• You can have a positive

attitude without talent and

you can have talent without a
positive attitude, but things
really start happening when
you have a positive attitude
combined with talent.

1
• To be conscious that
you are ignorant is a
great step to
knowledge.
Benjamin Disraeli

2
• What lies behind us and
what lies before us are
small matters compared
to what lies within us.

- Ralph Waldo Emerson

3
• The difference between
a mountain and a
molehill is your
perspective.

- Al Neuharth

4
• Being broke is a
temporary situation.
Being poor is a state of
mind.

- Mike Todd

5
 Configuration Management (C/M)
• Most Critical tools employed by project
management, configuration management or
configuration change control.
• As Project progresses – downstream through
variable “life cycle phases”.
• Cost of engaging changes grow boundlessly.
• not uncommon to bid on proposals at 40 %
below own cost, hoping to makeup difference
downstream with “engaging changes”.
• Quite common for execution to “encourage“: to
seek out “engaging changes” due to
profitability.
6
 Configuration Management (C/M)
• A Continuous technique, through an
“orderly process” for formal “review &
approval” of configuration changes.
• If Properly Implemented, Configuration
Management Provides:
• a. Appropriate levels of Review &
Approval for Changes.
• b) Focal Points for “Change
seekers”.
• c) A Single Point of input to
Contracting Representatives in
“Customer’s & Contractor's office” For
7
Approved Changes.
• “Configuration Control Committee”
includes Representatives from
– Customers
– Contractor
– Line Group Initiating Change.
• Discussions should Answer following
questions Question:
• a. Cost of Change?
• b. Changes improve quality?
• c. Additional Cost for Quality
Justifiable?
• d. Change necessary?
• e. Impact on Delivery date?
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 SCOPE
• Scope is what the “Project
Contains or Delivers”.
• When starting to plan the “Scope of
the Project”, Think about the BIG
PICTURE first. 
• At this level, Best to Concentrate on
Major Deliverables & Not get
bogged down with detail.

9
Why is Scope important?
Anyone who has done a project will have tales
of how Scope Changes caused grief.

10
• Scope of a Project is the Sum Total of All “Project Prod
ucts & Their Requirements or Features”.
• Used to mean “Totality of work needed to complete a
Project”.
• In Traditional Project Management, Tools to describe a
Project scope (product) are:
a. WBS
(b) Product Description.
• Extreme Project Manager advocates Use of user stories,
feature lists & feature cards to describe a product-
deliverable.
• Scope or required creep may ensue:
a) If requirements are not completely defined/described.
b) If no effective change control in a Project.

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Difference between Scope, objectives & goals?
• Goal’s objective: what business wants to
achieve through Project.
• Define WHY client wants to undertake Project.
• Scope defines size of Project and includes areas
such as:
a) Departments.
b. Geographic location
c. Deliverables,
d. Features & functions: Often scope is limited by
“Schedule & Budget” constraints.
• Something in scope includes in current relevance/or stage.
• S/thing deferred will be delivered in a later relevance.
• S/thing out-of-scope will not be included in the Project.

12
 Difference between Business Case, Project Charter &
Scope document
• A business case Prepares Project for approval.
• For contract, Proposal is similar to ”Business case”.
• Project Charter Provides Project Manager with formal
authorization to Proceed with Project issued to a team by
Project Sponsors before Project Starts.
Project Scope (P/S) document defines:
-Project Scope.
-Attached to business case & to Project Charter.
-P/S will be refined as you proceed through Project.

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• Scope is bound to change as detail
become clearer, More complications
Creep in.
• Not foreseeable at Start & We build in a
contingency for What we cannot see.

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 Scope Creep
• Uncontrolled changes in a project's
scope.
• Also called Requirement creep, feature
creep, & sometimes kitchen sink
syndrome.
• Phenomenon Occur when Scope of a
project is not properly defined,
documented, or controlled.

15
• Scope Consists of either:
a) New products
b) New features Of Already Approved Products.
• So Project team drifts Away From its
Original Purpose because of “One's
Tendency to Focus” on only one
dimension of Project.

16
• Scope creep also result in a Project
Team Over running Its Original “Budget &
Schedule”.
• As “Schedule of Project”, Grows, More
tasks must be completed At same
cost/time Frame As original series of
Project Tasks.

17
• Scope Creep can be a result of:
a. Poor Change control
b. Lack of Proper initial identification of what
is Required to bring about Project Objectives.
c. Weak Project Manager/ Executive sponsor.

• Scope Creep is a Risk in most Projects.

• Most “Mega Projects” fall “Victim to Scope
Creep ”.
• Scope Creep often results in Cost Overrun.

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 Features (Technology) of scope creep
management
• Where scope creep developed by technologists,
for customer pleasing or technical gold-plating
purposes where features are added to Project
(IT) by technologists causing scope creep.
• Customer-pleasing scope creep results from an
organization/or individual whose ultimate goal is
to please customer while acting reluctant to reject
proposed changes in requirements of Project.
• Gold-plating scope creep is different, and is a
result of technologists adding substance or
additions to original requirements, because of
lack of details in initial business’ requirements.
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• “Scope Management Plan” is One of
Major Scope Documents.
• Project Scope Management Plan
document:
a) how Project scope is defined.
b) Managed, controlled, verified &
Committed to Project Team & Share
Holders/customers.
• Also includes all “Work Required to
Complete Project”.
20
• “Scope Management Plan is a Document
used to control What is In & Out of Scope
of Project By use of a “Change
Management System”.
• Items deemed out of scope Go directly
through “Change Control Process” & Not
automatically added to “Project work items”.

21
• Project Scope Management Plan” is
included as one of section in overall
Project Management Plan:
• It can be very:
a. Detailed
b. Formal
c. Loosely Framed
` d. Informal depending on “Common
Needs of Project”.

22
 Scope Management
Processes used to identify all the work
required to successfully complete the project

• Initiation
• Scope Planning
• Scope Definition
• Scope Verification
• Scope Change Control

23
 Scope Management

Initiation Planning Controlling

5.2 5.4
5.1 Scope Scope
Initiation Planning Verification

5.3 5.5
Scope Scope
Definition Change
Control
24
 Scope
Product Scope: Features & functions that
are to be included in a product or service.
Project Scope: Work that must be done in
order to deliver a Product with specified
features/functions.
• Successful completion of Product Scope
is measured against Requirements.
• Project Scope is measured against Plan.

25
Scope Initiation
Initiation

Formal authorization that

Project exists.

Recognition: Project should

continue into the next
phase.

26
 Project Initiation
•Appointment of Project Team
•Introduction
•Needs Identification
•Market Research
•Opportunity Studies
•Political Input
•Tendering
•Project Objectives & Constraints
•Characteristics of Objectives
•Strategic Plan & Objectives
•Constraints
•Project Cost Limit
•Performance Measures
•Additional input to Project Selection & Initiation
27
Scope Initiation
Project Charter
• Formally recognizes Existence of a Project.
• Refers to the Business needs, the project is
addressing.
• Describes Products to be delivered.
• Gives Project Manager authority to apply
resources to Project.

28
 Scope Planning
•A written statement Includes:
•Project Justification
•Major deliverables
•Project objectives
•Criteria used to determine: If
Project or Phase has been
successfully completed.

29
 Scope Planning
•Defining & managing project scope:
Influences Project’s overall success.
•Project requires careful balance of: Tools,
Data, sources, methodologies, Process,
Procedures & other factors to
Ensure Effort expanded On “Scoping
Activities”.
•Commensurate with Project size,
complexity & importance.

30
Scope Planning
Scope Management Plan
• Guidelines for How Scope To be
Managed, How Scope Creep to be
Integrated into Project.
• It includes an assessment of stability of
Project Scope.
• A clear Description of How Scope
changes Will be identified & Classified.

31
 Scope Definition
• This is where we “get down to detail”. 
• Provides detailed information for: “Scope
Plan”, often called “Scope Definition
document”.
• Provides Basis for:
A. Estimated cost, Time & Resources.
b. Perform measurement &
Responsibilities.
• General Scope Definition Document
Presented in list format but Development of
Document requires some brainstorming
Activities.
• Best Done with Key Stake Holders & Project
team involved.
32
 “Developing Preliminary Project Scope
Statement” (PSS)
•“Definition of Project - What needs to be
“Accomplished.”
•Developed from Information by “Initiator/
sponsor”.
• Project Management Team - Refines “Preliminary
PSS”.
• Its Content Vary depending upon:
• Application Area
• Complexity of Project
•During subsequent Phases of Projects, PSS
Validates & Refines.
33
 Scope Definition
1.Detailed PSS - critical to Project Success
• Builds upon major deliverables, assumptions, &
constraints that are Documented during
Project Initiation in Preliminary PSS .

2. During Planning, Project Scope defined &

described with “Greater Specificity” because
more information about Project is known.

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