Certificate IV in Project
Management
Week 3 – Scope Management
Course Number 17871
Qualification Code BSB41507
1
In Class Example
Throughout the semester we will work on an example Project together:
•
We have recently started a boutique travel agency and we need to put together a
new type of small group trip overseas.
•
It will be a small guided group, with 1 guide and no more than 12 participants. No
children as allowed.
•
The expected duration is 3 weeks.
•
The idea is to make it a premium experience with no expense spared.
•
Options being considered are - Skiing in USA, Gourmet tour of Southern France,
Wine and food experience in New Zealand including a flight around Mount Cook
•
We need to produce a holiday package including a decision on which holiday to go
with, then contracts with suppliers, marketing and an estimate of the profit per trip.
Adapated from PMBOK 4th Edition
2
Definition of Project Scope
What is project scope?
Why is it important?
Adapated from PMBOK 4th Edition
3
Definition of Project Scope
Project Scope is –
 the work that must be performed to deliver a product, service or
result as per the specifications or requirements
 concerned with what is included in the project and what is
excluded from the project
 determined at a high level during the project initiation phase and
expanded in the planning phase
 generally determined by the Project Sponsor, expanded by the
Project Manager and then reconfirmed with the Project Sponsor
 defined by the boundaries or range for the project including
constraints, assumptions and dependencies
 related to the objectives, outcomes, requirements
Adapated from PMBOK 4th Edition
4
Importance of Project Scope
Why is it important?
 Gives the Project Manager concrete goals
 Ensures the objectives of the Project Sponsor are met
 Provides the basis for expectation management, monitoring
and reporting
 Determines the baseline against which project success can
be measured
5
What is a Project Sponsor?
• The Project Sponsor is critical during the development of
project scope and has a key role to play during project
execution.
• They are the person for whom the project is being
undertaken and they will directly benefit from the
deliverables and outcomes of the project.
• The Project Manager needs to ensure that the Project
Sponsor has approved the Project Scope so that there
are no misunderstandings about the breadth and
outcomes of the project.
• The Project Sponsor is often a senior manager,
customer or external client.
6
Characteristics of Project Scope
• Poor control over project scope is one of the common
reasons for project failure
• Projects that never seem to finish are normally suffering
from a failure to control scope
• Project scope is defined at a high level during the early
stages of the project and then progressively refined
Refined
during
the project
High level
becoming
detailed
Assumptions
often
Constraints
required
will be
applied
Changes
need to be
monitored
Measures
project
success
7
Project Scope Interrelationships
Scope
• Scope is related to
Project Time, Project
Cost and project Quality
Time
• Sometimes referred to as
the ‘triple constraint’
Cost
Quality
• Scope expansion and
contraction has flow on
impacts to Time, Cost
and Quality
• Trade offs between all
four relationships are
possible
8
Project Scope Interrelationships
Increased Cost
Scope Increases
when
Time Fixed
leads to
and/or
Additional Resources
• If the project scope is increased when the project timeframe must
remain fixed then normally the overall cost will need to increase as
more resources are added in order to complete the additional work
9
Project Scope Interrelationships
Extra Time
Scope Increases
when
Cost Fixed
leads to
and/or
Reduced Quality
• If the project scope is increased and the project cost must remain
fixed then normally the overall timeframe will need to be extended to
allow extra time for the additional work to be undertaken (this
assumes that there is no cost involved in extending the resources
for a longer period). It may also be possible to compromise on
quality in order to speed up execution so that no additional time is
required, thereby reducing pressure on the budget.
10
Project Scope Interrelationships
Reduced Time
Scope Decreases
lead to
and/or
Reduced Cost
• When scope is decreased then it may be possible to reduce both the
project cost and timeframe. Scope reduction is a common reaction
to overall budget cuts within an organisation.
11
Project Scope Processes - Part 1
PMBOK Project Scope Management Processes 5.1 Collect Requirements
5.2 Define Scope
5.3 Create Work Breakdown Structure
5.4 Verify Scope
5.5 Control Scope
Related processes from Project Integration Management –
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.5 Perform Integrated Change Control
PMBOK 4th Edition
12
4.1 Develop Project Charter
• The process of developing a document that formally
defines and authorises a project by documenting the
initial requirements that will satisfy the needs of the
Project Sponsor and stakeholder
• The high level Project Scope is formulated during this
process
• The Project Charter establishes a partnership between
the Project Sponsor or client and the Project Manager
• Occurs during the Initiation Phase
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
13
4.1 Develop Project Charter
• Inputs into the Project Charter  Business need or rationale
 Product and project description
 Strategic Plan
 Business Case
 Regulations and standards
 Contractual requirements
 Methodologies, policies and procedures
Adapted from PMBOK 4th Edition
14
4.1 Develop Project Charter
• Common contents of a Project Charter –
 Project purpose or justification
 Project objectives – should be measurable
 Project description
 High level requirements
 High level risks or overall risk analysis
 Preferred timeframe
 Estimated high level budget
 High level project structure – Project Sponsor, Project Manager
 Authorisation or Governance processes
PMBOK 4th Edition
15
Types of Project Charters
• You may know a Project Charter by a different name as
they can vary depending on your industry or the
particular methodology being applied
• Some common names for Project Charters include –
 Project Brief
 Concept Paper
 High Level Plan
 Statement of Work
• Sample Project Charter templates are available to
download from the links as you enter the Learning
Programme for the Course Site – check which bit!!!
16
Project Objectives
• It is critical that the project objectives and success
criteria and measurable, otherwise progress and
success are difficult to achieve
• The recommended method is SMART
• Make sure all your objectives are –





S
M
A
R
T
pecific
easurable
chievable
ealistic, and
ime Bound
An example?
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Project Charter
There are templates of Project Charters on the Scope Site.
We will look at the Project Charter Basic template for our
project.
18
4.2 Develop Project Management Plan
• This is the process of defining and documenting the
actions necessary to prepare and integrate all subsidiary
plans for each of the 8 key knowledge areas of project
management.
• Good practice dictates that the Project Management
Plan is baselined at the end of the Planning Phase,
particularly in the areas of scope, cost and time
• It is progressively updated during project execution via
the Perform Integrated Change Control process
(PMBOK 4.5)
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
19
4.2 Develop Project Management Plan
• The planning processes for all project management key
knowledge areas are normally performed at the same
time this process, or expanded upon shortly afterwards
• The relationship to Scope, Time and Cost is slightly
different to the other areas of Communication, Risk,
Human Resources, Quality and Procurement
• There are no stand alone Scope, Time or Cost Planning
processes, they contained within the Develop Project
Management Plan process
• The other key knowledge areas have discrete processes
for planning that are defined in their process groups
Adapted from PMBOK 4th Edition
20
4.2 Develop Project Management Plan
• The Project Management Plan –
 can be composed of subsidiary plans for each of the 8 key
knowledge areas or these planning elements can be included into
one integrated end product
 can be either high level or detailed depending on the characteristics
of the project and the project management methodology that is
being applied
 Can only be changed via a Change Request once it has been
baselined
 defines how all aspects of the project are to be undertaken through
the Execution Phase
 establishes the mechanisms and processes to Monitor and Control
the project
Monitor
 defines how the project is to be Closed
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
21
4.2 Develop Project Management Plan
• Inputs into the Project Management Plan –
 Project Charter
 Subsidiary plans developed in other planning processes
 Industry standards and regulations
 Organisational policies and procedures
 Project management methodology
 Project management tools
 Planning templates
 Knowledge from past projects
 Expert judgement and advice
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
22
4.2 Develop Project Management Plan
• Common inclusions in the Project Management Plan –
 Project lifecycle and project management processes
 Selected tools and techniques
 Project objectives and how these will be achieved
 Change Management Plan
 Baselines for Scope, Time and Cost
 Performance measurement and status reporting processes
 Governance structure
 Team structure
 Subsidiary plans if required
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
23
Scope Management Plan
• The Scope Management Plan is a critical output of this process and
is critically connected to the process to Define Scope (5.2)
• Good practice is to assemble the different scope definition and
planning outputs into one integrated document
• Common inclusions in the Scope Management Plan –
 Project scope statement
 Scope baseline
 Processes to Monitor and Control scope
 Configuration management
(advanced concept, often applied to Information Technology
projects)
 Change Control process
Monitor
 Assumptions, dependencies and constraints
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
24
5.1 Collect Requirements
•
•
•
•
•
How do we know what to put into a Project Management
Plan?
The process of defining and documenting the needs of
stakeholders
Encompasses the requirements related to the specific
characteristics of any end products being delivered by
the project
Large projects will often define the requirements at a
high level during this process and then allow for a more
detailed requirements definition process at the beginning
of project execution
Relates to project success measures
Occurs during Planning
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
25
5.1 Collect Requirements
• Inputs to Collect Requirements
 Project Charter
 Stakeholder needs and expectations
 Rough specifications
• Tools and techniques to Collect Requirements
Questionaries
Brainstorming
Focus
groups
Ranking
Interviews
Surveys
Observation
Research
Mind
Mapping
Workshops
Prototype
Adapted from PMBOK 4th Edition
26
5.1 Collect Requirements
• Common requirements documentation includes –
 Objectives and success measures
 Functional requirements – how an end product must perform
 Non functional requirements – not related to product performance,
could include optional characteristics, cosmetic details and other
organisational requirements
 Quality requirements
 Acceptance criteria
 Support and training requirements
 Assumptions and constraints
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
27
5.1 Collect Requirements
• Outputs of this process include –
 Requirements documentation as per previous slide
 Requirements Management Plan (advanced concept, often applied to large
Information Technology, Defence and Engineering projects)
– Detailed plan of how the requirements will be planned, tracked and
reported
– Especially important where the project is large enough to have a
Requirements Workstream or Sub-Project
 Requirements Traceability Matrix (advanced concept, often applied to large
Information Technology, Defence and Engineering projects)
– Links requirements to their origin in order to trace them through the
project lifecycle
– Can be linked to objectives, high level requirements, testing
Adapted from PMBOK 4th Edition
28
5.2 Define Scope
• The process of developing a detailed description of the
project and end products
• A detailed scope statement is critical to project success
• Refines high level deliverables and dependencies
• Clarifies and resolves assumptions and constraints
documented during the Initiation phase
• Good practice dictates that the detailed scope must be
signed off by the Project Sponsor and key stakeholders
• Undertaken during Planning
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
29
5.2 Define Scope
• The inputs into Define Scope are –
 Project Charter
 Requirements Documentation
• The outputs from Define Scope are –
 Project Scope Statement
 Product scope description
 Product acceptance criteria
 Project deliverables and exclusions
 Project assumptions and constraints
Monitor
 Project dependencies
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
30