Project Scope Management

167
 Summary

• Definition of scope • Create WBS

– Product scope – Work breakdown structure (WBS)
– Project scope – Benefits of a WBS
• Plan Scope Management – How to create a WBS
– Scope management plan – Decomposition
– Requirements management plan – Work package
– Control account
• Collect Requirements
– Scope baseline
– Requirements documentation
– WBS dictionary
– Requirements traceability matrix
– Requirements gathering techniques
• Validate Scope
– Accepted deliverables
• Define Scope
– Verified deliverables
– Product analysis
– Project scope statement
• Control Scope
– Constraints – Scope creep
– Assumptions – Gold plating

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 Requirement and Project work

Stakeholder Requirement
Scope

Project
Work
Cost Time

Project work
Project Triple Constraint

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 What is Requirement?

• A condition or capability needed by a stakeholder to solve a problem or achieve an

objective.
• A condition or capability that must be met or possessed by a solution or solution
component to satisfy a contract, standard, specification, or other formally imposed
documents.

Business requirements Solution requirements

• Functional requirements
• Non-functional requirement
Transition requirements

Project work requirements (time,

Stakeholder’s requirements cost,...)

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 Project Scope and Product Scope

Project Scope
I need... Got it. I’ll do...
• The work that must be done to
deliver a product, service, or result
with the specified features and
functions.
• Completion is measured against the
project management plan.
• Project scope is sometimes viewed as
including product scope.
Product Scope
• The features and functions that are
to be included in your products or
service or result of the project.
• Completion is measured against the
product requirements.

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 Common mistakes in project scope management

Scope Creep Gold Plating

• is also known as requirement creep, • Adding extra features or functions to
which refers to the uncontrolled the products which were not asked
changes in the project’s or product’s by the customer.
scope.

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 Project Scope Management Processes
Initiating Planning Executing Monitoring & Closing
Controlling
5.1 Plan Scope 5.5 Validate
Management Scope

5.2 Collect 5.6 Control

Requirements Scope

5.3 Define
Scope

5.4 Create WBS

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 5.1 Plan Scope Management

What? How to manage

project scope?
• Process to provide guidance and
direction on how scope will be
manage throughout project.
Why?
• Stakeholders and project team need
to understand how project scope be
managed. This helps reduce the risk
of project scope creep.
When?
• Once or at predefined points in the
project.

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 5.1 Plan Scope Management

How?
• Analysis of project charter, the latest
approved subsidiary plans of the
project management plan, historical
information, and any other relevant
enterprise environmental factors.
• Determine way of collecting
requirements, elaborating the project
and product scope, creating the
product, validating the scope, and
controlling the scope are evaluated.

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 Types of project lifecycle
• Predictive vs Agile/Adaptive

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 Types of project lifecycle

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 5.1 Plan Scope Management – Tools & techniques

1. Alternatives analysis
• Evaluate the different ways to manage project requirement and project scope

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 5.1 Plan Scope Management – Tools & techniques

2. Expert Judgment 3. Meetings

• Any group or person with expertise in • Attendees at these meetings may
developing scope management plan anyone with responsibility for any of
the scope management processes

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 5.1 Plan Scope Management - Outputs

1. Scope Management Plan

• The scope management plan is a
component of the project or program
management plan that describes how
the scope will be defined, developed,
monitored, controlled, and validated.
• Can be formal or informal, broadly
framed or highly detailed, based on
the needs of the project.

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 5.1 Plan Scope Management - Outputs

2. Requirement Management
Plan
• Describes how project and product
requirements will be analyzed,
documented, and managed.
• Requirements management plan
components are strongly influenced
by phase-to-phase relationship

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 5.1 Plan Scope Management - Inputs

1. Project charter 3. Enterprise environmental

• Project purpose, high-level project factors
description, assumptions, constraints, • Organization’s culture,
and high-level requirements
• Infrastructure,
2. Project management plan personnel administration, and
• Project life cycle description. marketplace conditions.
• Development approach. Waterfall, 4. Organizational process
iterative, adaptive, agile, or a hybrid assets
development approach will be used.
• Policies and procedures, and
• Quality management plan. Quality
policy, methodologies, and standards • Historical information and lessons
are implemented on the project. learned repositories.

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 5.2 Collect Requirements

What? Stated Unstated

• Collect the requirements for the Requirements Requirements
project based on the stakeholders'
needs, which will determine the
product scope and project scope.
Why?
• The basis for defining the product
scope and project scope.
When?
• Once or at predefined points in the
project

Missing requirements

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 Common mistakes in requirement management

Very important High,

Really High,
Extremely
High !!!

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 Requirement Management Processes

• Requirement elicitation: • Requirement Validation: ensuring

communicating with customers and the specified requirements meet the
users to determine what their stakeholders’ needs.
requirements are. This is sometimes • Requirement Verification: confirming
also called requirements gathering. that the specification addresses
• Requirement analysis: determining organization's standard.
whether the stated requirements are • Requirement Categorization:
unclear, incomplete, ambiguous, or Organizing requirements according to
contradictory, and then resolving different viewpoints, and the needs
these issues. of different audiences
• Requirements specification/ • Requirement Prioritization:
modeling: Requirements might be determining which
specified in various forms, such as candidate requirements of product
natural-language documents, use should be included in a certain
cases, user stories, or process release.
specifications.

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 5.2 Collect Requirements – Tools & Techniques

1. Document analysis 2. Interviews

• There are a wide range of documents • Is a formal or informal approach to
that may be analyzed to help elicit discover information from
relevant requirements. stakeholders by talking to them
• Example: business plans, marketing directly
literature, agreements, requests for • Invidiually meeting between an
proposal, current process flows, Interviewer and an interviewee
logical data models, business rules …

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 5.2 Collect Requirements – Tools & Techniques

3. Facilitated workshops Facilitation technique

• can be used to quickly define cross – • Well-facilitated sessions can build
functional requirements and trust, foster relationships, and
reconcile stakeholder differences. improve communication among the
• Examples of facilitated workshops: participants, which can lead to
• Joint application increased stakeholder consensus.
design/development (JAD): in the
software development industry.
• Quality function deployment (QFD):
In the manufacturing industry

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 5.2 Collect Requirements – Tools & Techniques

4. Focus Groups 5. Delphi Technique

• Group of prequalified stakeholders • is an anonymous method to query a
or the subject matter experts panel of experts.
• A trained moderator guides the • Participants can express ideas or
group through an interactive opinions without fear or getting
conversational than a discussion , intimidated.
designed to be more conversational • The process is stopped after a pre-
than a one-on-one interview defined stop criterion (e.g. number of
rounds, achievement of consensus,
stability of results)

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 5.2 Collect Requirements – Tools & Techniques

6. Brainstorming: Nominal Group Technique:

• Gathering a list of ideas • Brainstorming + Voting
spontaneously contributed by its
members.
• Rules for brainstorming :
– Go for quantity
– Withhold criticism
– Welcome wild ideas
– Combine and improve ideas

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 5.2 Collect Requirements – Tools & Techniques

Affinity Diagram: Mind Map:

• Brainstorming+ Grouping • Brainstorming + Mapping

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 5.2 Collect Requirements – Tools & Techniques

7. Questionnaires and Surveys 8. Benchmarking

• Questionnaires and surveys are • Generate ideas for improvement, and
written sets of questions designed to provide a basis for measuring
quickly accumulate information from performance by comparing actual or
a wide number of respondents . planned practices, such as processes
and operations, to those of
comparable organizations to identify
best practices

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 5.2 Collect Requirements – Tools & Techniques

9. Prototypes 10. Context diagrams

• Concept, Mock up, Storyboard, • A diagram that represents the Actors
Demo…a working model of the outside a system that could interact
expected product before actually with that system.
building it • The actor(s) providing the input to
• The requirements obtained from the and receiving the output from
prototype are sufficiently complete to business system.
move to a design or a build phase • This diagram is the highest level view
of a system

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 5.2 Collect Requirements – Tools & Techniques

11. Decision Making (1) 11. Decision Making (2)

• Voting - Majority : support from • Voting - Plurality : the largest block in
more than 50% of the members of a group decides even if a majority is
the group not achieved

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 5.2 Collect Requirements – Tools & Techniques

11. Decision Making (3) 11. Decision Making (4)

• Voting - Unanimity : everyone • Autocratic : one individual makes the
agrees on a single course of action decision for the group

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 5.2 Collect Requirements – Tools & Techniques

11. Decision Making (5)

• Multi-criteria decision analysis
• Explicitly considers multiple criteria in
decision-making environments.
• Example:
• considering three different types of
car and evaluating them for criteria
such as speed, cost and fuel
efficiency. MCDM would suggest that
the car that has the highest total
rating across those three categories
would be the best car to buy.

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 5.2 Collect Requirements – Tools & Techniques

12. Observation/conversation
• Observation ( also called “job
shadowing”) is usually done
externally by the observer viewing
the user performing his or her job .
• It can also be done by a “participant
observer” who actually performs a
process to experience how it is done
to uncover hidden requirements

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 5.2 Collect Requirements – Outputs

1. Requirements
Documentation
• Describe how individual
requirements relate the project
• Requirements need to be
unambiguous (measurable and
testable), traceable, complete,
consistent, and acceptable to key
stakeholders.
• May range from a simple listing form
to more elaborate forms
• User stories: are often developed
during a requirements workshop.

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 5.2 Collect Requirements – Outputs

2. Requirements Traceability
Matrix
• It is a matrix that links requirements
to the business and project objectives
and the deliverables that satisfy
them.
• That helps to trace them throughout
the project life cycle .

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 5.2 Collect Requirements - Inputs

1. Project charter 3. Project documents

• Contain high-level description of the • Stakeholder Register
product, service, or result • Assumption Log.
• Lessons learned register
2. Project management plan 4. Business documents
• Stakeholder engagement plan: to • Describe required, desired, and
assess and to adapt to the level of optional criteria for meeting the
stakeholder participation in business needs.
requirements activities.
• Scope management plan
5. Agreements
• Requirements management plan • Agreements can contain project and
product requirements.
6. Enterprise environmental factors
7. Organizational process assets

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 5.3 Define Scope

What?
• Define Scope is the process of • During project initiation, the major
developing a detailed description of deliverables, assumptions, and
the project and product scope. constraints that are documented
• During project planning, the project
Why? scope is defined and described with
• Stakeholders and project team need greater specificity as more
to have a common understanding information about the project is
of what is included in and excluded known.
from the project work and what
factors define its success.
When?
• Depends on project lifecycle, Define
scope process can be used once or
highly iterative

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 5.3 Define Scope

How?
• Selects the final project requirements
from the requirements
documentation
• Develops a detailed description of
the project and product, service, or
result.
• Analyse alternatives and determine
the best approach to complete or
deliver it
• Analyse existing risks, assumptions,
and constraints for completeness and
added or updated as necessary.
• Get agreement on project
deliverables and acceptance criteria

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 5.3 Define Scope – Tools and Techniques

1. Product Analysis
• Methods for translating high-level
product descriptions into tangible
deliverables. Each application area
has one or more generally accepted
methods: Product breakdown,
Systems analysis, Requirements
analysis, Systems engineering…
• Generally asking questions about a
product and forming answers to
describe the use, characteristics, and
other the relevant aspects of what is
going to be manufactured.

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 5.3 Define Scope – Tools and Techniques

2. Alternative analysis:
• Generate and analysis different approaches to execute and perform the work of
the project.
• A variety of general management techniques can be used, such as:
– Brainstorming, Lateral thinking, Analysis of alternatives…

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 5.3 Define Scope – Tools and Techniques

3. Multi-criteria decision 4. Facilitation:

analysis: • to reach a cross-functional and
• systematic analytical approach refine common understanding of the
the project and product scope for the project deliverables and project and
project product boundaries.

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 5.3 Define Scope - Outputs

1. Project Scope Statement

• Project scope statements documents
the entire scope, including project
and product scope. It describes the
project’s deliverables in detail.
• It helps to create a common
understanding among stakeholders
(avoid scope creep).
• It may contain explicit scope
exclusions that can assist in managing
stakeholder expectations.
• The project team and the project
stakeholders need to agree to the
scope statement before project
execution.

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 5.3 Define Scope - Outputs

2. Project Document Updates

Project documents that may be updated
include
• Assumption log.
• Stakeholder register
• Requirements documentation
• Requirements traceability matrix

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 5.3 Define Scope - Inputs

1. Project Charter 4. Enterprise environmental factors

• Goals and objectives of the project, • Factors that can influence the define
scope
• Description of the scope,
• Any constraints and assumptions, and
project approval requirements . 5. Organizational process assets
• Policies, procedures and templates.
2. Project management plan • Historical information and lessons
• Scope Management Plan learned from previous phase or
3 Project documents projects.
• Requirements documentation: The
Define scope process will translate
the requirements into more detail.
• Risk register
• Assumption log

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 5.4 Create WBS

What?
• Process of decomposing project work
into smaller, more manageable work
components.
Why?
• “Divide to conquer”
• Easier to estimate, allocate resources
and to track project performance
• WBS visually defines the scope into
manageable chunks that stakeholders
can understand
When?
• Once or at predefined points in the
project.

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 5.4 Create WBS

How?
• Identifying and analyzing the
deliverables and related work
• Structuring and organizing the WBS
• Decomposing the upper WBS levels
into lower-level detailed components
• Verifying that the degree of
decomposition of the deliverables is
appropriate.
• Developing and assigning
identification codes to the WBS
components
• Get approved and baseline project
scope documents

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 5.4 Create WBS – Tools & Techniques

1. Decomposition
• The technique involves breaking • WBS may be created through:
down the project into smaller, more – Top-down: use WBS templates or
manageable components of work. organization-specific guidelines.
• WBS can be organized by : – Bottom-up: constructed from
– Project phases the inputs of project team
– Major deliverables and members who actually do the
subprojects work (team buy-in)
– Combination approach

Project Project

Deliverable Deliverable Deliverable

Phase 1 Phase 2 Phase n 1 2 n

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 5.4 Create WBS – Tools & Techniques

1. Decomposition
• The lowest level of WBS components always are deliverables
• Note: Plan deliverables (outcomes), not actions !

What WBS is Not What WBS is

• A WBS is not an exhaustive list of work. • It is instead a comprehensive
classification of project scope.
• A WBS is neither a project plan, • It specifies what will be done, not how
a schedule, nor a chronological listing. or when.
• A WBS is not an organizational • It may be used when assigning
hierarchy responsibilities.

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 In the context of Schedule Management
Rolling wave planning: is a project planning technique that involves progressive
elaboration to add detail to the Work Breakdown Structure (WBS) on an ongoing basis.
• Near term deliverables: are decomposed into activities nessesary to produce the
deliverables. Deliverables are also called as Work packages.
• Long term deliverables: are more broadly defined, called as Planing packages.

Work package Planning package

• Lowest level element of WBS • Lowest level element of WBS at a given
point of time
• No further decomposition (in term of • Will get decomposed into work
Scope management) packages at later stage
• Primary input to identify activities • Decomposed into work package or
process they get converted into work package
when work get more visibility
• Planning package will not have
activities under them

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 5.4 Create WBS – Tools & Techniques

1. Decomposition
• Rule of 100%: The sum of the work at the “child” level must equal 100% of the
work represented by the “parent”, and the WBS should not include any work that
falls outsite the actual scope of the project

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 5.4 Create WBS – Tools & Techniques

1. Decomposition Rule of thumb (Heuristic):

• The level of decomposition is often • No workpackage should be more
guided by the degree of control than a single reporting period
needed to effectively manage the • No work package should not be less
project. than 8h and not be bigger than 80h
• The level of detail for work packages of work
will vary with the size and complexity
of the project.
• Excessive decomposition can lead to
nonproductive, micro-management
effort

8/80 hours
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 5.4 Create WBS - Outputs

1. Scope Baseline
• The approved version of a scope
statement, WBS, and its associated Scope
WBS dictionary baseline
• Scope baseline is a component of the
project management plan.
• It can be changed only through Scope WBS
Statement WBS dictionary
formal change control procedures
and is used as a basis for comparison.
2. Project Documents Updates
Work Planning
• Assumption log. additional packages packages
assumptions or constraints
• Requirements documentation.

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 5.4 Create WBS - Outputs

WBS dictionary
• Document that supports the WBS
where detail work descriptions are
documented.
• Information in the WBS dictionary
may includes:
– Code of accounts: a numbering
system used to uniquely identify
each component of the work
breakdown structure (WBS).
– Description of work
– Assumptions and constraints
– Responsible organization 1.2.2 Concept
– Schedule milestones… Models

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 5.4 Create WBS – Inputs

1. Project management plan 3. Enterprise Environmental

• Scope management plan Factors
– How to create the WBS • Industry-specific WBS standards. Eg.
– How the WBS will be maintained ISO/IEC 15288 on Systems
and approved. Engineering
2. Project documents 4. Organizational Process
• Requirements documentation Assets
– What needs to be produced. • Policies, procedures, and templates
• Project scope statement for the WBS
– The work that will be
performed or is excluded.
– The specific internal or external
restrictions or limitations

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 5.6 Control Scope

What?
• Process of monitoring the status of
the project and product scope and
managing changes to the scope
baseline.
Why?
• Maintain the scope baseline
When?
• Throughout the project.
How?
• Determining the cause and degree of
variance relative to the scope
baseline
• Deciding whether corrective or
preventive action is required.

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 5.6 Control Scope

Process of Making Changes • No Scope Creep

1. Understand the change
2. Prevent unnecessary changes
3. Identify root cause of change
4. Look at the impact of the change
5. Create a change request
6. Perform Integrated Change Control
7. Adjust the project management
plan and baseline
8. Notify stakeholders affected by the
change
9. Manage the project to the new
project management plan

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 5.6 Control Scope – Tools & Techniques

1. Variance Analysis
• Assess the magnitude of variation
from the original scope baseline . • No Gold Plating
• Determine the cause and the
degree of variance relative to the
scope baseline
• Decide whether corrective or
preventive action is required

2. Trend analysis.
• examines project performance over
time to determine if performance is
improving or deteriorating.

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 5.6 Control Scope – Outputs

1. Work Performance 2. Change requests

Information • Preventive, corrective actions or
defect repairs.
• Planned vs. actual technical
performance or other scope 3. Project management plan
performance measurements: the updates
categories of the changes received, • Scope management plan
the identified scope variances and • Scope baseline
their causes, how they impact • Other baselines (schedule, cost,
schedule or cost, and the forecast of performance measurement ..)
the future scope performance.
4. Project document updates
• This information provides a
• Requirements documentation
foundation for making scope
decisions. • Requirements traceability matrix
• Lessons learned register

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 5.6 Control Scope - Inputs

1. Work Performance Data 3. Project documents

• Such as number of deliverables have • Requirements documentation
started , their progress and which • Requirements traceability matrix
deliverables have been finished • Lessons learned register
2. Project Management Plan
• Scope Management Plan 4. Organizational process assets
• Requirements Management Plan • Existing formal and informal scope,
• Change Management Plan control-related policies, procedures,
• Configuration Management Plan guidelines; and
• Scope Baseline • Monitoring and reporting methods
and templates to be used.
• Performance measurement baseline.

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 5.5 Validate Scope

What?
• Process of validating completed
deliverables with stakeholders and
formalizing their acceptance.
Why?
• Decrease the reworks, increase
likelyhood of closing the project.
When?
• Periodically throughout the project as
needed.
• Usually performed after Control
Quality, and before Close Project or
Phase.

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 Deliverables flow
Develop Project
Charter

•Product
description
•Major
requirements

Scope planning Direct and Manage Control Quality

processes Project Work

•Scope baseline •Deliverables •Verified

Deliverables

Validate Scope Close Project or

Phase

•Accepted •Final product,

Deliverables service or result

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 5.5 Validate Scope

How?
• Project team presents project deliverables to
customer or sponsor. After customer checks
the deliverables, there are 3 possible
outcomes:
• If the deliverable meets their requirements
agreed in project scope, the customer
accepts it (formal acceptance).
• If the deliverable has defects or
requirements are not met, they must be
fixed by the project team.
• If there are change request, they will be
evaluated by the change control board (only
approved change requests will be
implemented in the project.)

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 5.5 Validate Scope: Tools and Techniques

1. Inspection 2. Decision Making

• Sometimes called: reviews, product • Voting: to reach a conclusion when
reviews, audits, and walkthroughs. the validation is performed by the
• A point-by-point review of the project team and other stakeholders
requirements and the associated
deliverable/ work

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 5.5 Validate Scope: Outputs

1. Accepted deliverables 2. Work Performance

• Deliverables that meet the Information
acceptance criteria are formally • Information about accepted
signed off and approved by the deliverable and not-accepted
customer or sponsor. deliverables and the reasons why.
3. Change requests
• Defect repair
4. Project documents updates
• Requirements documentation.
• Requirements traceability matrix.
• Lessons learned register.

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 5.5 Validate Scope- Inputs

1. Verified deliverables 3. Project documents

• Verified deliverables are project • Requirements Documentation:
deliverables that are completed and requirements with their acceptance
checked for correctness through the criteria
Control Quality process. • Requirements Traceability Matrix:
links requirements to their origin
2. Project Management Plan • Quality Reports
• Scope management plan • Lessons learned register
• Requirements management plan 4. Work performance data
• Scope baseline: The scope baseline is • the degree of compliance with
compared to actual results to requirements, number of
determine if a change nonconformities, severity of the
nonconformities, or the number of
validation cycles performed in a
period of time.
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