First Edition in class

1. Scope Management
IT512-01/Dr.Ilie
Group presentation
CLU(Fall17)
Mohammed Alola
Sean Rezfani
Lutring Palacios
Dongyi Li
Figure 1:Scope Management and Baseline Development

2. Agenda
• Introduction.
• Planning and Creating.
• Defining project scope.
• project scope statement.
• Creating work breakdown structure.
• Verifying and controlling project scope.
• Conclusion.

3. Scope and scope planning
• Scope management: The process where project’s
outputs and benefits are identified, clarified, and controlled.
• Scope planning: The ability to get all required parties to
agree on the scope of the project. Considering:
- Project justification.
- Product description.
- Project objective.
• Scope planning works to ensure that the main
project shareholders agree on the project to be worked
on and its anticipated results (Wysocki, 2004).

4. Verifying and Controlling
• Both ensures that the WBS exactly reflects the items in the scope statement.
• The process by which a project manager gets
the formalized variables of the accepted project.
• During scope verification, the project manager
obtains formal acceptance from the stakeholders by
reviewing the results to ensure that they meet the set standards (Knutson, 2001).

5. Topic Vareilles article Lillie article
requirements first step to creating an effective
project scope plan is to identify all the
requirements
PM should determine that every
requirement is available for the
smooth running of the project
scope statement Scope statement is a must and it is
may be subject to change
non-negotiable requirement for each
project
WBS dictionary WBS dictionary is another critical
aspect of the scope management plan,
which supports the WBS
Files to consider WBS dictionary by
showing: start date, deadline, and
milestone
Responsibility the individuals responsible for the
various tasks and it’s subject to change
as the project progresses
Every role should be assigned to a
particular team member
deliverables stakeholders’ acceptance of the
deliverables are centralized within the
scope definition process
every project ought to have physical
deliverables that include report,
tender, design, or the material
outcome
verification highlight that scope verification
ascertains that every item in the scope
statement is included in the WBS
Evidently lacks in Lillie’s article
Control stakeholders may decide to include
new elements in the project scope
relevant stakeholders of the project
should to be aware of such changes

6. Defining project scope
Scope Definition
1. Product Analysis
2. Alternative Identification
3. Stakeholder Analysis
http://getpmpcertified.blogspot.com/2011/05/chapter-30-defining-project-scope.html
http://www.free-management-ebooks.com/dldtem/dltmpm-scopeplan.htm

7. Defining Project Scope
Product Analysis
1. Function Analysis
2. Quality Analysis
3. Product Breakdown
4. System Engineering
5. Value Analysis
6. Value Engineering
https://www.tes.com/teaching-resource/product-analysis-
framework-11055920

8. Defining Project Scope
1. Alternative Identification
a. Definition and purpose
b. Tools
i. BrainStorming
ii. Lateral Thinking
iii. Reverse Thinking with No Feedback
iv. Random Word Association with Critical Feedback
v. Metaphors and Supportive Feedback
vi. Exaggeration with Feedback
http://slideplayer.com/slide/3890333/

9. Defining Project Scope
Stakeholder Analysis
1. Definition and its goal
2. Why we use it?
3. Participation approaches
4. When use it?
5. How to develop it?
https://www.slideshare.net/jmckeever/introduction-to-stakeholder-analysis

10. Defining Project Scope
Case Study:
1. Objective:
Develop a document imaging system that would support the
government’s requirement to process information request
1. Stakeholders
i. Buyers
ii. Sellers
2. Process
3. Project Summary
https://www.pmi.org/learning/library/scope-project-stakeholder-management-8277

11. Project Scope Statement
 Gives documented basis for taking all project decisions. (Burek, 2006)
 Identifies all project deliverables
 Define all the needed work to create the deliverables
 Put in common and comprehensible terms what the project will deliver
 Clearly states the objectives and goals
 Project team members, project sponsor, key stakeholders are in agree
 Guides the rest of project planning processes
 Determine if changes are in or out of project’s boundaries
 Good Scope can avoid the most of change request (Phillips, 2014, pg. 181)
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12. Project Scope Statement(Cont.)
• Product Scope Description
• What project creates as deliverables for project customer
• Product Acceptance Criteria
• Works with project requirements focusing on the product
• Conditions and Processes for formal acceptance of the product
• Project Deliverables
• All things project will create. Product, project reports, communications, lessons learned
• Project Exclusions
• Clearly states what is included and what is is excluded from it. Eliminate Assumptions
• Project Constraints
• Anything that limits the the project team’s options. Cost, schedule, technical, quality demands
• Project Assumptions
• Anything that is believed to be true but not proven to be true (Phillips, 2014, pg. 182)

13. Project Scope Statement Elements Examples
• Business Objectives Example:
• Increase sales profit by $300,000 by the end of 2017 (Occur a High level)
• Project Objective Example:
• Design, develop and implement a new inventory management system replacing 2 redundant inventory
systems by 3rd quarter 2017 (Specific, Measurable, Attainable, Relevant, Time-based)
• Product Scope Example:
• Consider Options : Product Evaluation, Product Purchase, Product Build, Product Re-Use, Product Build/Reuse .
The project team will build all modules to comply the required functionality of the project.
• Project Constraints Example:
• Physical: All software must run on Windows 10. Legal: Only IRS approved forms for 2016 can be submitted
for electronic tax returns. Policy: The Tax Preparation Software must comply with Corporate UI guidelines
(Limit options of the project team and/or solution produced by the project.
• Project Assumptions Example:
• Final Approved mortgage forms from Bank of America will be realised and ready for input in the Real
State Sales software no later than March 3, 2017 (uncertainty , words WILL NOT BE or WILL BE)
• (Burek, 2006)

14. Project Scope Statement Creep
Scope Creep is adding to a new product extra features or functions, work or requirements that is not
authorized (Larson, Larson, 2009)
Case Study of Scope Creep
Overview: “Tesla Energy, is a fast-growing supplier of “green” energy solutions, including wind
turbines, solar technology, etc. Their growing sales force and varying sales commission plans prompted
the need for a centralized and automated commission system to replace their spreadsheet-intensive
procedures.”(Larson, Larson, 2009)
Project: Don is the head of Accounting, and approved the project plan developed by the assigned
project manager, Mary. Their preliminary research showed that a software package was the most cost-
effective solution. Mary's scope statement included these project objectives: (Larson, Larson, 2009)

15. Project Scope Statement Creep (cont.)
• Research and produce a list of the three packages that best fit the company's need
• Facilitate a decision for the best package to obtain
• Procure the package
• Install the package
During the progress of the Project happened several pitfalls that created a A Scope Creep.
These are the top five causes of scope creep
 Ambiguous or undefined scope definition
 Lack of any formal scope or requirements management
 Inconsistent process for collecting product requirements
 Lack of sponsorship and stakeholder involvement
 Project length (Larson, Larson, 2009)

16. Creating the Work Breakdown Structure
Definition:
a Work Breakdown Structure (WBS) is “a deliverable-oriented grouping of project elements
which organizes and defines the total scope of the project. Each descending level represents an
increasingly detailed definition of a project component. Project components may be products or
services.” (Phillips, 2014)

17. Creating the Work Breakdown Structure(Cont.)
Key Terms:
Code of accounts A numbering system for each item in the WBS. (Phillips, 2014)
WBS dictionary A WBS companion document that defines all of the characteristics of each element
within the WBS. (Phillips, 2014)
WBS template A prepopulated WBS for repetitive projects. Previous projects’ WBSs are often used as
templates for current similar projects. (Phillips, 2014)
Work package The smallest item in the WBS. (Phillips, 2014)
For a generic project, the logic of hierarchy for WBS follows this form (Phillips, 2014):
Figure 2. The logic of hierarchy for WBS(Pinto, 2016)

18. Creating the Work Breakdown Structure(Cont.)
Case Study: The construction of house (house metaphor)
Figure 3. House Example WBS(Mulenburg, 2010) Figure 4. Level Number Illustration(Mulenburg, 2010)

19. Creating the Work Breakdown Structure(Cont.)
A WBS includes:
• definition of work
• cost estimates
• time estimates
• scheduling
• resource allocation
• expenditures
• changes to the project plan
• productivity
• performance

20. Creating the Work Breakdown Structure(Cont.)
Develop a WBS: To divide the project into manageable, discrete, and identifiable items that require
simple tasks to complete.
The division bases:
• Product (eg. factory)
• Functional system (eg. power house)
• Physical area (eg. office)
Examples:
factory power house office
-receiving equipment -steam generation system -first floor
-processing equipment -electrical generation system -second floor
-packaging equipment -electrical transmission system -penthouse
-shipping equipment

21. Creating the WBS Dictionary
Along with the WBS, a WBS dictionary defines all of the characteristics of each element within
the WBS. (Phillips, 2014)
Also, a WBS Dictionary is helpful for communication and understanding by providing the
necessary explanations, context and detail.

22. Any Question?
Thank you!

23. List of figures
Figure 1: Scope Management and Baseline Development. Retrieved from
https://www.tonex.com/scope-management-and-baseline-development/
Figure 2: The logic of hierarchy for WBS (Pinto, 2016, p. 157)
Figure 3. House Example WBS(Mulenburg, 2010, p. 62)
Figure 4. Level Number Illustration(Mulenburg, 2010, p. 63)

24. References
01. Auerbach Publications TAPUniversity. (2017) Alternative Identification. Retrieved from URL:
https://tapuniversity.wordpress.com/2009/05/20/alternatives-identification/
02. Burek, P. (2006). Developing a complete project scope statement in 2 days. Paper presented at PMI® Global Congress 2006—North
America, Seattle, WA. Newtown Square, PA: Project Management Institute.
03. Gotto, Jason. (2013) How to Define the Scope of a Project? Retrieved from URL: http://www.totallycommunications.com/latest/how-
to-define-the-scope-of-a-project/
04. Larson, R. & Larson, E. (2009). Top five causes of scope creep ... and what to do about them. Paper presented at PMI® Global Congress
2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.
05. LMIT. (2017) How to Define a Product Analysis. Retrieved from URL: http://lmit.edu.au/blog/diploma-project-management-define-
product-analysis/#forward
06. Moustafaev, J. (2015). Project scope management: A practical guide to requirements for engineering, product, construction, IT, and
enterprise projects (1st ed.). New York, NY: Auerbach Publications
07. Mulenburg, G. (2010). Work breakdown structures: The foundation for project management excellence by eric s.Norman, shelly a.
brotherton, and robert t. fried. Journal of Product Innovation Management, 27(5), 779.
08. Phillips, J. (2014). CAPM/PMP Project Management Certification All-In-One Exam Guide. Third Edition

25. References
09. Pinto, J. K. (2016). Project management: achieving competitive advantage. Boston: Pearson Education, Inc.
10. Rad, P. F. (1999). Advocating a deliverable-oriented work breakdown structure. Cost Engineering, 41(12), 35-39. Retrieved from
https://ezproxy.callutheran.edu/login?url=https://search-proquest-com.ezproxy.callutheran.edu/docview/220447463?accountid=9839
11. Wagner, E. (2004). Against All Odds, a Case Study on Scope and Stakeholder Management. Retrieved from URL:
https://www.pmi.org/learning/library/scope-project-stakeholder-management-8277
12. WWF. (2005) Cross-Cutting Tool Stakeholder Analysis. Retrieved from URL:
file:///C:/Users/SEAN/Downloads/1_1_stakeholder_analysis_11_01_05.pdf
13. Wysocki, R. K. (2004). Project management process improvement. Boston, MA: Artech House