P M P(5th Edition)

Chapter (5)
Project Scope Management
- Introduction :-
- 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
include in the project.

- Provides an overview of the project scope management processes, which include the following:
1- Plan scope management: the process of creating a scope management plan that documents how the
project scope will be defined, validated, and controlled.
2- Collect requirements: the process of determining, documenting, and managing stakeholder needs
and requirements to meet the project objectives.
3- Define scope: the process of developing a detailed description of the project and the product.
4- Create WBS: the process of subdividing project deliverables and project work into smaller, more
manageable components.
5- Validate scope: the process of formalizing acceptance of the completed project deliverables.
6- Control scope: the process of monitoring the status of the project and product scope and managing
changes to the scope baseline.
- These processes interact with each other and with processes in other knowledge areas, in the project
context, the term scope can refer to:
1- Product scope: the features and functions that characterize a product, service, or result.
2- 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 approved version of the project scope statement, work breakdown
structure, and its associated WBS dictionary.
- A base line can be changed only through formal change control procedures and is used 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.
1– Planning the project scope management:-
1-1- Plan scope management:
- Plan scope management is creating scope management plan that documents how the project scope will
be defined, validated, and controlled.
- The key benefit of this process that is provides guidance and direction of how scope will be managed.

Inputs Tools & Techniques Outputs

1- Project Charter. 1- Expert judgment. 1- Scope management
plan.
2- Project management plan. 2- Meetings.
3- Enterprise environmental 2- Requirements
factors. management plan.

4- Organizational process
assets.

- The development of the scope management plan and the detailing of the project scope begin with:
1- The analysis information contained of the project charter.
2- The latest approved subsidiary plans of the project management plan.
3- Historical information contains in the organizational project assets.
4- Any other relevant enterprise environmental factors.
- The scope plan helps reduce the risk of project scope creep.
1-1-1The Inputs of plan scope management:
1- 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.
2- Project charter:
- The project charter is used to provide the project context needed to plan the scope management
processes, it provides the high-level project description and product characteristics from project (SOW).
 3- Enterprise environmental factors:
- The enterprise environmental factors that can influence the plan scope management process include:
1- Organization’s culture. 2- Infrastructures. 3- Personal administration. 4- Marketplace conditions.
4- Organizational process assets:
- The organizational process assets that can influence the plan scope management process include:
1- Policies and procedures. 2- Historical information and lessons learned knowledge base.
1-1-2The Tools and Techniques of plan scope management:
1- 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.
2- Meetings:
- Project teams may attend project meetings to develop the scope management plan.
- Attendees at these meetings may include the project manager, the project sponsor, selected project
team members, selected stakeholders, anyone with responsibility of any of the scope management.
1-1-3The Outputs of plan scope management:
1- Scope management plan:
- The scope management plan is a component of the project or program management plan that describes
how the scope will be defined, developed, monitored, controlled, and verified.
- The scope management plan is a major input into the develop project management plan process, and
the other scope management processes.
- The components of a scope management plan include:
1- Process of preparing a detailed project scope statement.
2- Process that enable the creation of the WBS from the detailed project scope statement.
3- Process that establishes how the WBS will be maintained and approved.
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, based in the need of the project.
2- Requirements management plan:
- The requirements management plan is a component of the project management plan that describes
how requirements will be analyzed, documented, and managed.
- The project manager chooses the most effective relationship for the project and documents this
approach in the requirements management plan.
- Components of the requirements plan can include:
1- How requirements activities will be planned, tracked, and reported.
2- Configuration management activities such as: How changes to the product will be initiated, how
impacts will be analyzed, how they will be traced, tracked, and reported, as well as the authorization
levels required to approve these changes.
3- Requirements prioritization process.
4- Product matrices that will be used and the rational for using them.
5- Traceability structure to reflect which requirements attributes will be captured on the traceability
matrix.
 1-2- Collect requirements:
- Collect requirements is the process of determining, documenting, and managing stakeholders needs
and requirements to meet project objectives.
- The key benefit of this process that it provides the basis for defining and managing the project scope
including the product scope.
Inputs Tools & Techniques Outputs
1- Project Charter. 1- Interviews. 1- Requirements
documentation.
2- Scope management plan. 2- Focus groups.

3- Requirements 3- Facilitated workshops. 2- Requirements

management plan.
4- Stakeholder management
plan.
5- Stakeholder registers.
Traceability matrix.
4- Group creativity techniques.
5- Group decision-making
techniques.
6- Questionnaires and surveys.

7- Observations.

8- Prototypes.

9- Benchmarking.

10- Context diagrams.

11- Document analysis.

- The project's success is directly influenced by active stakeholder involvement in the discovery and
decomposition of needs into requirements and by the care taken in determining, documenting, and
managing the requirements of the product, service, or result of the project.
- Requirements include conditions or capabilities that are to be met by the project or present in the
product, service, or result to satisfy an agreement or other formally imposed specification.
- These requirements need to be elicited, analyzed, and recorded in enough detail to be included in the
scope baseline and to be measured once project execution begins.
- Requirements become the foundation of the WBS, cost, schedule, quality planning, and sometimes
procurement is all based upon these requirements.
- The development of requirements begins with an analysis of the information contained in the project
charter, the stakeholder register, and the stakeholder management plan.
- Many organizations categorize requirements into different types, such as business and technical
solutions, the stakeholder needs and how those needs will be implemented.
- Requirements can be grouped into classifications allowing for further refinement and detail as the
requirements are elaborated, these classifications include:
1- Business requirements: describe the needs of the organization as a whole, such as the business
issues, opportunities, and reasons why the project has been undertaken.
2- Project requirements: describe the actions, processes, and any activities the project needs to be met.
3- Stakeholder requirements: describe the needs of stakeholder or stakeholder group.
4- Quality requirements: capture any conditions or criteria needed to validate the successful completion
of a project deliverable.
5- Transition requirements: temporary capabilities, such as data conversion and training requirements,
needed to transition from the current state to the future state.
6- Solution requirements: describe features, functions, characteristics of the product, service, or result
that will meet the business and stakeholder requirements, solution requirements grouped into:
A- Functional requirements: describe the behavior of the product; examples include processes,
data, and interactions with the product.
B- Nonfunctional requirements: supplement functional requirements and describe the
Environmental conditions or qualities required for the product to be effective; Examples
Include: reliability, security, performance, safety, level of service, supportability, retention.
1-2-1-The Inputs of collect requirements:
1- Scope management plan:
- It provides clarity as how project terms will determine which type of requirements needed to be
collected for the project.
2- Requirements management plan:
- It provides the processes that will be used throughout the collect requirements processes to define and
document the stakeholder needs.
3- Stakeholder management plan:
- It is used to understand stakeholder communication requirements and the level of stakeholder
engagement in order to assess and adapt to the level of stakeholder participation.
4- Project charter:
- It provides the high-level description of the product, service, or result of the project so that detailed
requirements can be developed.
 5- Stakeholder registers:
- It is used to identify stakeholders who can provide information on the requirements.
1-2-2-The Tools and Techniques of collect requirements:
1- Interviews:
- Interview is a formal or informal approach to elicit information or confidential information from
stakeholders (Experienced project participant, sponsors, and other executives, and subject matter
experts) by asking them prepared and spontaneous questions on an individual or multiple interviews
and recording their responses.
2- Focus groups:
- Focus groups bring together prequalified stakeholders and subject matter experts to learn about their
expectations and attitudes about a proposed product, service, or result.
- A trained moderator guides the group through an interactive discussion to be more conversational than
a one-on-one interview.
3- Facilitated workshops:
- Facilitated workshops are focused sessions that bring key stakeholders together to define product
requirements.
- Facilitated workshops:
1- Primary technique for quickly defining requirements and reconciling stakeholder differences.
2- Build trust, foster relationships, and improve communication among the participants.
3- Discovered issues earlier and resolved more quickly than the individual sessions.
- Facilitated workshops called joint application design/development (JAD) sessions are used in the
software development industry, this facilitated sessions focus on bringing business subject matter
experts and the development team together to improve the software development process.
- 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), these needs are
stored and prioritized, and goals are set for achieving them.
- User stories, which are short, textual descriptions of required functionality, are often developed during
a requirements workshop, describe the stakeholder who benefits from the features role, what the
stakeholder needs to accomplish goal, benefit to the stakeholder motivation.
4- Group creativity techniques:
- Several group activities can be organized to identify project and product requirements such as:
1- Brainstorming: used to generate and collect multiple ideas related to project and product
requirements, it doesn't voting or prioritizing.
2- Nominal group technique: enhance brainstorming with a voting process used to rank the useful ideas.
3- Idea/mind mapping: ideas created through individual brainstorming sessions are consolidated into a
single map to reflect commonality and differences in understanding, and generate new ideas.
4- Affinity diagram: a technique that allows large numbers of ideas to be classified into groups for
review and analysis.
5- Multicriteria decision analysis: a technique that utilizes a decision matrix to provide a systematic
analytical approach for establishing criteria, such as risk levels, and valuation, to evaluate and rank
many ideas.
 5- Group decision-making techniques:
- A group decision-making technique is an assessment process having multiple alternatives with an
expected outcome in the form of future actions, these techniques can be used to generate, classify, and
prioritize product requirements, there are various methods of reaching a group decision, such as:
1- Unanimity: a decision that is reached whereby everyone agrees on a single course of action, the only
way to reach unanimity is the Delphi technique, in which a selected group of experts answers
questionnaires and provides feedback regarding the responses from each round of requirements
gathering, the responses are only available to the facilitator to maintain anonymity.
2- Majority: a decision that is reached with support obtained from more than 50%.
3- Plurality: a decision that is reached whereby the largest block in a group decides, even if a majority is
not achieved.
4- Dictatorship: one individual makes the decision for the group.
- All of these group decision making techniques can be applied to the group techniques used in the collect
requirements process.
6- Questionnaires and surveys:
- Write sets of questions designed to quickly accumulate information from a large number of
respondents.
- It is most appropriate with:
1- Varied audiences. 2- Quick turnaround. 3- Respondents are geographically dispersed.
4- Statistical analysis is appropriate.
7- Observations:
- Observations provide a direct way of viewing individuals in their environmental and how they perform
their jobs or tasks and carry out processes, it is helpful for detailed processes when the people that use
the product have difficulty or are reluctant to articulate their requirements.
- Observation is also known as "Job shadowing", it is usually done externally by an observer or by
"participant observer" to uncover hidden requirements.
8- Prototypes:
- Prototyping is a method of obtaining early feedback on requirements by providing a working model of
the expected product before actually building it.
- Prototype is:
1- Tangible. 2- Allow stakeholder experiment with a model of final product.
3- Support the concept of progressive elaboration in iterative cycles of mock-up creation, user
experimentation, feedback generation, and prototype revision, when enough feedback cycles have
been performed, the requirements obtained from prototype are complete to move to design or build.
- Storyboarding: is a prototyping technique showing sequence or navigation through a series of images or
illustrations, used in variety of industries, such as films, advertising, instructional design, and on agile.
9- Benchmarking:
- It involves comparing actual or planned practices, such as processes and operations, to those of
comparable organizations to identify best practices, generate ideas for improvements, and provide a
basis for measuring performance, the organizations compared can be internal or external.
10- Context diagrams:
- It is an example of a scope model; it visually depict the product scope by showing a business system,
input and outputs to the business system, the actors providing the inputs and receiving the outputs.
 11- Document analysis:
- It is used to elicit requirements by analyzing existing documentation and identifying information
relevant to the requirements.
- Examples of documents:
1- Business plan. 2- Marketing literature. 3- Agreements. 4- Requests of proposal. 5- Business rules.
6- Current process flow. 7- Logical data models. 8- Application software documentation. 8- Use cases.
9- Problem issue logs, policies, procedures. 10- Regulatory documentation (Laws, codes, ordinances...).
1-2-3-The Outputs of collect requirements:
1- Requirements documentation:
- Requirements documentation describes how individual requirements meet the business need for the
project.
- Requirements may start out a high level and become progressively more detailed.
- Before being base lined, requirements need to be measurable and tested, traceable, complete,
consistent, and acceptable to key stakeholders.
- The format of a requirement document may range from a simple document to detailed descriptions.
- Components or requirements documentation can include:
1- Business requirements: including: 1- Business and project objectives. 2- Business rules. 3- Guiding
principles.
2- Stakeholder requirements: including: 1- Impacts to other organizations or other entities inside or
outside. 2- Stakeholder communication and reporting requirements.
3- Solution requirements: including: 1- Functional and nonfunctional requirements. 2- Quality
requirements. 3- Technology and standard compliance requirements. 4- Support and training
requirements. 5- Reporting requirements.
4- Project requirements: including: 1- Levels of service. 2- Performance. 3- Safety. 4- Acceptance criteria.
5- Transition requirements.
6- Requirements assumptions, dependencies, and constraints.
2- Requirements traceability matrix:
- It is a grid that links product requirements from their origin to the deliverables that satisfy them.
- Implementation of a requirements matrix helps to:
1- Ensure that each requirement adds business value by linking them the business and project
objectives.
2- Track requirements throughout the project life cycle.
3- Ensure that requirements approved in the requirements documentation are delivered to the end of
the project.
4- Provide a structure for managing changes to the product scope.
- Tracing includes:
1- Business needs opportunities, goals, and objectives.
2- Project objectives. 3- Project scope/WBS deliverables. 4- Product design. 5- Product development.
6- Test strategy and test scenarios. 7- High level requirements to more detailed requirements.
- Attributes associated with each requirement can be recorded in the requirements traceability matrix to
help to define key information about the requirement, and may include:
1- Unique identifier. 2- Textual description. 3- Owner, source, priority, version, current status such as
(active, cancelled, approved, assigned, completed) 4- Stability, complexity, acceptance criteria.
 1-3- Define Scope:
- Define scope is the process of developing a detailed description of the project and product.
- The key benefit of this process that it describes the project, service, or result boundaries by defining
which of the requirements collected will be included in an executed from the project scope.
Inputs Tools & Techniques Outputs
1- Project Charter. 1- Expert judgment. 1- Project scope statement.

2- Scope management plan. 2- Product analysis. 2- Project documents

3- Requirements 3- Alternatives generation. updates.
documentation,
4- Facilitated workshops.
4- Organizational process
assets.
- Since all of the requirements identified in collect requirements may not be included in the project, the
define scope process selects the final project requirements from the requirements documentation
delivered during the collect requirements process, it then developed a detailed description of the
project and product, service, or result.
- Project initiation: It builds upon the major deliverables, assumptions, and constraints.
- Project planning: the project scope is defined and described with greater specificity as more
information about the project known.
- Risks, assumptions and constraints are analyzed for completeness and updated as necessary.
- The define scope process can highly iterative, in iterative life cycle projects, a high-level vision will be
developed for the overall project, but the detailed scope is determined one iteration at a time and the
detailed planning for the next iteration is carried out as work progresses on the current project scope
and deliverables.
1-3-1-The Inputs of Define Scope:
1- Scope management plan:
- The scope management plan is a component of the project management plan that establishes the
activities for developing, monitoring, and controlling the project scope.
2- Project charter:
- The project charter provides the high-level project description and product characteristics, it also
contains project approval requirements, if the project charter is not used in the performing
organization, then comparable information needs to be acquired or developed, and used as a basis for
the detailed project scope statement.
3- Requirements documentation:
- This documentation will be used to select the requirements that will be included in the project.
4- Organizational process assets:
- Organizational process assets can influence how scope is defined, include:
1- Policies, procedures, and templates for a project scope statement.
2- Project files and previous projects.
3- Lesson learned from previous phases or projects.
1-3-2-The Tools and Techniques of Define Scope:
1- Expert judgment:
- Expert judgment is used to analyze the information needed to develop the project scope statement.
- It is available from many sources, including:
1- Consultants. 2- Stakeholders, including customers or sponsors. 3- Subject matter experts.
4- Professional and technical associations. 5- Industry groups. 6- Other units within organization.
2- Product analysis:
- For projects that have a product as a deliverables, as opposed to a service or result, product analysis can
be an effective tool.
- Product analysis includes: 1- Product breakdown. 2- System analysis. 3- Requirements analysis.
4- System and value engineering. 5- Value analysis.
3- Alternative generation:
- It is a technique used to develop options as possible in order to identify different approaches to
perform the work of the project such as brainstorming, lateral thinking, and analysis of alternatives.
 4- A facilitated workshops:
- Working sessions helps to reach a cross-functional and common understanding of the project objectives
and its limits.
1-3-3-The Outputs of Define Scope:
1- Project scope statement:
- The project scope statement is the description of:
1- Project scope description among project stakeholder: progressively elaborates the characteristics of
the product, service, or result described in the project charter and requirements documentation.
2- Acceptance criteria: A set conditions that is required to be met before deliverables are accepted.
3- Deliverables: any unique product, result, or capability to perform a service that is required to be
produced to complete a process, phase, or project, it also includes ancillary results such as project
management reports and documentation.
4- Project exclusion: identifies what is excluded from the project, it helps to manage stakeholder's
expectations.
5- Constraints: factors that effects the execution of a project or process, it may be internal or external,
such as predefined budget, dates or schedule milestones, agreements, contractual provisions.
6- Assumptions: A factor in the planning that is considered to be true, real, or certain, without a proof
or demonstration, also describes the potential impact of those factors if they prove to be false, project
teams frequently identify, document, and validate assumptions as part of their planning process.
Project Charter Project Scope Statement

(Contains high-level information) ( Detailed description of scope elements)

1- Project purpose or justification. 1- Project scope description.

2- Measurable project objectives and related success 2- Acceptance criteria.

criteria.
3- Project deliverables.
3- High-level requirements.
4- Project exclusion.
4- High-level risks.
5- Project assumptions.
5- Summary milestone schedule.
6- Project constraints.
6- Summary budget.

7- Stakeholder list.

8- Project approval requirements.

9- Assigned project manager, responsibilities, and

authority level.

10- Name and authority of the sponsor.

2- Project documents updates:

- Project documents that may updated include:
1- Stakeholder registers. 2- Requirements documentation.
3- Requirements traceability.
 1-4- Create WBS:
- Create WBS is the process of subdividing project deliverables and project work into smaller, more
manageable components.
- The key benefit of this process that it provides a structured vision of what has to be delivered.
Inputs Tools & Techniques Outputs
1- Project scope 1- Expert judgment. 1- Scope baseline.
management.
2- Decomposition. 2- Project documents
2- Scope management plan. updates.
3- Requirements
documentation.

4- Organizational process
assets.

5- Enterprise environmental
factors.

- The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project
team to accomplish the project objectives and create the required deliverables.
- The WBS organizes and defines the total scope of the project.
- The planned work is contained within the lowest level of WBS components, which are called (Work
packages). A work packages can be used to group the activities where work is scheduled and estimated,
monitored, and controlled.
- WBS refers to the result of activity and not to activity itself.
 1-4-1-The Inputs of WBS:
1- Scope management plan:
- The scope management plan specifies how to create the WBS, and how the WBS will be maintained and
approved.
2-Project scope statement:
- The project scope statement describes the work what will be performed and the work that is executed,
it also lists and describes the specific internal or external restrictions that may affect the execution.
3-Requirements documentation:
- Detailed requirements documentation is essential for understanding what needs to be produced as the
result of the project and what needs to be done to deliver the project and its final products.
4-Enterprise environmental factors:
- Industry-specific WBS standards, relevant to the nature of the project, may serve as external reference
sources for creation of the WBS, for example, engineering projects may reference ISO/IEC 15288 on
system engineering, system life cycle process, to create WBS for a new project.
5-Orgnaizational project assets:
- Organizational process assets can influence the create WBS include:
1- Policies, procedures, and templates for WBS.
2- Project files from previous projects.
3- Lesson learned from previous projects.
1-4-2-TheTools and Techniques of WBS:
1- Decomposition:
- Decomposition is a technique used for dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts.
- The work packages are the work defined at the lowest level of the WBS for which cost and duration can
be estimated and managed.
- Decomposition of the total project work packages generally involves the following activities:
1- Identifying and analyzing the deliverables and related work.
2- Structuring and organizing the WBS.
3- Decomposing the upper WBS levels into lower-level detailed components.
4- Developing and assigning identification codes to the WBS components.
5- Verifying that the degree of decomposition of the deliverables is appropriate.
- WBS structure may be created through the top-down approach, or a bottom-up approach can be used
during the integration of subcomponents.
- WBS structure can be represented in a number of forms, such as:
1- Work packages.
2- Phases of the project life cycle as a second level of decomposition.
3- Major deliverables as a second level of decomposition.
- Verifying the correctness of the decomposition requires determining that the lower level WBS
components are those that are necessary and sufficient for completion of the corresponding higher
level deliverables.
- Different deliverables can have different levels of decomposition.
- As the work is decomposed to greater levels, the plan, managed, and control the work is enhanced.
- Excessive decomposition can lead to non productivity management effort, inefficient use of resources,
decreased efficiency in performing the work, and difficulty aggregating data over different levels of the
WBS.
- Decomposition may not be possible for a deliverable or subcomponent that will be accomplished far
into the future, it should be agreed on, so the WBS detailed can be developed.
- The WBS represents all products and project work, including the project management work, the total of
the work of the lowest levels should roll up the higher levels so that nothing is left out and no extra
work is performed (100% rule).
 2- Expert judgment:
- Expert judgment and expertise is used to analyze the information needed to decompose the project
deliverables down into smaller components parts in order to create best break down the overall scope
of the project.
- The project manager, in collaboration with the project team, then determines the final decomposition
of the project scope into the discrete work packages that will be used to effectively manage the work of
the project.
1-4-3-The Outputs of WBS:
1- Scope baseline:
- The scope baseline is the approved version of a scope statement, work break down structure, and its
associated WBS dictionary, that can be changed only through formal change control procedures.
- Components of the scope baseline include:
1- Project scope statement: it includes the description of the project scope, major deliverables,
assumptions, and constraints.
2- WBS: It is a hierarchical decomposition of the total scope of work to be carried out by the project
team to accomplish the project objectives and create the required deliverables.
- The WBS is finalized by assigning each work package to a control account.
- A control account: is a management control point where scope, budget, actual cost, and schedule are
integrated and compared to the earned value of performance measurement.
- Each control account may include one or more work package, or one or more planning package.
- Work package should be associated with only one control account.
- A planning package: is a work breakdown structure component below the control account with known
work content but without detailed schedule activities.
3- WBS dictionary: it is a document that provides detailed deliverables, 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 milestone. – Associated schedule activities.
- Resource required. – Cost estimate. – Quality requirements. – Acceptance criteria.
- Technical references. – Agreement information.
2- Project documents updates:
- Project documents that may be updated include:
1- Requirements documentation. 2- Approved changes.

2– Monitoring and Controlling the project scope management:-

2-1- Validate Scope:
- Validate scope is the process of formalizing of the complete project deliverables.
- The key benefit of this process is that it brings objectivity to the acceptance process and increases the
chance of final product, service, or result acceptance by validating each deliverable.

Inputs Tools & Techniques Outputs

1- Project management plan. 1- Inceptions. 1- Accepted deliverables.

2- Requirements 2- Group decision making 2- Change requests.

documentation. techniques.
3- Work performance
4- Requirements traceability
information.
matrix.

5- Verified deliverables. 4- Project documents

update.
6- Work performance data.
- The verified deliverables obtained from the control quality process are reviewed with the customer or
sponsor to ensure that they are completed satisfactorily and have received formal acceptance
deliverables by the customer or sponsor.
- In this process, the outputs obtained as a result of the planning processes in the project scope
management knowledge area, such as the requirements documentation or the scope baseline, as well
as work performance data obtained from the execution process in other knowledge areas.
- The validate scope process differs from the control quality process in that the former is primarily
concerned with acceptance of the deliverables, while quality control is primarily concerned with
correctness of the deliverables and meetings the quality requirements specified for the deliverables,
control quality is generally performed before validated scope, although the two processes may be
performed in parallel.
2-1-1-The Inputs of Validates Scope:
1- Project management plan:
- The project management plan includes:
1- Scope management plan: how formal acceptance of the completed project deliverables will be
obtained.
2- Scope baseline: includes the approved version of scope statement, WBS, WBS dictionary that can be
changed through formal change control procedures.
2- Requirements documentation:
- The requirements documentation lists all the project, product, and other types of requirements for the
project and product, along with their acceptance criteria.
3- Requirements traceability matrix:
- The requirements traceability matrix links requirements to their origin and tracks them throughout the
project life cycle.
4- Verified deliverables:
- Verified deliverables that are completed and checked for correctness through the control quality
process.
5- Work performance data:
- Work performance data can include the degree of compliance with requirements, number of
nonconformities, severity of the nonconformities, or the number of validation cycles performed in a
period of time.
2-1-2-The Tools and Techniques of Validates Scope:
1- Inception:
- Inception includes activities such as measuring, examining, and validating to determine whether work
and deliverables meet requirements and product acceptance criteria, inceptions are sometimes called
reviews, product reviews, audits, and walkthrough.
2- Group decision making techniques:
- These techniques are used to reach a conclusion when the validation is performed by the project team
and other stakeholders.
2-1-3-The Outputs of Validates Scope:
1- Acceptance deliverables:
- Deliverables that meet the acceptance criteria are formally approved by the customer or sponsor.
- Formal documentation received from the customer or sponsor is forwarded to the close project or
phase process.
2- Change requests:
- The completed deliverables that have not been formally accepted are documented, along with the
reasons for non-acceptance of those deliverables, those deliverables may require a change request for
defect repair.
- The change request are processed for review and disposition through the perform integrated change
process.
3- Work performance information:
- Work performance information includes information about project progress, such as which deliverables
have started, their progress, which deliverables have finished, or which have been accepted, this
information is documented and communicated to stakeholders.
4- Project documents updates:
- Project documents that may be updated as a result of the validated scope process include any
documents that define the product or report status on product completion.
- Verified project documents may require approvals from the customer or sponsor in the form of
signatures or signoffs.
2-2- Control Scope:
- Control scope is the process of monitoring the status of the project and product scope and managing
changes to the scope baseline.
- The key benefit of this process is that it allows the scope baseline to be maintained throughout the
project.
Inputs Tools & Techniques Outputs
1- Project management plan. 1- Variance analysis. 1- Project management
plan updates.
2- Requirements
documentation. 2- Change requests.
4- Requirements traceability
3- Work performance
matrix.
information.
5-Organizational process
assets. 4- Project documents
update.

5- Organizational process
assets update.

- Controlling the project scope ensure all requested changes and recommended corrective actions are
processed through the perform integrated change control process.
- The uncontrolled expansion to product or project scope without adjustment to time, cost, and
resources is referred to as scope creep.
- Change is inevitable, therefore some types of changes control process is mandatory for every project.
- Control scope is also used to manage the actual changes when they occur and is integrated with the
other control process.
 2-2-1-The Inputs of Control Scope:
1- Project management plan:
- The following information from the project management plan is used to control scope:
1- Scope baseline: the scope baseline is compared to actual results to determine if a change, corrective
action, or preventive action is necessary.
2- Scope management plan: sections from the scope management plan describe how the project scope
will be monitored and controlled.
3- Change management plan: defines the process for managing change on the project.
4- Configuration management plan: defines those items that are configurable, require formal change
control, and the process for controlling changes to such items.
5- Requirements management plan: describes how the project requirements will be analyzed,
documented, and managed.
2- Requirements documentation:
- Requirements should be (measurable and testable), traceable, complete, consistent, and acceptable to
key stakeholders, well documented requirements make easier to detect and deviation in the scope
agreed for the project or product.
3- Requirements Traceability matrix:
- It helps to detect the impact of any change or deviation from the scope baseline on the project.
4- Work performance data:
- Can include the number of change requests received, the number of requests accepted or the number
of deliverables completed.
 5- Organizational process assets:
- The organizational process assets that can influence the control scope process include:
1- Existing formal and informal scope, control related policies, procedures, guidelines.
2- Monitoring and reporting methods and templates to be used.
2-2-2-The Tools and Techniques of Control Scope:
1- Variance analysis:
- Variance analysis is a technique for determining the cause and degree of difference between baseline
and actual performance, and deciding whether corrective or preventive actions is required.
2-2-3-The Outputs of Control Scope:
1- Work performance information:
- Work performance information produced includes correlated and contextualized information on how
the project scope is performing compared to the scope baseline and the change received, identified
scope variances and their causes, how they impact schedule or cost and the forecast of the future scope
performance, this information provides a foundation for making scope decisions.
2- Change requests:
- Analysis of scope performance can result in change request to the scope baseline or other components
of the project management plan, change request can include preventive or corrective actions, defect
repairs, or enhancement requests, change requested are processed for review and disposition according
to the Perform Integrated Change Control process.
3- Project management plan updates:
- Project management plan updated include:
1- Scope baseline updates: the scope statement, WBS, and The WBS dictionary are revised and
reissued to reflect the approved changes through Perform Integrated Change Control process.
2- Other baseline updates: the cost baseline and schedule baseline are revised and reissued to reflect
the approved changes.
4- Project documents updates:
- Project documents that may be updated include:
1- Requirements documentation.
2- Requirements traceability matrix.
5- Organizational process assets updates:
- Organizational process assets that may be updated include:
1- Causes of variances.
2- Corrective action chosen and the reasons.
3- Other types of lesson learned from project scope control.

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