Lecture 6 Scope

8/12/2019 Lecture 6 Scope

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06/02/2014

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What is Project Scope Management?

Scope refers to all the work involved in creating

the products of the project and the processes

used to create them

A deliverable is a product produced as part of a

project, such as hardware or software, planning

documents, or meeting minutes

Project Scope Management includes theprocesses involved in defining and controlling

what is or is not included in a project



Project Scope Management

Product Scope

• The features and

functions that

characterize a productservice, or result.

• Completion is measured

against the product

requirements.

Project Scope

• The work that must bedone in order to deliver aproduct, service, or resultwith the specified featuresand functions.

• Completion is measuredagainst the project plan.

A clear project scope ideally means one target, one arrow

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Includes the processes required to ensure that theproject accomplishes all of the work required, and only

the work required, to achieve the purpose of project

success.

Scope Management means: Constantly checking to make sure you are completing all

the work.

Not letting people randomly add to the scope of the project

without a structured change control system. Making sure all changes fit in the project charter.

Defining and Controlling what is or what is not included in

the project.




Processes


Scope Definition Create WBS

Scope Verification Scope Control

Scope Planning




Processes

ScopeDefinition

Create WBS

Scope Verification

Scope Control

Scope Planning



o ec requ remen s copePlanning)

It is the process of creating a project scope managementplan that documents how the project scope will be defined,verified, controlled and how the work breakdown structure(WBS) will be created and defined.

• Focuses on thinking ahead to determine “How will I dothis?” before doing the work and turning the answer into aProject Scope Management Plan.

• Defining and managing the project scope influence the

project’s overall success. • Each project requires a careful balance of tools, data

sources, processes and procedures to ensure that the effortspent on scoping activities is matching with the project’s

size, complexity, and importance.



Tools andTechniques

Expert judgment

Templates, Forms,Standards

Inputs

EnterpriseEnvironmental

FactorsOrganizationalProcess Assets

Project Charter

Preliminary ProjectScope Statement

Management Plan

OutputsProject ScopeManagementPlan

Scope Planning



Scope Planning

InputsEnterprise Environmental Factors:

Any or all external and internal organizational environmental

factors that surround or influence the project’s success.

• Examples include: organizational culture and structure,infrastructure, tools, human resources, personnel

policies, commercial databases, market conditions,

etc.

Organizational Process Assets:

Every organization keeps a database of all the informationand records of the previous executed projects and theseinformation are stored in a central repository calledOrganizational Process Assets.



Scope Planning…. Inputs (continued)

Project Charter:The document that formally authorizes a project andprovides the PM with the authority to apply organizational

resources to project activitiesPreliminary Project Scope Statement:The definition of the project – what needs to be done

Management Plan:

Detail definition of how the project is to be executed,monitored, controlled, and closed



Scope Planning

Tools and TechniquesExpert Judgment: Expert judgment is related to how equivalent projects havemanaged scope and is used in developing the project

scope management plan.• Expertise (specialized education or past

experience)

Templates, Forms and Standards:Templates could include WBS templates, scopemanagement plan template and project scope changecontrol forms.



Scope Planning

OutputsProject Scope Management Plan:

A document that provides guidelines on how project scopewill be defined, documented, verified, managed andcontrolled by the project management team.

• Control how change requests for project scope

statement will be processed.

• Project Scope Management Plan is contained in, or isa subsidiary of the Project Management Plan.



2. Scope DefinitionScope Definition is the process of developing adetailed project scope statement to be used as thebasis for future project decisions.

• Primarily concerned with what is and what isnot included in the project.• Takes into account constraints and

assumptions that were documented during

project initiation.• Stakeholders needs, wants, and expectations

are analyzed and converted into the projectrequirements.



Scope Definition

Tools andTechniques

Project analysis

Alternativesidentification

Expert judgment

Stakeholder analysis

Inputs

Organizationalprocess assets

Project charter

Preliminary projectscope statement

Project scopemanagement plan

Approved changerequests

Outputs

Project scopestatement

Requested changes

Project scopemanagement plan(update)



Scope DefinitionInputsOrganizational Process Assets:

The formal and informal procedures, policies and guidelines

that could impact how the project’s scope is managed.

Project Charter

The document that formally authorizes a project and provides

the PM with the authority to apply organizational resources to

project activities.

Preliminary Project Scope Statement

The definition of the project – what needs to be done.



Scope Definition

Inputs (continued)Project Scope Management Plan

A document that provides guidelines on how project scopewill be defined, documented, verified, managed, and

controlled by the project management team.

Approved Change RequestsDocumented, authorized changes to expand or contractproject scope.

• Can also modify policies, project management plans,procedures, costs, or budgets, or revise schedules.

• Can impact project scope, quality, estimated costs, orproject schedule.



Scope Definition

Tools and TechniquesProduct Analysis:Method for translating project objectives into tangibledeliverables and requirements.

• Includes techniques such as product breakdown,system analysis, systems engineering, value and

functional analysis. Used to translate project objectivesinto tangible deliverables and requirements.

Alternative Identification:Technique used to generate different approaches to executeand perform the work of the project.

• Includes techniques such as brainstorming and lateralthinking.

Tip: You don’t need to know how to “do” these techniques, you

just need to recognize that there are a number of techniques

that may be used and be familiar with their names.



Scope Definition

Tools and Techniques (continued)

Expert Judgment:

Expert judgment is related to how equivalent projects have

managed scope and is used in developing the project scope

management plan.• Expertise (specialized education or past experience)

Stakeholder Analysis:

Stakeholder analysis identifies the influence and interests ofthe various stakeholders and documents their needs, wants,

and expectations. The analysis selects, prioritizes and

qualifies the needs and expectations to create requirements.



Scope Definition

OutputsProject Scope Statement:

Describes, in detail, the project’s deliverables and the workrequired to create those deliverables. It provides a commonunderstanding of the project scope among all projectstakeholders and describes the project’s major objectives.It also:

allows 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 outsidethe project’s boundaries



Scope Definition

Outputs (continued)Requested Changes:

Requested changes to the Project Management Plan and its

subsidiary documents may be developed during the Scope

Definition process.• Requested changes are processed for review and

disposition through Integrated Change Control

process.

Project Scope Management Plan (Updates):

The Project Scope Management Plan component of the

Project Management Plan may need to be updated to

include approved change requests resulting from the

project’s Scope Definition process.



3. Create WBSCreating the WBS (Work Breakdown Structure) is the process ofsubdividing the major project deliverables and project work into

smaller, more manageable components.

The WBS is a deliverable-oriented hierarchical decomposition of thework to be executed by the project team to accomplish the projectobjectives and create the required deliverables.

WBS is the foundation of the project. WBS:• organizes and defines the total scope of the project.• subdivides the project work into smaller, more manageable

pieces of work.• provides the ability to plan the work and represents anincreasingly detailed definition of the work.

• ends with work packages, which are the lowest-level ofcomponents and can be scheduled, cost estimated,

monitored, and controlled.



(WBS)

A WBS is a deliverable-oriented grouping of the workinvolved in a project that defines the total scope of the

project

WBS is a foundation document that provides the basis

for planning and managing project schedules, costs,

resources, and changes

Decomposition is subdividing project deliverables into

smaller pieces A work package is a task at the lowest level of the WBS

Tasks on a WBS represent work that needs to be done to

complete the project, not specifications (e.g. type of

materials etc)



Template



Level 1 Level 2 Level 3

1Widget Management

System

1.1 Initiation 1.1.1 Evaluation & Recommendations1.1.2 Develop Project Charter

1.1.3 Deliverable: Submit Project Charter

1.1.4 Project Sponsor Reviews Project Charter

1.1.5 Project Charter Signed/Approved

1.2 Planning 1.2.1 Create Preliminary Scope Statement

1.2.2 Determine Project Team

1.2.3 Project Team Kickoff Meeting

1.2.4 Develop Project Plan1.2.5 Submit Project Plan

1.2.6 Milestone: Project Plan Approval

1.3 Execution 1.3.1 Project Kickoff Meeting

1.3.2 Verify & Validate User Requirements

1.3.3 Design System

1.3.4 Procure Hardware/Software

1.3.5 Install Development System

1.3.6 Testing Phase1.4 Control 1.4.1 Project Management

1.4.2 Project Status Meetings

1.4.3 Risk Management

1.4.4 Update Project Management Plan

1.5 Closeout 1.5.1 Audit Procurement

1.5.2 Document Lessons Learned

1.5.3 Update Files/Records

1.5.4 Gain Formal Acceptance1.5.5 Archive Files/Documents

Tabular View of WBS.

It is a good option for organizations which prefer table formats



Create WBS

Tools andTechniques

Work breakdownstructure templates

Decomposition

Inputs

Organizationalprocess assets



Approved change

requests

Outputs

Project scopestatement(updates)

Work breakdownstructure

WBS dictionary

Scope baseline

Project scopemanagement plan(Updates)

Requested changes



Create WBS

Inputs

Organizational Process Assets:

The formal and informal procedures, policies and

guidelines that could impact how the project’s scope ismanaged.

Project Scope Statement:

Describes, in detail, the project’s deliverables and the work

required to create those deliverables. It also provides acommon understanding of the project scope among all

project stakeholders and describes the project’s major

objectives.



Create WBS

Inputs (continued)

Project Scope Management Plan:

A document that provides guidelines on how project scope

will be defined, documented, verified, managed andcontrolled by the project management team.

Approved Change Requests:

Documented, authorized changes to expand contract

project scope.



Create WBS

Tools and TechniquesWork Breakdown Structure Templates:

• Reuse WBS from a previous project.• Most projects – within a given organization – may

have the same or similar project life cycles andsimilar deliverables required from each phase.

A WBS from a previous project can often be used as atemplate for a new project. Although each project is unique,

WBSs can often be “reused” since most projects will resembleanother project to some extent.

For example, most projects within a given organization willhave the same or similar project life cycles, and will thus havethe same or similar deliverables required from each phase.



Create WBS

Tools and Techniques (continued)Decomposition:Subdividing the major project deliverables into smaller, moremanageable components until the deliverables are defined tothe work package level.

• Different deliverables have different levels ofdecomposition.

• Decomposition of total project work generally involvesthe following activities:

• Identifying 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 WBS components.• Verifying the degree of decomposition of the work is necessary and

sufficient.



Create WBS

OutputsProject Scope Statement (Updates): Approved changes are included in the Project Scope

Statement.

Work Breakdown Structure: A deliverable-oriented hierarchical decomposition of thework to be executed by the project team to accomplish the

project objectives and create the required deliverables.



Create WBS

Outputs (continued)WBS Dictionary: A WBS dictionary is a document that describes eachcomponent of the WBS, including: work packagedescriptions, defined deliverables, list of associated activities

and milestones, schedule dates, cost budgets, and staffassignments.Each component of a WBS is assigned a unique identifier.Collectively, these unique identifiers are known as the code

of accounts or code.

Many WBS tasks are vague and must be explained more sopeople know what to do and can estimate how long it willtake and what it will cost to do the work



Scope Verification It is very difficult to create a good scope statement and WBS

for a project. It is even more difficult to verify project scopeand minimize scope changes.

Many projects suffer from scope creep and poor scope

verification.

Scope Verification includes:• Obtaining formal acceptance of the project scope by the

stakeholders (sponsor, client, customer, etc.).

• Reviewing deliverables and work results to ensure that all

were completed correctly and satisfactorily.• Determining completion, especially if the project is

terminated early. The scope verification process should

establish and document the level and extent of

completion.



Scope Verification

Tools andTechniques

Inspection Inputs


WBS dictionary


Deliverables

Outputs

Accepted deliverables

Requested changes

Recommended

corrective actions



Scope Control Scope control involves controlling changes to the project

scope. Project Scope Control is concerned with influencingthe factors that create project scope changes and

controlling the impact of those changes.

Goals of scope control are to:

Influence the factors that cause scope changes.

Ensure changes are processed according to procedures

developed as part of integrated change control.

Manage changes when they occur. Scope Control shouldbe proactive, rather than reactive

Variance is the difference between planned and actual

performance.



Scope Control

Tools andTechniques

Change control system

Variance analysis

Replanning

Configurationmanagement system

Inputs


Work breakdownstructure

WBS dictionary


Performance reports

Approved changerequests

Work performanceinformation

Outputs

Project scope statement(updates)

Work breakdownstructure (updates)

WBS dictionary (updates)

Scope baseline (updates)

Requested changes

Recommended correctiveaction

Organizational processassets (updates)

Project management plan(updates)



Understand how inputs, tools & techniques, and outputs worktogether. You don’t have to memorize them.

Lecture 6 Scope

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