The document discusses project scope management which includes the processes required to ensure a project includes all the work needed and only the work needed to complete the project successfully. It defines key processes for scope management planning including collecting requirements, defining scope, and creating a work breakdown structure (WBS). Collecting requirements involves determining and documenting stakeholder needs. Defining scope develops a detailed product description. Creating a WBS subdivides deliverables into smaller, more manageable components to provide a framework for what needs to be delivered.
2. 2
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. Managing the
project scope is primarily concerned with defining and
controlling what is and is not included in the project.
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.
Preventing extra work or gold plating.
You should give the customer what exactly they asked for, no more
and no less.
Giving any extras is a waste of time and adds no benefit to the
project.
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Product Scope & Project Scope
Product Scope: The features and functions that
characterized a product, services or result.
Project Scope: The work performed to deliver a
product, services or result with the specified feature
and function.
Completion of Project Scope is measured against
the Project management Plan and the scope
baseline for the project.
Completion of Product Scope is measured against
the Product Requirements.
5. 5
Plan Scope Management
Plan scope management is the process of
creating scope management plan that
documents how the project scope will be
defined, validated, and controlled. The key
benefit of this process is that it provide
guidance and direction on how scope will be
managed through the project.
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of
Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013)
6. 6
Plan Scope management
Inputs
1- Project Charter
2- Project Management
Plan
- Quality management plan
- Project life cycle description
- Development approach
3- Enterprise
Environmental Factors
4- Organizational Process
Assets
Tools &Techniques
1- Expert Judgment
2- data analysis
- Alternative analysis
3- Meetings
Outputs
1- Scope Management
Plan
2- Requirements
Management Plan
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, figure 5-2, Page 107.
7. 7
Scope Management Plan, outputs
Requirements Management Plan
Is the component of the project management
plan that describes how project and product
requirements will be analyzed, documented,
and managed.
According to Business Analysis for
Practitioners, some organizations refer to it as
Business Analysis Plan.
8. 8
Collect Requirements
Collect requirements is the process of
determining, documenting, and managing
stakeholders needs and requirements to meet
objectives. The key benefit of this process is that
it provides the basis for defining the product
scope and project scope.
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of
Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013)
9. 9
Collect Requirements
Inputs
1- Project charter
2- Project management plan
- Scope Management Plan
- Requirements Management
Plan
- Stakeholder engagement Plan
3- Project document
- Assumption log
- Lesson learned register
- Stakeholders register
4- Business documents
- Business case
5- Agreements
6- EEFs
7- OPAs
Tools &Techniques
1- Expert judgment
2- Data gathering
- Brainstorming
Interviews
- Focus groups
- Questionnaires and surveys
- Benchmarking
3- Data analysis
- Document Analysis
4- Decision making
- Voting
- Multi-criteria decision analysis
5- Data representation
- Affinity diagrams
- Mind mapping
6- Interpersonal & team skills
- Nominal group technique
-Observations/conversation
- Facilitation
7- Context Diagrams
8- Prototypes
Outputs
1- Requirements
documentation
2- Requirements
traceability matrix
10. 10
Collect Requirements, Tools & tech.
Voting
Voting is a collective decision making technique and
as assessment process having multiple alternatives
with an expected outcome in the form future actions.
Voting techniques incl.:
− Unanimity: everyone agrees
− Majority: more than 50%
− Plurality: the largest block
11. 11
Collect Requirements, Tools & tech.
Affinity Diagram
Affinity diagram allow large numbers of ideas to be
classified into groups for review and analysis.
Mind mapping
Mind Mapping consolidates ideas created through
individual brainstorming sessions into a single map to
reflect commonality and differences in understanding
and generate new ideas.
12. 12
Collect Requirements, Tools & tech.
Nominal group technique
Nominal group technique enhances brainstorming with
a voting process used to rank the most useful ideas
for further brainstorming or for prioritization.
Nominal group technique consisting of four steps:
− A question or problem is posed to the group.
− The moderator writers down the ideas on a flip chart until
all ideas are recorded.
− Each recorded idea is discussed until all group members
have a clear understanding.
− Individuals vote privately to prioritize the ideas
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Collect Requirements, Outputs
Requirements documentation
The requirements describes how individual
requirements meets the business need for the project.
− Business requirements.
− Stakeholders requirements.
− Solution requirements.
− Transition and readiness requirements.
− Project requirements.
− Quality requirements.
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Collect Requirements, Outputs
Requirements Traceability Matrix
The requirements traceability matrix is a grid that links
product requirements from their origin to the
deliverables that satisfy them.
tracing requirements includes but not limited to:
− Business needs, opportunities, goals & objectives.
− Project objectives.
− Project scope and WBS deliverable.
− Product development, etc.
15. 15
Define scope
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, figure 5-7, Page 120.
Define scope is the process of developing a
detailed description of the project and
product. The key benefit of this process is that
it describes the product, service, or result
boundaries and acceptance criteria.
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Define Scope, Outputs
Project Scope Statement
Is the description of the project scope, major deliverables,
assumption, and constraints.
It describes the project deliverables in details and the work
required to create those deliverables.
It also provide a common understanding of the project scope
among all project stakeholders, it’s includes:
Product scope description.
Deliverables.
Acceptance criteria.
Project exclusion.
18. 18
Create WBS
Create WBS is the process of subdividing
project deliverables and project works onto
smaller, more manageable components. The
key benefit of the process is that it provides a
framework of what has to be delivered.
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Create WBS
Inputs
1- Project Management Plan
- Scope Management Plan
2- Project documents
- Project Scope Statement
- Requirements documentation
3- EEFs
4- OPAs
Tools & Techniques
1- Expert Judgment
2-Decomposition
Outputs
1- Scope Baseline
2- Project documents
updates
- Assumptions log
- Requirements
documentation
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, figure 5-9, Page 125.
20. 20
Create WBS, Tools & Techniques
Decomposition
Decomposition is a technique used for dividing and
subdividing of project scope and project
deliverables into smaller, more manageable parts,
the works 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.
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WBS Levels Example
The Top Level of the WBS is Project Title.
The First Level is most commonly the same as the
Project Phases.
The Second & Later levels break the project into
smaller pieces.
The Lowest Level that the project manager will
manage the project to, is called the Work Package.
This Work may be broken down again by the
person or persons completing the work.
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Create WBS, Outputs
Scope baseline
The scope baseline is the approved version of a scope
statement, WBS, and its associated WBS dictionary, which
can be changed only through formal change control
procedures and is used as a basis for comparison.
Component of the scope baseline incl.:
- Project scope statement
- WBS
- Work package
- Planning package
- WBS dictionary
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Create WBS Outputs
WBS Dictionary
- Code of account,
- Description of works,
- Assumptions and constraints,
- Statement of work,
- Responsible organization,
- Schedule milestone,
- Resources required,
- Cost Estimate,
- Quality requirement,
- Acceptance criteria,
- Technical references, and
- Agreement information
