Scope Management Planning

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Scope Management includes the processes required
to ensure that the project includes all the work
required to successfully complete the project.

It does not consider superfluous work

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 Initiation
Inputs
Product Description
Strategic Plan
Project Selection Criteria
Historical Information

Tools & Techinques

Project Selection Methods
Expert Judgement

Outputs
Project Charter
Project manager Selected
Constraints & Assumptions

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Scope Planning is the process of Progressively Elaborating
and documenting the project work that will produce the
product of the project.

The outputs of the Scope Planning Process are the Scope

Statement and the Scope Management Plan.

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 Scope Definition

Scope Definition involves subdividing the Major Project

Deliverables into smaller more manageable parts. This is
necessary to;
Improve the accuracy of cost

Define a baseline for Performance Measurement and Analysis

Facilitate Clear responsibility assignments

Poor Scope Definition can result in increased Project Costs due to high variations

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Work Breakdown Structures

A Work Breakdown Structure (WBS) is a deliverable-

oriented grouping of project components that
organizes and defines the total scope of the project.

Work not in the WBS is outside the Scope of Works

of the project.

The item at the lowest level of the WBS may be

referred to as WORK PACKAGES

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Scope Verification

Scope Verification is the process of obtaining formal

acceptance of the project scope by the stakeholders.

It requires reviewing the deliverables and work

results to ensure that all were completed correctly
and satisfactorily.

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Scope Change Control

Scope Change Control is concerned with

Influencing the factors that create changes in the scope to
ensure that these changes are agreed upon.

Determining that tha scope change has actually occurred.

Managing the actual changes when and if they occur.

Scope Change Control must be thoroughly integrated with the other

control processes

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 Developing a Work Breakdown Structure

• Make a list of the highest level of work activity. (Level 1)

• Break down each member of this list into its component parts.
This component part will be a Subgroup or Sub Activity (Level 2)

• For each Subgroup or Sub Activity break down further (Level 3)

Each new subgroup defines a next level

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Developing a Work Breakdown Structure
Follow these guidelines to decompose the activities;

Ensure there are no gaps in the work activities

All work in the activity must be identified in the sub-activities.
No gaps means that all work that is required to complete the
activity must be done to successfully complete the main activity.

Ensure there are no overlaps

Since work can be included in different sub-activities, at different
levels, it is easy to create overlaps in the work , i.e. work can be
replicated.

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Developing a Work Breakdown Structure
Make assumptions to clarify the work to be broken down.
Document every assumption.

Determine the constraints which you will be working under.

Document every constraint.

Use action verbs at the lowest level of sub activities.

The lowest level of sub activities defines the smallest work packet.
These work packets form the work that must be
planned,
scheduled to be performed, and once performed, must be
verified as complete,
signed off as complete, and
Proceed to the next activity.

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Developing a Work Breakdown Structure

Top Down Approach

Start with the Main Project Deliverable and proceed to break
down to smaller deliverables.
Each smaller deliverable must be considered and broken
down further to a smaller deliverable until the deliverable
cannot be broken down any further.

Brainstorming Approach
As a group a complete list of activities is outlined.
No order or structure is defined at this point.

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Developing a Work Breakdown Structure

Questions ???

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