Mohamed Seleam Abou Hatab

Sr. Project Management Consultant

Mohamed.seleam@yahoo.com
+201061177737

PROJECT SCOPE MANAGEMENT

Mohamed Seleam Abou Hatab

PMP, PMI-RMP, PMI-SP, PMI-PBA
Sr. Project Management Consultant
 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.
.Preventing extra work or gold plating
• project scope :The work performed to deliver a product, service, or result Product
Scope
with the specified features and functions.
(features
•product scope :The features and functions that characterize a product, and specs)
Project
service, or result. Scope
(Work and
activities)
 IN AGILE ENVIRONMENT:

 PROJECT IS AT HIGH RISK

 SCOPE NOT FINALIZED OR AGREED ON AT THE BEGINNING OF THE PROJECT

 LESS TIME TO COLLECT REQUIREMENTS AND MORE TIME ON THE PROCESS REFINEMENT

 ALWAYS A GAP BETWEEN ORIGINAL BUSINESS REQUIREMENT AND REAL BUSINESS

REQUIREMENT
 SCOPE WILL ALWAYS BE REDEFINED AND UNDER EVALUATION THROUGH OUT THE PROJECT
LIFE CYCLE
 Project Management Process Groups
Knowledge Areas
Monitoring and Controlling Closing Process
Initiating Process Group Planning Process Group Executing Process Group
Process Group Group

4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control

5- Project Scope Management   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- Project Schedule Management   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- Project Cost Management   7.1 Plan Cost Management   7.4 Control Costs  
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management   8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality  

9- Project Resource Management   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- Project Communications   10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications  
Management

11- Project Risk Management   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- Project Procurement   12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 4 
Management
13- Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder  
Management Engagement Engagement
 PLAN SCOPE MANAGEMENT
The process of creating a scope management plan that documents how the project &

product scope will be defined, validated, and controlled.

 PLAN SCOPE MANAGEMENT

Inputs Tools & Outputs

Techniques
1 .Project charter 1. Expert judgment 1. Scope Management
Plan
2. Project manage. Plan 2. Meetings
• Quality manage. Plan 2. Requirements
• Project life cycle description 3.Data analysis management plan
• Development approach • Alternative analysis

3. EEF

4. OPA
 SCOPE MANAGEMENT PLAN
THE SCOPE MANAGEMENT PLAN IS A COMPONENT OF THE PROJECT MANAGEMENT PLAN THAT DESCRIBES

HOW THE PROJECT SCOPE WILL BE DEFINED, DEVELOPED, MONITORED, CONTROLLED, AND VERIFIED

Process that establishes

Process that enables the how the scope baseline
creation of the WBS will be approved and
maintained;

Process that specifies

Scope how formal acceptance
Process for preparing a
Management of the completed project
project scope statement
deliverables will be
Plan obtained.
REQUIREMENTS MANAGEMENT PLAN

Requirements
prioritization
process
Configuration Metrics that will
management be used and the
activities rationale for
using them;

Traceability
How structure that
requirements Requirements
reflects the
activities will be M. Plan requirement
planned, tracked, attributes
and reported
 COLLECT
REQUIREMENTS
 THE PROCESS OF DEFINING AND DOCUMENTING STAKEHOLDERS’ NEEDS TO MEET THE PROJECT
OBJECTIVES.

 THE TERM “REQUIREMENT” IS DEFINED AS A CONDITION OR CAPABILITY THAT IS REQUIRED TO BE PRESENT IN A

PRODUCT, SERVICE, OR RESULT TO SATISFY AN AGREEMENT OR OTHER FORMALLY IMPOSED SPECIFICATION

WE CAN CLASSIFY THE REQUIREMENT INTO:

1. BUSINESS REQUIREMENTS

2. STAKEHOLDER REQUIREMENTS

3. SOLUTION REQUIREMENTS

a. FUNCTIONAL REQUIREMENTS

b. NON-FUNCTIONAL REQUIREMENTS

4. PROJECT REQUIREMENTS

5. QUALITY REQUIREMENTS 9

6. TRANSITION REQUIREMENTS
 COLLECT REQUIREMENT
Inputs Tools & Techniques Outputs

1.Project charter 1.Expert Judgment 1. Requirements documentation

2. Project manage. Plan 2. Data Gathering
• Scope manage. Plan • Brainstorming 2. Requirements traceability
• Requirements manage. Plan • Interviews matrix
• Stakeholder engagement plan • Focus Groups
3. Project documents • Questionnaires & surveys
• Assumption log • benchmarking
• Lessons learned register 3.Data analysis
• Stakeholder register • Document analysis
4. Business documents 4.Decision making
• Business case • Voting
5. Agreements • Multi-criteria decision analysis
6. EEF 5. Data representation
7. OPA • Affinity diagrams
• Mind mapping
6. Interpersonal & Team Skills
• Nominal group
• Observation/ conversation
• Facilitation
7. Context diagram
8. Prototypes
DELPHI TECHNIQUE

• Reach consensus from

EXPERTS.

•ANONYMOUS: no bias

•Written questionnaire
11
•Two or more rounds.
11
 DECISION MAKING
 VOTING.
• UNANIMITY. A DECISION THAT IS REACHED WHEREBY EVERYONE AGREES ON A SINGLE COURSE OF
ACTION.
• MAJORITY. A DECISION THAT IS REACHED WITH SUPPORT OBTAINED FROM MORE THAN 50% OF THE
MEMBERS OF THE GROUP.
• PLURALITY. A DECISION THAT IS REACHED WHEREBY THE LARGEST BLOCK IN A GROUP DECIDES,
EVEN IF A MAJORITY IS NOT ACHIEVED.
 AUTOCRATIC. 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.
 DECISION-MAKING TECHNIQUES

 DECISION-MAKING TECHNIQUES THAT CAN BE USED IN THE ACQUIRE RESOURCES PROCESS INCLUDE BUT ARE NOT LIMITED TO
MULTICRITERIA DECISION ANALYSIS.

 SELECTION CRITERIA ARE OFTEN USED TO SELECT PHYSICAL PROJECT RESOURCES, OR THE PROJECT TEAM.

 SOME EXAMPLES OF SELECTION CRITERIA THAT CAN BE USED ARE:

AVAILABILITY. COST. ABILITY. EXPERIENCE. KNOWLEDGE. SKILLS . ATTITUDE. .INTERNATIONAL FACTORS.

criteria are developed and used to rate or score potential resources .

The criteria are weighted according to their relative importance and values can be changed for different types of resources.
 DATA REPRESENTATION
 AFFINITY DIAGRAMS. ALLOW LARGE NUMBERS OF IDEAS TO BE CLASSIFIED INTO GROUPS FOR
REVIEW AND ANALYSIS.
 MIND MAPPING. CONSOLIDATES IDEAS CREATED THROUGH INDIVIDUAL BRAINSTORMING
SESSIONS INTO A SINGLE MAP TO REFLECT COMMONALITY AND DIFFERENCES IN
UNDERSTANDING AND TO GENERATE NEW IDEAS.
 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
 REQUIREMENTS TRACEABILITY
MATRIX

• The requirements traceability matrix is a grid that links

Business
need product requirements from their origin to the deliverables that
Different satisfy them.
level of Project
requirements
details
objective • Allows for tracking & traceability throughout project life cycle.
• Provides a structure for managing changes to product scope.
Requirement
• Requirement attributes include:
Test strategy
Scope/WBS • Unique ID, description, owner, version, status, completion date,
/scenario
acceptance criteria.

Product
development Design
 DEFINE SCOPE

THE PROCESS OF DEVELOPING A DETAILED DESCRIPTION OF THE PROJECT AND

PRODUCT. IN THE PROJECT CONTEXT THE TERM SCOPE CAN REFER TO:
• PRODUCT SCOPE – THE FEATURES AND FUNCTIONS THAT CHARACTERIZE A PRODUCT, SERVICE OR
RESULT.
• PROJECT SCOPE – THE WORK THAT NEEDS BE ACCOMPLISHED TO DELIVER A PRODUCT, SERVICE, OR
RESULT WITHIN THE SPECIFIED FEATURES AND FUNCTIONS.

 SINCE ALL THE REQUIREMENTS IDENTIFIED IN COLLECT REQUIREMENTS MAY NOT BE INCLUDED IN
THE PROJECT, THE DEFINE SCOPE PROCESS SELECTS THE FINAL PROJECT REQUIREMENTS FROM THE
REQUIREMENTS DOCUMENTATION DEVELOPED DURING THE COLLECT REQUIREMENTS PROCESS. IT
THEN DEVELOPS A DETAILED DESCRIPTION OF THE PROJECT AND PRODUCT, SERVICE, OR RESULT.

17
 Define Scope
Inputs Tools & Techniques Outputs
1. Project charter 1.Expert judgment 1. Project scope statement

2. Project manage. Plan 2.Data analysis 2. Project documents updates

• Scope manage. plan • Alternatives analysis • Assumption log
• Requirements doc.
3. Project documents 3.Decision making • Requirements traceability
• Assumption logs • Multi-criteria decision matrix
• Requirements Doc. analysis • Stakeholder register
• Risk registers
4. Interpersonal & team skills
4. EEF • Facilitation
5. OPA
5. Product analysis
 PRODUCT ANALYSIS ALTERNATIVE ANALYSIS

TECHNIQUES TO DEVELOP A IT IS A TECHNIQUE USED TO

BETTER UNDERSTANDING OF GENERATE DIFFERENT

THE PRODUCT (E.G., SYSTEMS APPROACHES TO THE WORK OF

ENGINEERING, VALUE THE PROJECT. A VARIETY OF

ENGINEERING, FUNCTION GENERAL MANAGEMENT

ANALYSIS, QUALITY FUNCTION TECHNIQUES ARE OFTEN USED
DEPLOYMENT) HERE, THE MOST COMMON OF

WHICH IS BRAINSTORMING.
 PROJECT SCOPE STATEMENT

 THE PROJECT SCOPE STATEMENT IS THE DESCRIPTION OF THE PROJECT SCOPE, MAJOR DELIVERABLES,
ASSUMPTIONS, AND CONSTRAINTS.
 THE PROJECT SCOPE STATEMENT DOCUMENTS THE ENTIRE SCOPE, INCLUDING PROJECT AND PRODUCT
SCOPE. IT DESCRIBES THE PROJECT'S DELIVERABLES IN DETAIL.
 PROJECT BOUNDARIES AND EXCLUSIONS:IDENTIFIES WHAT IS EXCLUDED FROM THE PROJECT. EXPLICITLY
STATING WHAT IS OUT OF SCOPE FOR THE PROJECT HELPS MANAGE STAKEHOLDERS’ EXPECTATIONS AND CAN
REDUCE SCOPE CREEP.
 PRODUCT SCOPE DESCRIPTION :PROGRESSIVELY ELABORATES THE CHARACTERISTICS OF THE PRODUCT,
SERVICE, OR RESULT DESCRIBED IN THE PROJECT CHARTER AND REQUIREMENTS DOCUMENTATION.
 ACCEPTANCE CRITERIA:A SET OF CONDITIONS THAT IS REQUIRED TO BE MET BEFORE DELIVERABLES ARE
ACCEPTED.

 PROJECT DELIVERABLES:ANY UNIQUE AND VERIFIABLE PRODUCT, RESULT, OR CAPABILITY TO PERFORM

A SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS, PHASE, OR PROJECT.
 PROJECT CHARTER VS PROJECT SCOPE
STATEMENT
 PROJECT PURPOSE
 PROJECT SCOPE DESCRIPTION (PROGRESSIVELY ELABORATED)
 MEASURABLE PROJECT OBJECTIVES AND RELATED
 PROJECT DELIVERABLES
 SUCCESS CRITERIA
 ACCEPTANCE CRITERIA

led
 HIGH-LEVEL REQUIREMENTS
 PROJECT EXCLUSIONS
 HIGH-LEVEL PROJECT DESCRIPTION, BOUNDARIES,

AND KEY DELIVERABLES

el

i
 OVERALL PROJECT RISK

ta
 SUMMARY MILESTONE SCHEDULE
lev
 PREAPPROVED FINANCIAL RESOURCES

De
 KEY STAKEHOLDER LIST

 PROJECT APPROVAL REQUIREMENTS (I.E., WHAT CONSTITUTES SUCCESS, WHO

DECIDES THE
gh

PROJECT IS SUCCESSFUL, WHO SIGNS OFF ON THE PROJECT)

 PROJECT EXIT CRITERIA (I.E., WHAT ARE THE

CONDITIONS TO BE MET IN ORDER TO CLOSE OR TO

Hi

CANCEL THE PROJECT OR PHASE

 ASSIGNED PROJECT MANAGER, RESPONSIBILITY,

AND AUTHORITY LEVEL

 NAME AND AUTHORITY OF THE SPONSOR OR OTHER

 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.

 THE WBS IS A HIERARCHICAL DECOMPOSITION OF THE TOTAL SCOPE OF WORK TO BE CARRIED OUT BY THE
PROJECT TEAM TO ACCOMPLISH THE PROJECT OBJECTIVES AND CREATE THE REQUIRED DELIVERABLES.
 THE WBS ORGANIZES AND DEFINES THE TOTAL SCOPE OF THE PROJECT AND REPRESENTS THE WORK
SPECIFIED IN THE CURRENT APPROVED PROJECT SCOPE STATEMENT.
 CREATE WBS

Inputs Tools & Outputs

Techniques
1. Project manage. Plan 1. Decomposition 1.Scope baseline
• Scope manage. plan
2. Project documents
2. Project documents 2. Expert judgment updates
• Project scope statement • Assumption log
• Requirements • Requirements
Documentation Documentation

3. EEF
4. OPA
 TYPICAL WBS
Information
System
1.

Project Systems Hardware Software Facilities Training

Management Engineering Acquisition Development Modifications Development
1.1 1.2 1.3 1.4 1.5 1.6

Project Product CPU Operating Facility Training

Planning Design Acquisition System Plans Plans
1.1.1 1.2.1 1.3.1 1.4.1 1.5.1 1.6.1

Project Systems Auxiliary Database Facility Training

Control Integration Equipment 1.4.2 Modification Courses
1.1.2 1.2.2 1.3.2 1.5.2 1.6.2

Project Test & Printer Application Facility

Data Evaluation Acquisition Development Installation
1.1.3 1.2.3 1.3.3 1.4.3 1.5.3
 Project

Phase 1 Phase 2 Deliverable 3 Subproject4 Subproject 5

Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.2

Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x

Work package Work package

Work package 2.2.2.1 Work package
2.2.1.1 3.1 4.1.2.1

Work package Work package

Work package Work package
2.2.2.2 3.2
2.2.1.2 4.1.2.2

Work package
Work package 3.3 Work package
2.2.1.3 Work package 4.1.2.3
2.2.2.2.1
Work package
3.4
Work package
2.2.2.2.2
 SAMPLE OF WBS (INTRANET WBS IN TABULAR FORM)

Concept 1.0
Evaluate current systems 1.1
Define Requirements 1.2
Define user requirements 1.2.1
Define content requirements 1.2.2
Define system requirements 1.2.3
Define server owner requirements 1.2.4
Define specific functionality 1.3
Define risks and risk management approach 1.4
Develop project plan 1.5
Brief web development team 1.6
Web Site Design 2.0
Web Site Development 3.0
Roll Out 4.0
Support 5.0
 DECOMPOSITION

 Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable
parts.
 The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and
managed.
 The level of decomposition is often guided by the degree of control needed to effectively manage the project.
 Decomposition of the total project work into work packages generally involves the following activities:
1. Identifying and analyzing the deliverables and related work,
2. Structuring and organizing the WBS,
3. Decomposing the upper WBS levels into lower-level detailed components,
4. Developing and assigning identification codes to the WBS components, and
5. Verifying that the degree of decomposition of the deliverables is appropriate.
 The total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed. This is
sometimes called the 100 percent rule.

27
 BENEFITS OF USING WBS

 PROVIDES A STRUCTURE FOR PLANNING THE PROJECT

 PROVIDES A BASIS FOR ASSIGNING WORK TO GROUPS AND INDIVIDUALS
 PROVIDES A BASIS FOR PREPARING ESTIMATES, CALCULATING COSTS, AND MEASURING THE
PROGRESS OF WORK
 CLARIFIES ROLES AND RESPONSIBILITIES OF PERSONNEL
 DEFINES THE PROJECT SCOPE AND THUS PROVIDES A MECHANISM FOR ASSESSING THE IMPACT
OF PROPOSED CHANGES
 PROVIDES DATA FOR PROJECTING COSTS AND ACTIVITIES NEEDED ON FUTURE, SIMILAR
PROJECTS
 CAN BE USED AS A STAKEHOLDER COMMUNICATION TOOL AND A TEAM BUILDING ACTIVITY
28
 CONTROL ACCOUNT

 A CONTROL ACCOUNT IS A MANAGEMENT CONTROL POINT WHERE SCOPE, BUDGET, AND

SCHEDULE ARE INTEGRATED AND COMPARED TO THE EARNED VALUE FOR PERFORMANCE
MEASUREMENT.
 A CONTROL ACCOUNT HAS TWO OR MORE WORK PACKAGES, THOUGH EACH WORK PACKAGE
IS ASSOCIATED WITH A SINGLE CONTROL ACCOUNT.
 WBS DICTIONARY.
 WBS DICTIONARY. IS A DOCUMENT THAT PROVIDES DETAILED DELIVERABLE, ACTIVITY, AND SCHEDULING
INFORMATION ABOUT EACH COMPONENT IN THE WBS. THE WBS DICTIONARY IS A DOCUMENT THAT SUPPORTS THE
WBS. MOST OF THE INFORMATION INCLUDED IN THE WBS DICTIONARY IS CREATED BY OTHER PROCESSES AND
ADDED TO THIS DOCUMENT AT A LATER STAGE. INFORMATION IN THE WBS DICTIONARY MAY INCLUDE BUT IS NOT
LIMITED TO:

1. CODE OF ACCOUNT IDENTIFIER,

2. DESCRIPTION OF WORK,

3. ASSUMPTIONS AND CONSTRAINTS,

4. RESPONSIBLE ORGANIZATION,

5. SCHEDULE MILESTONES,

6. ASSOCIATED SCHEDULE ACTIVITIES,

7. RESOURCES REQUIRED,

8. ESTIMATES,

9. QUALITY REQUIREMENTS,

10. ACCEPTANCE CRITERIA,

11. TECHNICAL REFERENCES, AND

SCOPE BASELINE

• Approved Scope WBS

statement
+ Approved Scope
WBS Dictionary
Statement
• WBS
+
• WBS dictionary Scope
Baseline
 Project Management Process Groups
Knowledge Areas
Monitoring and Controlling Closing Process
Initiating Process Group Planning Process Group Executing Process Group
Process Group Group

4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control

5- Project Scope Management   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- Project Schedule Management   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- Project Cost Management   7.1 Plan Cost Management   7.4 Control Costs  
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management   8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality  

9- Project Resource Management   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- Project Communications   10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications  
Management

11- Project Risk Management   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- Project Procurement   12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 32 
Management
13- Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder  
Management Engagement Engagement
 VALIDATE SCOPE

THE PROCESS OF

FORMAL ACCEPTANCE

OF THE COMPLETED PROJECT

DELIVERABLES.

The key benefit of this process is that it brings objectivity to the acceptance
process and increases the project acceptance by validating each deliverable. 33

33
 VALIDATE VS. VERIFY

Input Generate Input Output

Project Quality Verified
Execution Deliverables
Plan Control Deliverable

Input

Accepted Output
Validate
Deliverable Scope
 VALIDATE SCOPE

Inputs Tools & Techniques Outputs

1. Project manage. Plan 1. Inspection 1. Accepted deliverables
• Scope manage. Plan
• Requirements managements 2. Decision making 2. Work performance
plan. • Voting information
• Scope baseline
3. Change requests
2. Project documents
• Lessons learned register 4. Project document updates
• Quality reports • Lessons learned register
• Requirements doc. • Requirements
• Requirements traceability matrix documentation
• Requirements traceability
3. Verified deliverable matrix

4. Work performance data

 CONTROL SCOPE

 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 IT ALLOWS THE SCOPE BASELINE TO
BE MAINTAINED THROUGHOUT THE PROJECT.

36
 CONTROL SCOPE
Inputs Tools & Techniques Outputs
1. Project manage. Plan 1. Data analysis 1. Work performance info.
• Scope manage. Plan • Variance analysis 2. Change requests
• Requirements manage. plan. 3. Project manage. Plan updates
• Change manage. plan • Trend analysis • Scope manage. Plan
• Scope baseline • Scope baseline
• Performance measurement baseline • Schedule baseline
• Cost baseline
2. Project documents • Performance measurement baseline
• Lessons learned register 4. Project documents updates
• Requirements doc. • Lessons learned register
• Requirements traceability matrix • Requirements doc.
• Requirements traceability matrix
3. Work performance data
4. OPA
CONTROL SCOPE

 Controlling the project scope ensures all requested

changes and recommended corrective or
preventive actions are processed through the
Perform Integrated Change Control process.
 Control Scope is also used to manage the actual
changes when they occur and is integrated with
the other control processes.
 The uncontrolled expansion to product or project
scope without adjustments to time, cost, and
resources is referred to as :
.

“scope creep”
1. Plan Scope Management SCOPE
MANAGEMENT
PROCESSES
2. Collect Requirements
INCLUDES THE PROCESSES THAT
ENSURE THAT

ALL WORK REQUIRED

3. Define Scope
&
ONLY WORK REQUIRED
4. Create WBS IS INCLUDED TO COMPLETE
PROJECT SUCCESSFULLY.
(NO MORE, NO LESS)
5. Validate Scope
EFFORTS GUIDED BY SCOPE
MANAGEMENT PLAN.
6. Control Scope
39
QUESTIONS

40
1 ) A PROJECT MANAGER BELIEVES THAT MODIFYING THE PROJECT
SCOPE MAY PROVIDE ADDED VALUE FOR THE CUSTOMER. WHAT
SHOULD THE PROJECT MANAGER DO ?
A ) CHANGE THE SCOPE BASELINE.

B ) CONTACT THE CUSTOMER TO DETERMINE IF THE CHANGE ADDS VALUE.

C ) CALL A MEETING OF THE CHANGE CONTROL BOARD.

D ) CHANGE THE PROJECT OBJECTIVES.

41
 2 ) WHICH OF THE FOLLOWING BEST DESCRIBES
VALIDATE SCOPE

A ) IT PROVIDES ASSURANCES THAT THE DELIVERABLES MEETS THE SPECIFICATIONS, IS AN

INPUT TO THE PROJECT MANAGEMENT PLAN AND OUTPUT OF PERFORM QUALITY
CONTROL.

B ) IT ENSURES THAT THE DELIVERABLE IS COMPLETED ON TIME, ENSURE CUSTOMER

ACCEPTANCE, AND SHOWS THAT THE DELIVERABLE MEETS SPECIFICATIONS.

C ) IT ENSURES CUSTOMER ACCEPTANCE, SHOWS THAT THE DELIVERABLE MEETS

SPECIFICATIONS AND PROVIDES A CHANCE FOR DIFFERENCES OF OPINION TO COME TO
LIGHT.

D ) IT IS AN OUTPUT OF PERFORM QUALITY CONTROL, OCCURS BEFORE DEFINE SCOPE AND

42
ENSURES CUSTOMER ACCEPTANCE.
 3 ) DURING WHAT PART OF THE PROJECT MANAGEMENT PROCESS IS
THE PROJECT SCOPE STATEMENT CREATED ?

A ) INITIATING.

B ) PLANNING.

C ) EXECUTING.

D ) MONITORING AND CONTROLLING.

43
 4 ) IF A PROJECT TEAM IS SUBDIVIDING PROJECT WORK PACKAGES
INTO SMALLER, MORE MANAGEABLE COMPONENTS, THEY ARE :

A ) CREATING A WBS.

B ) DECOMPOSING.

C ) NETWORK DIAGRAMMING.

D ) ACTIVITY SEQUENCING.

44
 5 ) A WBS IS BEST DESCRIBED AS A TOOL FOR
TRACKING :

A ) THE SCHEDULE.

B ) RESOURCES.

C ) COST.

D ) SCOPE.

45
 6 ) A WBS NUMBERING SYSTEM ALLOWS THE PROJECT
STAFF TO :

A ) SYSTEMATICALLY ESTIMATE COSTS OF WORK BREAKDOWN STRUCTURE ELEMENTS.

B ) PROVIDE PROJECT JUSTIFICATION.

C ) IDENTIFY THE LEVEL AT WHICH INDIVIDUAL ELEMENTS ARE FOUND.

D ) USE IT IN PROJECT MANAGEMENT SOFTWARE.

46
7 ) WHICH PROCESS GROUPS MUST BE INCLUDED IN EVERY
PROJECT ?

A ) PLANNING, EXECUTING AND CLOSING.

B ) INITIATING, PLANNING AND EXECUTING.

C ) INITIATING, PLANNING, EXECUTING, MONITORING AND CONTROLLING,

CLOSING.

D ) PLANNING, EXECUTING, MONITORING AND CONTROLLING.

47
 8 ) WHICH OF THE FOLLOWING IS DONE DURING
CREATE WBS ?

A ) PRODUCT ANALYSIS.

B ) PROJECT SELECTION.

C ) DECOMPOSITION.

D ) ALTERNATIVES ANALYSIS.

48
9 ) WHICH OF THE FOLLOWING BEST DESCRIBES WHEN THE BASELINE
CAN BE CHANGED?

A ) ONLY UNDER EMERGENCY CONDITIONS.

B ) THE ORIGINAL BASELINE IS ALWAYS MAINTAINED THROUGHOUT THE PROJECT.

C ) WITH ANY APPROVED CHANGES.

D ) WHEN THE PROJECT SPONSOR DETERMINES IT IS APPROPRIATE.

49
10 ) A PROJECT MANAGER IS IN THE PROCESS OF VALIDATE SCOPE OF A DELIVERABLE WITH THE
CUSTOMER. WHAT IS THE MOST IMPORTANT THING THE PROJECT MANAGER SHOULD ENSURE?

A ) ACCURACY.

B ) TIMELINESS.

C ) ACCEPTANCE.

D ) COMPLETENESS.
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