The document discusses key concepts in project scope management according to the PMBOK Guide. It defines product and project scope, and outlines the main processes involved - plan scope management, collect requirements, define scope, create the work breakdown structure, validate scope, and control scope. For each process, it lists the typical inputs, tools and techniques, and outputs as defined in the PMBOK Guide. It also provides more details on some of the tools and techniques used such as interviews, prototypes, and variance analysis.

1. Scope Management
Knowledge Area
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th Edition
Presented by : Zaur Ahmadov, PMP®

2. PROJECT INTEGRATION MANAGEMENT OVERVIEW
1. Integration Management
2. Scope Management
3. Schedule Management
4. Cost Management
5. Quality Management
6. Communication Management
7. Procurement Management
8. Resource Management
9. Risk Management
10.Stakeholder Management

3. KEY CONCEPTS FOR PROJECT SCOPE MANAGEMENT
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 performed to deliver a product, service, or result with the specified features and functions.
 Two processes (Validate Scope and Control Scope) are repeated for each iteration
 Completion of the project scope is measured against the project management plan, while completion of the product
scope is measured against the product requirements.
 Validate Scope is the process of formalizing acceptance of the completed project deliverables.
 The verified deliverables obtained from the Control Quality process are an input to the Validate Scope process
 One of the outputs of Validate Scope is accepted deliverables that are formally signed off and approved by the authorized
stakeholder.
 Involve all key stakeholders in project as early as possible.

4. TRENDS IN PROJECT SCOPE MANAGEMENT
Business Analysis
 Determine problems and identify business needs;
 Identify and recommend viable solutions for meeting those needs;
 Elicit, document, and manage stakeholder requirements in order to meet business and project objectives; and
 Product and company success and benefit.
 PMI-PBA, BA has requirements responsibility.
Project Manager
 PM has project delivery responsibility.
 Project Progress & Project Success.
 Project Manager and BA has collaborative partnership.

5. TAILORING PROJECT SCOPE MANAGEMENT
o Knowledge and requirements management. Does the organization have formal or informal knowledge and
requirements management systems? What guidelines should the project manager establish for requirements to
be reused in the future ?
o Validation and control. Does the organization have existing formal or informal validation and control-related
policies, procedures, and guidelines?
o Development approach. Does the organization use agile approaches in managing projects? Is the development
approach iterative or incremental? Is a predictive approach used? Will a hybrid approach be productive?
o Stability of requirements. Are there areas of the project with unstable requirements? Do unstable requirements
necessitate the use of lean, agile, or other adaptive techniques until they are stable and well defined?
o Governance. Does the organization have formal or informal audit and governance policies, procedures,
and guidelines?

6. CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS
 Initially project scope is not fully defined or not understood.
 Project Scope refinement / update backlog in each iterations.
 In Agile approaches, the requirements constitute the backlog.
 Backlog consist all requirements and it’s maintained by Product Owner.

7. Project Management Process Groups

8. Project Scope Management Overview
Project Scope Management – all Process
5.1 Plan scope
Management
5.6 Control
Scope
5.1 Plan scope
Management
5.2 Collect
Requirements
5.3 Define Scope 5.4. Create WBS
5.5 Validate
scope

9. Project Scope Management Overview
Plan Scope Management
Inputs Tools & Technics Outputs
.1 Project charter
.2 Project management plan
• Quality management plan
• Project life cycle description
• Development approach
.3 Enterprise environmental
factors
.4 Organizational process assets
.1 Expert judgment
.2 Data analysis
• Alternatives analysis
.3 Meetings
.1 Scope management plan
.2 Requirements
management plan

10. PLAN SCOPE MANAGEMENT OUTPUTS
SCOPE MANAGEMENT PLAN REQUIREMENTS MANAGEMENT PLAN
The components of a scope management plan include:
 Process for preparing a project scope statement;
 Process that enables the creation of the WBS from the detailed
project scope statement;
 Process that establishes how the scope baseline will be approved
and maintained; and
 Process that specifies how formal acceptance of the completed
project deliverables will be obtained.
The scope management plan can be formal or informal, broadly framed
or highly detailed, based on the needs of the project.
Components of the requirements management plan can include :
 How requirements activities will be planned, tracked, and reported;
 Configuration management activities such as: how changes 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;
 Metrics that will be used and the rationale for using them; and
 Traceability structure that reflects the requirement attributes
captured on the traceability matrix.
The scope management plan can be formal or informal, broadly framed
or highly detailed, based on the needs of the project.

11. Project Scope Management Overview
Collect Requirements
Inputs
Tools & Technics
Outputs
.1 Project charter
.2 Project management plan
• Scope management plan
• Requirements management
plan
• Stakeholder engagement
plan
.3 Project documents
• Assumption log
• Lessons learned register
• Stakeholder register
.4 Business documents
• Business case
.5 Agreements
.6 Enterprise environmental
factors
.7 Organizational process assets
.1 Expert judgment
.2 Data gathering
• Brainstorming
• Interviews
• Focus groups
• Questionnaires and surveys
• Benchmarking
.3 Data analysis
• Document analysis
.4 Decision making
• Voting
• Multicriteria decision analysis
.5 Data representation
• Affinity diagrams
• Mind mapping
.6 Interpersonal and team skills
• Nominal group technique
• Observation/conversation
• Facilitation
.7 Context diagram
.8 Prototypes
.1 Requirements
documentation
.2 Requirements traceability
matrix

12. COLLECT REQUIREMENTS, TOOLS&TECHNICS
 Stakeholder register
 One-to-one
 One-to-many
 Many-to-many
Interviewing stakeholders
 Bring together prequalified stakeholders
 Together with SME review expectations
 Interactive discussion
Focus Groups
 Paper based or Web based communication
 Geographical concerns
 Used when when a quick turnaround is needed
Questionnaires and surveys.
 Compare two or more system, business approaches
 Setup external basis for performance
 Comparing organizations for requirements.
Benchmarking
 Unanimity – everyone agrees
 Majority – more than 50% agrees
 Plurality – largest part agrees
 Autocratic – One person decides
Decision making
 Classify large number of ideas
 Grouping for review in single map
 Understand differences
 Generate new ideas
Affinity Diagram
Interpersonal team skills
Nominal Group technic
Observation / conversation
Leadership,
Team building (Trust Building)
Motivating,
Communicating,
Influencing,
Decision making,
Political and cultural awareness,
Negotiating,
Facilitating,
Managing conflict, and
Coaching.

13. COLLECT REQUIREMENTS, TOOLS&TECHNICS
 Brainstorming Idea’s
 Consolidate Idea’s
 Help generate new idea’s
Mind Mapping
 Group brainstorming idea’s
 Rank then from low to high score
 Prioritize idea’s and vote
Nominal Group Technics
 Also known as “job shadowing”
 Observing people performing works.
Observation / Conversation.
 Joint Application design/development (JAD)
 Quality function deployment (QFD) – VOC
 User stories
Facilitation
 Scope Model
 Showing Business system diagram
Context diagram
 Initial trial product model
 Functional prototypes
 Throw-away prototypes
 Storyboarding
Prototype

14. COLLECT REQUIREMENTS, OUTPUTS
 Business Requirements
 Stakeholder Requirements
 Solution Requirements
 Transition requirements
 Project requirements
 Quality requirements
Requirements Documentations
 Business needs, opportunities, goals, and objectives;
 Project objectives;
 Project scope and WBS deliverables;
 Product design;
 Product development;
 Test strategy and test scenarios; and
 High-level requirements to more detailed requirements
Requirements Traceability Matrix

15. Project Scope Management Overview
Define Scope
Inputs Tools & Technics Outputs
.1 Project charter
.2 Project management plan
• Scope management plan
.3 Project documents
• Assumption log
• Requirements
documentation
• Risk register
.4 Enterprise environmental
factors
.5 Organizational process assets
.1 Expert judgment
.2 Data analysis
• Alternatives analysis
.3 Decision making
• Multicriteria decision analysis
.4 Interpersonal and team skills
• Facilitation
.5 Product analysis
.1 Project scope statement
.2 Project documents
updates
• Assumption log
• Requirements
documentation
• Requirements traceability
matrix
• Stakeholder register

16. DEFINE SCOPE OUTPUTS
 Product scope description
 Deliverables
 Acceptance Criteria's
 Project Exclusions
Project Scope Statement

17. Project Scope Management Overview
Create WBS
Inputs Tools & Technics Outputs
.1 Project management plan
• Scope management plan
.2 Project documents
• Project scope statement
• Requirements
documentation
.3 Enterprise environmental
factors
.4 Organizational process assets
.1 Expert judgment
.2 Decomposition .1 Scope baseline
.2 Project documents
updates
• Assumption log
• Requirements
documentation
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.

18. CREATE WBS, TOOLS&TECHNICS
 Expertise should be considered from individuals or groups with knowledge of or
experience with similar projects.
Expert judgment
 Decomposing the upper WBS levels into lower-level detailed components
 Assigning identifications codes to WBS
 Verifying that degree of decomposition of deliverables are appropriate
Decomposition
Sample WBS Decomposed Down Through Work Packages

19. CREATE WBS, OUTPUTS
 Project Scope Statement
 WBS
 Work Package
 Planning Package
 WBS Dictionary
Scope Baseline
 Assumption log updates;
 Requirements Documentation
Project Documents updates

20. Project Scope Management Overview
Validate Scope
Inputs Tools & Technics Outputs
.1 Project management plan
• Scope management plan
• Requirements management
plan
• Scope baseline
.2 Project documents
• Lessons learned register
• Quality reports
• Requirements
documentation
• Requirements traceability
matrix
.3 Verified deliverables
.4 Work performance data
.1 Inspection
.2 Decision making
• Voting
.1 Accepted deliverables
.2 Work performance
information
.3 Change requests
.4 Project document updates
• Lessons learned register
• Requirements
documentation
• Requirements traceability
matrix
Validate Scope is the process of formalizing acceptance of the completed project deliverables.

21. VALIDATE SCOPE
Key Points
1. The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor to ensure they are completed
satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor.
2. Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel.
3. Verified deliverables are project deliverables that are completed and checked for correctness through the Control Quality process
Tools & Techniques
 Measuring, Examining and Validating deliverables
 Ensure it’s meet requirements
 Ensure it’s meet product acceptance criteria.
 Sometimes called reviews, product reviews and walkthroughs.
Inspection
 Voting and other similar techniques.
 Voting is used to reach conclusion
Decision Making
Outputs
 Measuring, Examining and Validating deliverables
 Ensure it’s meet requirements
 Ensure it’s meet product acceptance criteria.
 Sometimes called reviews, product reviews and walkthroughs.
Accepted Deliverables
 Info about project progress.
 Which deliverables accepted which not.
 Note the reasons.
Work Performance Information

22. Project Scope Management Overview
Control Scope
Inputs Tools & Technics Outputs
.1 Project management plan
• Scope management plan
• Requirements management
plan
• Change management plan
• Configuration management
plan
• Scope baseline
• Performance measurement
baseline
.2 Project documents
• Lessons learned register
• Requirements
documentation
• Requirements traceability
matrix
.3 Work performance data
.4 Organizational process assets
.1 Data analysis
• Variance analysis
• Trend analysis
.1 Work performance
information
.2 Change requests
.3 Project management plan
updates
• Scope management plan
• Scope baseline
• Schedule baseline
• Cost baseline
• Performance measurement
baseline
.4 Project documents
updates
• Lessons learned register
• Requirements
documentation
• Requirements traceability
matrix
Control Scope is the process of monitoring the status of the project and
product scope and managing changes to the scope baseline..

23. CONTROL SCOPE
Key Points
 Control Scope is the 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 the scope baseline is maintained throughout the project..
 Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform
Integrated Change Control process
Tools & Techniques
 Compare the baseline to actual results
 Determine if changes required (corrective or preventive action).
Variance Analysis
 Examines project performance over time.
 Determine performance improving or deteriorating
Trend Analysis

24. PMBOK 6th ed. Guide
Page 89

25. Good Luck !
Zaur Ahmadov, PMP®
IT / Telecom Project Manager
Email : zaur.ahmadov@gmail.com
Source used : PMBOK 6th Edition