep thereby resulting in additional work
that is unaccounted in terms of effort, time and cost.
▪ Gold Plating: Gold Plating is a concept where by additional work / deliverables are provided to the customer
without formal consensus. This violates the basic definition of scope (All the work and only the work)

Control Scope - Components
▪ Work Performance Information
▪ Project Management Plan ▪ Data Analysis
▪ Scope management plan ▪ Variance Analysis
▪ Change Requests
▪ Requirements management ▪ Trend Analysis ▪ Project Management Plan
plan Updates
▪ Change management plan ▪ Scope management plan
▪ Configuration management ▪ Scope baseline
plan ▪ Schedule baseline
▪ Scope baseline ▪ Cost baseline
▪ Performance measurement ▪ Performance measurement
baseline baseline
▪ Project documents ▪ Project Documents Updates
▪ Lessons learned register ▪ Lessons learned register
▪ Requirements ▪ Requirements
Documentation Documentation
▪ Requirements Traceability ▪ Requirements Traceability
Matrix Matrix
▪ Work Performance Data
▪ Assets

Control Scope - Inputs
The following elements of project management plan provide inputs in Control Scope process:
Scope Change
Scope Baseline
Management Plan Management Plan
Requirements Performance Configuration

Management Plan measurement Management Plan
baseline

Well-documented requirements used as an input to detect any deviation in the scope agreed for the project or
product
Requirements Traceability Matrix helps detect the impact of any changes or deviation from the scope baseline on
the project objectives
Lessons Learned Register
To improve scope control

Work Performance Data
▪ Work performance data can include the following:

– Number of change requests received
– Number of change requests accepted
– Number of deliverables completed

▪ OPAs that can influence the Control Scope process may include (but not limited to):
Policy/Procedures
Templates
Monitoring/Reporting
Methods

Control Scope - Tools & Techniques
Data Analysis
▪ Variance Analysis
• Compare the scope baseline to actual results, check the cause and degree of variance from allowance, and
whether corrective or preventive action is required
▪ Trend Analysis
• Analyze performance over a period of time to check if it is improving or deteriorating

Control Scope - Outputs
Work Performance Information
▪ Includes correlated and contextualized information on how the project scope is performing compared to the
scope baseline
Work Work
Performance Performance
Data Information
Deliverables Plan (Week 1) Actual (Week 1)

Variance (Plan -
% Work Comp. % Work Comp. Actual)
User interface ready 100% 100% Nil

Compound Wall 100% 90% 10%
Testing complete 90% 100% Nil

Change Requests
▪ As a result of comparing planned results to actual results, change requests may be issued to expand, adjust or
reduce:
– Project scope
– Product scope
– Any other component of Project Management Plan
▪ May include:
– Corrective action
– Preventive action

Updates to Project Management Plan and Project Documents
Project Management Plan Project Documents
• Scope management plan • Requirement documentations

• Scope baselines • Requirement Traceability matrix
• Cost baseline • Lessons learned register
• Schedule baseline
• Performance measurement baseline

Quiz
Q
Q. You along with your project team are trying to identify some alternative techniques to execute and perform
the work. You are doing it as a part of:
a. Collect Requirements
b. Control Scope
c. Validate Scope
d. Define Scope

Answers A
Q. You along with your project team are trying to identify some alternative techniques to execute and perform
the work. You are doing it as a part of:
a. Collect Requirements
b. Control Scope
c. Validate Scope
d. Define Scope
Answer : D
Explanation
Various alternative techniques are explored during define scope process. Once it is approved and finalized,
then only team can proceed to execute it.

Quiz
Q
Q. All of the following are true about the Control Scope process EXCEPT:
a. Process of monitoring the status of the project and product scope
b. Managing changes to the scope baseline
c. Is integrated with the other control processes
d. Includes approval from stakeholders to manage scope creep

Answers A
Q. All of the following are true about the Control Scope process EXCEPT:
a. Process of monitoring the status of the project and product scope
b. Managing changes to the scope baseline
c. Is integrated with the other control processes
d. Includes approval from stakeholders to manage scope creep
Answer : D
Explanation
Control scope is not the to obtain approval for appropriate actions from stakeholders to manage the scope
creep. That is performed during Integrated Changed Control Process.

Quiz
Q
Q. Customer and key stakeholders have the greatest influence on the scope during::
a. Define Scope
b. Control Scope
c. Develop Project Management Plan
d. Create WBS

Answers A
Q. Customer and key stakeholders have the greatest influence on the scope during::
a. Define Scope
b. Control Scope
c. Develop Project Management Plan
d. Create WBS
Answer : A
Explanation
Customer and stakeholders will have the greatest influence on the project scope in Define Scope process as
it provides clear product scope to Create WBS process which feeds Scope Baseline which is integrated with
other subsidiary project management plans and baselines in Develop Project Management Plan process.
Control scope will have the least amount of influence by any stakeholder.

Additional Concepts

Key Concepts
▪ In agile lifecycle, high priority items from product backlog are worked in an iteration. Processes in each
iteration: collect requirements, define scope & create WBS, validate scope & control scope
▪ In predictive lifecycle, collect requirements, define scope & create WBS are done once and later only in case
of changes. Validate scope done for each deliverable/phase review & control scope will be ongoing
▪ Product backlog (product requirements, user stories) will be the current needs of an agile project

Trends & Emerging Practices
▪ Needs assessment (problems & business needs from portfolio/program/project) prior to project scope
management processes. This facilitates requirements, solutions & implementation
▪ Business analyst if assigned will focus on requirements activities. PM accounts for the requirements work,
their timing, cost & value. Collaborative partnership between BA & PM important

Tailoring Considerations
▪ Knowledge & requirements management related systems & their reuse
▪ Validation & control procedures
▪ Development approach - predictive/iterative & incremental/agile/hybrid etc.
▪ Stability of requirements - lean/agile approach if unstable requirements
▪ Governance - audit, policies, etc.

Considerations for Agile/Adaptive Environments
▪ Requirements/scope discovery & refinement process more important
▪ Prototypes help refine requirements

Assignment
Q1: Create a work breakdown structure which may be applied as a template for your industry. Since this would
also depend on the nature of the project, think of a template which can be used in common situations and
tailored for project.

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How To Make The Best Use Of Live Sessions

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Project Management Professional (PMP)® is a global credential offered by PMI® Inc.

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• Plan and manage project scope

• Apply techniques to gather project requirements, convert that into scope

• Verify and control project scope

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What all is needed

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— Project Scope is “How it will be delivered” Project Users

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Process Group: Planning

Knowledge Area: Project Scope Management

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At the beginning of the By providing guidance on how

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▪ Project charter ▪ Expert Judgment ▪ Scope Management Plan

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▪ Quality management plan

▪ Project lifecycle description

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▪ Provides project purpose

▪ High level description

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Enterprise Environmental Factors Organizational Process Assets

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▪ A subsidiary of project management plan that defines:

• How a detailed project scope statement will be prepared

• How change requests to the project scope will be processed

• Key roles and their responsibilities pertaining to Scope Management processes

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A subsidiary of project management plan that defines:

This is also known as business analysis plan in some organizations.

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Process Group: Planning

Knowledge Area: Project Scope Management

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After Plan Scope By providing guidance to

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Business High level needs of the

Stakeholder Needs of the stakeholder or stakeholder group

Functional Non Functional Features, functions and characteristics of the product,

Transition Needed to transition from current state to the

Project Quality Project and Quality requirements

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Requirements Management Plan

Stakeholder Engagement Plan