4 Project Scope Management - June 2020

Chapter – 5
Project Scope Management
Objective:
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.
1
 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.
 In the project context, the term “scope” can refer to both product scope and project
scope.
Product Scope and Project Scope
 Product scope
 The features and functions that are to be included
in your products or service or result of the project.
 Completion is measured against the requirements.
 Project Scope
 The work that must be done to deliver the specified
product.
 Completion is measured against the plan.

Scope Management means:
 Constantly checking to make sure you are completing all the work
 Not letting people randomly add to the scope of the project without a structured change control system
 Making sure all changes fit within the project charter
 Defining and controlling what is and is not included in the project
 Preventing extra work or gold plating
4
I know, I just went to buy milk, but?
Project Scope Management Processes
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
5
Process 5.1
Plan Scope Management
6
Mapping of Scope Management Processes
Initiation Process Planning Process Group Execution Process Monitoring & Closing Process
Group Group Controlling Process Group
Group
5.1 Plan Scope 5.5 Validate Scope

Management
5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
7
Process Mapping
Knowledge Areas Initiating Planning Executing Monitoring & Controlling Closing
4. Integration 4.1 Develop 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close Project
Project Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control or Phase
5. Scope 5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6. Schedule 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7. Cost 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8. Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Resource 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10. Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
11. Risk 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder Engagement 8
Stakeholders Engagement
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.
9
10
Plan Scope Management - Inputs
11
12
13
5.1 Plan Scope Management – Outputs
Scope Management Plan Requirements Management Plan
purpose Describes how the scope will be defined, developed, monitored, Describes how requirements will be analyzed,
controlled, and verified. documented, and managed.
include • Process for preparing a detailed project scope • How requirements activities will be planned,
statement; tracked, and reported;
• Process that enables the creation of the WBS • Configuration management activities such as:
how changes to the product will be initiated,
from the detailed project scope statement;
how impacts will be analyzed, how they will be
• Process that establishes how the WBS will be
traced, tracked, and reported, as well as the
maintained and approved; authorization levels required to approve these
• Process that specifies how formal acceptance of changes;
the completed project deliverables will be • Requirements prioritization process;
obtained; and • Product metrics that will be used and the
• Process to control how requests for changes to rationale for using them; and
the detailed project scope statement will be • Traceability structure to reflect which
processed & Change Control process requirement attributes will be captured on the
traceability matrix.
14
Process 5.2
Collect Requirements
15
Mapping of Scope Management Processes
Initiation Process Planning Process Group Execution Process Monitoring & Closing Process
Group Group Controlling Process Group
Group
5.1 Plan Scope 5.5 Validate Scope

Management
5.6 Control Scope
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
16
 Collect Requirements is the process of determining, documenting, and
managing stakeholder needs and requirements to meet objectives.
 Requirements include the quantified and documented needs and

expectations of the sponsor, customer, and other stakeholders.
 These requirements need to be elicited , analyzed, and recorded in

enough detail to be measured once project execution begins .
 Collecting requirements is defining and managing customer expectations

. Requirements become the foundation of the WBS. Cost , Schedule,
and quality planning are all built upon these requirements
17
 The development of requirements begins with an
analysis of the information contained in the
project charter and the stakeholder register.
 Many organizations categorize requirements into

project requirements and product requirements
Project requirements : business requirements,
project management requirements ,delivery
requirements etc
Product requirements : technical, security,

performance , etc
18
Why Collect Requirements?
19
20
21
22
Brainstorming
Focus Questionnaires
& Surveys
Groups
Data
Gathering Benchmarking
Techniques
Interviews
23
5.2 Collect Requirements – T&T (Data Gathering)
Interviews :
 Is a formal or informal approach to discover information from stakeholders by
talking to them directly
 It is typically performed by asking prepared and spontaneous questions and

recording the responses .
 Interviews are often conducted one –on –one , but may involve multiple
interviewers and/or interviewees.
 Interviewing experienced project participants, stakeholders and subject matter

experts can aid in identifying and the defining the features and the functions of the
desired project deliverables .
24
Focus Groups :
 Focus groups bring together prequalified stakeholders and the subject
matter experts to learn about their expectations and attitudes about a
proposed product, service, or result .
 A trained moderator guides the group through an interactive discussion ,

designed to be more conversational than a one-on-one interview
25
 Brainstorming
Unstructured list of possible project

requirements, by encouraging everyone
in a group to participate
Rules
 Be Focused
 Document Ideas
 Don't Criticize
 Encourage Ideas
26
Questionnaires and Surveys :
27
Benchmarking
28
5.2 Collect Requirements – T&T
Data
Analysis Document
Analysis
29
Autocratic
Decision
Making
Multi criteria
Voting Decision
analysis
Decision
Making
30
5.2 Collect Requirements – T&T (Decision Making)
Voting.
• Voting is a collective decision-making technique and an assessment process having multiple
alternatives with an expected outcome in the form of future actions.
• These techniques can be used to generate, classify, and prioritize product requirements.
• Examples :
31
5.2 Collect Requirements – T&T (Decision Making)
• Autocratic decision making.
• In this method, one individual takes responsibility for making
the decision for the group.
• Multicriteria decision analysis.

• A technique that uses a decision matrix to provide a
systematic analytical approach for establishing criteria, such
as risk levels, uncertainty, and valuation, to evaluate and
rank many ideas.
32
Affinity Mind
Diagram Mapping
Data
Representation
33
5.2 Collect Requirements – T&T (Data Representation)
 Affinity Diagram
 The affinity diagram organizes a large number of ideas into their natural relationships. This method
taps a team’s creativity and intuition. It was created in the 1960s by Japanese anthropologist Jiro
Kawakita.
34
 Mind Mapping
 A mind map brings together many ideas, grouping them visually to make it clear how they relate
35
 Mind Mapping
 A mind map brings together many ideas, grouping them visually to make it clear how they relate
36
Observation/
Conversation
Nominal
Group Facilitation
Technique
Interperson
al and Team
Skills
37
5.2 Collect Requirements – T&T (Interpersonal & Team Skills)
 Nominal Group Technique

 Enables a group of stakeholders to identify which requirements are most important by ranking
them
38
Observations/Conversations :
 Observations provide a direct way of viewing individuals in their environment and how they perform
their jobs or tasks and carry out processes
 It is particularly helpful for detailed processes when the people that use the product have difficulty
or are reluctant to articulate their requirements
 Observation ( also called “job shadowing”) is usually done externally by the observer viewing the
user performing his or her job .
 It can also be done by a “participant observer” who actually performs a process to experience
how it is done to uncover hidden requirements
39
Facilitation:
 Requirements workshops are focused sessions that bring key cross – functional stakeholders
together to define the product requirements and reconcile stakeholders differences on the same
 Because of their interactive group nature , well facilitated sessions can build trust, foster
relationships, and improve communication among the participants which can lead to increased
stakeholder consensus . Another benefit of this technique is that issues can be discovered and
resolved more quickly than in individual sessions
 Facilitation skills are used in the following situations, but are not limited to:
 Joint application design/development (JAD).
 Quality function deployment (QFD).
 User stories
40
Facilitation:
 Joint application design/development (JAD).

 JAD sessions are used in the software development industry. These facilitated sessions focus on bringing business
subject matter experts and the development team together to gather requirements and improve the software
development process.
41
Facilitation:
 Quality function deployment (QFD).

 In the manufacturing industry, QFD is another facilitation technique that helps determine critical characteristics for new
product development. QFD starts by collecting customer needs, also known as voice of the customer (VOC). These
needs are then objectively sorted and prioritized, and goals are set for achieving them.
Many QFD practitioners claim that using QFD has enabled them to reduce their product and service development cycle times by as much as 75
percent with equally impressive improvements in measured customer satisfaction 42
Facilitation:
 User stories.
 User stories, which are short, textual descriptions of required functionality, are often developed during a requirements workshop. User
stories describe the stakeholder role, who benefits from the feature (role), what the stakeholder needs to accomplish (goal), and the
benefit to the stakeholder (motivation).
43
Context Diagram:
 The context diagram is an example of a scope model.
 Context diagrams visually depict the product scope by showing a business system (process, equipment, computer system,
etc.), and how people and other systems (actors) interact with it. Context diagrams show inputs to the business system, the
actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output.
44
Prototypes :
 Is a method of obtaining early feedback on requirements
by providing a working model of the expected product
before actually building it
 Since prototypes are tangible, it allows the stakeholders
to experiment with a model of their final product rather
than only discussing abstract representations of their
requirements .
 Prototypes support the concept of progressive
elaboration because they are used in iterative cycles of
mock up creation, user experimentation, feedback
generation, and prototype revision.
 When enough feedback cycles have been performed ,
the requirements obtained from the prototype are
sufficiently complete to move to a design or a build phase
45
46
5.2 Collect Requirements – Outputs
47
5.2 Collect Requirements – Outputs
Requirements Traceability Matrix :
48
5.2 Collect Requirements –
49
Process 5.3
Define Scope
Initiation Process Planning Process Group Execution Monitoring & Closing Process
Group Process Group Controlling Process Group
Group
5.1 Plan Scope Management 5.5 Validate Scope
5.3 Define Scope
5.4 Create WBS 50

5.3 Define Scope
 Define Scope is the process of developing a detailed description of the
project and product.
 The key benefit of this process is that it describes the product, service, or
result boundaries and acceptance criteria.
 The high-level objectives and deliverables and the initial constraints and
assumptions of the project were identified during the project initiation
process
 Now we’re ready to further define these in the ‘Define Scope’ process
and prepare a detailed project scope statement because more
information is known now. 51
5.3 Define Scope
52
5.3 Define Scope
53
5.3 Define Scope – T&T
Product Analysis
 The purpose of product analysis is to analyze the objectives stated by the customer or sponsor and
turn them into tangible requirements.
54
5.3 Define Scope – T&T
Data Analysis
Alternative Analysis
 Identifying alternatives is a technique used to generate different approaches to execute and perform
the work of the project.
 Brainstorming
 Lateral Thinking
55
5.3 Define Scope – Output
Project Scope Statement
Project
Scope Deliverables
Description
Acceptance Project
Criteria Exclusions
56
5.3 Define Scope – Output
Project Charter Vs. Project Scope Statement
57
Process 5.4
Create WBS
Group
5.3 Define Scope
5.4 Create WBS 58

5.4 Create WBS
 Create WBS is the process of subdividing project deliverables and
project work into smaller, more manageable components.
 The key benefit of this process is that it provides a framework of what

has to be delivered.
 This process is performed once or at predefined points in the project.
59
5.4 Create WBS
60
5.4 Create WBS
61
5.4 Create WBS
62
Time Sharing System (TSS) Project WBS
TSS
Level 1
PROJECT
Project Requirements Design TSS

Management Specification Specification Software
•Project Start •Initial Specification •Module 1

•Initial Specification
•Project Meetings •Final Specification •Module 2
•Final Specification
•Project Reports •Integrate Modules
GLH, Incorporated 63
WBS in MS Project
WBS and Activities in MS Project
5.4 Create WBS
 The need for WBS
The WBS details the total scope of work needed to complete the Project.
The Work Breakdown will smooth the way for estimating project cost and time,
schedule resources, and determining quality control later in the planning process.
Project progress will be based on the estimates and measurements assigned to

the WBS segments.
 Accuracy and completeness are required when composing your WBS.
66
5.4 Create WBS
Creating the Work Breakdown Structure

The WBS is a deliverables-orientated collection of project components.
A WBS is not a chart of the activities to complete the work – it is a breakdown of

the deliverables.
The smallest element in the WBS is called the Work Package.
The components in the WBS should be included in a WBS dictionary.
Work that doesn’t fit into the WBS does not fit within the project.
67
5.4 Create WBS
68
5.4 Create WBS
69
5.4 Create WBS – Tools & Techniques
Decomposition
70
Decomposition
71
 According to A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)– Sixth
Edition , Decomposition is five step process:
IDENTIFY ALL THE MAJOR PROJECT DELIVERABLES
ORGANIZE THE WORK AND DETERMINE WBS STRUCTURE
DECOMPOSE
ASSIGN IDENTIFICATION CODES OR NUMBERS
VERIFICATION STEP
72
 According to A Guide to the Project Management Body of

Knowledge, (PMBOK® Guide)– Sixth Edition , there are also several
ways you can organize the WBS.
Major deliverables and subprojects
Subproject executed outside the project team
Project phases
Combination approach
73
Unique WBS Identifier

 Each element at each level of the WBS is generally assigned a
unique identifier according to A Guide to the PMBOK.
 It is used to track the cost, schedule, and resources associated with

the WBS elements.
 These numeric identifiers are known as the code of accounts.
74
5.4 Create WBS
75
5.4 Create WBS
76
5.4 Create WBS – Outputs
Scope Baseline
77
Scope Baseline
78
WBS Dictionary
79
Process 5.5
Validate Scope
Group
5.3 Define Scope
5.4 Create WBS 80

5.5 Validate Scope
 Validate Scope is the process of the project customer accepting the project deliverables.
 It happens at the end of each project phase – or as major deliverables are created.
 Validate Scope is ensuring that the deliverables is concerned with the acceptance of the work.
81
Validate Scope Vs. Control Quality
82
Validate Scope in Cancelled Projects
83
5.5 Validate Scope
84
5.5 Validate Scope
85
5.5 Validate Scope : Tools & Techniques
Inspection
 The work results are compared against the project plan to check for their
completeness and against the quality control measure to check their
correctness of the work.
 The product documentation will facilitate inspection:

 Plans
 Specifications
 Technical Documentation
 Drawings
 Blueprints
86
5.5 Validate Scope - Outputs
1. Accepted Deliverables: This is a formal process that requires signed

documentation of the acceptance by the sponsor or customer.
2. Change Requests : those completed deliverables that have not been accepted are
documented , along with the reasons for non acceptance . Those deliverables may
require a change request for defect repair .
3. Project Document Updates : Project documents that may be updated include any
documents that define the product or report status on product completion
4. Work Performance Information: Includes about the project progress, such as

deliverable started, have finished and accepted.
87
Customer
Develop Project
Charter
Requirements (4.1)
Develop Project
Management Plan
Project Charter (4.2)
Direct & Manage
Project Work
Project Management Plan (4.3)
Control
Quality
Deliverables (8.3)
Validate
Scope
Verified Deliverables (5.5)
Close Project or
Phase
Accepted Deliverables (4.6)
Customer
Final Product Transition
Deliverbales Flow
88
5.5 Validate Scope
89
5.5 Validate Scope – PMP® Exam Point
The exam will describe situations rather than definitions. Look for
any of the following phrases as alternate ways to describe
Validate Scope.
Reviewing work products and results to ensure that all are completed
according to requirements
Determining whether results confirm to requirements.
Documenting completion of deliverables
Gaining formal sign-off. 90

Process 5.6
Control Scope
Group
5.3 Define Scope
5.4 Create WBS 91

5.6 Control Scope
 Control Scope is the process of monitoring the status of the project and
product scope and managing changes to the scope baseline.
 The key benefit of this process is that the scope baseline is maintained
throughout the project.
 This process is performed throughout the project.
 The uncontrolled expansion to product or project scope without

adjustments to time, cost, and resources is referred to as scope creep.
92
5.6 Control Scope
93
5.6 Control Scope
94
5.6 Control Scope – Tools & Techniques
1. Variance Analysis :
 Project performance measurements are used to assess the magnitude of variation

from the original scope baseline .
 Important aspects of the project scope control include determining the cause and
the degree of variance relative to the scope baseline and deciding whether
corrective or preventive action is required
2. Trend Analysis :
 Trend analysis examines project performance over time to determine if

performance is improving or deteriorating.
95
5.6 Control Scope - Outputs
1. Work Performance Information :
 It includes the information how the project scope is performing against scope baseline
 This information is documented and communicated to the stakeholders
2.Change Requests : change requests to the scope baseline or other components of the project
management plan. Change requests can include preventive or corrective actions or defect repairs
.
3. Project Management Plan Updates :
 Scope Baseline Updates
 Other Baseline Updates
4. Project Document Updates : requirements documentation update, requirements traceability matrix

updates , etc
96
Scope Management Summary (Page 130)
Group
5.3 Define Scope
5.4 Create WBS 97

Scope Management – Summary
5.1 Plan Scope Management
The key benefit of this process is that it provides guidance and direction on how scope
will be managed throughout the project.
This process is performed once or at predefined points in the project.

The key benefit of this process is that it provides the basis for defining the product
scope and project scope.
This process is performed once or at predefined points in the project
5.3 Define Scope

The key benefit of this process is that it describes the product, service, or result
boundaries and acceptance criteria.
This process is performed once or at predefined points in the project
98
Scope Management – Summary
5.4 Create WBS
The key benefit of this process is that it provides a framework of what has to be
delivered.
This process is performed once or at predefined points in the project.
5.5 Validate Scope

The key benefit of this process is that it brings objectivity to the acceptance process
and increases the probability of final product, service, or result acceptance by
validating each deliverable.
This process is performed periodically throughout the project as needed.
5.6 Control Scope

The key benefit of this process is that the scope baseline is maintained throughout the
project.
This process is performed throughout the project. 99
Scope Management – PMP Exam Point
1. Organizational Process Assets is an input to 47 processes; only two processes do not take OPA as an
input. They are 5.5 Validate Scope and 11.7 Monitor Risks.
2. Expert Judgment is a Tool & Technique used in all the 4 planning processes of Project Scope
Management.
3. Enterprise Environmental Factors is an input to all the 4 planning processes of Project Scope
Management.
4. Once scope management plan is developed in 5.1 Plan Scope Management, it becomes an input to all
the following 5 processes in Project Scope Management.
5. Requirements documentation is developed in 5.2 Collect requirements. It becomes an input to all the
following 4 processes in Project Scope Management.
6. Work performance data is an input to the 2 controlling processes; and work performance information is
the relevant output from those controlling processes.
7. Decomposition is a tool used in 5.4 Create WBS; it is also used in 6.2 Define Activities. In 5.4, the
project scope statement is decomposed into work packages; while in 6.2, the work packages are further
decomposed into activities.
8. Inspection is a tool used in 5.5 Validate Scope; it is also used in 8.3 Control Quality and 12.3 Control
Procurements. In 8.3, the deliverables are inspected by internal quality control team; following this in
5.5, the deliverables are inspected by the Customer. It is general practice to perform internal quality
control ahead of scope validation by customer; but, under special circumstances, you could perform 100
both activities simultaneously. In 12.3, inspection is carried out on the deliverables from seller.

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Chapter – 5

Project Scope Management

 Completion is measured against the requirements.

 Completion is measured against the plan.

 Making sure all changes fit within the project charter

 Defining and controlling what is and is not included in the project

 Preventing extra work or gold plating

5.2 Collect Requirements

5.3 Define Scope

5.4 Create WBS

5.5 Validate Scope

5.6 Control Scope

Plan Scope Management

5.1 Plan Scope 5.5 Validate Scope

5.3 Define Scope

5.4 Create WBS

5. Scope 5.1 Plan Scope Management 5.5 Validate Scope

5.1 Plan Scope 5.5 Validate Scope

5.3 Define Scope

5.4 Create WBS

 Requirements include the quantified and documented needs and

 These requirements need to be elicited , analyzed, and recorded in

 Collecting requirements is defining and managing customer expectations

 Many organizations categorize requirements into

Product requirements : technical, security,

 It is typically performed by asking prepared and spontaneous questions and

 Interviewing experienced project participants, stakeholders and subject matter

 A trained moderator guides the group through an interactive discussion ,

Unstructured list of possible project

• Multicriteria decision analysis.

 Nominal Group Technique

 Quality function deployment (QFD).

 Joint application design/development (JAD).

 Quality function deployment (QFD).

5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope

5.3 Define Scope

5.4 Create WBS 50

Project Scope Statement

5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope

5.3 Define Scope

5.4 Create WBS 58

 The key benefit of this process is that it provides a framework of what

 This process is performed once or at predefined points in the project.

Project Requirements Design TSS

•Project Start •Initial Specification •Module 1

Project progress will be based on the estimates and measurements assigned to

 Accuracy and completeness are required when composing your WBS.

Creating the Work Breakdown Structure

A WBS is not a chart of the activities to complete the work – it is a breakdown of

The smallest element in the WBS is called the Work Package.

The components in the WBS should be included in a WBS dictionary.

IDENTIFY ALL THE MAJOR PROJECT DELIVERABLES

ORGANIZE THE WORK AND DETERMINE WBS STRUCTURE

ASSIGN IDENTIFICATION CODES OR NUMBERS

 According to A Guide to the Project Management Body of

Subproject executed outside the project team

Unique WBS Identifier

 It is used to track the cost, schedule, and resources associated with

 These numeric identifiers are known as the code of accounts.

5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope