PMP Preparation - 05 Scope Management

Lecture 05 : Project Scope Management
PMP Lectures Prepared By: Eng. Mohamed
ElSaadany
Scope Management
Part 1/3

Project Integration Management
Project Charter
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Project Charter : ‫المشروع‬ ‫تأسيس‬ ‫وثيقة‬
Charter Contents : ‫المشروع‬ ‫تأسيس‬ ‫وثيقة‬ ‫محتويات‬
 Business Case ( Business need + cost-benefit analysis) ‫المشروع‬ ‫بتنفيذ‬ ‫نقوم‬ ‫لماذا‬
 High level requirements ‫االساسية‬ ‫المشروع‬ ‫متطلبات‬(‫مجملة‬ ‫بصورة‬)
 Project statement of work ‫بالمشروع‬ ‫لألعمال‬ ‫ملخص‬ ‫بيان‬
 Stakeholders and their requirements ‫متطلباتهم‬ ‫و‬ ‫المصلحة‬ ‫اصحاب‬
 Summary schedule and budget ‫ميزانيته‬ ‫و‬ ‫المشروع‬ ‫مدة‬(‫مجملة‬ ‫بصورة‬)
 High level risks ‫االساسية‬ ‫المخاطر‬(‫العليا‬ ‫االدارة‬ ‫نظر‬ ‫وجهة‬ ‫من‬)

Project Integration Management
Project Management Plan
ElSaadany
Project Management Plan Contents
1. Processes, life cycles, tools and techniques that will be used.
2. Management plan for each knowledge area (Scope, time, cost, HR, quality, risk,
communication, procurement, stakeholder).
3. Performance Measurement Baseline (Scope, time, and cost baseline).
4. Requirement Management Plan
5. Change Management Plan
6. Configuration Management Plan
7. Process Improvement Plan

Lecture 05 : Project Scope Management (1/27)
Contents
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1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope

1. Plan Scope Management (Planning)
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S c o p e M a n a g e m e n t
5.1 Plan Scope Management
Inputs :
 Project Management Plan
 Project Charter
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Expert Judgment
 Meetings
Outputs :
 Scope Management Plan
 Requirements Management Plan

ElSaadany
Product Scope
Requirements of product of the project (End Result)
Ex:
 20 floors tower meets the attached specifications
 500 beds hospital
 Railway between city A and city B
Project Scope
The work the project will do to deliver the product.
Ex:
 Planning (PM Plan, Safety Plan, method statements… etc.)
 Technical Efforts (Drawings, Material Submittals)
 Monitoring and Control (Progress, QC, Cost Control)

ElSaadany
Requirements Management Plan
• Component of PM Plan
• How requirements will be analyzed, documented, and managed
Scope Management Plan
• Component of PM Plan
• How scope will be defined, validated, and controlled
• Scope management plan includes processes for :
 Prepare scope statement
 Creation and approval of WBS (work Breakdown Structure)
 Obtaining acceptance of completed deliverables
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2. Collect Requirements (Planning)
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5.2 Collect Requirements
Inputs :
 Scope Management Plan ▪ Requirements Management Plan
 Stakeholder Management Plan ▪ Project Charter
 Stakeholder Register
 Interviews ▪ Focus Groups
 Facilitated Workshops ▪ Group Decision Making Techniques
 Group Creativity Techniques ▪ Questionnaire and Surveys
 Observations ▪ Prototypes
 Benchmarking ▪ Context Diagrams
 Document Analysis
Outputs :
 Requirements Documentation
 Requirements Traceability Matrix

ElSaadany
Requirements
• Stakeholder needs from project/product
• This process provides the basis for defining and managing the project
scope including product scope
• Requirements can be classified as following:
 Business requirements (high level needs)
 Stakeholder requirements
 Solution requirements / product requirements :
1. Functional: product features and characteristics.
2. Nonfunctional: reliability, security, performance, safety,…etc.
 Transition requirements needed to transition from the current state to
future state such as training.
 Project requirements such as project duration.
 Quality requirements such as global standards, UL listed, …etc.

ElSaadany
Interviews ‫الشخصية‬ ‫المقابالت‬
Discover information from stakeholder by talking to them directly.
Can be formal or informal, one-to-one or one-to-many or many-to-many.
Focus Group ‫المجموعات‬‫التخصصية‬
Bring prequalified stakeholders and experts to learn about
their expectations. A moderator guides the group through a
conversational interactive discussion.
Facilitated Workshop ‫الميسرة‬ ‫العمل‬ ‫ورش‬
Stakeholders with different perspectives talk about the
product. This can define cross functional requirements.
Hence, issues can be discovered earlier and resolved more
quickly.
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ElSaadany
Group Creativity techniques : ‫أساليب‬‫اإلبداع‬‫الجماعي‬
• Brain storming: ‫العصف‬‫الذهني‬
Used to generate and collect multiple ideas.
It encourages people to come up with thoughts and ideas that can, at first,
seem a bit crazy. Some of these ideas can be transferred into creative
solutions to a problem, while others can spark even more ideas.
• Nominal group Technique: ‫اإلسلوب‬‫الجماعي‬‫اإلسمي‬
Participants are asked to write their ideas anonymously.
Then the facilitator collects the ideas and the group votes on each idea.
The vote can be as simple as a show of hands in favor of a given idea
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ElSaadany
Group Creativity techniques : (Follow)
• Delphi Technique:
RFIs are sent to experts (anonymously). Their
responses are compiled, results are sent to them for
further review (until consensus).
• Mind Mapping: ‫الخرائط‬‫الذهنية‬
Ideas created through individual brainstorming
sessions are consolidated into a single map.
• Affinity Diagram: ‫مخطط‬‫الصلة‬
Sorting generated ideas into groups. Each group is
given a title.
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ElSaadany
Group Decision Making techniques
 Unanimity : Everyone agree ‫اإلجماع‬
 Majority : Support from more than 50% ‫األغلبية‬
 Plurality : The largest group even if no majority ‫األكثرية‬
 Dictatorship : One make decision for group ‫الديكتاتورية‬
Questionnaire: Present questions to help identify requirements.
Observation: Watching the user of the product.
Prototypes: Product model (mockup) given to stakeholders for early feedback.
Benchmarking: Comparing processes to those of comparable organizations to
identify best practices, generate ideas for improvement.
Context Diagrams: Show inputs to the business system, who provides the
input, outputs from the business system, and who receives the output.
Document Analysis: Such as business plans, agreements, current process
flows, issue logs, policies, procedures, law, and codes, etc.
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ElSaadany
Requirements Traceability matrix : ‫مصفوفة‬‫تتبع‬‫االحتياجات‬
• Links product requirements from their origin to the deliverables.
• Ensure that each requirement adds business value.
• Provides a mean to track requirements throughout project life cycle.
• Ensure that requirements are delivered at the end of the project.
• Provides a structure for managing changes to the product scope.
ID
Requirement
Description
Business
Needs
Project
Objectives
WBS
Deliverables
01
02
03
04
05
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Scope Management
Part 2/3

3. Define Scope (Planning)
ElSaadany
5.3 Define Scope
Inputs :
 Project Charter
 Expert Judgment
 Product Analysis
 Alternative Identification
 Facilitated Workshop
Outputs :
 Project scope Statement
 Project document Updates

ElSaadany
Product Analysis
 Translating high-level product descriptions into tangible deliverables
 It includes techniques such as product breakdown, system analysis,
requirements analysis, system engineering, value engineering, and value
analysis.
Alternative Identification
 Develop many options as possible to identify different approaches to
execute project work.
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ElSaadany
Project Scope Statement Contents :
 Product scope description (Product characteristics)
 Acceptance Criteria
 Deliverables ( Product + Project management work)
 Project exclusions (Out of scope)
 Constraints: Such as imposed dates, predefined budget, and contract
provisions. May be listed in project scope statement or in a separate log.
 Assumptions: Ex: We will not need engineering department approval
before we start the activity. They May be listed in project scope statement
or in a separate log.
Project Scope Statement :
 Project scope statement is part of scope baseline.
(Scope baseline = Project scope statement + WBS + WBS Dictionary)
 Describes in details project deliverables and required work to create them.
 Determines what’s in the scope, what’s out of the scope, what people
want to be in the scope but not approved to be in the scope.
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ElSaadany

4. Create Work Breakdown Structure (Planning)
ElSaadany
5.4 Create Work Breakdown Structure
Inputs :
 Project scope Statement
 Enterprise Environmental Factors
 Decompositions
 Expert Judgment
Outputs :
 Scope Baseline
 Project Documents Updates

ElSaadany
Decomposition:
 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
 Decomposition may not be possible for a future deliverable. Team usually
waits until the deliverable is agreed on, so the details can be developed.
This technique is referred to as rolling wave planning.
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O Scope Baseline:
 Scope baseline is the approved version of (1) scope statement, (2) work
breakdown structure (WBS), and (3) associated WBS dictionary.
 It can be changed only through formal change control procedures and is
used as a basis for comparison.
 It is a component of the project management plan

ElSaadany
Work Breakdown Structure (WBS)
 A top-down effort to decompose the deliverables into smaller pieces
called work packages.
 It includes product scope, project scope, and PM efforts.
WBS Creation Rules
 Create with help of team
 First level is created and completed before further breakdown
 Deliverables that are not part of WBS will not be a part of the project
WBS Dictionary
 Provide the work to be done for each work package
 Project manager uses WBS dictionary to prevent scope creep
 It may includes ID, responsibility, associated activities, cost estimates,
quality requirements, contract information, or resources required

ElSaadany

ElSaadany
WBS Example

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WBS
Work
Description
Activities
Required
Resources
Cost
Estimates
Acceptance
Criteria
Responsible
Manager

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Notes & Tricks:
 WBS is a graphical picture of the project hierarchy
 WBS does not show dependencies
 Work Packages are the last level in WBS
 Control account is a level in WBS that you estimate the cost at. It may be
higher than work package level
 It helps prevent changes
 It helps people get their mind around the project
 All planning process after WBS creation is related to WBS
 WBS helps new team members see their roles
 It forces you to think through all aspects of project
 It can be reused for other projects
 It’s a team-building tool
 WBS facilitates communication among team and other stakeholders

ElSaadany
Scope Management
Part 3/3

5. Validate Scope (M/C)
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5.5 Validate Scope
Inputs :
 Verified Deliverables
 Work Performance Data
 Inspection
 Group Decision-Making Techniques
Outputs :
 Accepted Deliverables
 Change Requests
 Work Performance Information
 Project Document updates

ElSaadany
Validate Scope :
 Validate scope is concerned with acceptance of deliverables by customer
or sponsor to ensure that they are fully completed as per customer
requirements.
 Quality control is concerned with correctness of the deliverables by QC
Department to ensure that they meet specified quality requirements.
Deliverables
Verified
Deliverables
Accepted
Deliverables
Control
Quality
Validate
Scope

ElSaadany
Inspection:
 Includes activities such as measuring and testing to determine whether
deliverables meet requirements and product acceptance criteria.
 Inspections are sometimes called reviews, audits, and walkthroughs.
Accepted Deliverables:
 Deliverables that meet the acceptance criteria are formally
signed off and approved by the customer or sponsor.
 Formal documentation received from customer or sponsor
acknowledging formal acceptance of the project’s deliverables
Work Performance Information:
 It includes information about progress, such as which deliverables have
started, their progress, which deliverables have finished, or accepted.
 This information is documented and communicated to stakeholders.
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6. Control Scope (M/C)
ElSaadany
5.6 Control Scope
Inputs :
 Work Performance Data
 Variance Analysis
Outputs :
 Work Performance Information
 Change Requests
 Project Management Plan Updates
 Project Documents updates
 Organizational Process Assets Updates

6. Control Scope (M/C)
ElSaadany
Control Scope:
 Monitoring the status of project scope and product scope.
 Maintain scope baseline throughout the project.
 Managing changes to the scope baseline.
 Ensure all requested changes, corrective/preventive actions are processed.
 Uncontrolled expansion to product or project scope without adjustments to
time, cost, and resources is referred to as scope creep.
Variance Analysis:
 Determine the cause and degree of difference between the
baseline and actual performance.
Notes :
 Project manager should not let others add scope or change scope without
following the approved change management.
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PMP Preparation - 05 Scope Management

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