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Initiating Planning Executing Monitoring & Controlling Closing
Project Management Process Groups
Integration
Scope
Time
Cost
Quality
Human Resources
Communications
Risk
Procurement
Stakeholders
Kno
wle
dge
Are
as
Project
Management
Project Scope Management
5. 5.1234
56
5.1 Plan Scope Management: defining the scope5.2 Collect Requirements: stakeholder needs5.3 Define Scope: describe scope5.4 Create WBS: scope breakdown
Planning Process Group
Executing Process Group
Initiating Process Group
Closing Process Group
Monitoring & Controlling Process Group
Project Scope Management
5.5 Validate Scope: accepting deliverables5.6 Control Scope: monitor scope
107©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.1 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-2. Figure 5-3 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project charter
.3 Enterprise environmental factors.4 Organizational process assets
.1 Expert judgment
.2 Meetings.1 Scope management plan.2 Requirements management plan
Figure 5-2. Plan Scope Management: Inputs, Tools & Techniques, and Outputs
5.1Plan Scope
Management
5.2Collect
Requirements
5.3DefineScope
5.4CreateWBS
Project Scope ManagementEnterprise/Organization
4.1Develop Project
Charter
4.2Develop ProjectManagement
Plan
P
Project
R
O
Figure 5-3. Plan Scope Management Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
111©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Requirements management plan.3 Stakeholder management plan.4 Project charter.5 Stakeholder register
.1 Interviews .2 Focus groups .3 Facilitated workshops .4 Group creativity techniques .5 Group decision-making techniques .6 Questionnaires and surveys .7 Observations .8 Prototypes .9 Benchmarking .10 Context diagrams .11 Document analysis
.1 Requirements documentation.2 Requirements traceability matrix
Figure 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs
C g
Project Scope Management
5.2Collect
Requirements
5.1Plan Scope
Management
5.3DefineScope
5.4CreateWBS
5.5ValidateScope
5.6ControlScope
rR
n
R
Rx
13.1Identify
Stakeholders
13.2Plan
StakeholderManagement
8.1Plan QualityManagement
12.1Plan
ProcurementManagement
4.1 Develop Project
Charter
Figure 5-5. Collect Requirements Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
120 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5.3 Define Scope
Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-7. Figure 5-8 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project charter
.3 Requirements documentation.4 Organizational process assets
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
.1 Project scope statement
.2 Project documents updates
Figure 5-7. Define Scope: Inputs, Tools & Techniques, and Outputs
Project Scope Management
5.3DefineScope
5.1Plan Scope
Management
5.2Collect
Requirements
5.4CreateWBS
Organizational
Projectcharter
Requirementsocumentation
Scopemanagementplan
Pscopestatement
Ps
4.1Develop Project
Charter
6.3SequenceActivities
6.5Estimate
Activity Durations
6.6DevelopSchedule
ProjectDocuments
Enterprise/Organization
Figure 5-8. Define Scope Data Flow Diagram
42367_ManualPMI5_book-R1.indb 120 3/11/13 4:26 PM
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
125©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.3.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix.
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets
.1 Decomposition
.2 Expert judgment .1 Scope baseline.2 Project documents updates
Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
5.3 Create WBS
The process of subdividing project deliverables and work into smaller, more manageable components
It provides a structured vision of what has to be delivered
What & Why?
125©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.3.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix.
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets
.1 Decomposition
.2 Expert judgment .1 Scope baseline.2 Project documents updates
Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
5.3 Create WBS
Scope Management Plan (5.1): Specifies how to create the WBS from the detailed project scope statement and how the WBS will be maintained and approved.
Project Scope Statement (5.3): Describes the work that will be performed and excluded. Also lists and describes internal or external restrictions or limitations that may affect the project execution
Requirements Documentation (5.2): Provides understanding of what the project needs to produce and deliver
125©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.3.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix.
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets
.1 Decomposition
.2 Expert judgment .1 Scope baseline.2 Project documents updates
Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
5.3 Create WBS
Decomposition: breaking down the scope into work packages
- see next page
Note: Decomposition is the process of creating the WBS; it is not the WBS
Rita©2013, p175
Project Title
Decomposition:Breaking down the scope into work packagesCan be done with a top-down or bottom-up approach
EXAM: What we may call a “task” PMI calls an “activity”
Project Life Cycle
Work Packages:The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed
Work Packages
Are the bottom line of a WBS
Are achieved when the deliverable can be: • Realistically and confidently estimated • Completion time is known (at a high level +/-) • Completed without the need for more information • Can be outsourced or contracted out
A list does not show the relationships between deliverables
A list is usually created by 1 person but a WBS is created with input from the project team and stakeholders. When someone is a part of the process they are more likely to “buy-in” to the project.
Looking at the WBS brings a quick understanding of the project It is not easy to understand a project by looking at a list
Creating the WBS helps make it feel more achievable
A WBS shows the hierarchy of the project making it easier to see how deliverables relate to each other
List vs WBS
130 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
Planning
Software Product Release 5.0
Detail Design Construct
Integration and Test
Project Management
Product Requirements
Software Software Software Software
MeetingsUser
Documentation User
Documentation User
Documentation User
Documentation
AdministrationTraining Program
MaterialsTraining Program
MaterialsTraining Program
MaterialsTraining Program
Materials
The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Figure 5-12. Sample WBS Organized by Phase
System Engineering
Management
Supporting PM Activities
Aircraft System
Project Management
Equipment Training
Facilities Training
Services Training
Training
Technical Orders
Engineering Data
Management Data
Data Air Vehicle
Organizational Level SE
Intermediate Level SE
Depot Level SE
Support Equipment
Airframe Engine Communication System
Navigation System
Fire Control System
Base Buildings
Maintenance Facility
Facilities
Mock-ups
Operational Test
Developmental Test
Test
Test and Evaluation
The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Figure 5-13. Sample WBS with Major Deliverables
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Sample WBS
130 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
Planning
Software Product Release 5.0
Detail Design Construct
Integration and Test
Project Management
Product Requirements
Software Software Software Software
MeetingsUser
Documentation User
Documentation User
Documentation User
Documentation
AdministrationTraining Program
MaterialsTraining Program
MaterialsTraining Program
MaterialsTraining Program
Materials
The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Figure 5-12. Sample WBS Organized by Phase
System Engineering
Management
Supporting PM Activities
Aircraft System
Project Management
Equipment Training
Facilities Training
Services Training
Training
Technical Orders
Engineering Data
Management Data
Data Air Vehicle
Organizational Level SE
Intermediate Level SE
Depot Level SE
Support Equipment
Airframe Engine Communication System
Navigation System
Fire Control System
Base Buildings
Maintenance Facility
Facilities
Mock-ups
Operational Test
Developmental Test
Test
Test and Evaluation
The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Figure 5-13. Sample WBS with Major Deliverables
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Sample WBS
PMI WBS ‘Rules’
The WBS is not an organizational chart
The WBS is created with the help of a team
Each level is a smaller piece of the previous level
The entire project is included
The WBS includes only deliverables that are required for the project (if it’s not in the WBS it’s not part of the project)
100% rule: the sum of the work at the “child” level must equal 100% of the work represented by the “parent”
Rita
©20
13, p
177
When complete: assign identification numbers to the WBS.
Control Account A control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement
Control Account
WBS - the foundation
Don’t just create the WBS and forget about it.
Use it as the foundation for planning everything that comes next.
A WBS is: Is a graphic representation of the hierarchy of the project Identifies all of the deliverables Exists for all projects Forces you to think through all aspect of the project Can be reused for other projects Does not show dependencies
The exam may use the term “deconstruction” instead of “decomposition”
The exam will not ask “what is a WBS?” but rather how it can help manage a project. For example:
A change request is made - the WBS can help see if the request is within the planned scope
You can easily see how a change request may impact other parts of the scope
Using the WBS as a communication tool
Help new team members see their roles.
WBS Dictionary: A description of the work to be done for each WBS work package. For example:
milestones, acceptance criteria, durations, interdependencies, account information, charge codes, assumptions or constraints related to that work, specific schedule requirements, technical references, cost estimates & etc.
This information may be contained in the WBS but is a PMI term to know & understand.
WBS Dictionary
125©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.3.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix.
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets
.1 Decomposition
.2 Expert judgment .1 Scope baseline.2 Project documents updates
Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Scope Baseline: The approved version of a scope statement, WBS and WBS dictionary
Baseline: used to measure progress
It can be changed only through formal change control procedures and is used as a basis for comparison.
A change to the scope requires a change to the WBS, WBS dictionary and the Project Scope Statement
125©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.3.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix.
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets
.1 Decomposition
.2 Expert judgment .1 Scope baseline.2 Project documents updates
Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
5.3 Create WBS
5.1 Plan Scope Management: defining the scope5.2 Collect Requirements: stakeholder needs5.3 Define Scope: describe scope5.4 Create WBS: scope breakdown
Planning Process Group
Executing Process Group
Initiating Process Group
Closing Process Group
Monitoring & Controlling Process Group
Project Scope Management
5.5 Validate Scope: accepting deliverables5.6 Control Scope: monitor scope
107©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.1 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-2. Figure 5-3 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project charter
.3 Enterprise environmental factors.4 Organizational process assets
.1 Expert judgment
.2 Meetings.1 Scope management plan.2 Requirements management plan
Figure 5-2. Plan Scope Management: Inputs, Tools & Techniques, and Outputs
5.1Plan Scope
Management
5.2Collect
Requirements
5.3DefineScope
5.4CreateWBS
Project Scope ManagementEnterprise/Organization
4.1Develop Project
Charter
4.2Develop ProjectManagement
Plan
P
Project
R
O
Figure 5-3. Plan Scope Management Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
111©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Requirements management plan.3 Stakeholder management plan.4 Project charter.5 Stakeholder register
.1 Interviews .2 Focus groups .3 Facilitated workshops .4 Group creativity techniques .5 Group decision-making techniques .6 Questionnaires and surveys .7 Observations .8 Prototypes .9 Benchmarking .10 Context diagrams .11 Document analysis
.1 Requirements documentation.2 Requirements traceability matrix
Figure 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs
C g
Project Scope Management
5.2Collect
Requirements
5.1Plan Scope
Management
5.3DefineScope
5.4CreateWBS
5.5ValidateScope
5.6ControlScope
rR
n
R
Rx
13.1Identify
Stakeholders
13.2Plan
StakeholderManagement
8.1Plan QualityManagement
12.1Plan
ProcurementManagement
4.1 Develop Project
Charter
Figure 5-5. Collect Requirements Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
120 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5.3 Define Scope
Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-7. Figure 5-8 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project charter
.3 Requirements documentation.4 Organizational process assets
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
.1 Project scope statement
.2 Project documents updates
Figure 5-7. Define Scope: Inputs, Tools & Techniques, and Outputs
Project Scope Management
5.3DefineScope
5.1Plan Scope
Management
5.2Collect
Requirements
5.4CreateWBS
Organizational
Projectcharter
Requirementsocumentation
Scopemanagementplan
Pscopestatement
Ps
4.1Develop Project
Charter
6.3SequenceActivities
6.5Estimate
Activity Durations
6.6DevelopSchedule
ProjectDocuments
Enterprise/Organization
Figure 5-8. Define Scope Data Flow Diagram
42367_ManualPMI5_book-R1.indb 120 3/11/13 4:26 PM
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
125©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
5 - PROJECT SCOPE MANAGEMENT
5
5.3.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix.
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.
Inputs Tools & Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets
.1 Decomposition
.2 Expert judgment .1 Scope baseline.2 Project documents updates
Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.