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Scope Management

Scope management involves defining and ensuring the completion of required work for a project. It includes processes such as planning, collecting requirements, defining scope, and creating a work breakdown structure (WBS), with a focus on stakeholder involvement and formal approval. The scope baseline consists of the project scope statement, WBS, work packages, planning packages, and WBS dictionary, guiding the project team in managing and controlling scope effectively.

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Musa Kaleem
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9 views

Scope Management

Scope management involves defining and ensuring the completion of required work for a project. It includes processes such as planning, collecting requirements, defining scope, and creating a work breakdown structure (WBS), with a focus on stakeholder involvement and formal approval. The scope baseline consists of the project scope statement, WBS, work packages, planning packages, and WBS dictionary, guiding the project team in managing and controlling scope effectively.

Uploaded by

Musa Kaleem
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Scope Management:

Scope management is the process of defining whatvwork is required and then making sure all of
thatvwork—and only that work—is completed.

Sr. No. Scope Management Processes Done During


1 Plan Scope Management Planning
2 Collect Requirements Planning
3 Define Scope Planning
4 Create WBS Planning
5 Validate Scope Control and Monitoring
6 Control Scope Control and Monitoring

Tips for the Scope Management:

1. Plan how you will determine the scope, as well as how you will manage and control scope.
2. Scope must be clearly defined and formally approved before work starts.
3. Requirements are elicited from all stakeholders, not just the person who assigned the project
(Requirements elicitation1 can take a substantial amount of time, especially on large projects,
which may involve obtaining requirements from hundreds of people).
4. Requirements must be evaluated against the business case, ranked, and prioritized to determine
what is in and out of scope.
5. A work breakdown structure (WBS) is used on all projects.
6. Gold plating a project (adding extras) is not allowed.
7. Any change to scope must be evaluated for its effect on time, cost, risk, quality, resources, and
customer satisfaction.
8. Changes to scope require an approved change request.
9. Scope changes should not be approved if they relate to work that does not fit within the project
charter.
10. You need to continuously determine what is and is not included in the project. (Project
Manager)
11. You are responsible for getting acceptance of deliverables throughout the project. (Project
Manager)

Product Scope:

Requirements that relate to the product, service, or result of the project.” It can also be defined
as the product deliverables with their associated features and functions. It answers the question, "What
end result is needed?” There may be a separate, preliminary project to determine product scope, or you
may define the requirements as part of your project.

Project Scope:

The project scope is the work the project team will do to deliver the product of the project; it
encompasses the product scope. Project scope includes the planning, coordination, and management
activities (such as meetings and reports) that ensure the product scope is achieved. These efforts
became part of the scope baseline and scope management plan, which are parts of the project
management plan.

Scope Baseline:

The Scope Baseline is the approved version of a scope statement, work breakdown structure
(WBS), and its associated WBS dictionary. Scope Baseline includes:

1. Project Scope Statement:


The Project Scope Statement contains the description of the project scope, major deliverables,
assumptions, and constraints.
2. Work Breakdown Structure:
The WBS is a hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required deliverables. Each
descending level of the WBS represents an increasingly detailed definition of the project work.
3. Work Package:
The Work Package is the lowest level of the WBS with a unique identifier. By assigning each
work package to a control account and establishing a unique identifier for that work package
from a code of accounts, Work Package is finalized. These identifiers provide a structure for
hierarchical summation of costs, schedule, and resource information.
4. Planning Package:
One or more Planning Packages are included in a control account. A planning package is a work
breakdown structure component below the control account with known work content but
without detailed schedule activities.
5. WBS Dictionary:
The WBS dictionary is a document that provides detailed deliverables, activity, and scheduling
information about each component in the WBS. The WBS dictionary is a document that supports
the WBS.

Scope Management Process Steps:

1. Develop a plan for how you will plan, validate, and control scope and requirements on the
project.
2. Determine requirements, making sure all requirements support the projects business case as
described in the project charter.
3. Sort and balance the needs of stakeholders to determine scope.
4. Create a WBS to break the scope down to smaller, more manageable pieces, and define each
piece in the WBS dictionary.
5. Obtain validation (signed acceptance) that the completed scope of work is acceptable to the
customer or sponsor.
6. Measure scope performance, and adjust as needed.

Note: The decision of whether to determine requirements as a separate project should be made based
on the needs of the project and the organization.
On change-driven projects, requirements are identified and documented at a sufficient level of detail so
they can be prioritized and estimated at a high level. The work is broken into releases and iterations, and
the work of each release or iteration is defined in more detail just before the work is done.

Requirements support the project s business case, as described in the project charter. This means that
no one can request or add work that is not related to the reason documented in the charter for initiating
the project.

Plan Scope Management:

Scope

Scope Requirements
Management Management
Plan Plan
Together these plans provide direction on how the project and product scope will be defined, managed,
and controlled.

Inputs to Plan Scope Management:

1. Project charter
The project charter includes a high-level description of the product, service, or result the project
is intended to produce. It also documents high-level project requirements.
2. Project Life Cycle Description
he project life cycle description breaks the project into the phases that it will go through to
produce the product, service, or result. It’s also important to note that scope management
planning must be performed in accordance with organizational policies and procedures.
Historical records and lessons learned from previous, similar projects may be useful for the team
in their planning efforts.
3. Organizational Process Assests.

Project Development Approach:

1. Plan Driven
a. Predictive
b. Waterfall
2. Change Driven
a. Iterative
b. Adaptive
c. Agile
3. Hybrid

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