Project Management for the real world.

3. PROJECT SCOPE MANAGEMENT

Materials in this course are based on the text, A Guide to the Project Management Body of Knowledge (PMBOK®
Guide), Sixth Edition, published by the Project Management Institute, Inc. © 2017.

© 2019 Dretal LLC. All rights reserved

 PROJECT SCOPE MANAGEMENT

• *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.

• Both product scope and project scope must be considered during project scope
management processes.

◦ *Product scope refers to the features and functions that characterize a product,
service, or result.
◦ *Project scope refers to the work performed to deliver a product, service, or result
with the specified features and functions.

• Project scope is measured against the Project Management Plan; product scope is
measured against product requirements.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 2

 Process 1: Plan Scope Management

• *Plan Scope Management is the process of creating a scope management plan

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

• The outputs of the Plan Scope Management process are the:

◦ *Scope Management Plan—a component of the project management plan that

describes how the scope will be defined, developed, monitored, controlled and
validated. (e.g., how to prepare the scope statement, how to create the WBS, how
the deliverables will be accepted)

◦ *Requirements Management Plan—a component of the project management plan

that describes how requirements will be analyzed, documented, and managed. (e.g.,
how changes to requirements will be initiated and approved, how requirements will
be prioritized, the structure of the Requirements Traceability Matrix)

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 3

 Process 1: Plan Scope Management

Figure 3-2: Plan Scope Management—Inputs, Tools & Techniques, and Outputs
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-2, page 134.

© 2019 Dretal LLC. All rights reserved 4

 Process 2: Collect Requirements

• *Collect Requirements is the process of determining, documenting, and

managing stakeholder needs and requirements to meet project objectives.

• The project’s success is directly influenced by the care taken in capturing and
managing project and product requirements.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 5

 Process 2: Collect Requirements

• There are many tools and techniques that can be used to Collect Requirements
including:

◦ Data Gathering tools and techniques, such as:

◦ Interviews with relevant project stakeholders, asking them direct questions about
product and project requirements.
◦ Questionnaires and Surveys used for gathering requirements from many
stakeholders, when quick turnaround is needed, when respondents are
geographically dispersed, and/or when statistical analysis of the data is needed.
◦ Focus Groups with prequalified stakeholders and subject matter experts to
understand their expectations for a proposed product, service, or result. A moderator
guides an interactive discussion with the group.
◦ Benchmarking involves comparing actual or planned practices to those of
comparable internal or external organizations to identify best practices, generate
ideas for improvement, and provide a basis for measuring performance.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 6

 Process 2: Collect Requirements

• Decision-Making techniques can be used to assess alternatives and make a group

decision regarding requirements. Some of these techniques include:

◦ Voting techniques, such as:

• Unanimity where everyone must agree.
• Majority where support must be obtained from more than 50% of the group.
• Plurality where the largest block of a group decides, even if a majority is not
achieved.

◦ Autocratic Decision Making where one individual makes the decision on behalf of
a group.

◦ Multicriteria Decision Analysis where a decision matrix with chosen criteria is

used to assess and rank ideas.

© 2019 Dretal LLC. All rights reserved 7

 Process 2: Collect Requirements

• Data Representation techniques, such as:

◦ Affinity Diagrams—used for sorting large amounts of ideas into groups for
analysis.
◦ Mind Mapping—used to visualize ideas or concepts in an organized diagram.

• Interpersonal and Team Skills, such as:

◦ Nominal Group Technique—uses a voting process to enhance brainstorming; each
individual privately ranks ideas and priorities are determined when tallied across the
group.
◦ Facilitation—skills are used in workshops that bring key cross-functional
stakeholders together in focused sessions to define product requirements (e.g.,
Joint Application Design (JAD) sessions in software development;

• Context Diagrams visually depict how a business system interacts with people and
other systems (e.g., inputs and outputs of a computer system or equipment).

• Prototypes involve creating a model, mock-up, or simulation of the expected product

to obtain feedback before the final product is created (e.g., storyboard, 3D model).

© 2019 Dretal LLC. All rights reserved 8

 Process 2: Collect Requirements

• Key outputs of the Collect Requirements process include the:

◦ Requirements Documentation which includes all the requirements in sufficient

detail and describes how they meet the business need for the project. It is useful to
indicate a priority for requirements and to also group them by category (e.g.,
business, stakeholder, project, quality, functional, nonfunctional, legal, quality).

◦ Requirements Traceability Matrix which is a grid that links requirements from their
origin to their corresponding deliverables.

© 2019 Dretal LLC. All rights reserved 9

 Process 2: Collect Requirements

Figure 3-3: Collect Requirements—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide)
– Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-4, page 138.

© 2019 Dretal LLC. All rights reserved 10

 Process 3: Define Scope

• *Define Scope is the process of developing a detailed description of the project

and product.

• After collecting requirements, you will work with the team to create a document that
describes the entire project and product scope in detail, including the deliverables, and
the work to be performed to complete them. It also includes assumptions and
constraints. This document is referred to as the Project Scope Statement.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 11

 Process 3: Define Scope

• The Project Scope Statement includes the following key components:

◦ Product Scope Description—elaboration of the product, service, or result

characteristics
◦ Deliverables—description of the product, service, or results needed to be produced
to complete a process, phase, or the project
◦ Acceptance Criteria—conditions that must be met for deliverables to be accepted
◦ Exclusions—state what is out of scope, so stakeholder expectations and scope
creep can be managed

• An Assumptions Log, created at project initiation, is a Project Document that is

elaborated here with details of assumptions and constraints.

• The Project Charter and the Project Scope Statement have similar information;
however, note that information in the Project Charter is described at a very high-level,
while that in the Project Scope Statement is described in detail and continuously
elaborated.

© 2019 Dretal LLC. All rights reserved 12

 Process 3: Define Scope

• Some useful Data Analysis techniques that can help to create the Project Scope
Statement include:

◦ Alternatives Analysis—used to evaluate the options for meeting project

requirements and objectives.
◦ Product Analysis—used to decompose high-level requirements into meaningful
descriptions of the deliverables associated with a product or service.

© 2019 Dretal LLC. All rights reserved 13

 Process 3: Define Scope

Figure 3-4: Define Scope—Inputs,

Tools & Techniques, and Outputs
Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK® Guide)
– Sixth Edition, Project Management
Institute, Inc., 2017, Figure 5-8, page 150.

© 2019 Dretal LLC. All rights reserved 14

 Process 4: Create WBS

• *Create Work Breakdown Structure is the process of subdividing project

deliverables and project work into smaller, more manageable components.

• *The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total

scope of work to be carried out by the project team to accomplish the project objectives
and create the required deliverables.

• To create the WBS, the technique Decomposition is used to divide high-level project
deliverables into lower levels until it is acceptable to stakeholders for planning, delivery,
and control.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 15

 Process 4: Create WBS

Figure 3-5: Example of a Hierarchical WBS Breakdown

© 2019 Dretal LLC. All rights reserved 16

 Process 4: Create WBS

• *A Work Package is the work defined at the lowest level of the Work Breakdown
Structure for which cost and duration can be estimated and managed.

• A WBS Dictionary supports the WBS with further detail about each WBS component
(e.g., description of the work, responsible organization, required resources, schedule
milestones, and cost estimates).

• The Scope Baseline includes the approved Project Scope Statement, WBS, and WBS
Dictionary.

• Work Packages and Planning Packages are also included as part of the Scope
Baseline.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 17

 Process 4: Create WBS

Figure 3-6: Create WBS—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide)
– Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-10, page 156.

© 2019 Dretal LLC. All rights reserved 18

 Process 5: Validate Scope

• *Validate Scope is the process of formalizing acceptance of the completed

project deliverables.

• Validating scope includes reviewing deliverables with the customer or sponsor to

ensure that they are completed satisfactorily. Formal acceptance of deliverables by the
customer or sponsor is obtained in this process.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 19

 Process 5: Validate Scope

• The following diagram shows the important processes where deliverables are
produced, verified, and accepted.

Figure 3-7: Deliverables Process Flow

© 2019 Dretal LLC. All rights reserved 20

 Process 5: Validate Scope

• An important tool used to validate deliverables is Inspection, which includes taking

measurements and examining deliverables and work to determine if they meet the
requirements and product acceptance criteria.

• Deliverables are formally signed off by the customer or sponsor and this documentation
is moved through project closure along with the Accepted Deliverables.

© 2019 Dretal LLC. All rights reserved 21

 Process 5: Validate Scope

Figure 3-8: Validate Scope—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide)
– Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-15, page 163.

© 2019 Dretal LLC. All rights reserved 22

 Process 6: Control Scope

• *Control Scope is the process of monitoring the status of the project and product
scope and managing changes to the scope baseline.

• Controlling the project scope ensures all requested changes and recommended
corrective or preventive actions are processed through the Perform Integrated Change
Control process.

• Data Analysis techniques used in the Control Scope process include:

◦ Variance Analysis—actual project performance is compared to planned
performance with respect to the scope baseline; causes of variance are determined
and corrective or preventive action may be needed.
◦ Trend Analysis—project performance is examined over time to assess if
performance is improving or deteriorating.

• Scope creep refers to expanding scope without any control. Change Requests
pertaining to scope should be documented and corresponding adjustments should be
made to the Project Management Plan (i.e., to time, cost, and resourcing).

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 23

 Process 6: Control Scope

Figure 3-9: Control Scope—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide)
– Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-17, page 167.

© 2019 Dretal LLC. All rights reserved

24