Project Management Professional

Dr. Ahmed Hassan, PgMP, PMP, RMP,PBA

PMP
Project Management Professional
Lecture 2: SCOPE MANAGEMENT

Presented by:

Dr. Ahmed Hassan

PMO Director, MCIT
Certified Project Managers Trainer
 Scope Management

Today Plan Scope Management

Outlines Collect Requirements

Define Scope

Create WBS

Validate Scope

Control Scope
 22
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
4. Project Integration 4.1 Develop 3. Direct and Manage Project Work 5. Monitor and Control Project Work 4.7 Close
4.2 Develop Project Management Plan
Management Project Charter 4. Manage Project Knowledge 6. Perform Integrated Change Control Project
5.1 Plan Scope Management
5. Project Scope 5.2 Collect Requirements 5.5 Validate Scope
Management 5.3 Define Scope 5.6 Control Scope
5.4 Create WBS
6.1 Plan Schedule
6.2 Define Activities
6. Project Schedule
6.3 Sequence Activities 6.6 Control Schedule
Management
6.4 Estimate Activity Durations
6.5 Develop Schedule Management
7.1 Plan Cost Management
7. Project Cost
7.2 Estimate Costs 7.4 Control Costs
Management
7.3 Determine Budge
8. Project Quality
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management
9.3 Acquire Resources
9. Project Resource 9.1 Plan Resource Management
9.4 Develop Team 9.6 Control Resources
Management 9.2 Estimate Activity Resources
9.5 Manage Team
10. Project
Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11.1 Plan Risk Management
11.2 Identify Risks
11. Project Risk
11.3 Perform Qualitative Risk Analysis 11.6 Implement Risk Responses 11.7 Monitor Risks
Management
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Project Procurement
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Management
13. Project Stakeholder 13.1 Identify
13.2 Plan Stakeholder Engagement 13.4 Manage Stakeholder Engagement 13.5 Monitor Stakeholder Engagement
Management Stakeholders

2 24 10 12 1
5. PROJECT
SCOPE MANAGEMENT

Presented by:

Dr. Ahmed Hassan

PMO Director, MCIT
Certified Project Managers Trainer
 91

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.

primarily concerned with defining and controlling what is

and is not included in the project.
 22
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
4. Project Integration 4.1 Develop 3. Direct and Manage Project Work 5. Monitor and Control Project Work 4.7 Close
4.2 Develop Project Management Plan
Management Project Charter 4. Manage Project Knowledge 6. Perform Integrated Change Control Project
5.1 Plan Scope Management
5. Project Scope 5.2 Collect Requirements 5.5 Validate Scope
Management 5.3 Define Scope 5.6 Control Scope
5.4 Create WBS
6.1 Plan Schedule
6.2 Define Activities
6. Project Schedule
6.3 Sequence Activities 6.6 Control Schedule
Management
6.4 Estimate Activity Durations
6.5 Develop Schedule Management
7.1 Plan Cost Management
7. Project Cost
7.2 Estimate Costs 7.4 Control Costs
Management
7.3 Determine Budge
8. Project Quality
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management
9.3 Acquire Resources
9. Project Resource 9.1 Plan Resource Management
9.4 Develop Team 9.6 Control Resources
Management 9.2 Estimate Activity Resources
9.5 Manage Team
10. Project
Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11.1 Plan Risk Management
11.2 Identify Risks
11. Project Risk
11.3 Perform Qualitative Risk Analysis 11.6 Implement Risk Responses 11.7 Monitor Risks
Management
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Project Procurement
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Management
13. Project Stakeholder 13.1 Identify
13.2 Plan Stakeholder Engagement 13.4 Manage Stakeholder Engagement 13.5 Monitor Stakeholder Engagement
Management Stakeholders

2 24 10 12 1
 MONITORING & CONTROLLING

PLANNING
 93

Key concepts for Project Scope Management

The term “scope” can refer to: Project life cycles can be :
Product scope. The features and functions  Predictive life cycle
that characterize a product, service, or result.
the project deliverables are defined at the
Project scope. The work performed to deliver beginning of the project and any changes
a product, service, or result with the specified to the scope are progressively managed.
features and functions. The term “project  Adaptive or agile life cycle
scope” is sometimes viewed as including the deliverables are developed over
product scope. multiple iterations where a detailed scope
is defined and approved for each iteration
 Project scope completion is measured
when it begins.
against the project management plan.
 The uncontrolled expansion to product or
 product scope completion is measured project scope without adjustments to time,
against the product requirements cost, and resources is referred to as scope
creep.
 94

Key concepts for Project Scope Management

Projects with adaptive life cycles- agile

• Respond to high levels of change and require ongoing stakeholder engagement.
• The overall scope of an adaptive project will be decomposed into a set of requirements
and work to product backlog.
• At the beginning of an iteration, the team will work to determine how many of the
highest-priority items on the backlog list can be delivered within the next iteration.
• Collect Requirements, Define Scope, and Create WBS; are repeated for each iteration.
• The sponsor and customer should be continuously engaged with the project to provide
feedback on deliverables as they are created and to ensure that the product backlog
reflects their current needs.
 95

Key concepts for Project Scope Management

Projects with adaptive life cycles- agile

• Validate Scope and Control Scope; are repeated for each iteration.
• 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
 96

Key concepts for Project Scope Management

TAILORING CONSIDERATIONS
• Knowledge and requirements management.
• Validation and control.
• Development approach.
• Stability of requirements.
• Governance.
 Scope Creep
(requirement creep, function creep) Refers to changes, continuous or
uncontrolled growth in a project’s scope. It occurs when the scope of a
project is not properly defined, documented, or controlled.

Gold Plating concept

Giving the customer more than what he originally asked for.

97
 Project Scope Management 98

5.1 Plan Scope Management

5.1 Plan Scope Management

Inputs Tools & Techniques Outputs

1Project charter 1. Expert judgment 1 Scope management plan

2Project management plan 2. Data analysis 2 Requirements management plan
• Quality management plan • Alternatives analysis
• Project life cycle description 3. Meetings
• Development approach
3Enterprise environmental factors
4 Organizational process assets
 Project Scope Management 99

5.1 Plan Scope Management Inputs

01
PROJECT CHARTER

02 PROJECT MANAGEMENT PLAN

• Quality management plan
• Project life cycle description
• Development approach

03 ENTERPRISE ENVIRONMENTAL FACTORS

04
ORGANIZATIONAL PROCESS ASSETS
 Project Scope Management 100

5.1 Plan Scope Management Tools & Techniques

01 Expert judgment

02 Data Analysis
• Alternatives analysis

03
Meetings
 Project Scope Management 101

5.1 Plan Scope Management Outputs

01
SCOPE MANAGEMENT PLAN
Component of the project management plan that describes how
the scope will be defined, developed, monitored, controlled, and
validated;

02 REQUIREMENTS MANAGEMENT PLAN

 Component of the project management plan that describes
how project and product requirements will be analyzed,
documented, and managed.
 some organizations refer to it as a business analysis plan.
 Project Scope Management 102

5.2 Collect Requirements

5.2 Collect Requirements

Inputs Tools & Techniques Outputs

1. Project charter 1. Expert judgment

1.Requirements documentation
2. Project management plan 2. Data gathering
•Scope management plan • Brainstorming 2.Requirements traceability
•Requirements management • Interviews matrix
plan • Focus groups
•Stakeholder engagement plan • Questionnaires and surveys
3. Project documents • Benchmarking
• Assumption log 3. Data analysis
• Lessons learned register • Document analysis
• Stakeholder register 4. Decision making
• Voting
4. Business documents
• Multicriteria decision analysis
• Business case
5. Data representation
5. Agreements
• Affinity diagrams
6. Enterprise environmental factors • Mind mapping
7. Organizational process assets 6. Interpersonal and team skills
• Nominal group technique
• Observation/conversation
• Facilitation
7. Context diagram
8. Prototypes
Figure 5-5.
Collect Requirements:
Data Flow Diagram
 Project Scope Management 103

5.2 Collect Requirements Inputs

01
PROJECT CHARTER
02
PROJECT MANAGEMENT PLAN
• Scope management plan.
• Requirements management plan.
• Stakeholder engagement plan.
03 PROJECT DOCUMENTS
• Assumption Log.
• Lessons learned register.
• Stakeholder Register.
04
BUSINESS DOCUMENTS
05 AGREEMENTS
06 EEF
07 OPA
 Project Scope Management 104

5.2 Collect Requirements Tools & Techniques

01
DATA GATHERING

Brainstorming. generate and collect multiple ideas

related to project and product requirements.

Focus groups. bring together Interviews. Formal/ informal

stakeholders and subject approach to elicit information
matter experts to learn about from stakeholders by talking to
their expectations. them directly.

Benchmarking comparing actual

Questionnaires & surveys. sets or planned products, to those of
of questions designed to comparable organizations to
quickly accumulate information identify best practices, generate
ideas for improvement.
 Project Scope Management 105

5.2 Collect Requirements Tools & Techniques

02
EXPERT JUDGMENT

03 DATA ANALYSIS
Document analysis: reviewing and assessing any relevant documented information
to elicit requirements by analyzing existing documentation and identifying information
relevant to the requirements.
04 DECISION MAKING
Voting.
• Unanimity - everyone agrees on a single course of action.
• Majority – More than 50% of the members agree.
• Plurality. – Largest block in a group decides.
Autocratic decision making one individual takes responsibility for making the
decision.
Multi-criteria decision analysis uses a decision matrix to provide a systematic
analytical approach for establishing criteria to evaluate and rank many ideas.
 Project Scope Management 106

5.2 Collect Requirements Tools & Techniques

05
DATA REPRESENTATION
• Affinity diagrams - large numbers of ideas to be classified into groups
for review and analysis.
• Mind mapping - consolidates ideas created through individual
brainstorming sessions into a single map to reflect commonality and
differences in understanding and to generate new ideas.
06 INTERPERSONAL AND TEAM SKILLS
• Nominal group technique
• Observation/conversation
• Facilitation.
07 Prototypes providing a model of the expected product before actually
building it, to obtaining early feedback on requirements
 107

Affinity Diagram
 108

Mind Map
 Project Scope Management 109

5.2 Collect Requirements Tools & Techniques

08
CONTEXT DIAGRAM
visually depict the product scope by
showing a business system, and how
people and other systems (actors)
interact with it
 Project Scope Management 110

2. Collect Requirements Outputs

01
REQUIREMENTS DOCUMENTATION
 Business requirements. describe the higher-level needs of the organization as a
whole.
 Stakeholder requirements. describe needs of a stakeholder or stakeholder group.
 Solution requirements. describe features, functions, and characteristics of the
product, service, or result that will meet the business and stakeholder requirements.
Functional Ex: actions, processes, data, and interactions that the product
should execute
Nonfunctional Ex: reliability, security, performance, safety, level of service,
supportability, retention.
 Transition and readiness requirements.
 Project requirements
 Quality requirements. Ex: include tests, certifications, validations, etc.
 Project Scope Management 111

5.2 Collect Requirements Outputs

02
Requirements Traceability Matrix
 Project Scope Management 112

5.3 Define Scope

5.3 Define Scope

Inputs Tools & Techniques Outputs

1 Project charter 1. Expert judgment 1 Project scope statement

2 Project management plan 2. Data analysis 2 Project documents updates
• Scope management plan • Alternatives analysis •Assumption log
3 Project documents 3. Decision making • Requirements documentation
• Assumption log • Multicriteria decision analysis •Requirements traceability
• Requirements documentation 4. Interpersonal and team skills matrix
• Risk register • Facilitation •Stakeholder register
4 Enterprise environmental factors 5. Product analysis
5 Organizational process assets
 Project Scope Management 113

5.3 Define Scope Inputs

01 PROJECT CHARTER

02 PROJECT MANAGEMENT PLAN

• Assumption log: identifies assumptions and constraints
about the product, project, environment, stakeholders, and
other factors that can influence the project
• Requirements documentation.
• Risk register.

03
ENTERPRISE ENVIRONMENTAL FACTORS
04 ORGANIZATIONAL PROCESS ASSETS
 Project Scope Management 114

5.3 Define Scope Tools & Techniques

01
EXPERT JUDGMENT

02 DATA ANALYSIS
Alternatives analysis can be used to evaluate ways to meet
the requirements and the objectives identified in the charter.

03 DECISION MAKING

04 INTERPERSONAL AND TEAM SKILLS

05 PRODUCT ANALYSIS
 Project Scope Management 115

3. Define Scope Outputs

01
PROJECT SCOPE STATEMENT
 Description of the project scope, major deliverables, assumptions, and constraints. It
contains a detailed description of the scope components.
 The detailed project scope statement includes:
• Product scope description.
• Deliverables.
• Acceptance criteria.
• Project exclusions.

02 PROJECT DOCUMENTS UPDATES

• Assumption log.
• Requirements documentation.
• Requirements traceability matrix.
• Stakeholder register.
 116

Statement Of Work
VS
Scope Statement
 Project Scope Management 117

5.4 Create WBS

5.4 Create WBS

Inputs Tools & Techniques Outputs

1. Project management plan 1. Expert judgment 1. Scope Baseline

• Scope management plan 2. Decomposition 2. Project documents updates
2. Project documents • Assomption log
• Project scope statement • Requirements documentation
• Requirements documentation
3. Enterprise environmental factors
4. Organizational process assets
 Project Scope Management 118

5.4 Create WBS

CREATE WBS IS the process of subdividing project deliverables and

project work into smaller, more manageable components.

WBS is a hierarchical decomposition of the total scope of

work. specified in the current approved project scope
statement.

The 100% Rule: the sum of the work at the

"child" level must equal 100% of the work
represented by the "parent“.
• 80 hour rule: ”lowest level of detail of the
WBS” to produce a single deliverable should be
more than 80 hours of effort.
• Rule of thumb: “lowest level of detail of the
WBS” longer than a single reporting period.
 Project Scope Management 119

5.4 Create WBS Inputs

01 PROJECT MANAGEMENT PLAN

02
PROJECT DOCUMENTS
• Project scope statement.
• Requirements documentation.

03 ENTERPRISE ENVIRONMENTAL FACTORS (EEF)

04 ORGANIZATIONAL PROCESS ASSETS (OPA)

 Project Scope Management 120

5.4 Create WBS Tools & Techniques

01
EXPERT JUDGMENT
DECOMPOSITION is a technique used for dividing and subdividing the
02
project scope and project deliverables into smaller, more manageable
parts.
• The work package is the work defined at the lowest level of the
WBS for which cost and duration can be estimated and managed.
 The lowest level of the WBS with a unique identifier. And part of a
control account.
 These identifiers provide a structure for hierarchical summation of
costs, schedule, and resource information and form a code of
accounts.
 control account is a management control point where scope,
budget, and schedule are integrated and compared to the earned
value for performance measurement. control account has two or
more work packages, though each work package is associated
with a single control account.
 Project Scope Management 121

5.4 Create WBS Outputs

01
SCOPE BASELINE
 Project scope statement.
 WBS.
 Work Dictionary: it is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. It includes
Code of account identifier, Description of work, Assumptions and constraints,
Responsible organization, Schedule milestones, Associated schedule activities,

Planning package. is a work breakdown structure component below the control

account and above the work package with known work

02 PROJECT DOCUMENTS UPDATES

• Assumption log.
• Requirements documentation.
 Project Scope Management 125

5.5 Validate Scope

5.5 Validate Scope

Inputs Tools & Techniques Outputs

1. Project management plan 1. Inspection 1. Accepted deliverables

• Scope management plan 2. Decision making 2. Work performance information
• Requirements management plan • Voting 3. Change requests
• Scope baseline 4. Project document updates
2. Project documents •Lessons learned register
• Lessons learned register •Requirements documentation
• Quality reports •Requirements traceability
• Requirements documentation matrix
• Requirements traceability matrix
3. Verified deliverables
4. Work performance data
 Project Scope Management 126

5.5 Validate Scope Inputs

01
Project management plan
• Scope management plan
• Requirements management plan
• Scope baseline

02
Project documents
• Lessons learned register
• Quality reports
• Requirements documentation
• Requirements traceability matrix

03 Verified deliverables

04 Work performance data

 Project Scope Management 127

5.5 Validate Scope Tools & Techniques

01 INSPECTION
• includes activities such as measuring, examining, and
validating to determine whether work and deliverables meet
requirements and product acceptance criteria.
• Inspections are sometimes called reviews, product reviews,
and walkthroughs.

02 DECISION MAKING
Voting is used to reach a conclusion when the validation is
performed by the project team and other stakeholders.
 Project Scope Management 128

5.5 Validate Scope Outputs

01 ACCEPTED DELIVERABLES

02 WORK PERFORMANCE INFORMATION

03 CHANGE REQUESTS

04
PROJECT DOCUMENTS UPDATES
• Lessons learned register.
• Requirements documentation.
• Requirements traceability matrix.
 Project Scope Management 129

5.6 Control Scope

5.6 Control Scope

Inputs Tools & Techniques Outputs

1 Project management plan 1.Work performance information

1. Data analysis
•Scope management plan 2. Change requests
•Requirements management • Variance analysis
3.Project management plan
plan • Trend analysis
updates
•Change management plan •Scope management plan
•Configuration management
•Scope baseline
plan
•Schedule baseline
•Scope baseline
• Cost baseline
•Performance measurement
•Performance measurement
baseline
baseline
2. Project documents
4. Project documents updates
• Lessons learned register
•Lessons learned register
• Requirements documentation
•Requirements documentation
• Requirements traceability matrix •Requirements traceability
3. Work performance data matrix
4. Organizational process assets
 Project Scope Management 130

5.6 Control Scope Inputs

01 PROJECT MANAGEMENT PLAN

• Scope management plan.
• Requirements management plan.
• Change management plan.
• Configuration management plan.
• Scope baseline.
• Performance measurement baseline.

02
PROJECT DOCUMENTS
• Lessons learned register
• Requirements documentation.
• Requirements traceability matrix.
03
WORK PERFORMANCE DATA

04
ORGANIZATIONAL PROCESS ASSETS
 Project Scope Management 131

5.6 Control Scope Tools & Techniques

01
DATA ANALYSIS
 Variance analysis.
is used to compare the baseline to the actual results and
determine if the variance is within the threshold amount or
if corrective or preventive action is appropriate.

 Trend analysis.
examines project performance over time to determine if
performance is improving or deteriorating.
 Project Scope Management 132

5.6 Control Scope Outputs

01 WORK PERFORMANCE INFORMATION

02
CHANGE REQUESTS

03
PROJECT MANAGEMENT PLAN UPDATES
• Scope management plan.
• Scope baseline.
• Schedule baseline.
• Cost baseline.
• Performance measurement baseline.

04
PROJECT DOCUMENTS UPDATES
• Lessons learned register.
• Requirements documentation.
• Requirements traceability matrix.
Project Management Professional
(Thanks)

Presented by:

Dr. Ahmed Hassan

PMO Director, MCIT
Certified Project Managers Trainer