Module 2
Project Scope Management
Project Management: the managerial Process by
Gray and Larson , 5th edition, ( McGraw Hill)
How Do We Manage Scope?
• Five processes
–Collect Requirements
–Define Scope
–Create WBS
–Verify Scope
–Control Scope
Collect
Define
Requirements
Scope
Create
WBS
Verify
Control
Scope
Scope
Scope Management Processes
Initiation
Planning
Executing
Controlling
5.4 Verify
Scope
5.5 Control
Scope
5.2 Define
Scope
5.1 Collect
Requirement
s
5.3 Create
WBS
3
Step1: Collect Requirements
Inputs
Tools & Techniques
Outputs
 Interviews
Project Charter
Requirements docs
 Focus groups
 Facilitated workshops
Stakeholder
Register
Requirements mgmt
plan
 Group creativity techniques
 Group decision making techniques
 Questionnaires and surveys
Requirements
traceability matrix
 Observations
 Prototypes
Collect
Define
Requirements
Scope
Create
WBS
Verify
Control
Scope
Scope
Step1: Collect Requirements
• Determine product of the project requirements
• Make sure all requirements support the
business need of the project as described in
the charter
Step 2: Defining the Project Scope
• Project Scope
–A definition of the end result or mission of the
project—a product or service for the client/customer—
in specific, tangible, and measurable terms.
• Purpose of the Scope Statement
–To clearly define the deliverable(s) for the end user.
–To focus the project on successful completion
of its goals.
–To be used by the project owner and participants
as a planning tool and for measuring project success.
4–6
Project Scope: Terms and Definitions
• Scope Statements
–Also called statements of work (SOW)
• Project Charter
–Can contain an expanded version of scope statement
–A document authorizing the project manager to initiate
and lead the project.
4–7
Table 2.1. Sample Project Charter
8
Table 2.2. Sample Project
Charter (cont’d)
9
Scope management inputs, outputs and
techniques 2points
Inputs
Project Charter
Tools & Techniques
 Expert judgement
Outputs
 Product analysis
Requirements
documentation
 Alternatives identification
Project Document
Updates
 Facilitated workshops
Organizational
Process Assets
Collect
Define
Requirements
Scope
Create
WBS
Project Scope
Statement
Verify
Control
Scope
Scope
Why do we manage scope?
• Managing the Priorities of Project constraints
–Constrain: a parameter is a fixed requirement.
–Enhance: optimizing a criterion over others.
–Accept: reducing (or not meeting) a criterion
requirement.
4–11
Project Management constraints
FIGURE 2.1
4–12
Project Priority Matrix
‫محذوفة‬
FIGURE 2.2
4–13
Step 3: Creating the Work
Breakdown Structure
• Work Breakdown Structure (WBS)
–An hierarchical outline (map) that identifies the
products and work elements involved in a project.
–Defines the relationship of the final deliverable
(the project) to its subdeliverables, and in turn,
their relationships to work packages.
–Best suited for design and build projects that have
tangible outcomes rather than process-oriented
projects.
4–14
Hierarchical
Breakdown of
the WBS
* This breakdown groups work
packages by type of work within a
deliverable and allows assignment
of responsibility to an organizational
unit. This extra step facilitates a
system for monitoring project
progress (discussed in Chapter 13).
FIGURE 2.3
4–15
4–16
4–17
4–18
Figure 2-4. Sample Intranet WBS
Organized by Product
19
Figure 2-5. Sample Intranet WBS
Organized by Phase
20
Figure 2-6. Intranet WBS and Gantt
Chart in Project 2000
21
Figure 2-7. Intranet Gantt Chart Organized by
Project Management Process Groups
22
WBS inputs, outputs and tools
Inputs
Project scope
statement
Tools & Techniques
Outputs
 Decomposition
Work Breakdown
Structure (WBS)
Requirements
documentation
Organizational
process assets
WBS Dictionary
Scope Baseline
Project Document
Updates
Collect
Define
Requirements
Scope
Create
WBS
Verify
Control
Scope
Scope
How WBS Helps the Project Manager
• WBS
–Facilitates evaluation of cost, time, and technical
performance of the organization on a project.
–Provides management with information appropriate
to each organizational level.
–Helps in the development of the organization
breakdown structure (OBS). which assigns project
responsibilities to organizational units and individuals
–Helps manage plan, schedule, and budget.
–Defines communication channels and assists
in coordinating the various project elements.
4–24
Work Packages ‫محذوفة‬
• A work package is the lowest level of the WBS.
– It is output-oriented in that it:
1.
Defines work (what).
2.
Identifies time to complete a work package (how long).
3.
Identifies a time-phased budget to complete
a work package (cost).
4.
Identifies resources needed to complete
a work package (how much).
5.
Identifies a person responsible for units of work (who).
6.
Identifies monitoring points (milestones)
for measuring success.
4–25
Step4: Verify Scope
• Verify Scope is the process of formalizing
acceptance of the completed project
deliverables. This includes reviewing
deliverables with the customer or sponsor to
ensure that they are completed satisfactorily
4–26
Step4: Verify Scope
Tools & Techniques
Inputs
Project
Management Plan
 Inspection
Outputs
Accepted
Deliverables
Requirements
Documentation
Change Requests
Requirements
Traceability Matrix
Project Document
Updates
Validated
Deliverables
Collect
Define
Requirements
Scope
Create
WBS
Verify
Control
Scope
Scope
Step5: Control Scope
• Control Scope is the process of monitoring the
status of the project and product scope and
managing changes to the scope baseline.
• Uncontrolled changes are often referred to as
project scope creep.
4–28
Step5: Control Scope
Tools & Techniques
Project
Management Plan
Outputs
Inputs
Work Performance
Measures
 Variance analysis
Work Performance
Information
Organizational
Process Assets
Requirements
Documentation
Change Requests
Requirements
Traceability Matrix
Project Management
Plan Updates
Organizational
Process Assets
Project Document
Updates
Collect
Define
Requirements
Scope
Create
WBS
Verify
Control
Scope
Scope
Approaches to Developing WBS
• Guidelines: Some organizations, such as the
DOD, provide guidelines for preparing WBSs.
• Analogy approach: Review WBSs of similar
projects and tailor to your project.
• Top-down approach: Start with the largest items
of the project and break them down.
• Bottom-up approach: Start with the specific tasks
and roll them up.
• Mind-mapping approach: Write tasks in a nonlinear, branching format and then create the WBS
structure.
30
Figure 2-9. Sample Mind-Mapping
Approach
31