Module 2: Individual Assignment: Scope and Schedule Management

Diploma in Project Management, PM Module 2: Scope and Schedule Management

Overview
This assignment focuses on project scope management and project schedule management.

For this assignment, you will create the documents listed below for your work-based project. The
point allocation for each of the sections is shown below as well.

Project Scope Management (50 Points)

• Scope Management Plan and Requirements Management Plan (20 points)

• Requirements Documentation and Requirements Traceability Matrix (10 points)
• Scope Baseline which is composed of: (20 points)
• Project Scope Statement
• Work Breakdown Structure (WBS)
• WBS Dictionary

Project Schedule Management (50 Points)

• Schedule Management Plan (10 points)

• Activity list, Activity attributes, and Milestone list (15 points)
• Duration Estimates (5 points)
• Project Schedule (20 points)

Remember, you must use the same project for every project management module individual
assignment.

Prior to starting this assignment, review the plans and project documents you have already created
for your project.

• PM Module 1: Principles of Project Management

o Project Charter with Assumption Log
o Stakeholder Register
o Stakeholder Engagement Plan

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Appendix 1. Step-by-Step Instructions to Complete the Module 2
Individual Assignment

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Project Scope Management

Part 1. Plan Scope Management

Step 1. Review the process “Plan Scope Management.” Refer to the PMBOK, course slides, Moodle
and your notes to review the “Plan Scope Management” process. The Scope Management Plan
describes how the project’s scope will be defined, developed, monitored, controlled and verified.

Step 2. Gather the potential inputs to create the Scope Management Plan. In class, we discussed
several inputs that may be used to craft the Scope Management Plan. All the inputs may or may not
be relevant to your project.

 Project Charter
 Project Management Plan
 Enterprise environmental factors
 Organisational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed various
tools and techniques for the “Plan Scope Management” process:

 Expert Judgement
 Data analysis like alternatives analysis
 Meetings

Step 4. Draft the Scope Management Plan. Use the template below as a guide (source: PMI Book
for Forms aligned to the PMBOK 6th Edition). Your Scope Management Plan must include the
following components at a minimum. Clearly label each required section. Tailor your plan as
required by your organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 WBS. Describe the WBS and whether it will be arranged using phases, geography, major
deliverables, or some other way. The guidelines for establishing control accounts and work
packages can also be documented in this section.
 WBS Dictionary. Identify the information that will be documented in the WBS Dictionary and
the level of detail required.
 Scope baseline maintenance. Identify the types of scope changes that will need to go
through the formal change control process and how the scope baseline will be maintained.
 Deliverable acceptance. For each deliverable, identify how the deliverable will be validated
for customer acceptance, including any tests or documentation needed for sign-off.
 Scope and requirements integration. Describe how project and product requirements will
be addressed in the scope statement and WBS. Identify the integration points and how
requirements and scope validation will occur.
 Project management and business analysis integration. Describe how business analysis and
project management will integrate as scope is being defined, developed, tested, validated,
and turned over to operations.

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Step 5. Draft the Requirements Management Plan. Using the same inputs, tools and techniques,
and outputs, draft a Requirements Management Plan. Use the template below as a guide (source:
PMI Book for Forms aligned to the PMBOK 6th Edition). Your Requirements Management Plan must

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include the following components at a minimum. Clearly label each required section. Tailor your
plan as required by your organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 Requirements collection. Describe how requirements will be collected or elicited. Consider
techniques such as brainstorming, interviewing, observation, etc.
 Requirements analysis. Describe how requirements will be analyzed for prioritization,
categorization, and impact to the product or project approach.
 Requirements categories. Identify categories for requirements such as business,
stakeholder, quality, etc.
 Requirements documentation. Define how requirements will be documented. The format
of a requirements document may range from a simple spreadsheet to more elaborate forms
containing detailed descriptions and attachments.
 Requirements prioritization. Identify the prioritization approach for requirements. Certain
requirements will be non-negotiable, such as those that are regulatory or those that are
needed to comply with the organization’s policies or infrastructure. Other requirements may
be nice to have, but not necessary for functionality.
 Requirements metrics. Document the metrics that requirements will be measured against.
For example, if the requirement is that the product must be able to support 150 lb, the
metric may be that it is designed to support 120 percent (180 lb) and that any design or
engineering decisions that cause the product to go below the 120 percent need approval by
the customer.
 Requirements traceability. Identify the information that will be used to link requirements
from their origin to the deliverables that satisfy them.
 Requirements tracking. Describe how often and what techniques will be used to track
progress on requirements.
 Requirements reporting. Describe how reporting on requirements will be conducted and
the frequency of such reporting.
 Requirements validation. Identify the various methods that will be used to validate
requirements such as inspection, audits, demonstration, testing, etc.
 Requirements configuration management. Describe the configuration management system
that will be used to control requirements, documentation, the change management process,
and the authorization levels needed to approve changes.

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Part 2. Collect Requirements
Step 1. Review the process “Collect Requirements.” Refer to the PMBOK, course slides, Moodle
and your notes to review the “Collect Requirements” process. In this part, you will create
Requirements Documentation and Requirements Traceability Matrix.

Step 2. Gather the potential inputs to create the requirements documentation and requirements
traceability matrix. In class, we discussed several inputs that may be used. All the inputs may or
may not be relevant to your project.

 Project Charter
 Project Management Plan such scope management plan, requirements management plan
and stakeholder engagement plan
 Project documents such assumption log, lessons learned register and stakeholder register
 Business Documents such as the Business Case
 Agreements
 Enterprise environmental factors
 Organisational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed various
tools and techniques for the “Collect Requirements” process:

 Expert Judgement
 Data gathering like brainstorming, interviews, focus groups, questionnaires and surveys, and
benchmarking.
 Data analysis like document analysis
 Decisions making like voting, autocratic decision making, multicriteria decision analysis
 Data representation like Affinity diagrams and mind mapping
 Interpersonal and team skills like nominal group techniques, observation/conversation,
facilitation
 Context Diagram
 Prototype

Step 4. Draft the Requirements Documentation. Use the template below as a guide (source: PMI
Book for Forms aligned to the PMBOK 6th Edition). Your Requirements Documentation must include
the following components at a minimum. Clearly label each required section. Tailor your plan as
required by your organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 ID. A unique identifier for the requirement
 Requirement. The condition or capability that must be met by the project or be present in
the product, service, or result to satisfy a need or expectation of a stakeholder
 Stakeholder. Stakeholder’s name. If you don’t have a name you can substitute a position or
organization until you have more information
 Category. The category of the requirement
 Priority. The priority group, for example Level 1, Level 2, etc., or must have, should have, or
nice to have

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 Acceptance criteria. The criteria that must be met for the stakeholder to approve that the
requirement has been fulfilled
 Test or verification method. The means that will be used to verify that the requirement has
been met. This can include inspection, test, demonstration, or analysis
 Phase or release. The phase or release in which the requirement will be met.

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Step 5. Draft the Requirements Traceability Matrix. Use the template below as a guide (source:
PMI Book for Forms aligned to the PMBOK 6th Edition). Your Requirements Traceability Matrix must
include the following components at a minimum. Clearly label each required section. Tailor your
plan as required by your organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 ID. Enter a unique requirement identifier.
 Requirement. Document the condition or capability that must be met by the project or be
present in the product, service, or result to satisfy a need or expectation of a stakeholder.
 Source. The stakeholder that identified the requirement.
 Category. Categorize the requirement. Categories can include functional, nonfunctional,
maintainability, security, etc.
 Priority. Prioritize the requirement category, for example Level 1, Level 2, etc., or must have,
should have, or nice to have.
 Business objective. List the business objective as identified in the charter or business case
that is met by fulfilling the requirement.
 Deliverable. Identify the deliverable that is associated with the requirement.
 Verification. Describe the metric that is used to measure the satisfaction of the
requirement.
 Validation. Describe the technique that will be used to validate that the requirement meets
the stakeholder needs.

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Part 3. Define Scope
Step 1. Review the process “Define Scope.” Refer to the PMBOK, course slides, Moodle and your
notes to review the “Define Scope” process.

Step 2. Gather the potential inputs to create the project scope statement. In class, we discussed
several inputs that may be used to create the project scope statement. All the inputs may or may
not be relevant to your project.

 Project Charter
 Project management plan such as scope management plan
 Project documents such as assumption log, requirements documentation and risk register
 Enterprise environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed tools
and techniques for the “Define Scope” process.

 Expert judgment
 Data analysis such as alternatives analysis
 Decision making like multicriteria decision analysis
 Interpersonal and team skills like facilitation
 Product analysis

Step 4. Create Project Scope Statement. Use the template below as a guide (source: PMI Book for
Forms aligned to the PMBOK 6th Edition). Your project scope statement must include all the
components in the template at a minimum. Clearly label each required section. Feel free to add
additional details as warranted by your project or organisation.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 Project scope description. Project scope is progressively elaborated from the project
description in the project charter and the requirements in the requirements documentation.
 Project deliverables. Project deliverables are progressively elaborated from the project
description key deliverables in the project charter.
 Product acceptance criteria. Acceptance criteria is progressively elaborated from the
information in the project charter. Acceptance criteria can be developed for each
component of the project.
 Project exclusions. Project exclusions clearly define what is out of scope for the product and
project.

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Step 5. Update Project Documents. This process may prompt you to update project documents
such as:

 Assumption log
 Requirements documentation
 Requirements traceability matrix
 Stakeholder register

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Part 4. Create WBS
Step 1. Review the process “Create WBS.” Refer to the PMBOK, course slides, Moodle and your
notes to review the “Create WBS” process.

Step 2. Gather the potential inputs to create your WBS. In class, we discussed several inputs that
may be used to create the WBS. All the inputs may or may not be relevant to your project.

 Project management plan such as scope management plan

 Project documents such as project scope statement, requirements documentation
 Enterprises environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed a couple
tools and techniques for the “Create WBS” process.

 Expert Judgement
 Decomposition

Step 4. Create the WBS. Use the template below as a guide (source: PMI Book for Forms aligned to
the PMBOK 6th Edition). Your WBS must include the components listed below at a minimum. Clearly
label each required section. Feel free to add additional details as warranted by your project and
organisation.

 Project Title. The title of the project.

 Date of Preparation. The date the document was prepared.
 WBS. The work breakdown structure for the project.

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Step 5. Create WBS Dictionary. Use the template below as a guide (source: PMI Book for Forms
aligned to the PMBOK 6th Edition). Your WBS Dictionary must include the components listed below
at a minimum. Clearly label each required section. Feel free to add additional details as warranted
by your project and organisation.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.

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 Work package name. Enter a brief description of the work package deliverable from the
WBS.
 Code of account. Enter the code of account from the WBS.
 Milestones. List any milestones associated with the work package.
 Due dates. List the due dates for milestones associated with the work package.
 ID. Enter a unique activity identifier—usually an extension of the WBS code of accounts.
 Activity. Describe the activity from the activity list or the schedule.
 Team resource. Identify the resources, usually from the resource requirements.
 Labor hours. Enter the total effort required.
 Labor rate. Enter the labor rate, usually from cost estimates.
 Labor total. Multiply the effort hours times the labor rate.
 Material units. Enter the amount of material required, usually from the resource
requirements.
 Material cost. Enter the material cost, usually from cost estimates.
 Material total. Multiply the material units times the material cost.
 Total cost. Sum the labor, materials, and any other costs associated with the work package.
 Quality requirements. Document any quality requirements or metrics associated with the
work package.
 Acceptance criteria. Describe the acceptance criteria for the deliverable, usually from the
scope statement.
 Technical information. Describe or reference any technical requirements or documentation
needed to complete the work package.
 Agreement information. Reference any contracts or other agreements that impact the work
package.

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Step 6. Assemble the 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 (PMBOK, page 161).

 Scope Statement. Created above in Part 3, Step 4 above.

 Work Breakdown Structure. Created in Part 4, Step 4 above.
 WBS Dictionary. Created in Part 4, Step 5 above.

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Project Schedule Management
Part 1. Plan Schedule Management
Step 1. Review the process “plan schedule management” Refer to the PMBOK, course slides,
Moodle and your notes to review the “Plan Schedule Management” process.

Step 2. Gather the potential inputs to create the schedule management plan. In class, we
discussed several inputs that may be used to craft the project charter. All the inputs may or may not
be relevant to your project.

 Project charter
 Project management plan such as scope management plan, development approach
 Enterprise environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed several
tools and techniques for the “plan schedule management” process:

 Expert judgement
 Data analysis like alternative analysis
 Meetings

Step 4. Draft the Schedule Management Plan. Use the template below as a guide (source: PMI
Book for Forms aligned to the PMBOK 6th Edition). Your Schedule Management Plan must include
the following components at a minimum. Clearly label each required section. Tailor your project
charter as required by your organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 Schedule methodology. Identify the scheduling methodology that will be used for the
project, whether it is critical path, agile, or some other methodology.
 Scheduling tool(s). Identify the scheduling tool(s) that will be used for the project. Tools can
include scheduling software, reporting software, earned value software, etc.
 Level of accuracy. Describe the level of accuracy needed for estimates. The level of accuracy
may evolve over time as more information is known (progressive elaboration). If there are
guidelines for rolling wave planning and the level of refinement that will be used for
duration and effort estimates, indicate the levels of accuracy required as time progresses.
 Units of measure. Indicate whether duration estimates will be in days, weeks, months, or
some other unit of measure.
 Variance thresholds. Indicate the measures that determine whether an activity, work
package, or the project as a whole is on time, requires preventive action, or is late and
requires corrective action.
 Schedule reporting and format. Document the schedule information required for status and
progress reporting. If a specific reporting format will be used, attach a copy or refer to the
specific form or template.
 Organizational procedure links. The schedule outline should follow the numbering structure
of the WBS. It may also need to follow the organization’s code of accounts or other
accounting and reporting structures.

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 Schedule updates. Document the process for updating the schedule, including update
frequency, permissions, and version control. Indicate the guidelines for maintaining baseline
integrity and for re-baselining if necessary.

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Part 2. Define Activities
Step 1. Review the process “Define activities.” Refer to the PMBOK, course slides, Moodle and your
notes to review the “Define Activities” process.

Step 2. Gather the potential inputs to create the activity list, activity attributes, and milestone list.
In class, we discussed several inputs that may be used to craft the project define activities. All the
inputs may or may not be relevant to your project.

 Project management plan such as schedule management plan and a scope baseline
 Enterprise environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed four
tools and techniques for the “define activities” process:

 Expert judgement
 Decomposition
 Rolling wave planning
 Meetings

Step 4. Draft the activity list. Use the template below as a guide (source: PMI Book for Forms
aligned to the PMBOK 6th Edition). Your activity list must include the following components at a
minimum. Clearly label each required section. Tailor your project charter as required by your
organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 ID. Unique identifier.
 Activity name. A brief statement that summarizes the activity. Activities usually start with a
verb and are only a few words.
 Description of work. If needed use this field to provide more detail to the activity
description, such as a process or method to accomplish the work.

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Step 5. Draft the activity attributes. Use the template below as a guide (source: PMI Book for Forms
aligned to the PMBOK 6th Edition). Your activity attributes must include the following components at
a minimum. Clearly label each required section. Tailor your document as required by your
organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 ID. Unique identifier

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 Activity name. Document a brief statement that summarizes the activity. The activity name
starts with a verb and is usually only a few words.
 Description of work. A description of the activity in enough detail that the person(s)
performing the work understands what is required to complete it.
 Predecessor and successor activities. Identify any predecessor activities that must occur
before the activity. Identify any successor activities that can’t occur until after the activity.
 Logical relationships. Describe the nature of the relationship between predecessor or
successor activities, such as start-to-start, finish-to-start, or finish-to-finish.
 Leads and lags. Any required delays between activities (lag) or accelerations (lead) that
apply to the logical relationships
 Imposed dates. Note any required dates for start, completion, reviews, or accomplishments.
 Constraints. Document any limitations associated with the activity, such as finish-no-later-
than dates, approaches to work, resources, etc.
 Assumptions. Document any assumptions associated with the activity, such as availability of
resources, skill sets, or other assumptions that impact the activity.
 Team resources and skill levels. Document the number and roles of people needed to
complete the work along with the skill level, such as junior, senior, etc.
 Required physical resources. Document the materials, supplies or equipment needed to
complete the activity.
 Location of performance. If the work is to be completed somewhere other than at the
performing site, indicate the location.
 Type of effort. Indicate if the work is a fixed duration, fixed effort, level of effort,
apportioned effort, or other type of work.

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Step 6. Draft the milestone list. Use the template below as a guide (source: PMI Book for Forms
aligned to the PMBOK 6th Edition). Your milestone list must include the following components at a
minimum. Clearly label each required section. Tailor your project charter as required by your
organisation or project characteristics.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.

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 Milestone name. Milestone name that uniquely defines the milestone
 Milestone description. A description of the milestone in enough detail to understand what is
needed to determine the milestone is complete
 Type. A description of the type of milestone, such as internal or external, interim or final and
mandatory or optional

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Part 3. Sequence Activities
Step 1. Review the process “sequence activities.” Refer to the PMBOK, course slides, Moodle and
your notes to review the “Sequence Activities” process.

Step 2. Gather the potential inputs to create the project schedule network diagram. In class, we
discussed several inputs that may be used to sequence activities. All the inputs may or may not be
relevant to your project.

 Project management plan such as schedule management plan, scope baseline

 Project documents like activity attributes, activity list, assumption log and milestone list
 Enterprise environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed four
tools and techniques for the “sequence activities” process:

 Precedence diagramming method

 Dependency determination and integration
 Leads and lags
 Project management information systems

Step 4. Create the project schedule network diagram. Use the template below as a guide (source:
PMI Book for Forms aligned to the PMBOK 6th Edition). Your schedule network diagram must include
the following components at a minimum. Clearly label each required section. Tailor your project
charter as required by your organisation or project characteristics.

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Part 4. Estimate Activity Durations
Step 1. Review the process “Estimate activity durations.” Refer to the PMBOK, course slides,
Moodle and your notes to review the “Develop Project Charter” process.

Step 2. Gather the potential inputs to create the duration estimates. In class, we discussed several
inputs that may be used to craft the project charter. All the inputs may or may not be relevant to
your project.

 Project management plan such as schedule management plan and scope baseline
 Project documents like activity attributes, activity list, assumption log, lessons learned
register, milestone list, project team assignments, resource breakdown structure, resource
calendars, resource requirements and risk register
 Enterprise environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed several
tools and techniques for the “Estimate activity durations” process:

 Expert judgement
 Analogous estimating
 Parametric estimating
 Three- point estimating
 Bottom-up estimating
 Data analysis like alternative analysis and reserve analysis
 Decision making like voting
 Meetings

Step 4. Calculate duration estimates. Use the template below as a guide (source: PMI Book for
Forms aligned to the PMBOK 6th Edition). Your duration estimates must include the following
components at a minimum. Clearly label each required section. Tailor your project charter as
required by your organisation or project characteristics. You may use the Duration Estimating
Worksheet to help you calculate the activity durations.

 Project Title. The title of the project.

 Date Prepared. The date the plan was created.
 ID. Unique identifier
 Activity description. A description of the work that needs to be done
 Effort hours. The amount of labor it will take to accomplish the work; usually shown in
hours, but may be shown in days
 Duration estimates. The length of time it will take to accomplish the work; usually shown in
days, but may be shown in weeks or months

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Part 5. Develop Schedule
Step 1. Review the process “develop schedule.” Refer to the PMBOK, course slides, Moodle and
your notes to review the “Develop Schedule” process.

Step 2. Gather the potential inputs to create the schedule baseline, project schedule, schedule
data, and project calendar. In class we discussed several inputs that may be used to craft these
documents. All the inputs may or may not be relevant to your project.

 Project management plan such as schedule management plan, scope baseline

 Project documents like activity attributes, activity list, assumption log, basis of estimates,
duration estimates, lessons learned register, milestone list, project schedule network
diagram, project team assignments, resource calendars, resource requirements and risk
register
 Agreements
 Enterprise environmental factors
 Organizational process assets

Step 3. Use tools and techniques to analyse the inputs listed above. In class, we discussed many
tools and techniques for the “develop schedule” process:

 Schedule network analysis

 Critical path method
 Resource optimization
 Data analysis such as what-if scenario analysis, simulation
 Leads and lags
 Schedule compression
 Project management information system
 Agile release planning

Step 4. Draft the project schedule.

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