Ch.

5 – Scope Management

Source: http://www.pardaan.com/wp-content/uploads/2012/06/2.gif

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Project Scope Management
• Project scope includes all the work required to satisfy the project
requirements and objectives
• Primarily concerned with defining and controlling what is and
isn’t included in the project

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Product Scope vs. Project Scope
• Product Scope:

• Project Scope:

Ex. In a project to build a new bus depot, the product scope is to “build a new bus depot that
meets xxx technical specifications”. The project scope is the work that needs to be done to
deliver the bus depot – planning, coordination, management activities

• Scope Management involves managing both product scope and project

scope

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5.1 Plan Scope Management
• A Scope Management Plan is a component of the PM Plan and can include
processes for:
• Preparing a detailed project scope statement;
• Determining how the WBS will be created
• Defining how the WBS will be approved and maintained
• Specifying how formal acceptance of the completed project deliverables
will be obtained
• How changes to the scope will be managed (links to change management)

• The purpose of the Scope Management Plan is to

___________________________________________________

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5.2 Collect Requirements
• Requirements are what the stakeholders need from a project and must
relate to achieving the objectives of the project
• ‘Collect Requirements’ involves:
• Refining the high-level requirements from the Project Charter
• Gathering more information from all stakeholders

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5.2 Collect Requirements (con’t)
• So how do you collect requirements?

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Why Understanding Stakeholder Requirements
is so Important

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5.3 Define Scope
• Primarily concerned with determining what is and isn’t included in the project and
its deliverables
• Defining scope is iterative – the PM must balance the requirements (scope)
against the budget, schedule and other constraints in the project
• Defining scope results in a Project Scope Statement, which typically includes:
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Tips for Creating a Project Scope Statement
• Define your scope
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• Use SMART goals
– Specific
– Measurable
– Agreed Upon
– Realistic
– Timely
• Good idea to list what is ‘out of scope’ in addition to what is ‘in scope’

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5.4 Create Work Breakdown Structure
• A deliverable-oriented hierarchical decomposition of the work to be executed by
the project team to accomplish the project objectives and create the required
deliverables. It organizes and defines the total scope of the project.
• The WBS is the _______________ for the project
• Decomposition – breaks the project deliverables into small and manageable
components known as Work Packages

Project

1. Major 2. Major
Task Task

1.1 Sub 1.2 Sub 2.1 Sub

Task Task Task
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5.4 Create Work Breakdown Structure
• Work Packages:
• The items at the lowest level of the WBS
• Can be realistically estimated
• Can be completed relatively quickly (rule of thumb is <100 hrs)
• Can be completed without interruption (doesn’t require more information)
• Sometimes you want to control costs at a level higher in the WBS than the work
package level – this can be done with a ‘control account’

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Source: Rita Mulcahy’s PMP Exam Prep
Example of a WBS

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Source: http://www.projectinsight.net/i/project-management-basics/work-breakdown-structure.gif
5.4 Create Work Breakdown Structure
• There is no set format for a WBS – just keep in mind the following rules:
• The WBS is created by the team (not the PM alone)
• The entire project is included in the highest level of the WBS and then it is
decomposed from there – some levels will be broken down further than others
• The WBS includes ONLY the deliverables that are required for the project
• A WBS should be used on EVERY project, no matter the size
• The WBS should be numbered and the same numbers/titles should be used on
your project schedule, responsibility assignment matrix (RAM), etc.

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5.4 Create Work Breakdown Structure
• The benefits of using a WBS include:

• a WBS does NOT show ____________________________

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WBS Dictionary
• A document that provides a description of the work to be done for each WBS
work package (the lowest level tasks on the WBS only)

• Acts as a ‘dictionary’ for the person/group responsible for completing a

particular work package

• Helps clearly define the activities to be undertaken and prevent scope creep

• See example of a WBS Dictionary template on UM Learn.

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Scope Creep
Scope Creep – adding features and functionality (project scope) without
addressing the effects on time, costs, and resources, or without customer
approval

Why is scope creep bad?

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https://media.licdn.com/mpr/mpr/shrinknp_400_400/AAEAAQAA
AAAAAAKXAAAAJDQyMTg0ODcxLTBlOGEtNDRhZi1iNjRh
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Common Causes of Scope Creep

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5.5 Validate Scope
• The process of formalizing acceptance of the completed project
deliverables (PMBOK®, 5th Ed., pg. 133)
• Requires review of deliverables with the customer to obtain formal
acceptance (i.e. an acceptance signature)
• Differs from quality control in that scope validation is concerned with the
___________ of deliverables, while quality control is concerned with
___________ of the deliverables
• Formal acceptance documentation should be included in the project files

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5.6 Control Scope
• The process of monitoring the status of the project and product scope
and managing changes to the scope baseline (PBMOK®, 5th Ed., pg.
136)
• Controlling scope should be proactive
• Any proposed changes to the project scope need to follow the
project’s change management process
• It is your responsibility as the PM to:
– Minimize scope creep
– Ensure that no unapproved changes find their way into your
project

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Summary
• Scope management involves both management of product and project
scope
• Don’t underestimate the value of:
• Thoroughly defining requirements and scope
• Creating a well-decomposed WBS
• Proactively managing scope creep through proper change management

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Project Management Knowledge Areas
Core Processes

Scope Time Cost Quality

Management Management Management Management

Project Project
Integration Management
Objectives Success

Resource Communication Risk Procurement Stakeholder

Management Management Management Management Management

Support Processes

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 Questions?

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