CONTEMPORARY PROJECT MANAGEMENT, 4E

Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells

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1
Chapter 7

Scope Planning

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Chapter 7 Core Objectives:

• Describe the planning of scope management, collecting requirements, &

defining scope processes

• Create a requirements traceability matrix, project scope statement, &

change request form

• Describe a work breakdown structure (WBS) and why it is important

• Compare different methods of developing a WBS

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Chapter 7 Technical Objective:

• Create a WBS, including work packages and a numbering

system for the code of accounts, both by hand and using
MS Project

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Web Intelligence Solutions from Teradata

“An effective scope management approach fosters open

communications and sound decision making to ensure all
parties get the business value expected from the project”

Mike Van Horn, Teradata

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Scope Planning Processes

• Plan Scope Management

• Collect project requirements
• Define project scope
• Create work breakdown structure (WBS)
• Establish change control

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Flow of Scope Planning

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 Plan Scope Management

Plan scope management – the process of developing a plan that includes

the total scope of what needs to be done and what is excluded from the
project; implementation and validation of the scope; and how to control
deviations from the scope statement.
Total scope = product scope + project scope

Product scope – outputs the team will deliver to its customers

Project scope – the work needed to be performed in order to deliver the

project’s outputs
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 Collect Requirements

Make sure the project team is absolutely clear on the project

objectives!
Requirement– a condition or capability needed by a user to solve a problem
or achieve an objective that satisfies a standard, specification, or any other
formally-documented need.

Why…
this project?

Collect requirements – a systematic effort to understand and analyze

stakeholder needs to define and document these needs and requirements
with a focus on meeting project objectives.
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Gather Stakeholder Input & Needs

• Use voice of the customer techniques (VOC)

• Ask questions
• Place yourself in the customer’s situation
• State customer desires in operational terms

Collecting requirements is same regardless

of type of project. Generally Agile documentation
is less formal, thus allowing for progressive elaboration
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Gather Stakeholder Input & Needs

Common methods for obtaining & documenting requirements:

Meetings with Stakeholders
Interviews
Focus Groups
Questionnaires
Surveys
Observations
Prototypes
Industry Standards
Reference Documents
Market Analysis
Competitive Analysis
Client Requests
Standard Specifications
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Gather Stakeholder Input & Needs

Seek a high-level description:

What do we not understand about the feature?

What is the business reason for the feature?

What is the impact of not providing this feature?

What action items need to be accomplished if

we do this?

What impact will this have on other features of

the project or elsewhere?
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Requirements Traceability Matrix *See Exhibit
7.2

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Breakout Session!

Create a Requirements Matrix, similar to the one in Exhibit 7.2

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Define Scope

Define scope – the process of translation stakeholder needs and

requirements into detailed specifications of the project outcomes
& products
• Reasons to Define Scope
• How to Define Scope
• List deliverables and acceptance criteria
• Establish project boundaries
• Create a project work statement
• Defining Scope in Agile Projects

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Reasons to Define Scope

• All other planning is based on the project scope

• Needed to preventing scope creep

If we provide this,
will it solve your
problem?

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How to Define Scope

• List project deliverables

• Determine acceptance criteria
• Establish project boundaries
• In scope vs. Out of scope
• Understand constraints
Scope
Scope
• Create a Scope Definition Statement
Statement

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Breakout Session!

For a given project, list the following:

1. Intermediate deliverables
2. Final deliverables
3. Acceptance criteria

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Defining Scope in Agile Projects

• At beginning of project, overall scope only identified at high

level
• Backlog of possible work identified also
• Use smaller, frequent iterations to get feedback, as customer
desires evolve over time
• Customer representative (“owner”) prioritizes scope based on
business need, value, cost, & risk.

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Defining Scope in Agile Projects

Acceptance tests

User stories
High level scope

PERSONAS
Commit to work
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Work Breakdown Structure (WBS)

• What is the WBS?

• Why use a WBS?
• WBS Formats
• Work Packages
• How to Construct a WBS

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What is the WBS?

• Tool to progressively divide project deliverables into smaller pieces

• Identifies all deliverables
• A framework for further planning, execution, and control

What are the

components of this
deliverable?

Define activity – a project planning process which identifies

and determines specific actions to develop and deliver the
project outcomes, such as products, services or results
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Why use a WBS?

• Ensures all parts of project are considered

• Adds discipline and visibility to project planning
• Basis for planning schedule, resources, cost, quality, & risk
• Useful in determining where and why problems occur
• Helpful in project communications

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WBS Formats

• Indented outline
• Organizational chart
• Free format

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WBS - Indented Outline Format

Useful when
typing WBS
into
scheduling
software

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 WBS in Org Chart Format

• Familiar
• Easy to
understand
• Flexible

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WBS in Free Format

• Completely
flexible
• Especially useful
when project’s
structure is not
initially clear

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Work Packages

• Lowest level of WBS

• Basis for subsequent planning & control

Work activities Schedule is Resources are Control features

are defined formed aligned are developed

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Work Packages

Work package – deliverable at the lowest level of the WBS, for

which cost and duration
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Work Packages

State succinctly in very few words (use adjectives, not

verbs!)

WBS component – “an entry in the WBS

that can be at any level.” PMBOK® Guide

WBS dictionary – document that provides detailed

information about every work package, including
deliverable details; activity; scheduling information;
predecessor & successor activities; person responsible;
resources required; & risks.
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Work Package Detail

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How to construct a WBS

• Include appropriate subject matter experts (SMEs)

• Use a top-down approach
• Consider WBS from a previous project as a starting point
• Use brainstorming

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Steps in WBS Construction

1. Identify major deliverables

2. Decompose deliverables
3. Continue until deliverables are the right size
4. Review

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Identify Major Deliverables

• Begin with Scope Statement

• Organize in systematic manner such as by project phase
• Facilitates rolling wave planning—planning near term work
in detail and future work at a higher level
• Rolling wave planning  quick start
• Helps avoid:
• Analysis paralysis - never starting anything because the plan
is not complete
• Ready, fire, aim – not planning at all

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WBS Organization Examples

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Decompose Deliverables

• Brainstorm list of interim and final deliverables (use Post It®

Notes)
• Assemble deliverables on large work space
• Organize deliverables into related groups

Decomposition – breaking down into smaller and smaller pieces

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Continue Until Deliverables Are the Right Size

When to stop
decomposing? Judgment
call…Ideally, work
packages are:
• Small enough to control
• Not so small as to
micro-manage

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Review

• Ensure completeness
• Consider parent-child concept
• Have between 3 and 9 child elements for each parent
• Assign a unique name & number to each component

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Establish Change Control

• Projects are conducted in an atmosphere of uncertainty

• Plans must be made to ensure all potential changes are
considered, accepted or rejected, and that their impact is
factored into revised plans

Change control system – a system of managing and controlling

changes and modifications to the project plan and project deliverables

Baseline – the approved project plan, mostly consisting of scope,

schedule, & cost; should not be altered without going through
integrated
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Establish Change Control

• Document potential changes to a project with a change

request
• Every change to a project must be formally proposed

Change request – a written request or formal proposal to

change any project planning component, such as a
document, project deliverable, or the baseline (scope, cost,
and time).
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Change Request Form

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Using MS Project for Work Breakdown Structures
(WBS)

• Set Up the WBS

1. Understand WBS definitions & displays.
2. Enter project deliverables & work package
elements.
3. Create the outline of your WBS.
4. Insert a WBS code identification column.
5. Hide (or show) the desired amount of detail in
WBS.

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Step 1. Understand WBS displays and
definitions

• Summary tasks are

displayed:
• Tables as an outline
• Gantt view

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 Step 2. Enter WBS
Elements (Tasks)

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Step 2. Enter WBS Elements (Tasks)

1. Click on Task Name field to select the row below

where you want the new row to be.
2. On Task tab, Insert group, click Insert Task.
3. In the Task Name field, enter the name of the
added WBS element.
4. Enter any additional task(s).

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Step 3. Create the outline of your (WBS)

1. Click Task Name field of the row to be indented.

2. On Task tab, Schedule group, click Indent Task.
3. To decrease an indent level with the Outdent
control: On the Task tab, Schedule group, click
Outdent Task. Any lower-level items will also be
outdented.

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Step 4. Insert Row Number Column

• Project will automatically number summaries

• Right-click Task Name heading
• Insert – Column –WBS

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Ready to Insert WBS Column

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WBS Column Inserted

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Step 5. Hide (or Show) Underlying
Detail

Select summary row whose

detail is to be
hidden/displayed

Click on the Hide ( - )

subtasks button or Show
subtasks button ( + )

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Summary

• Use scope planning to determine deliverables and acceptance criteria.

• Organize scope into a work breakdown structure (WBS).
• Decompose the project into smaller and smaller pieces.
• Assign WBS components.
• Create WBS by hand or use MS Project to create WBS.

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PMBOK Exams

• When in doubt, work backwards from your desired solution

• What would it take to make this project/product successful?
• Collect Requirements—get input from stakeholders, end-users, & SMEs
• Break down project deliverables into smaller and smaller pieces with a WBS
• Remember, these are things (nouns), not activities (verbs)
• Lowest level (work packages) should be small enough to monitor

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Work Breakdown Structure Template PM
PMIN
INACTION
ACTION

• Management and Technical activities for banks in South Africa

• First level decomposition is physical (“powerhouse,” “factory,”
etc.)
• Second level decompositions varied—based on function or
product
• Developed from a client’s (rather than the project team’s)
perspective

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Casa de Paz Development Project

• The Promotion and Community Relations Working Group are creating

a product backlog

• They ask “what are the three to five most important things to be
created?”

• For each, what details must be accomplished for it to be a minimum

viable product?

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