2- Scope_5th Edition Ver1

8/13/2019 2- Scope_5th Edition Ver1

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UNIT O JECTIVES

After completing this unit, you should be able to:

Have an increased understanding of Project Scope Management processes and

how they relate to the overall project

Understand the five Project Scope Management processes

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5.2 Collect Requirements.

5.3 Define Scope.

5.4 Create WBS.

5.5 Validate Scope.

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5.6 Control Scope.


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Project Scope anagementp gProject Scope Management:IS the process of defining all the work required, and only the work required,to complete the project successfully.

In the project context the term scope can refer to:

Product scope The Features and functions that characterize a product,service or result.

Project scope The work that needs be accomplished to deliver a product, service, orresult within the specified features and functions.

Completion of project scope is measured against the project management plan, theproject scope statement, and the associated WBS.

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


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Pro ect Sco e Mana ement 5.1 Plan Scope Management.

The process of creating a scope management plan that documents how thepro ec scope w e e ne ,va a e , an con ro e .

5.2 Collect RequirementsThe process of defining and documenting stakeholders needs to meet theproject objectives.

5.3 Define Scope

The process of developing a detailed description of the project and product.5.4 Create WBS

The rocess of subdividin ro ect deliverables and ro ect work intosmaller, more manageable components.

5.5 Validate Scope

deliverables.5.6 Control Scope

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e process o mon or ng e s a us o e pro ec an pro uc scope anmanaging changes to the scope baseline.


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Inputs1 . Project management plan.2. Project charter.3.E.E.F.4. OPA.

1- Expert judgment.

2- Meetin s. 1 . Sco e Mana ement Plan.2. Requirements management plan.



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Project Charter ( Inputs )

-requirements and high-level product description of the project.

nterpr se nv ronmenta actor ( Inputs )- organization culture.- Personal administration.- Marketplace condition.

Organ zat ona process Assets ( Inputs )

- Policies and procedures.

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- Historical information and lesson learned.


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Expertise may provided by any group or person with specializede uca on, now e ge ,s ,or ra n ng n eve op ng scopemanagement plans.

Meeting ( T & T )

Project team may attend project meetings to develop the scopemanagement plan.

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It describes how the scope will be defined , developed , monitored,contro e ,an ver e .

Requirement management plan ( output )Describes how re uirements will be anal zed documented andmanaged.

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The process of defining and documenting stakeholders needs to meet theproject objectives.

e pro ec s success s rec y n uence y e care a en n cap ur ngand managing project and product requirements.

Requirements become the foundation of the WBS .

Cost, schedule, and quality planning are all built upon these requirements.

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Collect Requirements (5.2)Inputs

1 .Scope management plan.2.Re uirement mana ement lan. 3.Stakeholder management plan.4. Project charter.2 . Stakeholder register.

1 . Interviews.2 . Focus groups. Outputs3 . Facilitated workshops.4 . Group creativity techniques.5 . Group decision making techniques.

1 . Requirements documentations.

. .7 . Observations.

8. prototypes .

2 . Requirements traceability matrix.

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10. Context diagrams.11. Document analysis. 11


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Collect Re uirements 5.2

Interviews (Tools & Techniques )

Also called expert interview on the exam .the team or projectmanager interviews project stakeholders to identify their requirements ofthe product of project work, or for overall project.

Focus groups (Tools & Techniques )Bring together prequalified stakeholders and experts to learn, .

Facilitated Workshops (Tools & Techniques ) ac tate wor s ops are sess ons t at r ng ey cross- unct onastakeholders together to define product requirements.

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Collect Requirements (5.2)roup crea v y ec n ques Too s & Tec niques Brainstorming: One person mentions an idea to determine scope .that

idea generates an idea from another participant, whichleads to yet another idea, and so on.

Nominal group technique: the meeting participants rank the mostuseful ideas enerated durin the brainstormin session.

The Delphi technique: request information is sent to experts ,theirresponses are compiled, and the result are sent backto them for further review until consensus is reached .

Idea/ mind mapping: is a diagram of ideas or notes to help generate, classify,or record information.

ffinit dia ram: this techni ue allows lar e number of ideas to be sorted into rou for review and anal sis. Multicriteria decision analysis : it utilizes a decision matrix to provide a systematic analytical approach forestablishing criteria, such as risk level, to evaluate and rank many ideas.

Used for large groups.

Observations (Tools & Techniques )

Prototype ( Tools & Techniques )14


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Collect Requirements (5.2)Group Decision Making Techniques (Tools & Techniques )

Unanimity. . .

Majority . Support from more than 50% of the members of the group.

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The largest block in a group decides even if a majority is notachieved.

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Dictatorship.One individual makes the decision for the group. .

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Collect Requirements (5.2)Requirements Documentation (Output )

business need for the project.It start in hi h level and become ro ressivel moredetailed as more about the requirements ins known.

Requirements Traceability Matrix (Output )Is a table that links requirements to their origin and.

Requirements to business needs, opportunities, goals, and objectives

Requirements to

project

objectives v

Requirements to product design

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5.3 Define Sco e

included in the project and its deliverables.

Preparation of a detailed project scope statement is critical to thesuccess of the project and builds on the major deliverables,

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Define Scope (5.3)

1 . Scope management plan.

2. Project charter.3 . Requirements documentation.4 . Organizational process assets.

Tools & techni uesoutputs

1 . Expert judgment.

2 . Product analysis.

. ro ec scope s a emen .

2 . Project document updates.3 . Alternatives Generation.4 . Facilitated workshops .

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5.3 Define Sco eScope management plan ( Inputs )

Project Charter ( Inputs )

Requirements Documentation ( Inputs )

rgan za ona rocess sse s ( Inputs )

Examples of organizational process assets that can influence the Define Scopeprocess nc u e, u are no m e o:

Policies, procedures, and templates for a project scope statement, .

Lessons learned from previous phases or projects.

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5.3 Define Sco eEx ert ud ment (Tools & Techniques )

Product Analysis (Tools & Techniques )

For projects that have a product as a deliverable, as opposed to a service orresult, product analysis can be an effective tool.

Product analysis includes techniques such as product breakdown, systemsanalysis, systems engineering.

erna ves enera on (Tools & Techniques )

Identifying alternatives is a technique used to generate different approaches.

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5.3 Define Sco eProject Scope Statement (Outputs )

e pro ec scope s a emen escr es, n e a , e pro ec s e vera es an ee pro ec scope s a emen escr es, n e a , e pro ec s e vera es an ework required to create those deliverableswork required to create those deliverables

the product, service, or result that as described in the project charter

Project deliverables : Deliverables include both the outputs that comprisee pro uc or serv ce o e pro ec , e e vera es may e escr e a a

summary level or in great detail

Project boundaries : Generally identifies what is included within theproject. It states explicitly what is out of scope for the project .

Product acceptance criteria : Defines the process and criteria foracce tin com leted roducts

Project constraints and Assumptions :Lists and describes the specificproject constraints and assumptions associated with the project scope that limitsthe teams o tions

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5.3 Define Sco e

Project Document Updates (Outputs )

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

Stakeholder register, Requirements documentation, and Requirements traceability matrix.

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(5.4) Create WBS

Process of subdividing the major project deliverables andpro ect wor nto sma er, more managea e components

A deliverable-oriented hierarchical decomposition of the work to

be executed by the project team to accomplish the projectobjectives and create the required deliverables

Organizes and defines the total scope of the project

WBS re resents the work s ecified in the current a rovedproject scope statement

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(5.4) Create WBSInputs

. .2. Project scope statement.

3 . Requirements documentation.4 . O.P.A5.E.E.F.

Tools & techniquesoutputs

1 . Decomposition.

1 . Scope baseline.2 . Project document updates.

. .

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(5.4) Create WBS

Scope management plan ( Inputs )

Project Scope Statement ( Inputs )

Requirements Documentation ( Inputs )

O.P.A ( Inputs )

E.E.F ( Inputs )

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(5.4) Create WBSDecompositionDecomposition ((Tools & Techniques ))

A planning technique that subdivides the project scope and project deliverables into

smaller, more manageable components, until the project work associated withaccomplishing the project scope and providing the deliverables is defined in sufficient

detail to support executing, monitoring and controlling the work .

Generally involves five steps:

1. Identify the deliverables and related work.

2. Structure and organize the WBS.

3. Decompose the upper WBS levels into lower detailed components.

4. Develop and assign identification codes to the WBS components.

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5. Verify that the degree of decomposition of the work is necessary and sufficient.


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(5.4) Create WBSScope BaselineScope Baseline ((Output ))The scope baseline is a component of the project management plan.

Components of the scope; baseline include:

Project scope statement . The project scope statement includes the, ,

the product user acceptance criteria. WBS. The WBS defines each deliverable and the decom osition ofthe deliverables into work packages.

WBS Dictionary. The WBS dictionary has a detailed description of work and technical documentation for each WBS element.

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(5.4) Create WBS The WBS defines each deliverable and the decomposition of thedeliverables into work packages.

Is a deliverable or project work component at the lowest level of each

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milestones required to complete the work package deliverable orproject work component

Level at which the cost and schedule for the work can be reliablyestimated, monitored, and controlled

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Approximated time expected for work package is 80 hours


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Project

Phase 1 Phase 2 Deliverable 3 Subproject4 Subproject 5

Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.2

Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x

Work package2.2.1.1

Work package2.2.2.1 Work

package3.1

Work package4.1.2.1

Work package2.2.1.2

Work package2.2.2.2

Work package

Work package3.2

Work acka e

Work package4.1.2.2

2.2.1.3 Work

package2.2.2.2.1

Work package2.2.2.2.2

Work package3.4

.4.1.2.3

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(5.4) Create WBS

Code of account identifier Descri tion of work Responsible organization List of schedule milestones

It may include: Contract information Quality requirements Technical references to facilitate performance of the work

List of associated schedule activities Resources required Estimate of cost

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(5.4) Create WBS

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(5.5) Validate Scope

T e process o orma z ng acceptance o t e comp ete pro ectdeliverables.

Requires reviewing deliverables and results to ensure that all werecompleted correctly and satisfactorily

Differs from quality control in that it is primarily concerned withacce tance of the deliverables while ualit control is rimaril concerned with meeting the quality requirements specified for the deliverables

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(5.5) Validate ScopeIn uts

1 . Project Management Plan.

2 . Requirements Documentation.3 . Requirements Traceability Matrix.4 . Verified Deliverables .5. Work erformance data.

out uts

Tools & techniques1 . Accepted deliverables.

2 . Change requests.1 . Inspection.2. Group decision making techniques.

3.Work performance information.4 . Project document updates.

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(5.5) Validate ScopeInspection (Tools & Techniques )

Technique for examining or measuring to verify whether an activity,com onent roduct result or service conforms to s ecified re uirements.

Includes activities to determine whether results conform to

requirements. Are often called product reviews, audits, and walkthroughs.

Purpose is to specifically identify deficiencies, gaps and errorsagainst the project documentation.

The inspection activity should encompass the accuracy,completeness and acceptability of the object under review.

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The process of monitoring the status of the project andproduct scope and managing changes to the scope baseline.

Assure that all requested changes and recommended

Change Control process

Manage the actual changes when and if they occur

Integrated with other control processes

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5. 6 Control Sco e

Inputs1 . Project management plan.

. .3 . Requirement traceability matrix.4 . Work performance data.5 . Organizational process assets.

Outputs1 . Work performance information.

Tools & techniques2. Change requests3 . Project management plan updates.

. . . .5. O.P.A updates.

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.6 Control Sco e

Variance Anal sis Tools & Techni ues

variation from the original scope baseline.

Important aspects of project scope control include determining thecause and degree of variance relative to the scope baseline and deciding

w et er orrect ve or revent ve ct on s requ reorrect ve or revent ve ct on s requ re ..

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Questionuestion

Why we need to Control scope?

AnswerTo avoid Scope creep



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