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Chapter 5 - Project Scope Management - Handouts

The document is a PMP® Exam Review focusing on Project Scope Management, detailing the processes necessary to ensure that a project includes all required work for successful completion. It distinguishes between product scope and project scope, outlines the steps involved in managing project scope, and provides insights into collecting requirements from stakeholders. Key processes include planning scope management, collecting requirements, defining scope, creating a Work Breakdown Structure (WBS), validating scope, and controlling scope.

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0% found this document useful (0 votes)

4 views37 pages

Chapter 5 - Project Scope Management - Handouts

Uploaded by

Aris Tesoro

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

You are on page 1/ 37

6/9/2014

PMP® Exam Review

Unauthorized distribution is strictly prohibited. These

resources are for 3FOLD Education Centre students enrolled in
the classroom and or online programs.

PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

Chapter 6
PROJECT SCOPE MANAGEMENT

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PROJECT 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. *

Product vs. Project Scope

• Product scope. The features and functions that

characterize a product, service, or result.
• Project scope. The work performed to deliver a product,
service, or result with the specified features and functions.
The term project scope is sometimes viewed as including
product scope.*

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Project Scope Management

5.1 Plan Scope Management

5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope

Project Scope Management

5.1 PLAN SCOPE MANAGEMENT

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Plan Scope Management

• Plan Scope Management is the process of creating a scope

management plan that documents how the project scope
will be defined, validated, and controlled. *
• The key benefit of this process is that it provides guidance
and direction on how scope will be managed throughout
the project. *

Plan Scope Management

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-2, Page 107

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Plan Scope Management: Inputs

1. Project Management Plan

2. Project Charter
3. Enterprise Environmental Factors
4. Organizational Process Assets

Plan Scope Management: T&T

1. Expert judgment
2. Meetings

5
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Plan Scope Management: Outputs

1. Scope Management Plan

2. Requirements Management Plan

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 verified.*
• The process for preparing scope statement.
• The process for creating WBS and WBS Dictionary.
• The process describing how formal acceptance will be obtained.
• The process describing how to control changes to the scope

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Plan Scope Management: Outputs

2. Requirements Management Plan

– The requirements management plan is a component of the
project management plan that describes how requirements will
be analyzed, documented, and managed.*
• How requirements activities will be planned, tracked, and reported;
• The process for requirements prioritization
• Configuration management activities

Project Scope Management

5.2 COLLECT REQUIREMENTS

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5.2 Collect Requirements

• Collect Requirements is the process of determining,

documenting, and managing stakeholder needs and
requirements to meet project objectives. *
• The key benefit of this process is that it provides the basis
for defining and managing the project scope including
product scope.*

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
© 2014 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldeducate.com . www.3foldtraining.com . PMP® Exam Review

5.2 Collect Requirements

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-4, Page 111

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Collect Requirements: Inputs

1. Scope Management Plan
2. Requirements Management Plan
3. Stakeholder Management Plan
– The stakeholder management plan is used to understand
stakeholder communication requirements
4. Project Charter
5. Stakeholder Register
– Stakeholder register will help the team to identify the stakeholders
who can provide details on the requirements.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Collect Requirements: T&T

1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision-making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document analysis

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Collect Requirements: T&T

1. Interviews
• A formal or informal approach to
elicit information from stakeholders
by talking to them directly.*

Collect Requirements: T&T

2. Focus groups
• An elicitation technique that brings
together prequalified stakeholders
and subject matter experts to learn
about their expectations and
attitudes about a proposed
product, service, or result.*

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Collect Requirements: T&T

3. Facilitated workshops
• An elicitation technique using
focused sessions that bring key
cross-functional stakeholders
together to define product
requirements.*

Collect Requirements: T&T

4. Group creativity techniques

• Techniques that are used to
generate ideas within a group of
stakeholders.*

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Collect Requirements: T&T

4. Group creativity techniques

• Brainstorming. A general data gathering and creativity technique that can be used to
identify risks, ideas, or solutions to issues by using a group of team members or subject
matter experts.*
• Nominal group technique. A technique that enhances brainstorming with a voting process
used to rank the most useful ideas for further brainstorming or for prioritization.*
• Idea/mind mapping. A technique in which ideas created through individual brainstorming
sessions are consolidated into a single map to reflect commonality and differences in
understanding, and generate new ideas.*
• Affinity diagram. A technique that allows large numbers of ideas to be classified into
groups for review and analysis.*
• Multi-criteria decision analysis. A technique that utilizes a decision matrix to provide a
systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and
valuation, to evaluate and rank many ideas.*

Collect Requirements: T&T

5. Group decision-making techniques

• Techniques to assess multiple
alternatives that will be used to
generate, classify, and prioritize
product requirements.*

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Collect Requirements: T&T

5. Group decision-making techniques
• Unanimity. Agreement by everyone in the group on a single course of action.*
• Majority. Support from more than 50 percent of the members of the group.*
• Plurality. Decisions made by the largest block in a group, even if a majority is
not achieved.*
• Dictatorship. In this method, one individual makes the decision for the
group.*

Collect Requirements: T&T

6. Questionnaires and surveys

• Written sets of questions designed
to quickly accumulate information
from a large number of
respondents. *

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Collect Requirements: T&T

7. Observations
• A technique that provides a direct
way of viewing individuals in their
environment performing their jobs
or tasks and carrying out
processes.*

Collect Requirements: T&T

8. Prototypes
• A method of obtaining early
feedback on requirements by
providing a working model of the
expected product before actually
building it. *

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Collect Requirements: T&T

9. Benchmarking
• Benchmarking is the comparison of
actual or planned practices, such as
processes and operations, to those
of comparable organizations to
identify best practices, generate
ideas for improvement, and provide
a basis for measuring
performance.*

Collect Requirements: T&T

10. Context diagrams

• A visual depiction of the product
scope showing a business system
(process, equipment, computer
system, etc.), and how people and
other systems (actors) interact with
it.*

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Collect Requirements: T&T

11. Document analysis

• An elicitation technique that
analyzes existing documentation
and identifies information relevant
to the requirements.

Collect Requirements: Outputs

1. Requirements Documentation
2. Requirements Traceability Matrix

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Collect Requirements: Outputs

1. Requirements Documentation
– A description of how individual requirements meet the
business need for the project.*
– Components of requirements documentation can include, but,
are not limited to:
• Business Requirements; Stakeholder Requirements; Solution
Requirements; Project Requirements; and Transition Requirements

Collect Requirements: Outputs

2. Requirements Traceability Matrix

– A grid that links product requirements from their origin to
the deliverables that satisfy them.*

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Project Scope Management

5.3 DEFINE SCOPE

5.3 Define Scope

• Define Scope is the process of developing a detailed

description of the project and product.*
• The key benefit of this process is that it describes the
project, service, or result boundaries by defining which of
the requirements collected will be included in and
excluded from the project scope.*

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5.3 Define Scope

• All of the requirements collected may not be included in

the project.
• Final project requirements will selected from the
requirement documentation based on which detailed
description of the project and product will be developed.
• Scope statement will be developed based on deliverables,
assumptions, and constraints.

5.3 Define Scope

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-7, Page 120

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Define Scope: Inputs

1. Scope Management Plan

2. Project Charter
3. Requirements Documentation
4. Organizational Process Assets

Define Scope: T&T

1. Expert Judgment
2. Product Analysis
3. Alternatives Generation
4. Facilitated Workshops

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Define Scope: T&T

2. Product Analysis
– For projects that have a product as a deliverable, it is a tool to
define scope that generally means 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.*

Define Scope: T&T

3. Alternatives Generation
– A technique used to develop as many potential options as
possible in order to identify different approaches to execute and
perform the work of the project.*

21
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Define Scope: Outputs

1. Project Scope Statement

2. Project Documents Updates

Define Scope: Outputs

1. Project Scope Statement

– The description of the project scope, major deliverables,
assumptions, and constraints.*
• Product scope description.
• Acceptance criteria
• Deliverable
• Project exclusion
• Constraints
• Assumptions
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

22
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Project Scope Management

5.4 CREATE WBS

5.4 Create WBS

• Create WBS is the process of subdividing project

deliverables and project work into smaller, more
manageable components.*
• The key benefit of this process is that it provides a
structured vision of what has to be delivered.*

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5.4 Create WBS

• WBS is a hierarchical decomposition of the total scope of

work.
• It represents the work specified in the project scope
statement.

5.4 Create WBS

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-9, Page 125

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Create WBS: Inputs

1. Scope Management Plan

2. Project Scope Statement
3. Requirements Documentation
4. Enterprise Environmental Factors
5. Organizational Process Assets

Create WBS: Tools and Techniques

1. Decomposition
2. Expert Judgment

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Create WBS: Tools and Techniques

1. Decomposition
– A technique used for dividing and subdividing the project
scope and project deliverables into smaller, more
manageable parts.
– Work Package. The work defined at the lowest level of the work
breakdown structure for which cost and duration can be
estimated and managed.

Create WBS: Tools and Techniques

1. Decomposition
– Decomposition of the total project work into work packages
generally involves the following activities:
1. Identifying and analyzing the deliverables and related work;
2. Structuring and organizing the WBS;
3. Decomposing the upper WBS levels into lower-level detailed
components;
4. Developing and assigning identification codes to the WBS
components; and
5. Verifying that the degree of decomposition of the deliverables is
appropriate.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

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Create WBS: Tools and Techniques

1. Decomposition
– The second level of a WBS could be phases, major deliverables
or subcomponents.
– To reach work package, the work for some deliverables requires
only two levels and some may even need several levels.
– The WBS represents all product and project work, including the
project management work. This is called 100% rule.
– For specific information regarding the WBS, refer to the Practice Standard for Work
Breakdown Structures – Second Edition [7].

Create WBS: Outputs

1. Scope Baseline
2. Project Documents Updates

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Create WBS: Outputs

1. Scope Baseline
– The scope baseline is the approved version of a scope statement,
work breakdown structure (WBS), and its associated WBS
dictionary, that can be changed only through formal change
control procedures and is used as a basis for comparison.*
– Scope Baseline is the collection of approved or agreed
1. Scope Statement
2. WBS
3. WBS Dictionary

Create WBS: Outputs

1. Scope Baseline
– WBS Dictionary - The WBS dictionary is a document that
provides detailed deliverable, activity, and scheduling
information about each component in the WBS.*
– It can include the following elements : Code of account identifier, Description
of work, Assumptions and constraints, Responsible organization, Schedule milestones,
Associated schedule activities, Resources required, Cost estimates, Quality requirements,
Acceptance criteria, Technical references, and Agreement information.

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Project Scope Management

5.5 VALIDATE SCOPE

5.5 Validate Scope

• Validate Scope is the process of formalizing acceptance of

the completed project deliverables. *
• The key benefit of this process is that it brings objectivity
to the acceptance process and increases the chance of final
product, service, or result acceptance by validating each
deliverable. *

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5.5 Validate Scope

• Deliverables that are verified by the Control Quality

process will be reviewed by the customer or sponsor to
ensure conformance of requirements.
• The customer or sponsor will provide formal acceptance of
the deliverables.
• Valid scope concerns with acceptance, while control quality
concerns with the correctness of the deliverables.

5.5 Validate Scope

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

30
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Validate Scope: Inputs

1. Project Management Plan

2. Requirements Documentation
3. Requirements Traceability Matrix
4. Verified Deliverables
5. Work Performance Data

Validate Scope: T&T

1. Inspection
2. Group decision-making techniques

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Validate Scope: T&T

1. Inspection
– Inspection includes activities such as measuring, examining,
and validating to determine whether work and deliverables
meet requirements and product acceptance criteria.
Inspections are sometimes called reviews, product reviews,
audits, and walkthroughs.*

Validate Scope: Outputs

1. Accepted deliverables
• Deliverables that meet the acceptance criteria are formally signed
off and approved by the customer or sponsor. Formal
documentation received from the customer or sponsor
acknowledging formal stakeholder acceptance of the project’s
deliverables is forwarded to the Close Project or Phase process.
2. Change requests
3. Work performance information
4. Project documents updates
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

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The Link

Validated Accepted
Direct and Deliverables Deliverables Deliverables FINAL PRODUCT,
Close Project
Manage Control Quality Validate Scope SERVICE OR RESULT
or Phase
Project Work TRANSITION

Project Scope Management

5.6 CONTROL SCOPE

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5.6 Control Scope

• Control Scope is the process of monitoring the status of the

project and product scope and managing changes to the
scope baseline. *
• The key benefit of this process is that it allows the scope
baseline to be maintained throughout the project.*

5.6 Control Scope

• Controlling the project scope ensures all requested

changes and recommended corrective or preventive
actions are processed through the Perform Integrated
Change Control process.
• Scope Creep. The uncontrolled expansion to product or
project scope without adjustments to time, cost, and
resources.*

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Control Scope

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-16, Page 136

Control Scope: Inputs

1. Project Management Plan

2. Requirements Documentation
3. Requirements Traceability Matrix
4. Work Performance Data
5. Organizational Process Assets

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Control Scope: T&T

1. Variance analysis
– A technique for determining the cause and degree of
difference between the baseline and actual performance.*

Control Scope: Outputs

1. Work performance information
• It can include the categories of the changes received, the
identified scope variances and their causes, how they impact
schedule or cost, and the forecast of the future scope
performance.
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

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END OF CHAPTER 5

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