You need to know what you are supposed to accomplish for the project. At the same time you need to know what is excluded in the work you are assigned to. The Project scope in the SOW is going to help you in this area.

1. 4. Scope Management
Project Management Training,
Qais Ur Rehman Rasooli, PMP

2. Scope Management - Introduction
• Is the process of identifying what work needs to be done
and making sure only that work gets done,
• Plan how to determine, manage and control scope (scope
management plan),
• Clearly defined and formally approved before work starts,
• Requirements are gathered from all stakeholders,
• Requirements are to be evaluated, ranked, prioritized to
determine what is and is not part of scope,

3. Scope Management –
Introduction…
• WBS used on all projects,
• Gold Plating is not allowed
• Scope changes to be evaluated for impacts on all
constraints
• Allow scope changes for approved change requests only,
• Scope changes that not fit within the charter should not be
approved,
• Continuously determine what is and is not included in the
project

4. Product and Project Scope
• Product Scope(the Whats):
Requirements that relate to the product
of the project,
Product deliverables with their
associated features and functions,
What end result is needed?
• Project Scope (the Hows): What work
is required to deliver the product of the
project

5. 1- Plan Scope Management,
2- Collect Requirements,
3- Define Scope,
4- Create WBS,
5- Validate Scope,
6- Control Scope.

6. Scope Management Plan
• How scope will be planned, executed and controlled
• Identifies the process for preparing a detailed project scope
statement,
• What tools to use to plan and how the project will
accomplish the scope,
• How to create WBS,
• What EEF & OPA are required
• How scope will be managed and controlled to the PMP,
• How to obtain acceptance of deliverables

7. Requirements Management Plan
• Describes methods to identify requirements,
• Describes how the requirements will be analyzed,
prioritized, managed and changes tracked to them,
• What would be included in the requirements
tracibility matrix

8. 1- Plan Scope Management,
2- Collect Requirements,
3- Define Scope,
4- Create WBS,
5- Validate Scope,
6- Control Scope.

9. Collect Requirements
• Req should relate to solving the problem or
achieving the objective outlined in the
charter, and may include requests about;
• How work is managed,
• Capabilities stakeholders would like to see in
the product,
• Quality Requirements,
• Specific Business processes
• Compliance , Project management
Requirements are “ What stakeholders need from the product
or the project”,
Project objectives
Requirements

10. How to Collect Requirements?
Stakeholders
Know who your stakeholders are
Get info from the project charter
Requirements
Get the mental picture of stakeholder about the project,
Translate Expectations to requirements as needed
Lesson learned
Review lessons learned from similar projects,
Review Historical Records,
Req Gathering
Techniques
Use various requirement gathering Techniques,
PM to chose the appropriate blend of req gathering techniques

11. Data Gathering Techniques
1. Review historical records,
2. Interviews,
3. Focus groups
4. Facilitated Workshops
• Joint Application Design
• Quality function deploy-
ment,
• Requirements Workshop
User stories: As a (role), I want (functionality) , so
that (business benefit).

12. Data Gathering Techniques
Group Creativity Techniques: Brainstorming, Nominal
group technique, Idea/Mind mapping, Affinity Diagrams,
Multi criteria Decision Analysis.

13. Data Gathering Techniques
Group decision-making Techniques: Unanimity,
Majority, Plurality, Dictatorship

14. Data Gathering Techniques
7. Questionnaires and Surveys,
8. Observations,
9. Prototypes,
10.Benchmarking
11.Context Diagram

15. Outputs – Collect Requirements
Requirements Documentation
List of requirements,
Requirements need to be clear and unambiguous,
Find the acceptance criteria from stakeholders and include
in requirements documentation
Balance stakeholder Requirements:
Make sure requirements can be met within the project
objectives if not adjust other constraints,
Look for options to adjust the competing demands of
project constraints.
Have clear of objectives and prioritized requirements

16. Resolving Competing Requirements
Guideline for balancing competing requirements,
Check compliance of requirements to the following,
• Business Case
• Project Charter,
• Project scope statement
• Project Constraints

17. Requirements Traceability Matrix
Prevents losing requirements,
Mentions where the requirement came from and
significance to the project,
Links requirements to the objective to ensure the
strategic goals are accomplished

18. 1- Plan Scope Management,
2- Collect Requirements,
3- Define Scope,
4- Create WBS,
5- Validate Scope,
6- Control Scope.

19. Define Scope
Primarily concerned with: What is and is not part of the
project and its deliverables,
• Inputs: Scope MP, Requirements documentation,
charter, additional info about project risk and
assumptions,
• With requirement and defined scope PM determines
the project schedule and budget,
• If it does not meet sponsor’s or management
expectations, balance the requirement(scope)
against, budget schedule and other constraints

20. Project Scope Statement
Output of Define Scope,
“Here is what we will do on this project”
“Here is the approved project and product scope of the
project”
• Identify area where stakeholders requested scope
but was not approved,
• Identify area where scope can be miss-understood,
• IDENTIFY IN PROJECT SCOPE STATEMENT
WHAT IS NOT IN THE PROJECT

21. Project Scope Statement
1. Product scope,
2. Project scope,
3. Deliverables,
4. Acceptance criteria
5. Exclusions,
6. Assumptions and constraints
Project Scope Baseline =
Project Scope Statement+WBS+WBS Dictionary

22. Project Scope Statement
Output of Define Scope,
“Here is what we will do on this project”
“Here is the approved project and product scope of the
project”
• Identify area where stakeholders requested scope
but was not approved,
• Identify area where scope can be miss-understood,
• IDENTIFY IN PROJECT SCOPE STATEMENT
WHAT IS NOT IN THE PROJECT

23. 1- Plan Scope Management,
2- Collect Requirements,
3- Define Scope,
4- Create WBS,
5- Validate Scope,
6- Control Scope.

24. Create WBS
Hierarchical decomposition of the total scope of work
• Organizes and defines the total scope of the project
• WBS are created deliverable based,
• Planned work is included in the lowest level of WBS
– the work packages
• Control account is a tool for
aggregation and analysis of
work performance data
• WP – 4-40hrs small projects
• 80 -300hr on Med & large

25. Decomposition (deconstruction)
• Breaking down project scope and deliverables into more
manageable pieces – “work packages”
• Top Down / Bottom up approach,
• Level of decomposition guided by the degree of control
required,
1. Identify and analyze deliverables,
2. Structure and organize WBS,
3. Decompose upper WBS Level
4. Assign identification codes to the WBS,
5. Verify the appropriateness of degree of decomposition

26. Value of Creating WBS
• Help prevent missing scope,
• Team members understand where
their work fits in the overall PMP,how
their work impacts the project,
• Facilitates communication between
stakeholders and team,
• Creates a basis for estimates
• Gets team buy-in and builds the team,
• Help prevent un-necessary changes

27. Exam spotlight - WBS
• Is a graphical picture of the hierarchy of the project
• Identifies all the deliverables to be completed (if it is
not in the WBS, it is not part of the project)
• Is the foundation upon which the project is built
• Is VERY important
• Should exist for every project
• Forces you to think through all aspects of the project
• Can be reused for other projects
• Does NOT show dependencies

28. WBS Dictionary
• Provides a description of work required for each work
package
• Makes sure resulting work matches what was
needed
• PM can proactively avoid scope creep by the use of
WBS Dictionary
• Can be also used as part of work authorization
systems (to avoid scope creep)
• Describes schedule milestones, acceptance criteria..

29. WBS Dictionary Example

30. Create WBS Outputs
• Scope Baseline,
• Project document updates

31. 1- Plan Scope Management,
2- Collect Requirements,
3- Define Scope,
4- Create WBS,
5- Validate Scope,
6- Control Scope.

32. Validate scope
• Planned meetings to get formal acceptance of
completed project deliverables,
• Helps customer buy-in of the end result,
• Helps identify changes early on,
•

33. Validate scope - Outputs
• Accepted Deliverables,
• Change requests (what type here?)
• Work performance Info,
• Project document updates

34. 1- Plan Scope Management,
2- Collect Requirements,
3- Define Scope,
4- Create WBS,
5- Validate Scope,
6- Control Scope.

35. Control Scope
• Scope change= Any modification to agreed upon
WBS
• Monitor changes to product and project scope
• Manage changes to scope baseline
Monitor work result to make sure the meet expected
outcomes
• Control Scope creep: Incremental uncontrolled
increase in scope without adjustments to schedule
,cost, resources

36. Control Scope – Inputs
• Project management Plan
• Requirements Documentation
• Requirement traceability Matrix
• Work Performance Data,
• OPA

37. Control Scope – Inputs
• Project management Plan
• Requirements Documentation
• Requirement traceability Matrix
• Work Performance Data,
• OPA
Control Scope – Tool and technique
• Variance analysis:
Helps in deciding whether corrective/preventive action is
required

38. Control Scope – Output
• Work performance Information (basis making scope
decisions),
• Change requests,
• PMP Updates
• Project document updates ( Req Documentation, Req
Traceability Matrix)
• OPA updates

39. The Active PMP Learner
Visit www.projectmanagment.com,
create a profile and connect with PMs
around the world…

40. PM Quote of the day
Everybody needs deadlines…
~Walt Disney