Chapter 5

Project Scope Management

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 Project Scope Management
 This knowledge area includes processes that will ensure that all the
required work, and only the required work is performed to complete the
project successfully.
 Managing scope is concerned with what is and what is not included in the
project
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 Definitions
5.1 Plan Scope Management—The process of creating a scope
management plan that documents how the project scope will be
defined, validated, and controlled.
5.2 Collect requirements —The process of determining, documenting,
and managing stakeholder needs and requirements to meet
project objectives.
5.3 Define Scope —The process of developing a detailed description
of the project and product.
5.4 Create WBS— The process of subdividing project deliverables and
project work into smaller, more manageable components.
5.5 Validate Scope— The process of formalizing acceptance of the
completed project deliverables.
5.6 Control Scope— The process of monitoring the status of the
project and product scope and managing changes to the scope
baseline.
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 Project Scope Management
 There are two types of scope in project, namely:
• Product scope
o The products, services, or result’s features and characteristics.
o Completion of PRODUCT is measured against product
requirements.
• Project scope
o The work which needs to be performed to complete the product
scope.
o Completion of PROJECT is measured against project management
plan.

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 5.1 Plan Scope Management
 Process documents how to define project scope
 Determines how project scope will be defined, documented,
verified, managed and controlled
 The development of scope management plan starts with the
analysis of information contained in the project charter
 The scope baseline for the project is the approved version of
the project scope statement, work breakdown structure (WBS),
and its associated WBS dictionary.
 A baseline can be changed only through formal change control
procedures and is used as a basis for comparison while
performing Validate Scope and Control Scope processes as well
as other controlling processes.
 This plan helps reduce the risk of project scope creep.
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WBS Dictionary

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 Project Scope Management
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 5.1.1 Plan Scope Management: Inputs

1. Project Management Plan

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

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.1 Plan Scope Management: Tools & Techniques

1. Expert Judgment
2. Meetings

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.3 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 scope management plan is a major input into the Develop
Project Management Plan process, and the other scope
management processes.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.3 Plan Scope Management: Outputs
1. Scope Management Plan

The components of a scope management plan include:

1. Process for preparing a detailed project scope statement;

2. Process that enables the creation of the WBS from the detailed project
scope statement;
3. Process that establishes how the WBS will be maintained and approved;
4. Process that specifies how formal acceptance of the completed project
deliverables will be obtained; and
5. Process to control how requests for changes to the detailed project
scope statement will be processed. This process is directly linked to the
Perform Integrated Change Control process .

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.3 Plan Scope Management: Outputs
1. Scope Management Plan

• Will answer questions like

o How WBS will be created?
o How WBS will be maintained and approved?
o How the formal acceptance of project deliverables will be
obtained?

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.3 Plan Scope Management: Outputs
2. Requirement Management Plan
 The requirements management plan is a component of the project
management plan that describes how requirements will be analyzed,
documented, and managed.
 The phase-to-phase relationship strongly influences how requirements are
managed.
 The project manager chooses the most effective relationship for the
project and documents this approach in the requirements management
plan. Many of the requirements management plan components are based
on that relationship.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.3 Plan Scope Management: Outputs
2. Requirement Management Plan
Components of the requirements management plan can include, but are not
limited to:
• How requirements activities will be planned, tracked, and reported;
• Configuration management activities such as: how changes to the product 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; and
• Traceability structure to reflect which requirement attributes will be captured
on the traceability matrix.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 5.1.3 Plan Scope Management: Outputs
2. Requirement Management Plan
• Will answer questions like
o How requirements activities will be planned & reported
o How to handle changes to the product

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-2, Pg.no.107
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 Project Scope Management
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 5.2 Collect Requirements
 The process of defining and documenting stakeholders needs to
meet project objectives.
 Requirements will consider needs and expectations of stakeholders
 Requirements must be recorded in enough detail so that they can
be measured once project execution begins
 Requirements will be used to create WBS

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 5.2 Collect Requirements

 Cost, Schedule, and Quality planning are also based on the

requirement documentation.

 Care must be taken to collect all the requirements of key

stakeholders, as leaving some stakeholders requirements is a
recipe for project failure.

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 Types of Requirements
 Business Requirements:
• Why the project is taken by the organization
 Stakeholder Requirements:
• Which describe needs of a stakeholder or stakeholder group.
 Solution Requirements:
• Functional Requirements are Like features and functions of the
product
• Non functional requirement like reliability, safety, supportability
etc

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 Types of Requirements

 Transition Requirements:
• Temporary capabilities like data conversion and training
requirements,
 Project Requirements:
• Like actions and processes, the project needs to meet
 Quality Requirements:
• Conditions which needs to validate for successful completion of
project requirement

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5.2.1 Collect Requirements - Inputs
1. Scope Management Plan
2. Requirement Management Plan
3. Stakeholder Management Plan
4. Project Charter
5. Stakeholder Register

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.1 Collect Requirements - Inputs
1. Scope Management Plan
2. Requirement Management Plan
3. Stakeholder Management Plan
The stakeholder management plan is used to understand
stakeholder communication requirements and the level of
stakeholder engagement in order to assess and adapt to the
level of stakeholder participation in requirements
activities.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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5.2.1 Collect Requirements - Inputs
4. Project Charter
5. Stakeholder Register
The stakeholder register is used to identify stakeholders who can provide
information on the requirements. The stakeholder register also captures
major requirements and main expectations stakeholders may have for the
project.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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SOFTWARE ASSESMENT MANAGEMENT – FUNNY EXAMPLE

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 5.2.2 Collect Requirements - Tools and Techniques
.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
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques
1. Interviews
• Interview is a simple and effective way to gather stakeholder
requirements. Well prepared questions will gather useful
information from the stakeholders. Can be one-on-one or
multiple interviewers or multiple interviewees
• Formal/Informal
• One to One/Grouped
2. Focus groups
• Pre-qualified stakeholders and subject matter experts will
participate in an group discussion, where they provide their
expectations and requirements from the project.
• A trained moderator guides the group
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques
3. Facilitated Workshops
• Focused sessions that brings key cross-functional stakeholders
together to define product requirements
• These facilitated workshops focus on bringing users and the
development team together
• Similar to focus group but more formal approach using tools like
quality function deployment QFD , voice of the customer VOC , joint
application development JAD, etc.,

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques
3. Facilitated Workshops

 Facilitated workshops called joint application design/development

(JAD) sessions are used in the software development industry.
These facilitated sessions focus on bringing business subject matter
experts and the development team together to improve the
software development process.

 In the manufacturing industry, quality function deployment (QFD)

is another example of a facilitated workshop technique that helps
determine critical characteristics for new product development.
QFD starts by collecting customer needs, also known as voice of
the customer (VOC). These needs are then objectively sorted and
prioritized, and goals are set for achieving them.
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques

 User stories, which are short, textual descriptions of

required functionality, are often developed during a
requirements workshop. User stories describe the
stakeholder who benefits from the feature (role), what
the stakeholder needs to accomplish (goal), and the
benefit to the stakeholder (motivation). User stories are
widely used with agile methods.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques
4. Group Creativity Techniques
• Brainstorming: used to generate and collect multiple ideas related to
project and product requirements
• Nominal group technique: here voting is used to rank the most useful
ideas for further prioritization or braining storming
• The Delphi technique: group of experts answers questionnaires and
provides feedback. The feed backs are only available to the facilitator.
• 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: allows large no. Of ideas to be sorted into groups for
review and analysis.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 Affinity Diagram

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 5.2.2 Collect Requirements - Tools and Techniques
5. Group decision making techniques
• This technique assess multiple options with resolution on future
actions.
• There are different methods of reaching group decisions, for
example:
• Unanimity – everyone agrees
• Majority – more than 50% agrees
• Plurality – largest block agrees
• Dictatorship – individual makes the decision

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques
6. Questionnaires and surveys
• Written sets of questions with selected respondents where
statistical analysis can be applied.
7. Observations
• Also known as “job shadowing” is a technique in which
observer studies the actual job environment and make analysis
on requirement of the project.
8. Prototypes
• A model of expected product which is tangible and working
model.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.2 Collect Requirements - Tools and Techniques
9. Context Diagrams
10. Document Analysis

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.3 Collect Requirements - Outputs
1. Requirements documentation
 Requirements documentation describes how individual
requirements meet the business need for the project.
 This documents get progressively elaborated.
 Before finalizing this document, requirements must be
quantifiable and testable by the stakeholders.
 Before being baselined, requirements need to be unambiguous
(measurable and testable), traceable, complete, consistent,
and acceptable to key stakeholders.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.3 Collect Requirements - Outputs
1. Requirements documentation
Components of this document include but not limited to:
I. Business requirements,
II. Stakeholder requirements,
III. Solutions Requirements
IV. Project Requirements
V. Transition Requirements
VI. Requirement Assumptions

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.3 Collect Requirements - Outputs
1. Requirements documentation
Solution requirements, including:
○ Functional and nonfunctional requirements;
○ Technology and standard compliance requirements;
○ Support and training requirements;
○ Quality requirements; and
○ Reporting requirements, etc. (solution requirements can be documented
textually, in models, or both).
Project requirements, such as:
○ Levels of service, performance, safety, compliance, etc.; and
○ Acceptance criteria.
Transition requirements.
Requirements assumptions: dependencies, and constraints.
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.3 Collect Requirements - Outputs
2. Requirements Traceability Matrix
 The requirements traceability matrix is a grid that links product
requirements from their origin to the deliverables that satisfy them.
 The implementation of a requirements traceability matrix helps
ensure that each requirement adds business value by linking it to
the business and project objectives.
 It provides a means to track requirements throughout the project
life cycle, helping to ensure that requirements approved in the
requirements documentation are delivered at the end of the
project.
 Finally, it provides a structure for managing changes to the product
scope.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 5.2.3 Collect Requirements - Outputs

2. Requirements Traceability Matrix

This document tracks/traces:
 Business needs, opportunities, goals, and objectives;
 Project objectives;
 Project scope/WBS deliverables;
 Product design;
 Product development;
 Test strategy and test scenarios; and
 High-level requirements to more detailed requirements.

Refer PMBOK® Guide 5th Edition, Fig 5-6, Pg.No. 119

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-4, Pg.no.111
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 Project Scope Management
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 5.3 Define Scope
 This process generates project scope statement. The most
important document in a project.
 This contains detailed description of the project and product
and its boundaries by defining which of the requirements
collected will be included in and excluded from the project
scope.
 This document will be developed considering the following
aspects:
• Deliverables
• Assumptions
• Constraints
• Risks

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 5.3 Define Scope
 During planning, the project scope is defined and
described with greater detail.

 Existing risks, assumptions and constraints are analyzed

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 5.3.1 Define Scope - Inputs
1. Scope Management Plan
2. Project Charter
3. Requirements Documentation
4. Organizational Process Assets

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 5.3.2 Define Scope - Tools and Techniques
1. Expert Judgment
2. Product Analysis
 It is a technique used to translate high-level product description into
tangible deliverables. Uses techniques like value engineering
 Examples:- Product Breakdown, System Analysis, Requirements
Analysis, Value Engineering & Value Analysis.

3. Alternative Generation
 Identifying different approaches to complete the project work.
• Brainstorming & Lateral thinking
• Pair wise comparisons etc.,
4. Facilitated Workshop
 Discussed earlier

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 5.3.3 Define Scope Process - Outputs
1. Project scope statement
 The 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.
 It also provides a common understanding of the project scope
among project stakeholders. It may contain explicit scope exclusions
that can assist in managing stakeholder expectations.
 It enables the project team to perform more detailed planning,
guides the project team’s work during execution, and provides the
baseline for evaluating whether requests for changes or additional
work are contained within or outside the project’s boundaries.
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 5.3.3 Define Scope Process - Outputs
1. Project scope statement.
It contains.
 Product scope Description.
Progressively elaborates the characteristics of the product, service, or
result described in the project charter and requirements
documentation.
 Acceptance criteria.
A set of conditions that is required to be met before deliverables are
accepted.
 Deliverable.
Any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase, or project.
Deliverables also include ancillary results, such as project management
reports and documentation. These deliverables may be described at a
summary level or in great detail.
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 5.3.3 Define Scope Process - Outputs
 Project exclusion.
Generally identifies what is excluded from the project. Explicitly stating what is out of
scope for the project helps to manage stakeholders’ expectations.
 Constraints.
A limiting factor that affects the execution of a project or process. Constraints
identified with the project scope statement list and describe the specific internal or
external restrictions or limitations associated with the project scope that affect the
execution of the project, for example, a predefined budget or any imposed dates or
schedule milestones that are issued by the customer or performing organization.
When a project is performed under an agreement, contractual provisions will
generally be constraints. Information on constraints may be listed in the project scope
statement or in a separate log.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 5.3.3 Define Scope Process - Outputs
 Assumptions.
A factor in the planning process that is considered to be true, real, or certain,
without proof or demonstration. Also describes the potential impact of those factors
if they prove to be false. Project teams frequently identify, document, and validate
assumptions as part of their planning process. Information on assumptions may be
listed in the project scope statement or in a separate log.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
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 5.3.3 Define Scope Process - Outputs

2. Project Document Updates

• High Level Requirements in requirement
documentation
• Stakeholder Register
• Requirement Traceability Matrix

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-7, Pg.no.120
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 Project Scope Management
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 5.4 Create WBS
 Create WBS is the process of decomposing the project
deliverables into small manageable components.
 Each descending level of WBS provides more detailed
information about project work.
 The lowest level of WBS is called “work packages”
 WBS organizes and defines the total scope of the project.
 Work packages can be scheduled, cost estimated, etc.

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 5.4 Create WBS
 The WBS is a hierarchical decomposition of the total scope of
work to be carried out by the project team to accomplish the
project objectives and create the required deliverables.
 The planned work is contained within the lowest level of WBS
components, which are called work packages.
 A work package can be used to group the activities where work
is scheduled and estimated, monitored, and controlled. In the
context of the WBS, work refers to work products or
deliverables that are the result of activity and not to the activity
itself.

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 WBS Grouping Methods

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 WBS DICTIONARY- Minimum Contents of WBSD

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 5.4.1 Create WBS - Inputs
1. Scope Management Plan
2. Project Scope Statement
• Ensure the scope statement is approved.
• Use the correct version of scope statement.
3. Requirements Documentation
• Output of create requirement documentation process.
4. Enterprise Environmental Factors
5. Organizational Process Assets

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 5.4.2 Create WBS - Tools and Techniques

1. Expert Judgment
2. Decomposition
• This technique breaks the deliverables in to the lowest level
where “Work Packages” will be created.
• Work packages are small enough to estimate, monitor, and
control the project work.
• WBS represents complete project scope and it acts like
deterrent to changes in project scope.
• Initial decomposition can be in the any form like phases, major
deliverables or subprojects

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 Create WBS - Decomposition

 WBS components represent verifiable products, services or

results.
 As the work is decomposed to greater levels the ability to
plan, manage the work is enhanced
 The project team usually waits till the subproject is clarified so
the details of WBS can be developed this technique is
sometimes known as Rolling Wave Planning

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 5.4.2 Create WBS - Tools and Techniques

Approaches for Decomposition:

1. Top Down Approach
2. Organization Specific Guidelines
3. WBS Templates
4. Bottom Up (for integration of subcomponents)

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 5.4.3 Create WBS - Outputs
1. Scope Baseline is a component of PM plan which includes
• Project scope statement. The project scope statement includes the
description of the project scope, major deliverables, assumptions,
and constraints.

• WBS :
The WBS is a hierarchical decomposition of the total scope of work to
be carried out by the project team to accomplish the project
objectives and create the required deliverables.
Each descending level of the WBS represents an increasingly detailed
definition of the project work.
The WBS is finalized by assigning each work package to a control
account and establishing a unique identifier for that work package
from a code of accounts. These identifiers provide a structure for
hierarchical summation of costs, schedule, and resource information.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 5.4.3 Create WBS - Outputs
• WBS
A control account is a management control point where scope,
budget, actual cost, and schedule are integrated and compared
to the earned value for performance measurement. Control
accounts are placed at selected management points in the
WBS. Each control account may include one or more work
packages, but each of the work packages should be associated
with only one control account. A control account may include
one or more planning packages. A planning package is a work
breakdown structure component below the control account
with known work content but without detailed schedule
activities.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 5.4.3 Create WBS - Outputs
• WBS Dictionary.
The WBS dictionary is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. The WBS dictionary is a
document that supports the WBS. Information in the WBS dictionary may include, but is not
limited to:
○ 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.
Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 5.4.3 Create WBS - Outputs
1. Scope Baseline is a component of PM plan which includes
• Project scope statement,
• WBS
• WBS dictionary.
2. Project Document Updates

Requirements documentation updated

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-9, Pg.no.125
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 PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
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 PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
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 PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
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 Project Scope Management
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 5.5 Validate Scope
 This process will ensure the deliverables are formally accepted and
meet stakeholder’s expectations.
 It is mainly concerned with the acceptance of work results.
 It is important to know the difference between perform quality
control and validate scope.
 Perform quality control checks the correctness of work results.
 Validate scope concerns with accepting work results.

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 5.5.1 Validate Scope - Inputs
1. Project Management Plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Verified Deliverables (from Control Quality 8.3)
5. Work Performance data

Inputs / Tools & Techniques / Outputs source: PMBOK® Guide 5th edition, Fig 5-14, Pg.no.133
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 Validate Scope – Tools and Techniques
1. Inspection
• Known by different names viz., review, walkthroughs, audits,
etc.,
• This technique verifies the deliverables compliance with
requirements.
2. Group Decision-Making Techniques

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-14, Pg.no.133
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 Validate Scope - Outputs
1. Accepted Deliverables – Deliverables that meet the acceptance
criteria are formally signed off and approved by the customer or
sponsor
2. Change Requests – Not accepted deliverables may require change
request for defect repair
3. Work Performance Information
4. Project Documents Updates
Deliverables------- Verified Deliverables---Accepted Deliverables

Direct & Manage Project Work---- Control Quality---Validate Scope

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-14, Pg.no.133
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 Project Scope Management
 Processes in this knowledge area:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

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 5.6 Control Scope
 It monitors both project and product scope to ensure the work results are
matching expected outcomes.
 Controlling the project scope ensures all requested changes and
recommended corrective or preventive actions are processed through the
Perform Integrated Change Control process .
 Control Scope is also used to manage the actual changes when they occur
and is integrated with the other control processes.
 The uncontrolled expansion to product or project scope without
adjustments to time, cost, and resources is referred to as scope creep.
 Changes which are not approved or documented but present in the
project is known as “scope creep”.
 Change is inevitable; therefore some type of change control process is
mandatory for every project.
 Any changes to scope statement and WBS is considered as scope change.
 Scope control request for changes are received and through perform
integrated change control.

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 5.6.1 Control Scope - Inputs

1. Project Management Plan

• Scope baseline
• Scope management plan
• Change management plan
• Configuration management plan
• Requirement management plan
2. Requirements Documentations
3. Requirements Traceability Matrix
4. Work Performance Data
5. Organizational Process Assets

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-16, Pg.no.136
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 5.6.2 Control Scope – Tools and Techniques
1. Variance Analysis
 Variance analysis is a technique for determining the cause and
degree of difference between the baseline and actual performance.
 Project performance measurements are used to assess the
magnitude of variation from the original scope baseline.
 Important aspects of project scope control include determining
the cause and degree of variance relative to the scope baseline
and deciding whether corrective or preventive action is required.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-16, Pg.no.136
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 5.6.3 Control Scope - Outputs
1. Work Performance Information – Planned v/s actual
technical performance or other scope performance
measurements.
 Work performance information produced includes correlated and
contextualized information on how the project scope is performing
compared to the scope baseline.
 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. This information provides a
foundation for making scope decisions.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-16, Pg.no.136
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 5.6.3 Control Scope - Outputs
2. Change Requests
 Analysis of scope performance can result in a change request
to the scope baseline or other components of the project
management plan. Change requests can include
I. preventive or
II. corrective actions,
III. defect repairs, or

IV. enhancement requests.

 Change requests are processed for review and disposition

according to the Perform Integrated Change Control process.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-16, Pg.no.136
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 5.6.3 Control Scope - Outputs
3. Project Management Plan Updates – WBS and WBS dictionary are revised
Project management plan updates may include, but are not limited to:

Scope Baseline Updates. If the approved change requests have an

effect on the project scope, then the scope statement, the WBS, and
the WBS dictionary are revised and reissued to reflect the approved
changes through Perform Integrated Change Control process.

Other Baseline Updates. If the approved change requests have an

effect on the project besides the project scope, then the
corresponding cost baseline and schedule baselines are revised and reissued
to reflect the approved changes.

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-16, Pg.no.136
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 5.6.3 Control Scope - Outputs
4. Project Document Updates
e.g
 Requirements documentation, and
 Requirements traceability matrix.
5. Organizational Process Assets Updates
e.g
 Causes of variances,
 Corrective action chosen and the reasons, and
 Other types of lessons learned from project scope control.

CHPTER 05 :THE END

Inputs/Tools & Techniques/ Outputs source: PMBOK® Guide 5th edition, Fig 5-16, Pg.no.136
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