project scope management

Project Scope Management

Prepared by Presented by: Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®


where’s the Road???????

If you don’t have clear scope !!!

:Scope Management means Clear Definition for the work required to be done

Make sure that work and only work is included to complete the project successfully


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Plan Scope management

Collect Requirement

Define Scope

Create WBS

validate Scope

Control Scope



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Project 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 project scope is primarily concerned with defining and controlling what is and is not included in the project.


The term scope can refer to:

• Product scope The features and functions that characterize a product, service, or result

• Project scope The work performed to deliver a product, service, or result with the specified features and functions. The term project

scope is sometimes viewed as including product scope.

The scope baseline for the project is the approved version of the project scope statement, work breakdown structure (WBS), and its

associated WBS dictionary.

A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing

Validate Scope and Control Scope processes as well as other controlling processes.

- Completion of the project scope is measured against the project management plan.

- Completion of the product scope is measured against the product requirements

(The Project Scope Management processes need to be well integrated with the other Knowledge Area processes, so that the work of

the project will result in delivery of the specified product scope.




The development of the scope management plan and the detailing of the project scope begin with the analysis of information

contained in the project charter, the latest approved subsidiary plans of the project management plan ,historical information contained

in the organizational process assets (, and any other relevant enterprise environmental factors . This plan helps reduce the risk of

project scope creep.

Inputs:

Project Management Plan

Subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken

for well define the scope

•Did you notice the word subsidiary .

•The point here that may you have another process and

knowledge are is performed and you will use the output of

it in defining your scope, for example if part of your

project required subcontractors so the procurements

process is running interacted with the define scope, so the

mean of making the input here project management plan

that any of its components


Project Charter:

A document Generated in the initiation of the project where gives:

1-general overview on the project . 2-Business case 3-General Product Description

4- Project Manager 5-Project Sponsor 6-Project category 7-High level requirements

Enterprise Environmental factors

It refer to condition not under the control of the project team, that influence constrain, or direct the project.

1-Government Standard

2-Market Place condition

3-Infrastructure ( equipment's, facilities ..etc.)

4-Project management information system:

An automated tool such as a scheduling software tool ,an information collection and distribution system , web interfaces.

Organizational Process assets

Any organization has its basics in dealing with projects, this basics is considered as the standard policies that has to be followed by

working team in the organization Organization process assets refer to The Plans policies, procedures , knowledge bases specific to

be used by the performing organization



Tools and Techniques:

Expert judgment

Expert judgment refers to input received from knowledgeable and experienced parties.

Expertise may be provided by any group or person with specialized education, knowledge,

skill, experience, or training in developing scope management plans.

Meetings

Attendees at these meetings may include the project manager, the project

sponsor, selected project team members, selected stakeholders…. Etc. .

in order to discus how to develop scope management plan

Output: Scope Management Plan

how the scope will be defined ,developed ,controlled it can include:

1-Process for preparing a detailed project scope

2-Process to create the WBS

3-Process that specifies how request formal acceptance of the completed project deliverables

4-Process that specifies how formal acceptance of the completed project deliverables will be obtained

5-Process to control how requests for changes to the detailed project scope statement will be processed.

This process is directly linked to the Perform Integrated Change Control process

The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project.



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means meet Project Success That Remember

the needs, expectations and requirements of stakeholder


• First Process: Plan Scope Management Output:-Requirements Management Plan

Example: we need to build Website for Online Banking

The Project is to build Web site for online banking where customer can follow their account easily

through internet

Good Idea , but we

need to update all customer data

Also we will need to build separate

network for this new web site

We need to make

advertisement to our customer that we are going to provide

this service to increase customer satisfaction



• First Process: Plan Scope Management

Output:- Requirements Management Plan

We have many requirements from stakeholders , so we need to make a plan:

1-How we could collect requirements 2-What tools we can use

3-Who will be responsible for each category of requirements 4-How we can analyze this requirements and if it’s beneficial or

not Kindly start now to prepare Requirements managements plan



• Second Process: Collect Requirements: ( Planning Process Group )

• The process of defining and documenting stakeholder needs to meet project objectives

• Collecting Requirements is defining ,managing customer expectations

• Stakeholder requirements need to be analyzed and balanced

Requirements become the foundation of:

1-Define the project Scope

2-Create WBS

3-Estimation of the time

4-Estimation of the cost



1-Project Charter

2-Stakeholder register

3-Stakeholder management plan

4-Scope management plan

5-Requirements management

plan

1-Interview

2- Focus Group

3-Facilitated workshop

4-Group creativity

technique

5-Group decision

technique

6-Questionnaires and

surveys

7-Observations

8-Prototype

9-Benchmarking

10-Context diagrams

11-Document Analysis

1-Requirements

Documentation

2-Requirements

traceability matrix

Inputs

Tools

Output

Second Process: Collect Requirements:



• Inputs: Stakeholder register:

• A documents generated at initiation phase, mentioned those who are involved, their position, their role ,any relevant information

….etc



- Inputs: Stakeholder Management Plan It describes desired and current engagement levels

of key stakeholders

Identified interrelationships and potential overlap between stakeholders

Information to be distributed to stakeholders, including language, format and level of detail

Reason for for the distribution of that information and the expected impact to stakeholder engagement



• Tools& Techniques

Interview: An interview is a formal or informal approach to elicit information from stakeholders by talking to them directly. It is typically performed by asking prepared and spontaneous questions and recording the responses. Interviews are often conducted on an individual basis between an interviewer and an interviewee, but may involve multiple interviewers and/or multiple interviewees.




Focus Group: Expert in same field talk in specific subject A trained moderator guides the group through an interactive discussion, designed to be more conversational than a one-on-one interview.




Facilitated Workshop:

• Key cross functional area stakeholders grouped together

It means Facilitated workshops bring together stakeholders with different

perspectives (e.g., product designers and end-users) to talk about the product

joint application design/development (JAD)

(JAD) sessions are used in the

software development industry. These facilitated

sessions focus on bringing business subject

matter experts and

the development team together to improve the

software development process.

Quality Function Deployment

In the manufacturing industry, quality

function deployment (QFD) is another example of a

facilitated workshop technique that helps determine

critical

characteristics for new product development. QFD

starts by collecting customer needs, also known as

voice of the customer (VOC).




• Group Creativity Technique:

:Brainstorming:1-4

This technique is used to generate and

collect new idea related to the project .

But it does not include voting or

pritorization of idea ,it’s done by next

tool like nominal group..etc




Nominal Group Technique 2-4

Ranks the most useful idea, by

voting process

Affinity Diagram3 -4

A technique that allows large

numbers of ideas to be

classified into groups for review





:Mind Mapping4 -4

Mind Mapping:4 -4

Use to generate idea as

mind map is often created around

a single word or text, placed in the

center, to which associated ideas,

words and concepts are added

• Group Creativity Technique • 4-5:Multi-criteria decision analysis

This project is so complicated , we can ‘t use

one criteria ,cost for example to judge if we can go

through or not

I think we have to

take into

consideration the

environmental effect

of the project

Also we have to consider how people will accept this project

,Their culture, their way of dealing with such industrial

project in their Area



• Group Creativity Technique

• 4-5:Multi-criteria decision analysis

MCDA is a way of looking at complex projects ,

requirements, needs ,problems, that are

characterized by any mixture of monetary and

non-monetary objectives, of breaking the

problem into more manageable pieces to allow

data and judgments to be brought to bear on the

pieces, and then of reassembling the pieces to

present a coherent overall picture to decision

makers.

The purpose is to serve as an aid to thinking and

decision making, but not considered as decision

technique




• We Have to study this impact and make a hypothetical Impact matrix-(Decision Matrix )

Multi-criteria decision analysis




• Group Decision Technique: A technique used to generate, classify, prioritize requirements

All Same : :Unanimity1-5

opinion

more then : :Majority2-5

50% of the group




• Group Decision Technique:

: :Plurality3-5

The Largest block in a group

decides even if a majority is not

achieved

One : : Dictatorship4-5

individual makes the decision of

the group




Observations:

Direct way of viewing individuals

in their environment and how they

perform their jobs ,it’s useful

when the people that use the

product have difficulty to explain

their requirements

Prototypes:

A method of obtaining early

feedback on requirements by

making working model

Questionnaires & surveys

Sets of questions designed to

quickly accumulate information

from wide range of

respondents



• Tools:

• -Benchmarking:

Benchmarking is comparing practices, products, or

services of a project with those of some reference

projects for the purpose of learning, improving, and

creating the basis for measuring performance.

These reference projects might be the previous projects

performed inside or outside of the performing

organization.



Tools:

Context Diagrams:

A context diagram is a graphic design that clarifies the interfaces and boundaries of the project or process at hand. It not only shows

the process or project in its context, it also shows the project’s interactions with other systems and users.



• Output: 1-Requirements Documentation

•Contains all requirements •Describe How requirements is aligned with project objective

•Requirements must be measurable,testable,traceable,

consistent and acceptable to key stakeholders



• Output: Requirements Documentation

•Balancing Stakeholder Requirements:

•one of the most important aspect in this stage is

making a balance between requirements by

prioritizing, them ,resolving any conflicts between

them

•Project Manager has to evaluate the

requirements and resolve any conflict based on

those best comply with Project charter, project

scope, project constraints



• Output:2-Requirements Traceability Matrix



• Define Scope



• Third Process: Define Scope

We have now the requirements of the project,

So we are going to define the project scope:

primarily concerned with what is and is not

included in the project and its deliverables.

This process uses the requirements

documentation created in the Collect

Requirements process, the project charter,

and any additional information , assumptions,

and constraints to define the project scope.



• Define Scope Data Flow Diagram



• Tools& Techniques:

• 2-Product Analysis :

Translating high level product descriptions into tangible

deliverables



• Tools& Techniques:

• 3-Alternative Generation

Alternatives generation is a technique used to develop as many potential options as possible in order to identify

different approaches to execute and perform the work of the project. A variety of general management techniques

can be used, such as brainstorming, lateral thinking, analysis of alternatives, etc.



• Output:

• 1-Project Scope Statement:

It Describes :

What will do in the project

what ‘s not in scope of the project



• Example of Project scope Statement Template



2-Project Documents update:

Project document that may be updated:

A-Stakeholder register

B-Requirements Documentation

C-Requirements traceability matrix



• Fourth Process: Create WBS

Work work refers to work products or deliverables that are the result of doing certain efforts

Breakdown. Division into parts or categories

Structure Something arranged in a definite pattern of organization. Patten means اسلوب -نمط -نموذج-



• Fourth Process: Create WBS

( Planning Process Group)

1. The process of subdividing project deliverables and project

work into smaller , more manageable components

2. the WBS provides a clear vision of the work of the project.

3. The WBS divides the project scope into hierarchical,

manageable, definable packages of work that balance the

control needs of management with an appropriate and

effective level of detailed project data.



Fourth Process: Create WBS

• Example : WBS for Construction of a Bicycle



• Inputs , Tools & Techniques, Output



• Tools & Techniques: Decomposition:

Yes we need to

decompose to facilitate

managing the project but

till which point we will

decompose

You break down till reach Work package, which the

lowest part of WBS which represent a deliverable where

,from the work package you can get a good description

about the work that need to be performed. Also take care

that the work-package consist of several activity but itself

it’s not an activity



• Output: 1- WBS

•WBS is the graphical picture of hierarchy of the project

•Identifies all deliverables to be completed , if not in the WBS,it’s not part of the project

•Should exist for every project •Do not show interdependcies



• Output: 1-Different form of presentation of WBS

Outline View Tabular View



• Output: 1-Different form of presentation of WBS

Tree Structure WBS Centralized Tree

Structure



• Output WBS:

• Importance of the WBS

Defines all the work of the project, and only the work of the

project, thereby clarifying the project scope

● Get team members to ensure buy-in

● Provides the baseline for subsequent change control

● Is a primary input to other project management processes—

for example, resource planning, cost estimating, schedule

development, and risk identification

● Provides the framework for project control, performance

monitoring, Control Scope Creep

Can be used as Communication Tool

● Ensures that every one in the project understand well his

responsibilities and work package is requested to perform




● Incomplete project definition leading to ongoing project extensions

● Unclear work assignments, goals, objectives, or deliverables

● Scope creep or unmanageable, frequently changing scope

● Budget overrun

● Missed deadlines on scheduled deliverables, or timeline slippage

● Unusable new product or feature

● Failure to deliver on some elements of project scope.


• Output:2- WBS Dictionary

• It provides description of the work to be done for each work package and helps to make sure that a project team understand

what has to be done exactly to prevent scope creep, The WBS dictionary is a document that supports the WBS.



• Output :Scope Base Line

The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary,. It is a component of the project management plan . It could be changed only through formal change control procedures .



• Fifth Process: Validate Scope

• ( Control& Monitor Process Group )

To get formal acceptance to completed

project deliverables.

The key benefit of this process is that it

brings objectives to the acceptance

process and increase the chance of

final product service or result

acceptance by validating each

deliverables



• Fifth Process: Validate Scope

• Validate scope



• Relation Between Quality Control & Validate Scope

Both Process focus on correctness of the

deliverables the difference who is doing the effort

Quality Control check the product if its’ according to

requirements , standard and accepted

•Validate scope scope based on getting formal

acceptance as customer or sponsor who is the one

who will check the deliverables if it will meet

requirements and satisfied.

•Generally quality control is performed before

validate scope .



• Sixth Process: Control Scope ( Control& Monitor Process Group )

Process used to :

•Measure Scope performance against

Scope Baseline to see the magnitude of

any variance and decide if corrective

action or preventive action

•Manage the changes and

recommended corrective or preventive

actions are processed through the

perform integrated change control



• Sixth Process: Control Scope

• Inputs , Tools & Techniques, Output



• Establishing Performance Measurements

Variance analysis:

Variance analysis is the investigation of the difference between actual and planned behavior.

Forecasting methods:

Forecasting involves examining the actual project performance data to date and making

predictions about future project performance based on this data.

Communication methods:

Communication methods in this process include status review meetings.

Reporting systems

Reporting systems are used to record, store, and distribute information about the project,including cost, schedule progress, and performance information.



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