PMP Certification Scope Management Chapter Summary

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Scope Management
Chapter 5

Chapter 5
Objectives
Understand the different Scope
Management Processes
Their Inputs, Tools and Techniques,
Outputs
This chapter entails one to
understand the various
Scope Management aspects
required to understand the
customer needs, how they
need to be approached and
finally brought to the
satisfactory need of the
customer – making the
project successful!

Project Scope Management includes all the defined project work which need to be
accomplished in order to ensure the project is completed successfully.
Project scope may be a subset of the Business Needs which is a much larger context of
the requirements. Multiple projects or phases, based on the budget available may also
be established in order to accomplish the required business needs for the market.
Manage Scope Management involves definition and controlling project scope for the
project.
Scope can be broadly categorized into:
Business Scope: set of market needs at high level
Product Scope: subset of business scope to define the product or service
characteristics
Project Scope: subset of Product Scope to define project deliverables
Base lined Scope is primary reference for project and further approved changes by
CCB(Change Control Board) are added to establish new scope baselines which are
secondary references during project.
Project Scope Completion marks Completion of Project.
Knowledge Area: Scope Management

There are 6 Scope Management processes:
1. Plan Scope Management
Establishing the Project Scope in the Scope
management plan document
2. Collect Requirements
Collecting the requirements from stakeholder
groups ensuring those requirements are
managed (monitor, Control) till end of the project
3. Define Scope
Defining the detailed Project scope in the Scope
Statement
4. Create WBS ( Work Breakdown Structure)
Establishing and breaking down the scope into
manageable components in structured manner
5. Validate Scope
Once the work is accomplished it needs to be
validated against the requirements
6. Control Scope
Monitoring and Controlling the project scope
across the project duration w.r.t Scope Baseline
Knowledge Area: Scope Management

5.1 Plan Scope Management
Inputs
•Project
Management Plan
•Project Charter
•Enterprise
Environmental
Factors
•Organizational
Process Assets
Tools & Techniques
•Expert Judgment
•Meetings
Outputs
•Scope
Management Plan
•Requirements
Management Plan
•Integration
•Develop Project Management Plan
•Scope
•Plan Scope Management
•Collect Requirements
•Define Scope
•Create WBS
•Time
•Plan Schedule Management
•Define Activities
•Sequence Activities
•Estimate Activity Resources
•Estimate Activity Duration
•Develop Schedule
•Cost
•Plan Cost Management
•Estimate Costs
•Determine Budget
•Quality
•Plan Quality Management
•Human Resource
•Plan HR Management
•Communications
•Plan Communications Management
•Risk
•Plan Risk Management
•Identify Risks
•Perform Qualitative Risk Analysis
•Perform Quantitative Risk Analysis
•Plan Risk Responses
•Procurement
•Plan Procurement Management
•Stakeholder
•Plan Stakeholder Management
Planning Process
Plan Scope Management is to create a Scope Management
document that documents how the project scope will be
defined, validated and controlled.
Benefits of having this document early will ensure the minimal
conflict resolutions arising due to the project scope changes.
Key benefit of this process is to provide guidance and direction
on how the scope will be managed during the course of project.
This plan helps to reduce the risk of project scope creep. Let us
understand this in little detail for practical sense.

Scope Management Plan describes how the scope will be
defined, developed, monitored, controlled, and verified.
It constitutes of the:
Process for preparation of a detailed project scope
statement
Process to enable WBS creation from the detailed project
scope statement
Process that establishes how the WBS will be maintained
and approved
Process that specifies how formal acceptance of the
completed project deliverables will be obtained; and
Process to control how requests for changes to the
detailed project scope statement will be processed.
This process is directly linked to the Perform Integrated
Change Control process
Plan itself can be at a high or low level, based on the needs of
the project.
Scope Management Plan

Requirements management plan details how the requirements will be
solicited, analyzed, documented and managed.
The phase-to-phase relationship influences requirements
management. Based on the nature of the project, either single phase,
multiple phase(sequential or overlapping phases), project manager
defines the approach adopted for requirements management.
It constitutes of the:
How requirements activities will be planned, tracked and reported
Configuration management activities such as:
how changes to the product will be initiated
how impacts will be analyzed
how they will be traced, tracked, and reported, as well as the
authorization levels required to approve these changes
Requirements prioritization process
Product metrics that will be used and rationale for adopting them
Traceability structure to reflect which requirement attributes will be
captured on the traceability matrix.
Requirements Management Plan

5.2 Collect Requirements
Inputs
•Scope
Management Plan
•Requirements
Management Plan
•Stakeholder
Management Plan
•Project Charter
•Stakeholder
Register
Tools & Techniques
•Interviews
•Focus Groups
•Facilitated
Workshops
•Group Creativity
Techniques
•Group Decision-
making Techniques
•Questionnaires
And Surveys
•Observations
•Prototypes
•Benchmarking
•Context Diagrams
•Document Analysis
Outputs
•Requirements
Documentation
•Requirements
Traceability Matrix
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Collect requirements process
means: Define and document
stakeholders’ needs; Define and
manage customers’ expectations;
Establish the foundation of the WBS;
Input to cost, schedule, and quality
planning.
Key benefit of this process is to
become the basis for defining and
managing the project scope including
product scope.
Practically, organizations classify
requirements into:
Project Specific
Business Requirements
Project Management Requirements
Delivery Requirements
Product Specific
Performance Requirements
Security Requirements
Technical Requirements

Collect Requirements - Interviews
Used to provoke information from stakeholders by talking & engaging them directly. Either One-on-one or
Group interviews with appropriate subject matter experts (SME’s) are used to identify features and seek
functions of desired end outcome deliverables.
Either formal or informal interviews ensure the project manager gain those elicited answers from
participants and often also result to access to confidential requirements.
Formal Interview Process Steps :
1. Identify stakeholders to be interviewed
2. Obtain a general understanding of the customers business
3. Develop interview questions using open-ended questions
4. Set meeting time and location for the interview
5. Provide a set of questions to interviewees prior to the interview
6. Use one or more Recorders to accurately preserve results of the interview
7. Provide results to interviewees for confirmation of content
Informal Interview Process Steps :
1. Identify stakeholders to be interviewed
2. Obtain a general understanding of the customers business
3. Develop interview questions to make sure certain questions are answered during session
4. Set up a casual meeting or telephone conversation time for the interview.
5. Takes handwritten notes during the interview; avoid using electronic data capture.
6. Provide results to interviewee for confirmation of content

As it indicates, Focus Groups are focused moderated discussions in a
group(includes prequalified stakeholders, subject matter experts) hosted
by an experienced moderator to go through a channelized manner of
discussion to arrive at required requirements information to develop a
product, service or outcome.
Why are Focus Groups useful to collect requirements from
Stakeholders, SME’s?
Group dialogue tends to generate rich information, as participants’
insights tend to “trigger” the sharing of others’ personal experiences
and perspectives in a way that can more easily or readily tease out
the nuances and tensions of complex topics and subjects – a dynamic
that is not present during key informant interviews.
Provides information directly from individuals who are invested in the
issue or hold expert knowledge about a topic of which little is known
among researchers. Provides information from people who can
provide insights about actual conditions and situations.
Provides a representation of diverse opinions and ideas.
Provides a relatively low cost and efficient way to generate a great
deal of information.
Collect Requirements - Focus Groups

These are focused sessions with key stakeholders together to define product requirements.
Workshops are considered a primary technique for quickly defining cross-functional requirements and
reconciling stakeholder differences.
Due to their interactive nature, well-facilitated sessions can build trust, foster relationships, and improve
communication among the stakeholders, to lead increased stakeholder consensus. In addition, issues can
be discovered earlier and resolved more quickly.
However, ensuring the key stakeholder participation & active presence remains a challenge from the project
management perspective.
Few of the well know facilitated workshop examples include:
JAD(Joint application development) used in Software Industry. Both Business users and Technical
users sit together to define the requirements.
QFD(Quality Function deployment) used in Manufacturing Industry. Customer needs are collected,
sorted, then prioritized, and goals set for achieving them. This helps determine the critical
requirements of the product.
How to make facilitated workshop a success?
The moderator is key and has to understand end objective of workshop, set expectations in the
beginning & moderate discussion in manner keeping all participants in mind.
Each statement should be elaborated by the moderator before being thrown out in the open workshop
for discussion. And finally each discussion point needs to be concluded right there to ensure
consensus or partial agreement on the consensus. Formalize the conclusions with a formal email after
workshop to all stakeholders.
Facilitated Workshops

Group Creativity Techniques
Which Technique? Explanation
Brainstorming Primarily a source to generate and collect multiple ideas
Nominal Group
Brainstorming clubbed with prioritization & voting process for further exploration of most
useful ideas
Delphi
Group of subject matter experts provide responses anonymously for consolidation by a
facilitator and redistributed out for further exploration
Idea/Mind
Mapping
Individual brainstorming session results are mapped into a single map to generate bigger
ideas
Affinity diagram Number of ideas are classified into categories for further review & analysis
Multi criteria
decision analysis
utilizes 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
Generating a creative environment for SME’s or project team to openly discuss
their ideas is a powerful and creative way to ensure the requirements are fully
captured.

Selection of staff may be done with respect to ratings provided for each individual resource on
multiple parameters.
It is advantageous to structure complex problems well and to consider multiple criteria
explicitly which would lead to more informed and better decision making to pick the right set of
resources.
Multi-Criteria Decision Analysis is a management tool applied for making Management
decisions, Requirements prioritization, Resource Selection or any other where extensive
parameters are supposed to be solicited.
Multi-Criteria Decision Analysis
Resources
Total
Ratings
Availability
Cos
t
Experience Ability Knowledge Skills Attitude
International
factors
Raj 38 2 7 4 5 1 6 9 4
Surya 41 8 4 6 2 1 7 10 3
Satish 52 10 7 2 4 6 7 8 8
Ashok 47 7 8 4 3 2 5 8 10

Group Decision Making
Which
Technique?
Explanation
Unanimity
Decisions which are arrived where everyone agrees to the course of action.
This type of outcome is possible with brainstorming combined with Delphi
technique.
Majority Decisions where more than 50% participants agree on the course of action.
Plurality Decision arrived by the largest group even if the majority is not arrived.
Dictatorship One individual makes the decision for the group.
Driving decisions of multiple stakeholders to a cohesive direction in a project
environment means applying many techniques at different times of the project
for the best outcome.

Questions & Surveys
Set of predefined questions and or polls to
arrive at a statistical answer from a
geographically spread diversified team of
stakeholders. This is the MOST easiest
way to collect information from such a
large group of stakeholders.
Respondents providing sufficient
information and knowledge to complete the
survey. The usefulness of a survey is in the
responses that are received to solicit
requirements.
Adding an incentive for participants to
complete the survey quickly may also
speed up the entire process of collection of
requirements.
Surveys can take a long time to prepare,
collect, and collate but with careful
planning, a well-executed survey can
simplify the process of gathering
requirements dramatically.
Observations come handy when the
requirements are not been able to
articulate. An observer acts as shadow to
the person performing the job and
captures the required detail about the
requirement.
Though Questions and Surveys can be
used to secure information from project
team and market, often considerable
amount of data can be collected by just
observing.
Seeing and Listening are the key to gain
significant information. Observation
provides the opportunity to document
activities, behavior and physical aspects
without having to depend upon project
team willingness and ability to respond to
questions.
Observations (Job Shadowing)

Prototypes
Prototypes are also known as abstract
representations, storyboarding..
Prototypes are the methods of ensuring
the early feedback from the stakeholders
due to its nature of being a mockup of the
actual end product.
In Software, storyboards use mock-ups to
show the end visualization of software
products with links and interfaces.
Highly useful in visualizing the look and
feel of an application and the process
workflow.
Is the technique of comparing the actual or
planned practices to those of the standard
industry best recognized and/or accredited
practices to ensure the possible
improvements on the basis of the
measuring performance.
One can also benchmark individual
projects or program, or overall
organization's project management, or
both, because they are all related. Some
parts of the organization do really well,
other parts really bad. Benchmarking is not
only to gather requirements, it can also be
used in many other dimensions in the
organization.
Benchmarking

Context Diagrams
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.
Context diagrams serve as a useful tool to
help the project stakeholders communicate
about what lies outside the system
boundary.
Is the technique of elicitation of available
documents from various sources to arrive
at the requirements.
Sources may be internal or external to the
organization like:
Business Plans, Marketing Literature,
Agreements
RFP’s, Current process flows, Logical
data models
Business rule repositories, Software
documentation
Business Processes, Use cases,
Other requirements
Problem/Issue logs, Policies,
Procedures
Regulatory documentation such as
laws, codes or ordinances so on..
DocumentAnalysis

Requirements Documentation
Requirements documentation describes how
individual requirements meet the business need
for project. Requirements get refined as more
clarity is visible over project period elapses.
Requirements documentation may consist of the:
Business Requirements
Stakeholder Requirements
Solution Requirements
Project Requirements
Transition Requirements
Requirements assumptions
Dependencies and Constraints
Requirements traceability matrix is a grid
document that envisions how the product
requirements from their origin to the deliverables
that satisfy them.
Tracing requirements include the following:
Business needs, opportunities, goals and
objectives
Project Objectives
Project Scope/WBS Deliverables
Product Design
Product Development
Test Strategy and Test Scenarios
High level requirements to more detailed
requirements
Requirements Traceability Matrix

5.3 Define Scope
Inputs
• Scope
Management
Plan
• Project Charter
• Requirements
Documentation
• Organizational
Process Assets
Tools &
Techniques
• Expert
Judgment
• Product
Analysis
• Alternatives
Generation
• Facilitated
Workshops
Outputs
• Project Scope
Statement
• Project
Document
Updates
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Define scope ensures the detailed description of the project and product
with the boundaries of what is included and excluded.
This is continuously evolved as the project progresses.
In order to avoid scope creep, wherever possible scope should be as
much detailed as possible.
Definition: Scope creep is considered as any un-warranted changes
introduced to the existing scope of work.
From the Collect Requirements Process, since it will not be possible to
develop the entire set of requirements identified, the finalized version of
requirements will constitute the project scope.

Project Scope Defined
Project Scope
Statement

It is the description of Project Scope, Major Deliverables, Assumptions, and Constraints. The Project Scope
Statement documents entire Scope, including Project and Product Scope.
It may constitute the following:
Product Scope Description
Product Acceptance Criteria
Project Deliverables
Project Exclusions
Project Constraints and Assumptions
Although Project Charter and Project Scope Statement are different with their
intended purpose, it is better to have a clear understanding:
Project Scope Statement
Project Charter Project Scope Statement
May include…
 Project justification
 High-level requirements and
project description
 Summary milestone schedule
and budget
 Measureable objectives and
success criteria
 Project approval requirements
 Sponsor name and signature
 Project manager name and
authority level
May include…
 Project
o Deliverables
o Boundaries
o Constraints
o Assumptions
 Product
o Scope description
o User acceptance criteria

Product Analysis
Product analysis is a method for converting the product
description into project deliverables and requirements.
Product analysis includes techniques:
Product Breakdown: Breaks down product into
components, to examine each component individually
and how it may work with other parts of entire product.
Systems Engineering: Focuses on satisfying the
customers’ needs, cost requirements, and quality
demands through design and creation of product.
Value Engineering: Deals with reducing costs and
increasing profits, all while improving quality. Its focus is
on solving problems, realizing opportunities, and
maintaining quality improvement.
Value Analysis: Similar to value engineering, this
focuses on the cost/quality ratio of the product. For
example, your expected level of quality of a €200,000 car
versus a €150,000 used car is likely relevant to the cost
of each.
Function Analysis: Related to value engineering, this
allows team input to the problem, institutes a search for a
logical solution, and tests the functions of the product so
the results can be graphed.
Quality Function: This deployment is a philosophy and a
practice to fully understand customer needs—both
spoken and implied—without incorporating unnecessarily
costly features or refinements into the project
deliverables.
Used to develop as many potential options as possible in
order to identify different approaches to execute and
perform the work of the project.
This means making sure that for every project decision,
there is a real choice:
a choice of implementation methods, possibly using
different approaches or technical methods. The first one
that comes to mind is not always best one.
a choice of who does what. The expert may be very
good but not available when needed. It may be faster to
use the expert as a coach, supporting a less experienced
person for implementation.
a choice of location. Where the project team are affects
communications, availability and many other factors.
a choice of supplier. This is normal practice for
procurement, where “alternatives generation” is built into
the system.
a choice of standards. Not all standards apply in all
situations.
Alternatives Generation

5.4 Create WBS
Inputs
•Scope
Management Plan
•Project Scope
Statement
•Requirements
Documentation
•Enterprise
Environmental
Factors
•Organizational
Process Assets
Tools & Techniques
•Expert Judgment
•Decomposition
Outputs
•Scope Baseline
•Project Document
Updates
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Create WBS (Work Breakdown Structure) is the process of subdividing the
deliverables and work into smaller, more manageable components in a structured
hierarchical decomposition visual manner.
Key Benefit from this process is to envision the holistic view of deliverables in a
structured fashion.
The planned work at the lowest level of the WBS element is called as Work Package.
Work package is also identified as a group of related activities that can be easily:
Estimated; Scheduled; Monitored and Controlled
Usually Work packages are assigned to individual owners to ensure estimation and
timely management.

Decomposition is a technique to divide and subdivide
the large chunks of project scope into more
manageable smaller(granular) work packages.
The degree of such granularity depends on the control
needed on the work packages to be delivered, usually
until the cost and schedule can be managed.
Decomposition of the work usually involves:
Identification and Analysis of High Level Work and
Deliverables
Structure and Organize the WBS Elements
Decompose Higher elements into Lower elements
Assign WBS element identification codes for each
element
Ensure the WBS elements are manageable, if not
further decompose the elements.
How do you manage WBS elements of work
contracted?
Ensure the work contracted has its own WBS
which is manageable by the contracted party.
In Scope Management, project deliverables are
subdivided into smaller and more manageable
components until the work and deliverables are defined
to the work package level. This is called as
decomposition.
In Time Management, each work package within the
WBS is decomposed into the activities required to
produce the work package deliverables. This is called
as decomposition.
Decomposition
Project
Phases
Deliverables
Work
Packages
Activities
Decomposition
Output of Scope
Management
Output of Time
Management
Decomposition

Sample WBS
My Robot
1.0 Project
Management
1.1 Planning
1.2 Procurement
1.3 Execution
1.4 Monitoring &
Controlling
1.5 Closure
2.0 Soft
Simulation
2.1 Design &
Develop software
models
2.2 Execute
Simulations
2.3 Make
Refinements
2.4 Security &
Performance
Check
3.0 Hardware
Simulation
3.1 Beta Model
Development
3.2 Practical
Demonstration
of working unit
3.3 Make
Hardware
Refinements
3.4 Security &
Performance
Check
4.0 Production
Modeling
4.1 Setup a
Production
Model
Machinery
4.1.1 Internal
Clearances
4.1.2 Regulatory
Clearances
4.1.2.1
Geographic
Regulatory
Clearances – Asia
4.1.2.2
Geographic
Regulatory
Clearances -
Americas
4.1.3 Product
Ready Clearance
4.2 First Lot of
Production
4.3 Refinement
Checks
4.3.1 Production
Quality &
Assurance
4.3.2 Rapid
Production Check
5.0 Mass
Production
5.1 Contracted to
Third Party
WBScanbeestablishedinvariousformatsbasedontheprojectneeds,complexityandthecontrolrequired.
Typically,itisdecomposeduntiltheProjectScopeandCostcanbemanagedatthatWorkpackagelevel.

The Scope Baseline is the approved version of a Scope
Statement, Work Breakdown Structure (WBS), Associated WBS
Dictionary that can be changed only through formal change
control procedures and is used as a basis for comparison.
Each Work Breakdown Structure (WBS) work package is
assigned to a Control Account with and established unique
identifier from Code of Accounts. Control Accounts play a vital role
in management decisions with performance measurement of each
work package.
WBS Dictionary is a document that provides detailed deliverable,
activity, and scheduling information about each component in the
WBS. It may include:
Code Of Account Identifier, Description Of Work
Assumptions And Constraints, Responsible Organization
Schedule Milestones, Associated Schedule Activities
Resources Required, Cost Estimates
Quality Requirements, Acceptance Criteria
Technical References, Agreement Information.
Scope Baseline

What does Scope Baseline Consists?
Scope Baseline
Associated
WBS
Dictionary
Project
Scope
Statement
WBS
Primary Success of almost every project
is to achieve the Scope Baseline.
Without Scope, Project is not a Win.

5.5 Validate Scope
Inputs
• Project Management
Plan
• Requirements
Documentation
• Requirements
Traceability Matrix
• Verified Deliverables
• Work Performance Data
Tools & Techniques
• Inspections
• Group Decision Making
Outputs
• Accepted Deliverables
• Change Requests
• Work Performance
Information
• Project Document
Updates
•Integration
•Monitor and Control Project Work
•Perform Integrated Change Control
•Scope
•Validate Scope
•Control Scope
•Time
•Control Schedule
•Cost
•Control Costs
•Quality
•Control Quality
•Human Resource
•Communications
•Control Communications
•Risk
•Monitor & Control Risks
•Procurement
•Control Procurements
•Stakeholder
•Control Stakeholder Management
Monitoring & Controlling
Process
It is a process to formally validate
and accept the deliverables and
ensure the scope defined in the plan
has been implemented.
Key benefit of this process is the
final product will be in line with the
scope defined at the beginning and
the likelihood of the end product is in
line with the expectations.
Validation is performed keeping the
scope baseline and other planning
documents as the basis to evaluate
the completed deliverables.
Validation itself may be performed by
a special team constituted and may
comprise of the team, management,
stakeholders and/or customer based
on the need of the project.
Control Quality and Validate Scope
come very close and perform almost
the same. The exception being in
Control Quality, it is identified to
correct the quality and bring it back
on track from deviation to quality,
whereas in Validate Scope, it is to
ensure the scope itself is being met
as the needs/requirements of the
project/activities.

Inspection is the formal evaluation of a
particular work being delivered and the
deliverables inline to the product acceptance
criteria.
Usually inspections are done as soon work is
being completed or deliverable ready, it is
performed by performing team and includes
peer or supervisor reviews of work being
accomplished.
Defects and/or repairs identified in the
inspections are subject to be corrected and
implemented as per the project
need/requirement.
Inspections are also known as
Product Demonstrations
Reviews
Walk Through
Audits
Inspections

5.6 Control Scope
Inputs
• Project Management Plan
• Requirements
Documentation
• Requirements Traceability
Matrix
• Work Performance Data
• Organizational Process
Assets
Tools & Techniques
• Variance Analysis
Outputs
• Work Performance
Information
• Change Requests
• Project Management Plan
• Project Document
Updates
• Organizational Process
Assets Updates
•Integration
•Monitor and Control Project Work
•Perform Integrated Change Control
•Scope
•Validate Scope
•Control Scope
•Time
•Control Schedule
•Cost
•Control Costs
•Quality
•Control Quality
•Human Resource
•Communications
•Control Communications
•Risk
•Monitor & Control Risks
•Procurement
•Control Procurements
•Stakeholder
•Control Stakeholder Management
Monitoring & Controlling
Process
It is a process to monitor the
project and product scope and
control the scope to ensure the
project objectives are met.
Key benefit of this process is
that we have an up to date
Scope Baseline at any given
point in time.
Changes are quite natural to
happen on projects and
ensuring scope changes are
managed well with Control
Scope process ensures scope
creep is avoided.
Scope creep by definition
means uncontrolled changes to
the features and functions
planned earlier in the project.
Allowance on scope will trigger
scope creep and naturally
cause alterations to the
unprecedented and
uncontrollable project changes
in various directions including
cost impact, schedule impact,
quality impact.

Degree of difference between the
planned baseline and the actual
baseline of work is known as Variance
Analysis.
The larger the degree of variance the
project is much out of control.
Variance may be analyzed on various
parameters including Scope, Cost,
Schedule.
On the quality front the variance may
be analyzed if there is a quality
baseline established. In practice,
quality baseline is often not
established for the entire duration of
the project. It may be only for a subset
of the entire project.
Scope Variance is often the most
critical in any project, deviation from
the original plan of requirements
deviation.
Variance Analysis

Scope Creep & Project Dimensions
Lighter than
Planned Originally
Heavier than
Planned
Becomes
More and
More
Heavier as
Time
progresses
Dilution of
Original
Project
Vision,
Scope, Cost,
Time,
Quality…

Prevent Scope Creep in real life
3 Effective Simple Techniques to
prevent scope creep/pitfalls:
Have crystal clear requirements
defined where ever possible
Have Change Control
Board(CCB) in place without any
exceptions
Have a working CCB capable to
make tough timely informed
decisions. Any incapacity of CCB
should be immediately dealt with
and ensured that CCB is not
defunct in Project

Chapter 5 - Debrief

THIS BRINGS TO “SCOPE MANAGEMENT” COMPLETION.
From what we have understood so far is:
 6 Scope Management Knowledge Area Processes
 Identified their Inputs, Tools & Techniques, Outputs
Chapter 5

Acknowledgements & Disclaimer
PMI, PMBOK, PMP, CAPM, PgMP, PMI-
ACP, PMI-RMP, PMI-SP are registered
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PMP Certification Scope Management Chapter Summary

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PMP Certification Scope Management Chapter Summary