CommonWay
10/8/2009
Scope Definition and Scope Management
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Purpose
To provide practical assistance for defining and
managing project scope. This course will focus on
tips for creating a scope statement rather than a
step-by-step process for writing a Scope
Statement.
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Audience:
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Project Managers, Sponsors, Team members
Learning Objectives
1. Understand the contents of a scope statement
and why the document is important.
2. Understand relationships between scope
definition and other templates & processes.
3. Learn to create a strong scope statement &
use it to manage scope creep.
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Time Estimate: 11 Minutes
October 8, 2009
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Scope Definition and Scope Management
The purpose of this course is to provide practical assistance for defining
and managing project scope.
The course is targeted to: project managers, sponsors and team
members
The learning objectives of the course are:
1. Understand the contents of a scope statement and why the document is
important.
2. Understand relationships between scope definition, other templates and
processes. Learn tips that will help to create a strong scope statement.
3. Understand how to use the scope statement to manage scope creep.
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CommonWay
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Scope Statement Overview
• Describes the project in
unambiguous, objective terms
Triple Constraints of Project Management
Schedule
• Identifies products, services and
other deliverables
Time
• Defines out-of-scope items to
eliminate misunderstandings
• Provides a shared vision
• Defines criteria to measure success
Cost
Resources
Scope
The Work
• Controls scope creep which reduces
impacts on schedule and resources
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Scope Management Overview
•The scope statement is a clear description of the project, its deliverables and
approach. It captures work that will and will not be performed and is used to convey
a consistent shared vision of the project. It is a signed agreement between the
sponsor and team that states precisely what will be delivered. The criteria outlined
in the scope statement will also be used to determine if the project was completed
successfully.
•The principal challenge of project management is to accomplish the project goals
and objectives while respecting the triple constraints of: scope, time and cost. One
of the most effective ways of balancing these constraints is by developing a clear
and comprehensive scope statement. Unambiguous scope helps mitigate future
changes to scope which, in turn, reduces impacts on costs, schedules and the
overall quality of a project.
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Scope Statement Links
• Created and utilized during planning stage
• Utilized in Execution & Control; Closure
• Linked with: Charter, WBS, Budget, Schedule, Plan, Change Control and PIR
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Scope Statement Links
•The Scope Statement is tightly coupled with many project management templates and processes. It
is developed during the planning stage and used during the remaining stages of the project.
•Along with the approved Charter, the project manager can use a host of tools to create the Scope
Statement. For example: interviews, workshops, questionnaires, observations and prototypes with
the: sponsor, other project managers, subject matter experts and vendors. If you are not certain who
to speak with, complete the Stakeholder Analysis. The approved scope statement provides the
foundation for the work breakdown structure (WBS), schedule and project plan.
•During the Execution and Control stage, deliverables are worked on and, if necessary, the scope is
changed through the formal change control process. The Scope Statement serves as a baseline for
the project. Questions or changes that can be compared to what is documented in the Scope
Statement and a determination made on how to address. Making change decisions is easier when
the original deliverables are well documented.
•Impacts of any approved changes must be reflected in the revised: scope statement, project plan,
WBS, schedule and budget. Ensure that all changes are accurately reflected in the body of the
scope statement and in the version history. Once the plan has been revised, create a new baseline
project plan.
•During the Closure stage, the criteria highlighted in the Scope Statement is used to determine if the
project was successfully completed. This is accomplished by analyzing what you delivered against
agreed upon deliverables. The results of this analysis are posted in the Post Implementation Report
(PIR).
•Hopefully by highlighting these interdependencies, you will recognize the importance of a well
developed Scope.
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Project Objectives
• Measureable, meaningful and attainable
• Do not confuse with deliverables
• Facilitates Change Control decisions
• Used in PIR Report to measure project’s success
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Project Objectives
Next we will walk-through the characteristics of a good Scope Statement and
discuss how and when the information is used.
1. Objectives describe the benefits that an organization expects to achieve by
investing in the project. Be careful not to confuse project objectives with
products or deliverables. When you define an objective, subject it to the “So
What Test”. For example, if your objective is: implement a new budget system
– who really cares? If your objective is: implement a new budget system that
reduces costs by $200k by eliminating 3 positions; it will matter to the business.
2. Objectives should be quantifiable, achievable and challenging. Quantifiable
criteria include: schedule, costs, performance and quality measures.
3. Objectives are used to assess the impact of changes on project objectives. If a
change will negatively impact a project objective, it should be rejected.
4. Project objectives are used during the Closure stage to assess whether the team
delivered what was agreed upon.
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In Scope
• Tangible and
Measureable Outputs
• Interim and Finished
Deliverables
• Foundation for Plan and
WBS
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In Scope
•In scope items represent the products, services and components that must be
produced to complete the project. These deliverables are measureable and
tangible outputs that include interim deliverables like: test plans and scripts,
prototypes, system specifications, design documents and finished deliverables like:
software packages, courses, and complete facilities.
•Since deliverables form the foundation for the Work Breakdown Structure (WBS)
and Project Plan, it is essential that you define a comprehensive set of deliverables.
Additionally, deliverables must make sense to the customers. Although customers
cannot pay attention to all the project activities; they can and do focus on
deliverables when well defined.
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Out of Scope
• Specify exclusions especially – grey areas
• Ensure sponsor agrees
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Out of Scope
•The scope statement can be a politically charged document because it bounds a
project. Over time, some stakeholders may attempt to expand the boundaries to
serve their specific needs. While controlled changes to scope are supported
through the standard change control process, the scope statement should remain
fairly static for the life of the project. As a rule, there should not be significant
changes in scope during the life of the project. Major changes result in projects
that: never end, require considerable rework or fail.
•Carefully defining what is specifically excluded from scope is as important as
defining what is in-scope.
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Dependencies
• Logical relationships between things
• Internal and external
• Forms foundation for Critical Path
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Dependencies
•Dependencies represent logical relationships. Projects can have internal and
external dependencies. For example: Hiring a vendor to develop a system is an
external dependency. System design documents must be complete before
development can begin. This is an internal dependency.
•During Scope Statement development, focus on identifying key dependencies.
During the planning stage, the focus becomes more intense as you look at defining
both the types of dependencies and dependencies between activities and reflect
this information in the project plan. For example:
•Finish-to-Start: Work is sequential. The first activity must be complete
before other activities can begin. This is the most common relationship and
the default method in most project planning tools.
•Start-to-Start: Work is synchronized. Two or more activities must start and
flow concurrently.
•Finish-to-Finish: Deliverables are synchronized. Typically used when the
deliverable may change or weaken if not used promptly.
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Organizational Impacts
• List agencies, departments impacted
• Identify known business process changes
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Organizational Impacts
The purpose of this section is to identify the organizations, agencies and
departments impacted. Wherever possible, business process changes should be
noted. This information will be needed, at minimum, for: the communication plan
and register, transition plan, documentation, testing and training plans.
One reason projects fail is because project managers try to fit them into existing
structures and processes. More often than not, processes and supporting
structures have to be redesigned, documented and users trained to support the new
environment. The sooner these impacts are identified the better. You will have to
allocate time in the project plan to accommodate these changes.
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Project Acceptance Criteria
• Specify specific conditions
• Measurable and agreed to
• Accept, reject or conditional accept
• Used in PIR Report to measure project’s success
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Project Acceptance Criteria
•Acceptance criteria represents a specific list of conditions that must be met before
a project is considered complete and the deliverables can be accepted by the
sponsor.
•Acceptance criteria should be defined so it can be measured and tested at the
conclusion of the project. The PM, team and sponsor must agree to the
acceptance criteria.
•In the event that some/all of the acceptance criteria are not met, the sponsor can
reject the deliverables. Alternatively the sponsor can accept the deliverables with
contingencies. For example, accepted provided performance is improved by 30%
to meet minimum acceptance criteria.
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Project Constraints
Flexibility
Tolerance
Little/no Flexibility
Constrain
Schedule
Costs
(Resources)
Scope
Technology
Somewhat Flexible
Optimize
Most Flexible
Accept
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Project Constraints
•Project constraints are anything, internal or external, that place limits on the actions
of the project team. These are identified while scope is being developed and then
used during the planning process to validate and adjust the project plan.
•Typical project constraints are related to: scope, schedule, cost, technology and
management directives. The project manager’s primary goal in managing
constraints is to minimize or eliminate the constraints during the planning stage.
Constraints that are unmanaged will become issues or risks.
•Project managers have to analyze the types of constraints faced by the project,
determine which have the most flexibility, and make trade-offs. These trade-offs
must be reflected in the project plan. In the above example, schedule and costs are
not flexible. Given this, the project manager may have to adjust scope and/or
technology choices to ensure that these constraints are respected.
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Project Specifications
• Identify regulatory, industry, technical specifications
• Specify contractual agreements
• Integrate project specifications into planning and design documents
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Project Specifications
•Some projects must comply with specific: regulations, industry or technology
specifications and contractual agreements. Identify these specifications and ensure
that they are incorporated into the appropriate planning and/or design documents.
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Scope Synopsis – Key Points
1. Clearly define project boundaries & metrics.
2. Incorporate input from key stakeholders and subject
matter experts.
3. Secure sign-off. It builds shared accountability.
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Scope Synopsis – Key Points
You have completed the Scope Management course. Remember the following:
1. The Scope Statement frames the project work. Clearly specify: what is in scope,
out of scope and how the team will be measured.
2. Reach out to stakeholders and subject matter experts to ensure that the scope
statement accurately reflects what the customer wants and needs.
3. Secure formal sign-off from the sponsor. This builds shared accountability and
will help to manage scope creep.
Remember there is likely no single factor that contributes to the success of a project
more than beginning with a complete definition of the work to be done.
Conversely, there is probably no factor that contributes more to the demise of a
project than starting a project without an complete understanding of this work to
be done.
Thank You.
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