Introduction

SCOPE MANAGEMENT

1
Introduction

What’s trouble
in your
project ?

2
Learning Goals

Control
Definitio
n

Validation

Scope
Does it matter?
3
Trainee's missions

To complete this course and achieve goals, trainees

must:
• Study training materials
• Actively take part in the class’s activities
• Do exercises
• Complete Test/Quiz

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Content

Introduction

Plan Scope Management

Collect Requirement

Define Scope

Create WBS

Validate Scope

Control Scope

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INTRODUCTION

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 Introduction
Scope refers to all the work involved in creating the
deliverables of the project and processes use to create them

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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.

Managing project scope is primary concerned

with defining and controlling what is, and is not
included in the project.

The Scope baseline is the approved version of

project scope statement, work breakdown structure
(WBS) and its associated WBS dictionary
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 Product & Project Scope
• The product scope are the features and functions
that characterize a product, service or result;
• The project scope includes all the work to deliver a
product, service or result with the specific features
and functions

 The project scope is sometime viewed as including

product scope.

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Scope Management Processes

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Scope Management Processes
• Plan scope management: Document how the project and
product scope will be defined, validated, and controlled

• Collect requirement: Determining, document, and

manage stakeholder needs and requirements to
meet project objectives
• Define scope: Develop a detailed description of the
project and product

• Create WBS: Subdivide project deliverables and project

work into smaller, more manageable components

• Validate scope: Formalize acceptance of the completed

project deliverables
• Control scope: Monitor the status of the project and
product scope and manage changes to scope baseline 11
PLAN SCOPE MANAGEMENT

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PLAN SCOPE MANAGEMENT

 The process of creating a scope management plan

that documents how the project scope will be
defined, validated & controlled.
 It provides guidance and direction on scope will
be managed through out the project.

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PLAN SCOPE MANAGEMENT
How to define a Scope Management Plan?

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PLAN SCOPE MANAGEMENT (OUTPUT)

 Scope management plan: includes

− Process for preparing a project scope
statement
− Process that enables the creation of the WBS
from the detailed project scope statement
− Process that establishes how the scope
baseline will be approved and maintained
− Process that specifies how formal acceptance
of the completed project deliverables will be
obtained

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COLLECT REQUIREMENT

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COLLECT REQUIREMENT

 The process of determining, documenting, and

managing stakeholder needs and requirements to
meet objectives.
 This process is critical to the project’s success.

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COLLECT REQUIREMENT

Don't accept ambiguous

requirements!

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COLLECT REQUIREMENT (TECHNIQUE)
 Interviews
 Questionnaires and surveys
− Written sets of questions designed to quickly
accumulate information from a large number of
respondents
 Observation/conversation
− View individuals in their environment and how they
perform their jobs or tasks and carry out processes
 Prototypes
− Model of the expected product is built to get feedback
from users before actually building it.

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COLLECT REQUIREMENT (OUTPUT)
• Requirements documentation

Quality Business
Requirement Requirement
s s

Project Stakeholder
Requirement Requirement
s s

Solution
Transition
Requirement
Requireme Requirement
nt s (Functional
s
& NF)

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COLLECT REQUIREMENT (OUTPUT)

 Requirements traceability matrix

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DEFINE SCOPE

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DEFINE SCOPE
 The process of developing a detailed description
of the project and product.

• The project scope defines the deliverable to be

produced by the project, its characteristics and its
acceptance criteria.
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DEFINE SCOPE (TECHNIQUE)

 Product analysis: asking questions about a

product or service and forming answers to
describe the use, characteristics, and other
relevant aspects of what is going to be delivered
− Product breakdown
− Requirement analysis
− Systems analysis
− …

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DEFINE SCOPE (OUTPUT)

Product scope
description

Deliverables
Project Scope Statement

Acceptance criteria

Project exclusions

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CREATE WBS

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CREATE WBS
 The process of subdividing the major project’s
deliverables and into smaller, more manageable
components

• The lowest level of WBS component in the hierarchy is

called as Work Package
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CREATE WBS (TECHNIQUE)

• Read the Project scope statement carefully

• List the most important project deliverables derived from the
Step 1 scope statement

Decomposition
• Divided these deliverables to sub-deliverables
Next • These sub-deliverables should then be subdivided
steps

• The subdivision process can stop as soon as the Work Package

can be: Estimated, not too long, be allocated to a person or
group of people or supplier, easy to write and clear for
Final step everybody

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CREATE WBS (TECHNIQUE)

Decomposition

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CREATE WBS (OUTPUT)

 Scope baseline
− Project scope statement
− WBS
− WBS Dictionary: provides detailed deliverable,
activity, and scheduling information about
each component in the WBS

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VALIDATE SCOPE

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VALIDATE SCOPE
 The process of formalizing acceptance of completed project
deliverables.

 The verified deliverables are reviewed with customer or sponsor to

ensure that they are completed satisfactorily and have received
formal acceptance by customer or sponsor. 32
VALIDATE SCOPE
Check the
Acceptances from
project scope
statement

Correct mistakes Check the

and repeat the deliverables from
acceptance project scope
statement & WBS

Make sure that the

Assess if a fault is a deliverables are
mistake accepted according
to the plan

Get written
confirmation of the
successful
acceptance from the
client/stakeholder
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VALIDATE SCOPE (TECHNIQUE)

 Inspection: Measure, examine, and validate to

determine whether work and deliverables meet
requirements and product acceptance criteria
− Product review
− Walkthroughs

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VALIDATE SCOPE (OUTPUT)
 Accepted deliverables
Deliverables that meet the acceptance
criteria are formally signed off and
approved by the customer or sponsor.

• Change requests
Those deliverables that have not been
formally accepted may require a change
request for defect repair.

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CONTROL SCOPE

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CONTROL SCOPE
 The process of monitoring the status of the project
and product scope and managing changes to the
scope baseline

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CONTROL SCOPE (TECHNIQUE)
 Variance analysis
− Measuring the planned scope against the scope
baseline
− Determining the cause and degree of difference
between the baseline and actual work
− Deciding whether corrective or preventive action
is required

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CONTROL SCOPE (TECHNIQUE)
How to control project scope?
Precondition: the scope baseline has been defined and
approved by stakeholders.
1. How do the change procedures work? See the scope
management plan
2. Has all necessary work (and only the necessary work) been
carried out?
3. Try to anticipate possible influences on the project that
could result in changes to the project scope and act on them
4. If you notice discrepancies from the baseline (e.g.
additional or missing requirements):
− Take action to correct them, and
− Identify changes if corrections are not possible
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CONTROL SCOPE (OUTPUT)
 Work performance information
− Categories of the changes received
− The identified scope variances and their causes
− How they impact schedule or cost
− The forecast of future scope performance

 Change requests
− Analysis of project performance may result in a change
request to the scope and schedule baselines or other
components of the project management plan

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APPENDIX

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SCOPE MANAGEMENT: WATERFALL VS
SCRUM

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Scope Creep

 Scope creep:
You think
The uncontrolled expansion you knowor
to product theproject
impact of
a change so you go ahead, but it
scope without adjustments to time, cost, and
turns out that that change leads
resources.
to another one, and since you
are already making the first
change, you go with the next.
Then another change comes up,
and another, and another, until
it’s hard to tell what the scope of
the project is.
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Gold Plating
 Gold plating:
Gold plating is giving the customer something that he did not
ask for, something that wasn’t scoped, and often something
that the he may not want.

Consequences
• Increasing the cost of the project
• Scope inflation
• Increasing risks
• Raising the expectations of the over-satisfied customer
• Customer backlash

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