PMBody of Knowledge (Scope) Leangroup Org

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Assiut University
Faculty of Computers and Information
Project Management Body

Of Knowledge
Academic Year 2014/ 2015
Term (1)
Project Scope Management

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Project Scope Management

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.
When scoping any project, it is vital to define and understand the need for the
project ?
In project context the term scope can be applied to:
Product scope - Features and functions that characterize a product, service or
result
Project scope - Work that must be performed to deliver a product, service, or
result with the specified features and functions
Completion of project scope is measured against the project management plan,
the project scope statement, and the associated WBS
Completion of the product scope is measured against the product requirements
We should be carful and prevent Gold Plating & Project Scope Creep
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Project Scope
Management
5.2 5.3 5.4 5.5 5.6

5.1
Validate Control
Plan Scope Collect Define Scope Create WBS Scope Scope
Management Requirements
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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.
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5.1 Plan Scope Management

Inputs Tools and Techniques Outputs
- Project
management plan
Scope management
- Project charter Expert Judgment plan
- Enterprise Meetings Requirements

environmental Management plan
factors
- Organizational
process assets
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Plan Scope Management Data Flaw Diagram
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Plan Scope Management : Input

Project Management Plan
Approved subsidiary plans of the project management plan are used to create the scope
management plan and influence the approach taken for planning scope and managing project
scope.
Project Charter
The project charter is used to provide the high-level project requirement and/or high-level
product description of the project so that detailed product requirement can be developed.
Enterprise Environmental Factors
Org. Culture
Infrastructure
Marketplace conditions
Organizational Process Assets
Policies & Procedures
Historical information & lessons learned
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Plan Scope Management :Tools & Techniques
Expert Judgment;
refers to input received from
knowledge, skill, experience
parties.,
Meeting
To develop scope management plan
Project manager may call for
meeting with his team
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Plan Scope Management: Outputs

n Scope Management Plan
n The scope management plan is a component of the project management plan that
describes how the scope will be defined, developed, monitored, controlled and verified.
n It is a major input into the develop project management plan process and other scope
management processes
n The components of a scope management plan;
n Process for preparing a detailed project scope statement
n Process that enables the creation of the WBS
n Process that specifies how formal acceptance of deliverables will be
obtained
n Requirements Management plan
n It is a component of the project management plan, describes how requirements will be
analyzed, documented and managed.
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Project Scope
Management
5.5 5.6
5.1 5.2 5.3 5.4
Validate Scope Control
Plan Scope Define Scope Create WBS
Collect Scope
Management
Requirements
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Collect Requirements (1)

The process of defining and documenting stakeholdersneeds to meet the project
objectives.
The projects success is directly influenced by the care taken in capturing and
managing project and product requirements;
Requirements include:
The quantified
The documented needs
Expectation of the sponsor, customer, and other stakeholders.
Requirements need to be:
Elicited
Analyzed
Recorded in enough detail
Measurable
Requirements become the foundation of the WBS.
Cost, Schedule, and quality planning are all built upon requirements.
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Collect Requirements (2)
The development of requirements begins with an analysis of

the information contained in the project charter and the
stakeholder register.
Requirements can be categorized into;
Project Requirements include;
Business requirements,
Project Management requirements,
Delivery requirements, . etc.
Product Requirements include;
Technical information requirements,
Security requirements,
Performance requirements, . etc.
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5.2 Collect Requirements

- Scope management Interviews

plan Focus groups
Facilitated
Requirements
- Requirements workshops
Documentation
management plan Group creativity
techniques Requirement
- Stakeholder Group decision Tractability matrix
management plan making techniques
Questionnaires &
- Project charter surveys
Observations
- Stakeholder register Prototypes
Benchmarking
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Collect Requirements: Input

Project Charter
The project charter is used to provide the high-level
project requirement and/or high-level product
description of the project so that detailed product
requirement can be developed.
Stakeholder Register
The stakeholder register is used to identify
stakeholders that can provide information on
detailed project and product requirement.
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Collect Requirements: Tools & Techniques (1)

Interviews
An interview is a formal or informal approach to discover information from
stakeholders by talking to them directly, one-to-one, and recording their
responses.
Focus groups
Bring together prequalified stakeholders and subject matter expert to learn about
their expectations and attitudes about a proposed product, service, or result. A
trained moderator guides the group through an interactive discussion.
Facilitated Workshops
Its a focused sessions workshop that bring key cross-functional stakeholders
together to define product requirement. Workshops are considered a primary
technique for quickly defining cross-functional requirement and reconciling
stakeholder differences.
Good examples for the facilitated Workshops are;
Joint Application Development/Design (JAD) used in the SW Dev. industry
Quality Function Deployment (QFD) - known as Voice of Customer (VOC), used
in manufacturing industry to determine critical characteristics for new product
development process.
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Group Creativity Techniques
Organizations should adopt collectivistic values because they promote cooperation
and productivity, while individualistic values should be avoided because they incite
destructive and opportunism.
Thus, to identify project and/or product requirements, one or more of the group
creativity techniques can be used;
Brainstorming technique
Nominal group technique to enhances brainstorming with a voting process used to rank the
most useful ideas for farther brainstorming or prioritization
Delphi technique
The Delphi technique was developed in the late 1960's as a forecasting methodology. This
technique is a way that can be used by a group of experts could come to some consensus of
opinion when the decisive factors were subjective, and not knowledge-based, by answers
questionnaires and provide feedback in regarding the responses from each round. The responses
are only available to the facilitator to maintain anonymity.
Idea/mind mapping
Ideas created through individual brainstorming are consolidated into a single map to reflect
commonality and differences in understanding, and generate new ideas.
Affinity diagram
The Affinity Diagram allows large numbers of ideas to be sorted into groups for review and
analysis. It allows a group to understand the essence of a problem from many diverse viewpoints
in a natural, unforced way. 16
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Idea/mind mapping
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Affinity Diagrams
Definition:
A group decision-making technique designed to sort a large number of ideas, process
variables, concepts, and opinions into naturally related groups. These groups are
connected by a simple concept.
Purpose: To sort a list of ideas into groups.
Guidelines:
Insure ideas are described with phrases or sentences.
Minimize the discussion while sorting -- discuss while developing the header cards.
Aim for 5-10 groups.
If one group is much larger than others, consider splitting it.
How to Conduct an Affinity Sort:

1. Conduct a brainstorming session on the topic under investigation.
2. Clarify the list of ideas. Record them on small cards or Post-It notes.
3. Randomly lay out cards on a table, flipchart, wall, etc.
4. Without speaking, sort the cards into "similar" groups based on your gut reaction. If you don't like
the placement of a particular card, move it. Continue until consensus is reached.
5. Create header cards consisting of a concise 3-5 word description; the unifying concept for the group.
Place header card at top of each group.
6. Discuss the groupings and try to understand how the groups relate to each other.
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Affinity Diagrams (Example)
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Group Decision Making Techniques
An assessment process of multiple alternatives with an expected outcome in the form of
future actions resolution, these techniques can be used to generate, classify, and
prioritize product requirements. The following are examples of methods to reach group
decision;
Unanimity : Everyone agrees on a single course of action
Majority : Support from more than 50% of the groups members
Plurality : The largest block in group decides even if a majority is not
achieved
Dictatorship : One individual makes the decision for the group.
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Questionnaires and Surveys
Most appropriate with broad audiences, when quick turnaround is
needed, and where statistical analysis is appropriate.
Observations Job shadowing
A direct way of viewing individuals in their environment and how they
perform their jobs or tasks and carry out processes.
Prototypes
A method of obtaining early feedback on requirements by providing a
working model of the expected product before actually building/developing
it.
Since prototypes are tangible, so the model of the final product can be
experimented, not only discuss abstract representation.
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Collect Requirements: Outputs (1)

Requirements Documentation
Describes how individual requirements meet the business need for the
project.
Requirements may start out at a high level and become progressively more
detailed as more is known.
Requirements must be;
unambiguous (clear, measurable, testable),
traceable,
complete,
consistent, and
acceptable to key stakeholders.
Requirements Document may range from a simple document listing all the
requirements categorized by stakeholders and priority, up to detailed and
elaborated forms containing executive summary, descriptions, and
attachments.
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Components or Requirements Documentation

include, but not limited to;
Business need, Project objectives,
Functional and Non-functional requirements
Quality requirements
Acceptance criteria
Business rules
Impact to other organizations
Support and training requirements
Requirements assumptions and constrains
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Requirements Management Plan
Documents how requirements will be analyzed, documented,
and managed throughout the project.
Project Manager must choose the most effective relationship
for the project and document this approach in the
requirements management plan.
Components of the requirements management plan include
but not limited to;
How requirements activities will be planned, tracked, and reported
Requirements prioritization process
Product metrics that will be used and the rationale for using them
Traceability structure.
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Simple traceability matrix structure

Requirements Traceability Matrix
It is a table that links requirements

to their origin and traces them
throughout the project life-cycle
It helps to ensure that each

requirement adds business value by
linking it to the business and project
objectives
Also the requirements traceability There can be more things included in a

traceability matrix
matrix provides a structure for In traceability, the relationship of driver to
managing changes to the product satisfier can be one-to-one, one-to-many, many-
scope to-one, or many-to-many
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Traceability Matrix Example
The examples show forward and

backward tracing between user and
system requirements. User requirement
identifiers begin with "U" and system
requirements with "S."
Tracing S12 to its source makes it clear

this requirement is erroneous: it must
be eliminated, rewritten, or the
traceability corrected.
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Project Scope
Management
5.2 5.3 5.4 5.5 5.6

5.1
Validate Control
Plan Scope Collect Define Scope Create WBS
Scope Scope
Management Requirements
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5.3 Define Scope

Define scope is the process of developing a detailed description of the project
and product (Project Scope Statement) as the basis for future project decisions
Preparation of a detailed project scope statement is critical to the success of

the project and builds on the major deliverables, assumptions, and constraints
documented during project initiation
During planning, the project scope is defined and described with greater
specificity as more information about the project is known.
During planning, existing risks, assumptions, and constraints are analyzed for
completeness; additional risks, assumptions, and constraints are added as
necessary.
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5.3 Define Scope

1. Scope management plan 1. Expert Judgment 1. Project Scope

2. Project charter Statement
2. Product analysis
3. Requirements 3. Alternative identification 2. Project Document

Documentation Updates
4. Facilitated Workshops
4. Organizational process
assets
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Define Scope: Input

Scope management plan
Project Charter
The project charter is used to provide the high-level project description
and/or high-level product characteristics. It also contains project
approval requirements.
Requirements Documentation
Is the output from the previous process collect requirements.
Organizational Process Assets
Policies, procedures, and templates for a project scope statement
Project files from previous projects, and
Lessons learned from previous projects or phases.
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Define Scope: Tools & Techniques

Expert Judgment
Is often used to analyze the information needed to develop the project
scope statement. Judgment and expertise can be provided by groups
and/or individuals with certain specialized knowledge.
Product Analysis
Includes techniques such as product breakdown, systems analysis,
requirements analysis, system engineering, value engineering and value
analysis.
Alternatives Identification
Is a technique used to generate different approaches to execute and
perform the work of the project;
Brainstorming
Lateral thinking
Pair wise comparisons, . etc
Facilitated Workshops
Focused sessions workshop bring key cross-functional stakeholders
together to define project / product scope 32
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Define Scope: Outputs

1. Project Scope Statement;
Detailed description of the project scope, including major deliverables, project
objectives, project assumptions, project constraints, and a statement of work
Provides a common understanding of the project scope among project
stakeholders
Enables the project team to perform more detailed planning
Guides the project team's work during project execution
Detailed project scope statement includes;
Product scope description
Product acceptance criteria
Project deliverables, exclusions (out of scope), constraints, and assumptions
2. Project Document Updates;

Stakeholder register
Requirements documentation
Requirements traceability matrix
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Project Scope
Management
5.5 5.6
5.1 5.2 5.3 5.4
Validate Scope Control
Plan Scope Collect Requirements Define Scope
Create Scope
Management
WBS
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5.3 Create WBS

Once the project scope statement is approved, youre ready to move
forward with project planning, start creating the projects work breakdown
structure (WBS)
Create WBS - Process of subdividing the major project deliverables and
project work into smaller, more manageable components
The Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical
decomposition of the work to be executed by project team to accomplish
project objectives and create required deliverables.
Organizes and defines the total scope of the project.
Subdivides the project work into smaller, more manageable pieces of work,
with each descending level representing an increasingly detailed definition
of the project work.
The lowest-level WBS components are called work packages
WBS represents the work specified in the current approved project scope
statement
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Work Package
Work Package is a deliverable or project work
component at the lowest level of each branch of the
work breakdown structure
The work package includes the schedule activities and schedule
milestones required to complete the work package deliverable
or project work component
Level at which the cost and schedule for the work can be
reliably estimated, monitored, and controlled
The key is to not continue to break down each deliverable into
tiny, unmanageable work packages but to break them down
into assignable, realistic chunks of deliverables.
A heuristic you can rely on is the 8/80 Rule.
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5.3 Create WBS

1. Scope management plan
2. Project Scope Statement

Decomposition 1. Scope Baseline
3. Requirements
Documentation
2. Project Documents
4. Enterprise environmental
Expert judgment Update
factors
5. Organizational process
assets
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Create WBS Tools & Techniques

Methods used to create a WBS:
Top-down approach uses deductive reasoning because it starts with the general
and moves to the very specific. This approach requires more logic and structure, but it
is generally the preferred method for creating a WBS
Bottom-up approach moves from the very specific toward the general. It is
ideal for brainstorming a solution to a problem
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Create WBS Tools & Techniques

Decomposition
A planning technique that subdivides the project scope and project deliverables
into smaller, more manageable components, until the project work associated
with accomplishing 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
5. Verify that the degree of decomposition of the work is necessary and
sufficient
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Create WBS: Outputs

Scope Baseline; is a component of the project management plan, which
includes;
Project Scope Statement
WBS
WBS Dictionary
Work Breakdown Structure Dictionary;

A document that describes each component in the WBS
For each WBS component, the WBS dictionary includes a:
Code of account identifier
Statement of work
Responsible organization
List of schedule milestones
Contract information
Quality requirements
Resources required
Estimate of cost
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Sample WBS to third level

1.0 Hardware Software Project
1.1 PM Office 1.2 System 1.3 Hardware 1.4 Software 1.5 O&M
Engineering
1.2.1 Reqmts 1.3.1 Select Vendor 1.4.1 Design 1.5.1 Deploy

1.1.1 PM
1.4.2 Implement 1.5.2 Train
1.1.2 Config Mgmt 1.2.2 Integration 1.3.2 Install
1.4.3. Test 1.5.3 Help Desk
1.1.3 Cost Mgmt
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Project Scope
Management
5.5 5.6
5.1 5.2 5.3 5.4
Control
Plan Scope Collect Define Scope Create WBS Validate Scope
Management Requirements Scope
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5.5 Validate Scope

Validate Scope is the process of formalizing acceptance of the
completed project deliverables.
Validate scope includes reviewing deliverables with customer or
sponsor to ensure satisfaction and obtaining formal acceptance
of deliverables.
Validate Scope differs from quality control in that it is primarily
concerned with acceptance of the deliverables while quality
control is primarily concerned with meeting the quality
requirements specified for the deliverables
Quality control is generally performed before scope verification,
however, these two processes can be performed in parallel.
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5.5 Validate Scope

1. Project management
plan
1. Accepted
deliverables
2. Requirements
documentation
Inspection
2. Change requests
3. Requirements
traceability matrix Group decision- 3. Work performance
making information
4. Verified deliverables
techniques
5. Work performance data 4. Project document
updates
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Validate Scope Tools & Techniques

Inspection
Technique for examining or measuring to verify
whether work and deliverables (activity, component,
product, result or service) conforms to specified
requirements and product acceptance criteria
Inspections are sometime called reviews, audits, and
walkthroughs
Purpose is to specifically identify deficiencies, gaps and
errors against the project documentation
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Validate Scope: Outputs

Accepted Deliverables;
Supporting documentation received from the customer or sponsor
acknowledging stakeholder acceptance of the project's deliverables
Completed deliverables that have not been accepted are
documented, along with the reasons for non-acceptance
Use for close project or project phase, and should be distributed to
the stakeholders
Change Requests;
Those completed deliverables that have not been accepted, may
require a change request for defect repair
Project Document Updates
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Project Scope
Management
5.5 5.6
5.1 5.2 5.3 5.4
Validate Scope
Plan Scope Collect Define Scope Create WBS Control
Management Requirements Scope
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5.6 Control Scope

Control Scope is the process of monitoring the status of the
project and product scope as well as managing changes to the
scope baseline by influencing the factors that create scope changes
and controlling the impact of those changes.
Assure that all requested changes and recommended
corrective actions are processed through the Integrated
Change Control process
Manage the actual changes when and if they occur
Integrated with other control processes
Uncontrolled changes are referred to as Project Scope Creep
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5.6 Control Scope

1. Project management plan 1. Work performance

measurements
2. Requirements
documentation 2. Change requests
3. Requirements traceability 3. Project management

matrix Variance Analysis plan updates
4. Work performance data 4. Project document

updates
5. Organizational process 5. Organizational process

assets assets updates
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Control Scope Tools & Techniques

Variance Analysis
A performance measurement use to assess the magnitude of variation
from original scope baseline.
Method for resolving the total variance in the set of scope, cost, and
schedule variables into specific component variances that are associated
with defined factors affecting the scope, cost, and schedule variables
An important aspect of project scope control includes determining the
cause of a variance relative to the scope baseline and deciding whether
corrective action is required
Comparing target dates with the actual/forecast start and

finish dates provides useful information for the detection of
deviations and for the implementation of corrective actions
in case of delays
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Project Management Body

Project Scope Management

Project Scope Management

5.2 5.3 5.4 5.5 5.6

5.1 Plan Scope Management

Plan scope management is the process of creating a

The key benefit of this process is that it provides

5.1 Plan Scope Management

- Enterprise Meetings Requirements

Plan Scope Management Data Flaw Diagram

Plan Scope Management : Input

Plan Scope Management :Tools & Techniques

Plan Scope Management: Outputs

Collect Requirements (1)

Collect Requirements (2)

The development of requirements begins with an analysis of

5.2 Collect Requirements

- Scope management Interviews

Collect Requirements: Input

Collect Requirements: Tools & Techniques (1)

Collect Requirements: Tools & Techniques (2)

Purpose: To sort a list of ideas into groups.

How to Conduct an Affinity Sort:

Affinity Diagrams (Example)

Collect Requirements: Tools & Techniques (3)

Collect Requirements: Tools & Techniques (4)

Collect Requirements: Outputs (1)

Collect Requirements: Outputs (2)

Components or Requirements Documentation

Collect Requirements: Outputs (3)

Collect Requirements: Outputs (4)

Simple traceability matrix structure

It is a table that links requirements

It helps to ensure that each

Also the requirements traceability There can be more things included in a

Traceability Matrix Example

The examples show forward and

Tracing S12 to its source makes it clear

5.2 5.3 5.4 5.5 5.6

5.3 Define Scope

Preparation of a detailed project scope statement is critical to the success of

5.3 Define Scope

1. Scope management plan 1. Expert Judgment 1. Project Scope

3. Requirements 3. Alternative identification 2. Project Document

Define Scope: Input

Define Scope: Tools & Techniques

Define Scope: Outputs

2. Project Document Updates;

5.3 Create WBS

5.3 Create WBS

1. Scope management plan

2. Project Scope Statement

Create WBS Tools & Techniques

Create WBS Tools & Techniques

Create WBS: Outputs

Work Breakdown Structure Dictionary;

Sample WBS to third level

1.2.1 Reqmts 1.3.1 Select Vendor 1.4.1 Design 1.5.1 Deploy

5.5 Validate Scope

5.5 Validate Scope

Validate Scope Tools & Techniques