PMP Exam Preparation Course 2023 - Part5

Chapter – 5
Project Scope Management
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

PMP
 Session Objectives:
 To make the scope plan.
 How to collect Requirements.
 How to create Project Scope Statement.
 How to create WBS and WBS Dictionary.
 How to verify Scope the Deliverables produced.
 How to control Scope throughout the Project.

PMP
• Tow Categories for Scope:

Product Scope Project Scope
Features and Functions of the product of The work needed to create the
project product of project
Completion product scope is measured Completion of a project Scope is

against the requirements measured against the plane.
• 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
• Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project

PMP
Scope must be clearly defined and formally approved before work

starts, If using an adaptive approach, this may be done at a higher, less
formal level with a summarized agreement.
Monitoring and
Planning
Control
5.1 Plan Scope
Management
5.5 Validate Scope
5.2 Collect
Requirements
5.3 Define Scope
5.6 Control Scope
5.4 Create WBS

PMP
Mapping with ECO
Domain 2: Processes
oTask 8: Plan and Manage Scope

PMP
5.1 Plan scope Management
• The process of creating a scope management plan that
documents how the project scope will be defined,
validated, and controlled.
Project Management Expert Judgment Scope Management
Outputs
Inputs
Tools and Techniques

Plan Plan
Data analysis
Project Charter Requirements
Enterprise
Meetings Management Plan
Environmental Factors
Organizational Process
Assets
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com ECO-Domain

\Selfelearn 2: Task 8
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PMP
 Inputs
1. Project Management plan .
2. Project charter
3. Organizational Process Assets
4. Enterprise Environmental Factors.
 Tools and Techniques
1. Expert judgment
2. Data analysis
3. meetings
 Outputs.
1. Scope Management plan ./ Product roadmap
2. Requirements Management plan .

PMP
 Overview of Outputs:
2. Requirements Management Plan
 May Contents:
How requirements activities will be planned, tracked and reported.
How configuration activities will be planned, tracked and reported.
Description of requirements prioritization.
How product metrics are defined.
How traceability structure is defined.

PMP
Product Roadmap (for Agile)
Is a visual depiction of the product releases and the main components that will be
included in each release of an agile project.
Communication tool to provide quick view of the primary release points and
intended functionality that will be delivered.
High-level planning tool; show what we plan to deliver in each release.
Work with the product backlog together to help the team plan the project.
Product Roadmap = a tool that plan of how the product is likely to grow while
Product Backlog = a tool that guides the work of the development team

PMP

PMP
5.2 Collect Requirements
The process of determining, defining and managing the stakeholder customer
needs.
The customer requirements have to be elicited, analyzed and recorded.
The Requirements are categorized as:
Project Requirements Product Requirements

Business Requirement Technical Requirement
Project Management Requirement Security Requirement
Delivery Requirement Performance Requirement
This process should cover these questions (M.S.C.W)have?

In Agile, team tend to define High-Level requirements and progressively
refine them

PMP
Project Charter Expert judgment Requirements
Outputs
Inputs

Project Management Data gathering Documentation
Plan Data analysis Requirements
Project Documents Traceability Matrix
Decision making
Business documents Data representation
Agreements Interpersonal and
EEF team skills
OPA Context diagram
Prototypes

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PMP
 Inputs
1. Project Charter
2. Project Management Plan
3. Project Documents (Assumption log, Lesson learned register, stakeholder register)
4. Business documents
5. Agreements
6. EEF
7. OPA.
1. Expert judgment
2. Data gathering .(explain later)
3. Data analysis
4. Decision making .(explain later)
5. Data representation
6. Interpersonal and team skills
7. Context diagram
8. Prototypes (early feedback, progressive elaboration).

PMP
Outputs:
1. Requirements Documentation.
2. Requirements Traceability Matrix

PMP
 Overview of some of Tools & Techniques:
 Data Gathering
1. Brainstorming
2. Interviews (all participants of the project).
3. Focus Groups .( prequalified Stakeholder, Expert-subject matter).
4. Questionnaires and Surveys( Fast, Wide audience).
5. Benchmarking (comparing).
 Data Analysis
Example of documents can be reviewed and analyzed to get requirements
1. Agreements;
2. Business plans;
3. Business process or interface documentation;
4. Problem/issue logs;
5. Policies and procedures;
6. Requests for proposal

PMP
 Data representation
1. Affinity Diagram.(Collect all for review and analysis)
2. Idea / Mind Mapping. (Get the agrees and disagrees)
 Interpersonal and team skills ( Affinity Diagram )
1. Brainstorming
2. Nominal Group Techniques.(Voting ,prioritizing)
3. Observation/Conversation (Site visit/job shadowing )
4. Facilitation (Session with the Key Stakeholders)
5. Delphi Technique.(Expert Opinion)
( Mind Mapping )
 Group Decision Making Techniques
Is an assessment process of multiple alternatives.
Generate, Classify and Prioritize product requirements
1. Unanimity (100%).
2. Majority (>50%).
3. Plurality (the largest block in a group, options nominated is more than two).
4. Dictatorship (one person making decision).

PMP
1. Requirements Documentation :
 May Contents:
Functional Requirements.
Non-Functional Requirements.
Quality Requirements.
Acceptance Criteria Requirements.
Support and Training Requirements.
Requirements Assumptions and Constraints.
Business Rules Requirements.
 Note: before the requirements being baseline, requirements must be

unambiguous( measurable & testable),traceable, complete and acceptable to key
stakeholders.

PMP
2. Requirements Traceability Matrix:
 Is a table that links requirements to their origin and traces them
throughout the project life cycle.
 To ensure the approved requirements in the Requirement
Documentation are delivered at the end of project.
 It provides a structure for managing change to the Product Scope.
Requirements
Objectives R1 R2 R3 R4 R5
Objective 1 x x x
Objective 2 x x x
Objective 3 x x x

PMP

PMP
3. Requirements Traceability Matrix:
 May Contain:
Requirements to Business goals, opportunities.
Requirements to Project Objectives.
Requirements to Project Scope/WBS Deliverables.
Requirements to Product Design.
Requirements to Product Development.
Requirements to Test strategies & Test scenarios.
High Level Requirements to More detailed Requirements.
 Attributes associated with each requirement can be recorded in this
document.

PMP
 In Agile: User Story:
As a <role>, I want <functionality/goal>, so that <business benefit/motivation>
Example:
“As a community organizer, I want the new library to offer public meeting spaces
so that we have a central place to gather and can expose community members to the
benefits of the library through neighborhood events”

PMP
5.3 Define Scope
• Defining the project scope is Critical to the success of the project since it
describes exactly what the product or service of the project is being
made.
• Scope Definition is a process to prepare a detailed Project Scope
Statement.
Project Charter Expert Judgment Project Scope
Outputs
Inputs

Scope Management Data Analysis Statement
Plan 1.Alternatives analysis Project Document
Project Documents Updates
Decision making
1.Requirements 1.Multicriteria decision
Documentation analysis
2.Assumption log Interpersonal and
3.Risk register team skills
EEF 1.Facilitation
OPA Product Analysis

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PMP
5.3 Define Scope
 Inputs
1. Project Charter
2. Scope Management Plan
3. Project Documents
• Requirements Documentation
• Assumption log
• Risk register
1. EEF
2. OPA
1. Expert Judgment
2. Data Analysis (Alternatives analysis) (explain later)
3. Decision making (Multi-criteria decision analysis)
4. Interpersonal and team skills (Facilitation)
5. Product Analysis (explain later)

PMP
5.3 Define Scope
 Outputs:
1. Project Scope Statement.
2. Project Document Updates.

Stakeholder Register.
Requirements Documentation.
Requirements Traceability Matrix.

PMP
5.3 Define Scope
 Product Analysis:
To analyze the objectives & description of the product stated by stakeholder and turn
them into tangible deliverables.
Examples : Product breakdown method, System Engineering, Value analysis.
 Alternative Analysis:
It is the technique to generate different approach to execute and perform the work of
project.
Example : Brainstorm.

PMP
5.3 Define Scope
 Overview of some of Outputs:
1. Project Scope Statement :
Provide detailed description of project deliverable & work required to create those
deliverables.
What work will be performed and what work is excluded.
Provide common understanding of the project scope among project stakeholder.
Provide baseline for evaluating the change requests.
❖ Project Scope Statement Includes:
 Project Scope Description.
 Product Acceptance Criteria.
 Project Deliverables.
 Product/ Service/ Result.
 Project management document & report.
 Project exclusions.
 Project Constraints & Assumptions.

PMP
5.3 Define Scope

PMP
5.3 Define Scope
In Agile: Timeboxing (Fixed Short Time &Fixed Cost, Scope
variable)

PMP
5.3 Define Scope
variable)
• Is a short, fixed period in which a defined set of activities or work is
undertaken.
• Worked planed not complete leave in the backlog to be undertaken in

another timeboxing.
• Timeboxing allow agile teams to adjust their scope to achieve the highest-
priority, best-quality product within a fixed cost and timeframe
• They offer regular opportunities to assess results, gather feedback, and

control the overall costs and risks of a project.

PMP
5.3 Define Scope
variable)
sprint length 1w
2h/sprint length 1w
Timeboxing = 15min/day
1h/sprint length 1w 1h/sprint length 1w

PMP
5.4 Create WBS
 WBS decomposes the project work into smaller, more manageable pieces of
work.
 WBS is a deliverable-oriented hierarchical decomposition of Project Work.
 The WBS organize & Define the total scope of the project & represents the
work specified in the current approved Project Scope Statement.
Scope Management Expert Judgment Scope baseline
Inputs
Outputs
Plan Project Document
Decomposition
Project Documents Updates
1.Project scope
statement
2.Requirements
Documentation
EEF
OPA

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PMP
5.4 Create WBS
• WBS is very important as it is input to 5 core processes:

PMP
5.4 Create WBS
 Inputs
1. Scope Management plan
• Project Scope Statement.
• Requirements Documentation.
3. Organizational Process Assets.
4. Enterprise Environmental Factors
1. Expert judgment.
2. Decomposition.
 Outputs
1. Scope Baseline.
Project Scope Statement.
WBS. (including the Product scope, Project scope, PM efforts)
WBS Dictionary
Work Package (The lowest level of the WBS with a unique identifier)
Planning Package (with known work content but without detailed schedule activities)
2. Project Document Updates. (Assumption log, Requirements documentation )

PMP
5.4 Create WBS
 Overview of Tools & Technique:
 Decomposition: (or deconstruction)

Is subdivision of project deliverable into smaller, more manageable component
until the work and deliverable are defined to Work Package level.
Work Package level is the lowest level in the WBS and is the point at which
the cost & activity duration for the work can be reliably and managed.
Rolling wave Planning:

Is a method of decomposing where the deliverable which has information will be
decompose into details now but the other deliverable /work that has not enough
information will be decompose later in the future when the information available.

PMP
5.4 Create WBS
Overview of Tools & Technique:
 Decomposition:
Activities are:
Identifying and analyzing the deliverables and related work.
Structuring and organizing the WBS.
Decomposing the upper WBS level into lower detailed component.
Developing and assigning identification codes to the WBS components.
Verifying that the degree of decomposition of the work is necessary and

sufficient.

PMP
5.4 Create WBS
• Examples of Decomposition:

PMP
5.4 Create WBS
• Examples of Decomposition:

PMP
5.4 Create WBS
 Levels of WBS
1.Project
1.1. Phase 1
1.1.1. Deliverable
1.1.1.1.Deliverable
1.1.1.1.1 Deliverable
 Control Account:
 Can contain more than one work package but each work package attached to
one control account. (a higher level than the work package)
 WBS Identifier:
 Provide structure for summation the cost and time as whole and the compare
them with the Earned Value for Performance Measurements.

PMP
5.4 Create WBS
 Example of WBS

PMP
5.4 Create WBS
 Overview of some of Outputs:
 WBS Dictionary Contains:
Code of accounts identifier.
Description of work.
Person / organization responsible to completing the component.
List of schedule milestones.
Associated schedule activities.
Resources required & Cost estimates.
Quality requirements & Acceptance criteria.
Technical references.
Exam Note: the Project Manager uses WBS dictionary to prevent Scope Creep

PMP
5.4 Create WBS
 Example of WBS Dictionary

PMP
5.4 Create WBS
Why Use the WBS?
• Help prevent work from slipping through the cracks.
• Provides the project team members with an understanding of their work.
• Facilitates communication and cooperation between project team & stakeholders.
• Help prevent changes.
• Focus the team experience on what needs to be done, resulting in higher quality
and a project that is easier to manage.
• Provides a basis for estimating staff, cost, and time.
• Provides proof of the need for staff, cost, and time.
• Get team buy-in and build the team.
• Helps people get their minds around the project.
• When there is a scope change to the project; WBS along with the scope statement,
can help to see if new scope within the planned scope of the project.
• As a way to control scope creep by reminding everyone what is to be done.

PMP
5.4 Create WBS
Why Use the WBS?
• As a communication tool.
• To help new team members see their roles.
• WBS from one project may be used as the basis for the next.
• The PMO should collect WBS examples and encourage the creation of templates.
• Is a graphical picture of the hierarchy of the project.
• Identifies all the deliverables to be completed- if it isn't in the WBS it isn't part of
the project.
• It is the foundation upon which the project is built.
• It is very important.
• It Can be reused for other project.
• It Should exist for every project.
• It Doesn't show dependencies

PMP
5.4 Create WBS
Product Backlog
Are common on fast-moving agile projects rather than WBS in waterfall project
Is a single, visible master list of all the functional and nonfunctional work identified for the
project.
In other words : is a list of work that needs to be done, and items are removed from the
list as they are completed
The backlog is organized by priority from the top down
Is primarily used to ensure adaptability
Continuous updated with new requirement and new information and prioritized “ this
process called refining or grooming the backlog” and done in release planning
meeting held before the start of each new iteration with all stakeholders present

PMP
5.4 Create WBS
Example: Product Backlog of Shopping Website Project

PMP
5.5 Validate Scope
 Validate Scope is the process of the project customer accepting the project deliverables.
 happens at the end of each project phase or major deliverables are created.
 Is ensuring that the deliverables the project creates are in alignment with the project scope.
 Verification/ Validation of Scope differs from Quality Control.
 Getting the acceptance of the deliverables from customer.
 Correctness of deliverables & meetings the quality requirement specified for
deliverable.
 Quality control process is preformed before scope verification.
 You can verify the scope with the customer multiple time in one project.
Note: It's unethical to ignore Scope validation because it adds risk to meeting the
customer's needs (see PMI® Code of Conduct)

PMP
5.5 Validate Scope
Project Management Inspection Accepted Deliverables
Inputs
Outputs
Plan Work Performance
Decision-Making
1.Scope Management Information
Plan 1.Voting Change Requests
2.Requirements
Management Plan Project Document
Updates
3.Scope Baseline
Project Documents
1.Lesson Learned
2.Quality report
3.Requirement
documentation
4.Requirements
Traceability Matrix
Verified deliverables
Work Performance
Data

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PMP
5.5 Validate Scope
 Inputs
1. Project Management Plan.
 Scope Management Plan
 Requirements Management Plan
 Scope Baseline
 Lesson Learned
 Quality report
 Requirement documentation
 Requirements Traceability Matrix
3. Verified Deliverables.( from Perform Quality Control process).
4. Work Performance Data
1. Inspection and group decision making techniques
 Reviewing, measuring, examine & verifying to determine whether work and deliverable meet
requirement & product acceptance criteria.
 Outputs
1. Accepted Deliverables.
2. Work performance information
3. Change Requests.
4. Project Document Updates.

PMP
5.6 Control Scope
• Project Scope Control concerned with influencing the factors that create project
scope changes and controlling the impact of those changes.
• Scope control assures all requested changes and recommended corrective actions
are processed through Integrated Change Control Process.
• Uncontrolled changes are referred to as Scope Creep.
Project Management Data analysis Work Performance
Inputs
Outputs
Plan Information
1.Variance analysis
Project Documents Change Requests
2. Trend analysis
Work Performance Project Management
Data Plan Updates
OPA Project documents
updates

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PMP
5.6 Control Scope
 Inputs
1. Project Management Plan.
Scope Management Plan
Requirements Management Plan
Change management plan
Configuration management plan
Scope Baseline
Performance measurement baseline.
Lesson Learned register
Requirement documentation
Requirements Traceability Matrix
3. Work Performance Data.
4. Organizational Process Assets.
 Tools & Techniques
1. Variance Analysis.
 Determine the cause & degree of variance related to the scope baseline.
PMP
5.6 Control Scope
 Outputs
1. Work Performance Information Measurements.
2. Change Requests.
3. Organizational Process Assets Updates.
4. Project Management Plan Updates.
5. Project Document Updates

Requirements Documentation.
Requirements Traceability Matrix.

PMP
General Information for this Chapter
 For large project it is difficult to “ Catch” everything.
 Creation of the WBS is the responsibility of the project team.
 Team buy-in is a direct result of the WBS creation process
 The Gold Plating can control by WBS dictionary.
 The WBS used during the execution process by project manager to

communicating with customer.

PMP
To Sum Up..
 We identified Project Scope Management knowledge area processes.
 We know how to collect requirements.
 We know how to create Project Scope Statement.
 We know how to create WBS and WBS Dictionary.
 We know how to verify Scope the Deliverables produced.
 We know how to control Scope throughout the Project.

PMP
Questions?
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Chapter – 5

Project Scope Management

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

 How to collect Requirements.

 How to create Project Scope Statement.

 How to create WBS and WBS Dictionary.

 How to verify Scope the Deliverables produced.

 How to control Scope throughout the Project.

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

• Tow Categories for Scope:

Completion product scope is measured Completion of a project Scope is

• Project Scope Management includes the processes required to ensure

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Scope must be clearly defined and formally approved before work

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

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Tools and Techniques

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How configuration activities will be planned, tracked and reported.

Description of requirements prioritization.

How product metrics are defined.

How traceability structure is defined.

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High-level planning tool; show what we plan to deliver in each release.

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Project Requirements Product Requirements

This process should cover these questions (M.S.C.W)have?

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Project Charter Expert judgment Requirements

Tools and Techniques

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 Note: before the requirements being baseline, requirements must be

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Tools and Techniques

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2. Project Document Updates.

Requirements Traceability Matrix.

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 Project Constraints & Assumptions.

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• Worked planed not complete leave in the backlog to be undertaken in

• They offer regular opportunities to assess results, gather feedback, and

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1h/sprint length 1w 1h/sprint length 1w

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 Decomposition: (or deconstruction)