5 project scope management 52 slides

8/13/2019 5 Project Scope Management 52 Slides

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1Project Management Professional Certification Examination Training Material Version 5.0 Copyright 2013 by PMI Mumbai Chapter. All rights reserved.

Project Management Professional Certification Examination Training MaterialVersion 5.0 Copyright 2013 by PMI Mumbai Chapter. All rights reserved.

5 Project Scope Management


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PMBOK

Introduction

Contents

# Topics

1 Plan Scope Management

2 Collect Requirements

3 Define Scope

4 Create WBS

5 Validate Scope

6 Control Scope

5

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Introduction

Introduction5

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What is Scope?

In the project context, the term Scope can be referred to:

Project Scope. The work that must be performed in order todeliver a product, service, or result with the specified features

and functions

Product Scope. The features and functions that are to beincluded in a product, services or result


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Introduction

Introduction5

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What is Scope Management? Scope Management includes the processes required to ensure

that the project includes all the work required, and only the work

required, to complete the project successfully.

Managing the scope is primarily concerned with defining andcontrolling what is and is not included in the project.


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Project Management Process Groups

Initiating Planning Executing Monitoring andControlling

Closing

PMBOKProject Scope Management

1. Plan ScopeManagement

2. Collectrequirements

3. DefineScope

4. Create WBS

5. ValidateScope

6. ControlScope

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Introduction

Introduction5

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Project Scope Management Processes

1. Plan Scope Management

! The process of creating a scope management plan that documentshow the project scope will be defined, validated and controlled.

2. Collect Requirements

! The process of determining, documenting and managing stakeholderneeds and requirements to meet the project objectives.

3. Define Scope

! The process of developing a detailed description of the project andproduct. It describes the project, service, or result boundaries bydefining which of the requirements collected will be included andexcluded from the project scope.

4. Create WBS! The process of subdividing the project deliverables and project work

into smaller, more manageable components.


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PMBOK

IntroductionProject Scope Management Processes contd!

5. Validate Scope

! The process of formalizing acceptance of the completed projectdeliverables.

6. Control Scope

! The process of monitoring the status of the project and product scopeand managing changes to the scope baseline.

Introduction5

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Inputs Tools and Techniques Outputs

PMBOKPlan Scope Management

1. Project ManagementPlan

2. Project Charter3. Enterprise

environmental factors

4. Organizational processassets

1. Expert Judgement2. Meetings 1. Scope ManagementPlan

2. RequirementsManagement Plan

Scope Management Plan documents how project scope will be defined, validated and controlled.

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1. Project Management Plan

Approved subsidiary plans of the project management plan areused.

These plans also influence the approach taken for planning scopeand managing project scope.

2. Project Charter

Project charter provides the project context. Also provides high-level project description and product

characteristics from project statement of work.

Input

5.1.1

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3. Enterprise Environmental Factors (EEF)

The EEF that can influence the Plan Scope Managementprocesses include, but are not limited to:

Organizations culture, Infrastructure, Personnel administration, Marketplace conditions.

4. Organizational Process Assets (OPA)

The OPA that can influence the Plan Scope Managementprocesses include, but are not limited to:

Policies and Procedures, Historical information and lessons learned knowledge base

Input

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1. Expert Judgement Inputs received from experts (knowledgeable and experienced parties) Expertise may be provided by any group or person who possesses :

specialized education, knowledge, skill, experience,

training in developing scope management plans.

2. Meetings Project teams may attend project meetings to develop the scope

management plan.

Attendees may include:

Tools & Techniques

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Project Manager Anyone with the responsibility forany of the scope managementprocesses

Project Sponsor Select project team members Others as needed


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1. Scope Management Plan

Component of Project or Program Management Plan that describes howthe scope will be defined, developed, controlled and verified.

Major input to : Develop Project Management Plan Process Other Scope Management Processes

Components of Scope Management Plan include: Process for preparing a detailed Project Scope Statement; Process that enables the creation of WBSfrom detailed project scope

statement;

Process that establishes how the WBS will be maintained and approved; Process that specifies how formal acceptance of the completed project

deliverables will be obtained;

Process to control how requests for changes to the detailed project scopestatement will be processed. This process is linked to the Perfect IntegratedChange control process.

Scope management plan can be formal or informal, broadly framed orhighly detailed, based on the needs of the project.

Output

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2. Requirements Management Plan

Component of Project Management Plan that describes how therequirements will be analysed, documented, and managed.

The Project Manager chooses the most effective Phase to Phaserelationship (either sequential or overlapping described in detail in

Organisational influences and Project life cycle) and documents thisapproach in this plan.

Components of Requirement Management Plan can include but are notlimited 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 analysed, how they will be traced, tracked, andreported, as well as authorization levels required to approve these changes;

Requirements prioritization process; Product metrics that will be used and the rationale for using them;

Traceability structure to reflect which attributes will be captured on thetraceability matrix.

Output

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PMBOKPlan Scope Management5.1

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PMBOK

Introduction

Collect Requirements5.2

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Collect Requirements is the process of determining,documenting and managing stake holder's needs to meet the project

objectives.

This process provides the basis for defining and managing the projectscope including project scope.

Requirements include: conditions or capabilities that are to be met by the project or

present in the product, service or result to satisfy an agreement orother formally imposed specification.

quantified and documented needs and expectations of thesponsor, customer and other stake holders.

Requirements need to be elicited, analysed and recorded in enoughdetails to be measured once project execution begins

Requirements become the foundation of WBS Cost, Schedule and Quality planning are all build upon these

requirements


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PMBOK

Introduction

Collect Requirements5.2

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At times requirements are also classified as:! Business Requirements, which describe the higher-level needs of the

organisation as a whole.

! Stake holder requirements which describe needs of the stake holder orstake holder group.

! Solution requirements which describe features, functions andcharacteristics of the product, service or result that will meet the business

and the stake holder requirements. These can be further grouped as

!Functional which describe the behaviours of the product.

! Non Functional supplement functional requirements and describethe environmental conditions or qualities required for the product tobe effective. Eg reliability, security, performance, etc

! Project requirements- which describe actions, processes, or otherconditions the project needs to meet.

! Transition requirements describe temporary capabilities such as dataconversion and training requirements.

! Quality requirements- which capture any condition or criteria needed tovalidate the successful completion of a project deliverable or fulfilment ofother project requirements.


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PMBOKCollect Requirements

1. Scope ManagementPlan

2. RequirementManagement Plan

3. StakeholderManagement Plan

4. Project Charter5. Stakeholder Register

1. Interviews2. Focus Groups3. Facilitated Workshops4. Group Creativity

Techniques

5. Group decision makingtechniques

6. Questionnaires andSurveys

7. Observations8. Prototypes9. Benchmarking10. Context Diagrams11. Document Analysis

1. Requirementsdocumentation

2. RequirementsTraceability Matrix

Collect requirements is determining, documenting and managing stakeholders need and requirements.

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PMBOK

Inputs

Collect Requirements5.2.1

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The scope management plan provides clarity as to how project teams will determinewhich type of requirements needed to be collected for the project.

2. Requirements Management Plan

The requirements management plan provides the processes that will be usedthroughout the collect requirements process to define and document the stake holder

needs.

3. Stakeholder Management Plan

The stake holder management plan is used to understand the stake holdercommunication requirements and the level of stake holder engagement in order toasses and adapt to the level of stake holder participation in requirement activities.

4. Project Charter The Project Charter is used to provide the high level project requirements and high level product

description of the project so that detailed product requirements can be developed

5. Stakeholder Register The Stakeholder Register is used to identify stakeholders that can provide information on detailed

project and product requirements


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PMBOK

Tools and Techniques1. Interviews

Is a formal or informal approach to discover information from stakeholders by talking tothem directly

Prepared by asking prepared or spontaneous questions and recording the responses Can be one-on-one, multiple interviewers and / or multiple interviewees

2. Focus Groups

Brings together prequalified stakeholders and subject matter experts to learn about theirexpectations and attitudes

A trained moderator guides the group through an interactive discussions Designed to be more conversational than one-on-one interview

3. Facilitated Workshops

Are focused sessions that bring key cross functional stakeholders together to defineproduct requirements

Are considered as a primary technique for quickly defining cross functional requirementsand reconciling stakeholders differences

Can build trust, foster relationships and improve communication amount the participants Helps in discovering and resolving the issues very quickly


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Tools and Techniques


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4. Group Creativity Techniques

Group activities can be organised to identify project and productrequirements

There are multiple techniques, some of them are listed below, but not limitedto these

Brainstorming Nominal Group technique The Delphi technique Idea / Mind mapping Affinity diagram

5. Group Decision Making Techniques

Is an assessment process of multiple alternatives with an expected outcome Generally used to generate, classify and prioritise product requirements There are multiple techniques, some of them are listed below, but not limited

to these

Unanimity Majority Plurality Dictatorship


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6. Questionnaires and Surveys Includes a written set of questions designed to quickly accumulate

information from a wide number of respondents

Most suited with board audience where Quick turnaround is needed Statistical analysis is appropriate

7. Observation Provides a direct way of viewing individuals in their environment

On how they perform their jobs or tasks Carry out processes

Particularly helpful for understanding detailed processes Also known as Job Shadowing

8. Prototypes Is method of obtaining early feedback on requirements by providing a

working model expected product

Allows to experiment with model rather only discussing the abstractrepresentation of their requirements

Support progressive elaboration through iterative cycles


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9. Benchmarking involves comparing actual or planned practices, such as processes and

operations, to those of comparable organizations(internal or external) toidentify best practices, generate ideas for improvement, and provide abasis for measuring performance.

10. Context diagrams Are an example of a scope model. They visually depict the product scope

by showing a business system (process, equipment, computer system, etc)and how people and other systems (actors) interact with it.

They show an input to the business system, the actors providing the input,the outputs from the business system, and the actors receiving the output.11. Document Analysis

Is used to elicit requirements by analyzing existing documentation andidentifying information relevant to the requirements.

Example of documents that may be analysed include but are not limited to: Business plans, marketing literature, agreements, requests for proposal, current

process flows, logical data models, business rules repositories, application

software documentation, business processes or interface documentation, usecases, other requirements documentations, problem/issue logs, policies,procedures, and regulatory documentation such as laws, codes or ordinances,etc.


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Outputs1. Requirements Documentation

Describes how individual requirements meets the business needs of the project Requirements should be

Unambiguous (measurable and testable) Traceable Complete Consistent Acceptable to key Stakeholder

Accepted requirements should be baseline


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Outputs


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2. Requirements Traceability Matrix

Is a table that links the requirements to their origin and traces them throughout theproject lifecycle

Helps ensure that each requirement adds business value by linking business andproject objective

Helps to track the requirements and also to ensures that the requirements aredelivered at the end of the project

Provides a structure for managing the changes to the product scope


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PMBOKCollect Requirements5.2

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PMBOK

Introduction

Define Scope

Define Scope is the process of developing a detaileddescription of the project and product

It builds upon major deliverables, assumptions and constraints that aredocumented during project initiation

Existing risks, assumptions and constraints are analysed forcompleteness

Additional risks, assumptions and constraints are added as necessary

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PMBOKDefine Scope

1. Scope ManagementPlan

2. Project Charter3. Requirements

Documentation

4. OrganizationalProcess Assets

1. Expert Judgment2. Product Analysis3. Alternatives

Identification

4. FacilitatedWorkshops

1. Project ScopeStatement

2. Project documentUpdates

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PMBOKDefine Scope

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The scope management plan provides clarity as to how project teams willdetermine which type of requirements needed to be collected for the project.

It establishes the activities for developing, monitoring and controlling scope2. Project Charter

The Project Charter is used to provide the high level project description andproduct characteristics

3. Requirements Documentation Developed in Collect Requirements process Describes how individual requirements meets the business needs of the project

4. Organisational Process Assets

Some of the organizational process assets that can influence Define scopeprocess are, but are not limited to

Policies, Procedures and Templates for project scope statement Project files from previous projects Lessons learned from previous phases / projects


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PMBOKDefine Scope

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1. Expert Judgement

Often used to analyze the information required to develop the project scopestatement

Expertise can be taken from many sources, not limited to Other units within organisation Consultants Stakeholders including customer and sponsors Professional and technical associations Industry groups Subject matter experts

2. Product Analysis

Applicable for the projects having product as deliverables Techniques included are, but not limited to

Product breakdown System analysis Requirements analysis Systems engineering Value engineering and value analysis


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PMBOKDefine Scope

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3. Alternatives Identification

Used to generate different approaches to execute and perform the work ofthe project

Techniques include are, but not limited to these Brainstorming Lateral thinking Pair wise comparisons

4. Facilitated Workshops Are focused sessions that bring key cross functional stakeholders together

to define product requirements

Are considered as a primary technique for quickly defining cross functionalrequirements and reconciling stakeholders differences

Can build trust, foster relationships and improve communication amountthe participants

Helps in discovering and resolving the issues very quickly


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PMBOKDefine Scope

1. Project Scope Statement

Describes in detail the projects deliverables and the work required to create thosedeliverables

Provides common understanding of project scope among project stakeholders Includes following either directly or reference to other documents

Product scope description Product acceptance criteria Project deliverables Project exclusions Project constraints Project assumptions

2. Project Document Updates

Project documents that may be updated may include, but are not limited to

Stakeholder register Requirements Documents Requirements Traceability Matrix

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PMBOKDefine Scope5.3

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PMBOK

Introduction

Create WBS

WBS is deliverable-oriented hierarchal decomposition ofthe work to be executed by project team to accomplish project objectives and

create the required deliverables

WBS organises and defines the total scope of the project It represents the work specified in the current approved project scope

statement

Should represent all the product and project work including projectmanagement work

Definition

Work Packages: Planned work contained within the lowest level of WBScomponents

! Can be scheduled, cost estimated, monitored and controlled! Here work is referred to the work product or deliverables that are result of efforts

and not to the efforts itself

! Is the lowest level in the WBS

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PMBOKCreate WBS

1.

Scope Managementplan

2. Project ScopeStatement

3. RequirementsDocumentation

4. EnterpriseEnvironmental

Factors


1.Decomposition

2. Expert Judgment 1.

Scope Baseline

2. Project DocumentUpdates

Create WBS subdivides project deliverables and project work into smaller, more manageable components.

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PMBOKCreate WBS


The scope management plan specifies how to create the WBS fromthe detailed project scope statement and how WBS will be maintained and approved.

2. Project Scope Statement

The project scope statement describes the work that will be performed and the work thatis excluded.

It also lists and describes the specific internal or external restrictions or limitations thatmay affect the execution of the project.

3. Requirements Documentation

Detailed requirements documentation is essential for understanding what needs to beproduced as the result and what needs to be done to deliver the project and its finalproduct.

4. Enterprise Environmental Factors

Industry specific WBS standards, relevant to the nature of the project5. Organisational Process Assets

Some of the organizational process assets that can influence Create WBS process are, but are notlimited to

Policies, Procedures and Templates for WBS Project files from previous projects Lessons learned from previous phases / projects

Input

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PMBOKCreate WBS

1. Decomposition

Is the subdivision of project deliverables into smaller, more manageablecomponents until the work and the deliverables are defined to the work

package level

Decomposition involves following activities, not limited to Identifying and analysing the deliverables and related work Structuring and organising the WBS Developing and assigning identification codes to the WBS components Verifying that the degree of decomposition is necessary and sufficient

Ability to plan, manage and control the work is enhanced as the work isdecomposed to greater level of details

However, extensive decomposition can lead to non productivemanagement efforts, inefficient use of resources and decreased

efficiency in performing the work

Tools & Techniques

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PMBOKCreate WBS

2. Expert Judgment

It is often used to analyze the information needed to decompose theproject deliverables down into smaller components in order to create an

effective WBS. This level of expertise is provided by any group or individual

with relevant training.

It can also come in the form of pre-defined templates that provide guidanceon how to effectively break down common deliverables.

Tools & Techniques

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PMBOKCreate WBS

1. Scope Baseline

Is a component of project management plan Approved version that contains

a) Project scope statement

b) WBSc) WBS dictionary

a) Project Scope Statement

It includes the description of the project scope, major deliverables, assumptions and constraints.b) WBS

WBS is deliverable-oriented hierarchal decomposition of the work to be executed by projectteam to accomplish project objectives and create the required deliverables

Is finalised by establishing control accounts for work packages and a unique identifier from codeof accounts

Output

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PMBOKCreate WBS

Scope Baseline (Contd..)

c) WBS Dictionary

Information in WBS includes, but is not limited to Code of Account identifier Description of Work Responsible organisation List of scheduled milestones Resources required Cost estimates Quality Requirements Acceptance criteria

Output

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PMBOKCreate WBS


Project documents that may be updated may include, but are not limited to

Requirements Documentation, e.g. any approved change request resultfrom create WBS process needs to be included

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PMBOKCreate WBS

Output

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Sample of WBS:With some branches decomposed down through work packages


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PMBOKCreate WBS

Output

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Sample of WBS:Using phases of life cycle as the first level of decomposition with

the product and project deliverables inserted at second level.


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PMBOKCreate WBS5.4

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PMBOK

Introduction

Validate Scope

Is a process of formalising acceptance of thecompleted project deliverables

Validating scope includes Reviewing deliverables with customer or sponsor to ensure satisfactory

completion of the deliverable

Obtaining formal acceptance of the deliverables from customer or sponsor Differs from quality control

Quality control is primarily concerned with correctness of deliverables andmeeting the quality requirements specified for the deliverables

Quality Control is generally performed before scope verification But both can be performed in parallel also

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PMBOK

1.

Project ManagementPlan



4. Verified Deliverables5. Work Performance

Data

1.Inspection

2. Group DecisionMaking Techniques

1.Accepted Deliverables

2. Change Requests3. Work Performance

Information


5.5

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4. Verified Deliverables

Those which have been completed and checked for correctness by the throughthe Quality Control process

5. Work Performance Data It includes the degree of compliance with requirements, Number of non-confirmities, Severity of non-confirmities Number of validation cycles performed in a period of time

Input

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1. Inspection

Includes activities such as Measuring, examining and verifying todetermine whether the work and deliverables meet requirements andproduct acceptance criteria

Are some times referred as Reviews Product reviews Audits Walkthrough

2. Group Decision making techniques Is an assessment process of multiple alternatives with an expected

outcome

Generally used to generate, classify and prioritise product requirements There are multiple techniques, some of them are listed below, but not

limited to these Unanimity Majority Plurality Dictatorship

Tools & Techniques

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PMBOK

1. Accepted Deliverables

Deliverables that meet the acceptance criteria are formally signed off and approved bycustomer or sponsor

Formal documentation received in this regards acknowledging formal stakeholderacceptance is forwarded to Close Project or Phase process

2. Change Requests

Complete deliverables that have not been formally accepted are documented along withreasons for non-acceptance.

Such deliverables may require a change request for defect repair These change requests are processed for review and disposition through the Perform

Integrated Change Control process

3. Work Performance Information

It includes information about project progress, such as Which deliverables have started, their progress Which deliverables have finished Which deliverables that have been accepted.

4. Project Document Updates May include any documents that define the product or report status on project completion

Output

5.5.3

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5.5

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PMBOK

Introduction

Control Scope

Is a process of monitoring the status of the project and product scope and managing changes to the scope baseline

Controlling the project scope ensures All requested changes and recommended corrective or preventive

actions are processed through Perform Integrated Change Control

process

Also used to manage the actual changes when they occurand is integrated with other control processes

Uncontrolled changes are referred to as project scopecreep

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PMBOKControl Scope

1. Project ManagementPlan

2. Work PerformanceData




1. Variance Analysis 1. Work PerformanceInformation


updates

3. Change Requests4. Project Management

Plan updates


This process monitors the status of the project & product scope

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PMBOKControl Scope

1. Project Management Plan

Following information is used to control scope

Scope baseline, Scope management plan, Change management plan,Configuration management plan, Requirements management plan

2. Work Performance Data

Information on project progress, such as deliverables started, their progress andwhich deliverables have completed

3. Requirements documentation

4. Requirement Traceability Matrix

5. Organisational process assets

Some of the organizational process assets that can influence control Scope process

are, but are not limited to

Existing formal or informal scope control related policies, procedures andguidelines

Monitoring and reporting methods to be used

Input

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PMBOKControl Scope

1. Variance Analysis

Project performance measurements are used to assess themagnitude of variation from original scope baseline These includes

determining the cause and degree of variance relative to thescope baseline and

deciding whether corrective or preventive action is required

Tools & Techniques

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PMBOKControl Scope

1. Work Performance Information

Can include Planned v/s actual technical performance Other scope performance measurements

This information needs to be documented and communicated to stakeholders2. Organisational process assets updates

organizational process assets that may be updated are, but are not limited to Causes of variances Corrective action chosen and its reason Other type of lessons learnt from project scope control

3. Change Requests

Analysis of scope performance can result to change request Can include corrective or preventive actions or defect repairs

These change requests are processed for review and disposition through thePerform Integrated Change Control process

Output

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PMBOKControl Scope

4. Project Management Plan Updates

Scope baseline updates, like Project scope and scope statement WBS and WBS dictionary

Other baseline updates, like corresponding Cost baselines Schedule baselines


May include, but is not limited to Requirements Documentation Requirements Traceability Matrix

Output

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5 6


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PMBOKControl Scope

5.6

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59Project Management Professional Certification Examination Training Material Version 5 0 Copyright

PMBOKProject Scope Management - Add ONs

Definitions and References Rolling Wave Planning

A technique, where work to be accomplished in the near term is planned in detail atlower work level of WBS, while the work in the far future is planned relatively at a highlevel WBS. This is a form of progressive elaboration planning.

100% Rule The total of the work at the lowest level must roll up to the higher levels so that

nothing is left out and no extra work is completed

Control Accounts Control points established at selected management points in the WBS (at work

package level)

Provides mechanism to monitor scope, cost and schedule in an integrated way to becompared with earned value for performance measurement

Each control account may include one or more work packages, but each workpackage must be associated with only one control account

Code of Account A numbering system used to uniquely identify each component of WBS

PMI practice standard for WBS Provides guidelines for the generation, development and application of WBS Contains industry specific examples of WBS templates, that can be tailored as per

needs