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Project Scope Management
Knowledge Areas Major Processes desc. Primary Inputs Tools & Techniques Primary Outputs
SCOPE
Scope Planning Creating a project scope management plan that documents how the project scope will be defined, verified, controlled and how the work breakdown structure will be created and defined. 1. Project charter
2. Preliminary Project Scope Statement
3. Project Management Plan
4. Organizational Process Assets
5. Enterprise environmental factors		 1. Expert Judgment
2. Templates, forms, standards		 1. Project Scope Management Plan
Scope Definition Developing a detailed project scope statement as the basis for future project decisions. 1. Project charter
2. Preliminary Project Scope Statement
3. Project Scope Management Plan
4. Organizational Process Assets
5. Approved Change requests		 1. Product analysis
2. Stakeholder analysis
3. Alternatives Identification
4. Expert Judgment 		1. Project Scope Statement
2. Project Scope Management plan (updates)
3. Requested changes
Create WBS Subdividing the major project deliverables and project work into smaller more manageable components 1. Project Scope Statement
2. Project Scope Management Plan
3. Organizational Process Assets
4. Approved Change requests		 1. Work Breakdown Structure Templates
2. Decomposition 		1. Project Scope Statement (Updates)
2. Project Scope Management plan (updates)
3. Scope baseline
4. Work Breakdown Structure
5. WBS dictionary
6. Requested changes
Scope Verification Formalizing acceptance of the completed project deliverables. 1. Project Scope Statement
2. Project Scope Management Plan
3. WBS dictionary
4. Deliverables		 Inspection 1. Accepted deliverables
2. Requested Changes
3. Recommended corrective actions
Scope Control Controlling changes to the project scope. 1. Project Scope Statement
2. Project Scope management plan
3. Work breakdown structure
4. WBS dictionary
5. Work Performance information
6. Performance reports
7. Approved Change requests 		1. Variance analysis
2. Re planning
3. Change Control system
4. Configuration Management system		 1. Project Scope Statement (updates)
2. Scope Baseline (updates)
3. Work Breakdown Structure (updates)
4. WBS Dictionary (updates)
5. Project Management plan (updates)
6. Organizational Process Assets (Updates)
7. Recommended Corrective action
8. Requested changes
Project Scope Management
processes required to ensure that the project includes only the work required to complete the project successfully
Project Scope Management Plan

Provides guidance on how project scope will be defined, documented, verified, managed and controlled by project management team. It includes

  • A process to prepare detailed project scope statement based on preliminary project scope statement
  • A process that enables creation of WBS also establishes how WBS will be maintained and approved
  • How formal verification and acceptance of the completed project deliverables will be obtained
  • A process to control changes to project scope, it is directly linked to integrated change control
Scope Statement Contain

1.Project Objectives

2.Product Scope Description

3.Project Requirement

4.Project Boundaries

5.Project Deliverables

6.Product Acceptance Criteria

7. Constraints

 8. Assumptions

9.Project Organization

10.Initial identified risks

11.Schedule Milestones

12.Fund Limitation

 13.Cost Estimate

14.Project Configuration Management Requirements

15.Specifications

16.Approval Requirements

Rolling Wave Planning
The Project Management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed. This is referred as rolling wave planning. So Work to be performed in the near future is planned to the low level of the WBS, where as work to be performed far into the future can be planned at the relatively high level of the WBS.
Break Down Structures
  • Work Break Down Structure (WBS)
  •  Organizational Breakdown Structure (OBS)
  •  Resource Breakdown Structure (RBS)
  • Risk Breakdown Structure (RBS)
  •  Bill of Materials (BOM) – Hierarchical tabulation of physical assemblies, subassemblies & components needed to fabricate a manufactured product.

WBS Dictionary
For each WBS Component, WBS dictionary includes a “Code of Account Identifier”, a statement of work, responsible organization, and a list of schedule milestones. Other information can be Contract information, Quality requirements and technical reference.
Scope Baseline
Approved detailed project Scope statement, WBS and WBS dictionary are the scope baseline.
Scope Verification
to verify that the work done satisfies the scope of the project. It must be done at the end of each phase. A similar activity during closure is Product Verification. Focuses on customer acceptance/performance measurement, not change to project scope. Scope Verification is normally done after quality control (which checks for product correctness) but these two processes can be performed in parallel. Occur during the control phase of the project, not at the end. The review at the end of the project phase is called phase exit, stage gate, or kill point.
Inspection
Are called Reviews, Product Reviews, Audits and Walkthroughs.
Scope Creep
Uncontrolled changes are often referred as project scope creep
Variance Analysis
Project performance is measurements are used to assess the magnitude of variation. It includes finding the cause of variation relative to the scope baseline.
Constraints
A constraint is an applicable restriction that will affect the performance of the project. For example, a predefined budget is a constraint
Assumptions
Assumptions are factors that, for planning purposes, are considered to be true, real, or certain.
Decomposition
(1st level – Project phases, 2nd level – Deliverables (Break down till cost estimates can be done, verify decomposition correctness) ) lowest level of the WBS may be referred to as work packages. Work not in the WBS is outside the scope of the project.
Management by Objective (MBO)
determining company’s objective and how the project fits into them. MBO focuses on the goals of an activity rather than the activity itself (manager is responsible for results rather than performing certain activities)
Project Scope
the work that must be done in order to deliver a product; completion is measured against the project plan. It includes meetings, reports, analysis and all the other parts of PM.
Product Scope
features and functions that are to be included in a product; completion is measured against the Product requirements. It can be supplied as a result of a previous project to determine the requirements
Design Scope
contain the detailed project requirements (used for FP contract)
Scope Definition
subdividing major project deliverables
Decomposing
subdividing project work packages into smaller, more manageable components (activities/action steps). The heuristic (rule of thumb) used in project decomposition is 80 hours.
Scope Management Plan
describes how scope will be managed and how changes will be integrated into project; also includes assessment of expected stability of project scope. (e.g. project manager would refer to the Scope Management Plan to make a change)
Stakeholder Management
the project manager must identify the stakeholders, determine their needs and expectations, then manage and influence expectations to ensure project success. Project success depends primarily on customer satisfaction.
WBS
subdividing project deliverables into smaller, more manageable components. It is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. It is a communication tool and it describes what needs to be done and what skills are required. Anything missing in the WBS should be added. The 1st level should be the project life-cycle (not product). The WBS is created by the team (helps to get buy-in) and it is used to make certain that all the work is covered. It provides a basis for estimating the project and helps to organize the work. Its purpose is to include the total project scope of all the work that must be done to complete the project. Defines the project’s scope baseline.
WBS Dictionary
Defines each item in the WBS, including description of the work packages and other planning info such as schedule dates, cost budgets and staff assignments. It helps reduce Scope Creep and increases understanding. WBS dictionary can be used as a part of Work Authorization system to inform team members of when their work package is going to start, schedule milestones and other info.
Scope Statement
Define and record Requirements. A documented description of the objectives, work content, deliverables, and end product; it includes a description of project assumptions and constraints. Provides stakeholders with a common understanding of the scope of the project and is a source of reference for making future project decisions
Statement of Work
a narrative description of products or services to be supplied under contract.
Work Package
deliverable at the lowest level of WBS. They are control points in the WBS and are used for assignments to work centers. They are used to pass a group of work for further breakdown in the executive organization.
Cost Account
one level above the Work Package.
Assumptions
factors that, for planning purposes, are considered to be true, real or certain The principal sources of project failure are organizational factors, poorly identified customer needs, inadequate specified project requirements, and poor planning and control.
Most Change Requests are the result of:

An external event

  • An error or omission in defining the scope of the product
  • An error or omission in defining the scope of the project
  • A value-adding change

A Change Request is the most effective way of handling the disconnect between what users actually want and what management thinks they want. The project manager’s role related to project change is to influence the factors that affect change. He should ask for a change order and look for impacts to the triple constraint. Scope Changes on project can be minimized by spending more time developing the scope baseline. If there is enough reserve to accommodate a change, the Project Manager can approve the change (we are paid to manage the scope completion within our budget and reserves)