Week 3

Project Scope Management

Mr. Anh, MEng.
Sep, 2021
PMI, PMP and PMBOK are registered marks of the Project Management Institute,
Inc.

1
Learning Objectives

• Project Management Process

• 1. Choosing the Right Scopes
2. Scopes Management Process
- Collect Requirements
- Define scopes
- Create WBS
- Verify scopes
- Control scopes

2
 Project Environment

The Organization Customers

Others
Organizational strategy

Top management Boss

Project Manager

Project members Colleagues

Functional managers
Subcontractors
Internal users
Suppliers
3
 Scope Management?
• In the project context, the term scope can refer to:
– Product scope: The features and functions that
characterize a product, service, or result.
– Project scope: The work that needs to be
accomplished to deliver a product, service, or
result with the specified features and functions.

• The approved detailed project scope statement

and its associated WBS and WBS dictionary are
the scope baseline for the project.
• WHAT IS SCOPE MANAGEMENT?

Scope Management consist the

development, delivery, sustained
performance and control of scope during
project life of a project.

Scope control is to manage scope change

during project development
 What is Scope Management?
• Project Scope Management includes the
processes required to ensure that the project
includes all the work required, and only the
work required, to complete the project
successfully.

• Managing the project scope is primarily

concerned with defining and controlling what
is and is not included in the project.
 Processes
Initiating Planning process Executing Monitoring & Closing
process group process controlling process
group group process group group

Project  Plan Scope  Validate

scope Management Scope
manag  Collect  Control
ement Requirements Scope
 Define Scope
 Create WBS

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Scope Management Process

8
 What is Project
Scope Management
• The key activities in project scope
management are:
– Constantly checking to make sure that all
the work is being completed
– Not letting people randomly add to the
project scope (scope creep)
– Preventing gold plating – doing
more than is required on the project

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 Product scope vs.
project scope

• Project Scope Management deals with

managing both the product scope, as well
as the project scope
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 Scopes Management
– Scope Planning
– Scope Definition
– Create WBS
– Scope Verification
– Scope Control
 Choosing the Right Scopes
• What: Is the equipment, labor required to meet the project intent.
Scopes Management is the process controlling scopes to Best Values
• Why: Scopes Development through phases that meet project
objectives & criteria
• Who: Project Team - define Scopes Rs & Rs
- When: During Options Development
- How To define the right scopes:
– Develop Scopes Options - Best Value Option:
• Process requirement
• Layout Development
• Written Design Basis
• Risk analysis
– Etc…
 Choosing The Right Scopes

• Choosing the right scopes

-Development of scopes:
-Development of option
- Option selection
-Definition of Scopes
-Process requirement
- layout requirement
-design basis (output of definition)
- local regulatory
-safety requirement (personel, system)
 Scope Documentation
Customer
Customer
Requirements
Requirements Updates for Changes to
Alignment/ Boundaries

Phase:
Phase: Phase:
Phase: Phase:
Phase: Phase:
Phase:
Feasibility
Feasibility Conceptual
Conceptual Definition
Definition Detailed
Detailed
Design
Design
Feasibility
Feasibility Project
Project Baseline
Baseline Active
Active
Scope
Scope Scope
Scope of
of Scope
Scope of
of Scope
Scope of
of
Statement
Statement Work
Work Work
Work Work
Work
Document
Document Document
Document Document
Document Document
Document

Customer Alignment / Boundary Conditions

 Scopes Planning

• Influence
High of Planning to final project cost
Conceptual
Knowledge
Detailed Engineering
Ability
to Procurement
Influence Cost
Cost Influence Construction

Start-Up
Low
Start Date Complete
Time
 Scope Development
• How to derive the scope which is the basic
project cost
• A complete scopes description should
include:
– Size, capacity
– Type
– Materials specifications
– Method of Statement
– Includes/Excludes
– Where to purchase/Lead time
– Freight and duty basis
– Etc
 Scope Management Plan
• The process of creating a scope management plan that
documents how the project scope will be defined,
validated, and controlled.
– guidance and direction on how scope will be managed
throughout the project.

A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management
Institute, Inc. All Rights Reserved. Figure 5-4 Page 111.
20
 Collect requirements
• The process of defining and documenting all
Stakeholders’ needs to meet the project
objectives. This process is critical to project
success.

A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management
Institute, Inc. All Rights Reserved. Figure 5-2 Page 120.

21
 COLLECT REQUIREMENTS
• Collect Requirements is the process of defining and
documenting stakeholders’ needs to meet the project
objectives.
• Requirements include the quantified and documented needs
and expectations of the sponsor, customer, and other
stakeholders.
• Requirements can be categorized into:
– Project requirements: business requirements, project management
requirements, delivery requirements, etc.
– Product requirements: information on technical requirements,
security requirements, performance requirements etc.
COLLECT REQUIREMENTS
 COLLECT REQUIREMENTS:
INPUTS
• Project Charter:
– provide the high-level project requirements and high-level product
description of the project so that detailed product requirements can be
developed.
• Stakeholder Register:
– used to identify stakeholders that can provide information on detailed
project and product requirements.
– contains all details related to the identified stakeholders including:
• Identification information: Name, organizational position, location, role in
the project, contact information;
• Assessment information: Major requirements, main expectations, potential
influence in the project, phase in the life cycle with the most interest;
• Stakeholder classification: Internal/external, supporter/neutral/resistor, etc.
 COLLECT REQUIREMENTS:
TOOLS & TECHNIQUES
• Interviews
– a formal or informal approach to discover information from
stakeholders by talking to them directly.
– typically performed by asking prepared and spontaneous
questions and recording the responses.
– Interviewing experienced project participants, stakeholders, and
subject matter experts can aid in identifying and defining the
features and functions of the desired project deliverables.
• Focus groups
– bring together prequalified stakeholders and subject matter
experts to learn about their expectations and attitudes about a
proposed product, service, or result.
– interactive discussion, designed to be more conversational than a
one-on-one interview.
 COLLECT REQUIREMENTS:
TOOLS & TECHNIQUES
• Facilitated Workshops
– focused sessions that bring key cross-functional stakeholders
together to define product requirements.
– well-facilitated sessions can build trust, foster relationships, and
improve communication among the participants which can lead to
increased stakeholder consensus.
– issues can be discovered and resolved more quickly than in
individual sessions.
 COLLECT REQUIREMENTS:
TOOLS & TECHNIQUES
• Group Creativity Techniques:
– Brainstorming: generate and collect multiple ideas related to project
and product requirements.
– Nominal group technique: enhances brainstorming with a voting
process used to rank the most useful ideas for further brainstorming
or for prioritization.
– The Delphi Technique: A selected group of experts answers
questionnaires and provides feedback regarding the responses from
each round of requirements gathering. The responses are only
available to the facilitator to maintain anonymity.
– Idea/mind mapping: Ideas created through individual brainstorming
are consolidated into a single map to reflect commonality and
differences in understanding, and generate new ideas.
– Affinity diagram: allows large numbers of ideas to be sorted into
groups for review and analysis.
 COLLECT REQUIREMENTS:
TOOLS & TECHNIQUES
• Group Decision Making Techniques
– an assessment process of multiple alternatives with an
expected outcome in the form of future actions resolution.
– used to generate, classify, and prioritize product requirements.
• Unanimity: Everyone agrees on a single course of action.
• Majority: Support from more than 50% of the members of the group.
• Plurality: The largest block in a group decides even if a majority is
not achieved.
• Dictatorship: One individual makes the decision for the group.
 COLLECT REQUIREMENTS:
TOOLS & TECHNIQUES
• Questionnaires and Surveys
– written sets of questions designed to quickly accumulate
information from a wide number of respondents.
– most appropriate with broad audiences, when quick turnaround is
needed, and where statistical analysis is appropriate.
• Observations
– a direct way of viewing individuals in their environment and how
they perform their jobs or tasks and carry out processes.
– particularly helpful for detailed processes when the people that
use the product have difficulty or are reluctant to articulate their
requirements.
 COLLECT REQUIREMENTS:
TOOLS & TECHNIQUES
• Prototypes
– a method of obtaining early feedback on requirements by providing
a working model of the expected product before actually building it.
– allows stakeholders to experiment with a model of their final product
rather than only discussing abstract representations of their
requirements.
– progressive elaboration with iterative cycles.
 COLLECT REQUIREMENTS:
OUTPUTS
• Requirements Documentation
– Describes how individual requirements meet the business need
for the project.
– Requirements must be measurable, testable, traceable,
complete, consistent, and acceptable to key stakeholders.
– The format of a requirements document may range from a
simple document listing all the requirements categorized by
stakeholder and priority, to more elaborate forms containing
executive summary, detailed descriptions, and attachments.
 COLLECT REQUIREMENTS:
OUTPUTS
• Requirements Management Plan
– The requirements management plan documents how requirements will
be analyzed, documented, and managed throughout the project.
• How requirements activities will be planned, tracked, and reported;
• Configuration management activities such as how changes to the product,
service, or result requirements will be initiated, how impacts will be
analyzed, how they will be traced, tracked, and reported, as well as the
authorization levels required to approve these changes;
• Requirements prioritization process;
• Product metrics that will be used and the rationale for using them;
• Traceability structure, that is, which requirements attributes will be captured
on the traceability matrix and to which other project documents
requirements will be traced.
 COLLECT REQUIREMENTS:
OUTPUTS
• Requirements Traceability Matrix
– a table that links requirements to their origin and traces them
throughout the project life cycle.
– help to ensure that each requirement adds business value by
linking it to the business and project objectives.
– help to ensure that requirements approved in the requirements
documentation are delivered at the end of the project.
– Attributes associated with each requirement can be recorded in the
requirements traceability matrix to define key information about the
requirements.
 Requirement
Traceability Matrix (RTM)

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 Define scope
• Define Scopes is the process of developing a detailed
description of the project and product.
– Describe the project, service, or result boundaries by defining
which of the requirements collected will be included in and
excluded from the project scope.
• The preparation of a detailed project scope statement is
critical to project success and builds upon the major
deliverables, assumptions, and constraints that are
documented during project initiation.

A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management
35
Institute, Inc. All Rights Reserved. Figure 5-7 Page 120.
DEFINE SCOPE
 DEFINE SCOPE: INPUTS

• Project Charter:
– provides the high-level project description and product
characteristics
– contains project approval requirements
• Requirements Documentation
• Organizational Process Assets
– Policies, procedures, and templates for a project scope
statement
– Project files from previous projects
– Lessons learned from previous phases or projects
 DEFINE SCOPE:
TOOLS & TECHNIQUES
• Expert judgment
– Often used to analyze the information needed to develop the
project scope statement.
– Applied to any technical details.
– Provided by any group or individual with specialized knowledge
or training, and is available from many sources.
• Product Analysis
– For projects that have a product as a deliverable, product
analysis can be an effective tool.
– Translating high-level product descriptions into tangible
deliverables.
– Product analysis includes techniques such as product
breakdown, systems analysis, requirements analysis, systems
engineering, value engineering, and value analysis.
 DEFINE SCOPE:
TOOLS & TECHNIQUES
• Alternatives Identification
– a technique used to generate different approaches to execute
and perform the work of the project.
– brainstorming, lateral thinking, pair wise comparisons…
• Facilitated Workshops
 DEFINE SCOPE: OUTPUTS

• Project Scope Statement

– describes, in detail, the project’s deliverables and the work
required to create those deliverables.
– provides a common understanding of the project scope among
project stakeholders.
– enables the project team to perform more detailed planning
– Guides the project team’s work during execution
– provides the baseline for evaluating whether requests for changes
or additional work are contained within or outside the project’s
boundaries.
 DEFINE SCOPE: OUTPUTS

• Project Scope Statement (cont.)

– The detailed project scope statement includes, either directly, or
by reference to other documents, the following:
• Product scope description.
• Product acceptance criteria.
• Project deliverables.
• Project exclusions.
• Project constraints.
• Project assumptions.
• Project Document Updates
– Stakeholder register
– Requirements documentation
– Requirements traceability matrix
 Scope Statement
Scope Statement Contents
• Product
– Requirements and objectives
 SCOPE STATEMENT – Acceptance criteria
– Configuration management requirements
What need to be done? • Project
– Project objectives
– Project boundaries
– Requirements and deliverables
What is not in – Constraints and assumptions
• Initial plan
Scope is not in
– Project organization
the Project !
– Initial defined risks
– Schedule milestones
– Initial WBS
– Order of magnitude cost estimate
• Approval requirements 42
 Benefits of
Project Scope Statement
• Technical characteristics
– Product performance depends on clear specification
– Well defined means well carried out
• Timescales
– Fewer modifications leads to fewer delays
• Cost factors
– All work budgeted for fewer surprises
• Human factors
– Everyone has the same vision, leading to confidence and high
morale

A weak Scope Statement = Risk

Rework, delays, additional costs, low morale
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Preliminary Scope Statement
• Project objectives
• Characteristics of the project or service of
the project
• Product objectives
• Project deliverables
• Requirements (both product and project)
• Exclusions from scope (project
boundaries)
Preliminary Scope Statement
• Constraints
• Assumptions
• High – level risk list and definition
• Milestones
• Initial WBS (work breakdown structure)
• Cost estimate
• Configuration management requirements
• Project acceptance criteria
 Work Breakdown Structure
• The process of subdividing project deliverables and
project work into smaller, more manageable
components.
– Provides a structured vision of what has to be delivered.
Create WBS is the process of subdividing project
deliverables and project works into smaller, more
manageable components

A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management
46
Institute, Inc. All Rights Reserved. Figure 5-9 Page 125.
CREATE WBS:
INPUTS
 CREATE WBS:
•
TOOLS
Decomposition:
& TECHNIQUES
– Decomposition is the subdivision of project deliverables into smaller,
more manageable components until the work and deliverable are
defined to the work package level.
– The work package level is the lowest level in the WBS, and is the
point at which the cost and the activity durations for the work can be
reliably estimated and managed.
– Decomposition may not be possible for a deliverable or subproject
that will be accomplished far into the future.
– Decomposition of the total project work into work packages
generally involves the following activities:
• Identifying and analyzing the deliverables and related work,
• Structuring and organizing the WBS,
• Decomposing the upper WBS levels into lower level detailed
components,
• Developing and assigning identification codes to the WBS components,
 CREATE WBS: OUTPUTS
• Work breakdown structure.
• WBS dictionary:
– a document generated by the Create WBS process to support
WBS.
– provides more detailed descriptions of the components in the
WBS, including work packages and control accounts.
• Scope baseline: a component of the project management plan.
Components of the scope baseline include: Project scope
statement, WBS, and WBS dictionary.
• Project document updates:
– Project documents that may be updated include, but are not
limited to requirements documentation.
– If approved change requests result from the Create WBS
process, then the requirements documentation may need to be
updated to include approved changes.
 Scope baseline
• Scope baseline comprises of:
– Project scope statement: is the description of the project
scope, major deliverables, assumptions, and constraints.
The project scope statement documents the entire scope,
including project and product scope. It describes, in detail,
the project’s deliverables and the work required to create
those deliverables.
– Works Breakdown Structure (WBS): breaks the project
scope into smaller and more manageable pieces called
work packages. Each level of the WBS is a smaller piece of
the level above
– WBS Dictionary: is created to add details to the work
packages; such as control account, assignment, technical
specifications and constraints, etc. The WBS dictionary is
useful for the person or group working in the work package
as it further elaborates the decomposed work package 50
Work Breakdown Structure
• WBS preparation involves the team – create
team “buy-in”
• During decomposition:
– Make sure each level is complete (include ALL
the work in the project before decomposing
further)
– Decompose until the lowest work unit cannot
be logically sub-divided further AND/OR it can
be estimated with reasonably accurately
• WBS is a “deliverable or task oriented”– it
should focus on tangible, deliverable item –
not activities. Any deliverable that is not
reflected in the WBS should not be part of the
scope
• Rule 100%: 100% of scope => ALL the work
needed and ONLY that work

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Work Breakdown Structure
 The Work Package
• A deliverable or activity at the lowest level of the
WBS.
 Level at which
 resources are assigned
 subcontract may be defined
 control will be carried out

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 Verify scope
• The process of formalizing acceptance of the completed
project deliverables.
– Brings objectivity to the acceptance process and increases the
chance of final product, service, or result acceptance by
validating each deliverable.

A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management
Institute, Inc. All Rights Reserved. Figure 5-14 Page 133.
54
 Deliverables

Direct
Direct and
Manage
and Control Validate Close
Manage Project
Project
Execution
Execution Quality Scope Project

Verification Acceptance

55
 Control scope
• The process of monitoring the status of the project and
product scope and managing changes to the scope
baseline.
– Allows the scope baseline to be maintained throughout the
project.

A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management
Institute, Inc. All Rights Reserved. Figur 5-16 Page 136. 56
 Project Triangle

Scope
Scope of
of
Work
Work

Scope
AFFORDABILITY

NEED DATE

Schedule
Schedule Estimate
Estimate

Team Synergy

Scope,
Scope, Budget
Budget and
and Schedule
Schedule Summary
Summary