Project Management

Professional

EMP ACADEMY

Wasim Khalil

Project Manager

Project Scope Management

Project Management Professional

Agenda

Why Manage Project Scope?.

Project Scope and Product Scope.

Plan Scope Management.

Collect Requirements.

Define Scope.

Create WBS.

Validate Scope.

Control Scope.

Why Manage Project Scope?

Project Scope Management

Project Scope Management include the processes required

to ensure that the project includes all the work required, and

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.

Project Scope Management

What work is required and then making sure all of that work

and only that work is done.

Overview of the project scope management processes

Integration Management Processes

Initiating Planning

Plan Scope Management.

Collect Requirements.

Define Scope. Create WBS.

Executing Monitoring & Controlling

Validate Scope.

Control Scope.

Closing

Inputs Tools and Techniques Outputs

• Project Management Plan

• Project Charter

• EEF

• OPA

• Expert Judgment

• Meeting

• Scope Management Plan

• Requirements Management Plan

Plan Scope Management

To Plan how the project will define, validated and Controlled.

Inputs Tools and Techniques Outputs

• Scope Management Plan

• Requirements Management

Plan

• Project Charter

• Stakeholder Register

• Interview

• Focus Groups

• Facilitated Workshops

• Group creativity

techniques

• Group Decision making

techniques

• Questionnaires and

Surveys

• Observations

• Prototypes

• Benchmarking

• Context Diagram

• Document Analysis

• Requirements Documentation

• Requirement Traceability

Matrix

Collect Requirements

To determine, document and manage stakeholder needs and requirements

• Interview

• Is a formal or informal approach to elicit information from stakeholders by talking to them directly

• Focus Groups

• Bring together prequalified stakeholders and subject matter expert to learn about their expectations and

attitudes about a product, result , services.

• Facilitated Workshops

• Focused sessions that bring key stakeholders together to define product requirements.

Brainstorming Nominal Group techniques

Affinity diagram Idea/mind mapping

• Group creativity techniques

Unanimity Majority

Plurality Dictatorship

Group Decision techniques

Inputs Tools and Techniques Outputs

• Scope Management Plan

• Project charter

• Requirements documentation

• OPA

• Expert Judgment

• Product analysis

• Alternatives generation

• Facilitated workshops

• Project scope statement

• Project document updates

Define Scope

To develop a detailed description of the project and product or service.

Project scope statement

Project Objectives

Scope Description

Project deliverables

Acceptance criteria

Project Constraints/ Assumptions

Initial Risk

Fund limitation

Configuration

Approval Requirement

Project Scope vs Product Scope

Project Scope Product Scope

• Is the work the project will do to deliver the

product

• Requirements that is related to the product

of the project

• Completion is measured against the plan • Completion is measured against

Requirements

• The work need to deliver the house • House

Products vs Services

Products:

• Products are tangible and discernible items that the organization

produces, including digital file-based output.

Services:

• A service is the production of an essentially intangible

benefit, either in its own right or as a significant element of

a tangible product, which through some form of exchange,

satisfies an identified need. Sometimes services are

difficult to identify because they are closely associated with

a good; such as the combination of a diagnosis with the

administration of a medicine.

Inputs Tools and Techniques Outputs

• Scope Management Plan

• Project Scope Statement

• Requirements

• EEF

• OPA

• Decomposition

• Expert Judgment

• Scope Baseline

• Project Document

Update

Create WBS (Work Breakdown Structure)

The process of subdividing project deliverables and Project work into

smaller and more manageable component

Video

Inputs Tools and Techniques Outputs

• Project Management Plan

• Requirements Documentation

• Requirements Traceability Matrix

• Validated Deliverables

• Work Performance Data

• Inspection

• Group Decision

making Techniques

• Accepted Deliverables

• Change Requests

• Work Performance

Information

• Project Documents

updates

Validate Scope

To Formalize Acceptance of the completed project deliverables

Inputs Tools and Techniques Outputs

• Project Management Plan

• Requirements Documentation

• Requirement Traceability Matrix

• Work Performance data

• Organization Process assists

• Variances analysis • Work Performance

Information

• Change Requests

• Project Management

Plan Updates

• Project Documentation

Plan

• OPA update

Control Scope

To Monitor the status of the project and Product scope and managing

changes to the scope baseline

Scope Creep and Gold Plating in Project Management

• final product; however, the mechanism of these changes is different in eacDo

you recall how many times this scenario has happened to you? You plan to

purchase or build something, and allocate a certain amount of money for this

purpose. However, when you proceed with your plan, many new requirements

are added to it, until at last you end up with an entirely new product.

• This situation may be okay for you, because here you are the person who is

planning, and executing the project and more importantly- you are the end

user of the product and the one spending money on it.

• In our life it happens many times and we even don’t care about it. But when it

comes to professional life — it is a different case.

• Let us say that you are managing a project and some extra functions are

added to the product, either knowingly or unknowingly, and these changes are

not stated in the scope statement.

• This is a bad practice and it is known as either scope creep or gold plating.

Scope creep and gold plating both bring the changes in the h case.

Scope Creep

• Scope creep is also known as requirement creep, which refers to the

uncontrolled changes in the project’s or product’s scope.

• Scope creep happens in the project for following reasons:

1. Due to interference from the client.

2. Due to an incomplete scope statement.

3. Due to a poor change control system.

4. Due to miss-communication among the team members.

5. Due to reasons external to organizations; e.g. market conditions,

regulatory requirements, or technological advancements.

Scope Creep Example

• Suppose you are building a 100 foot wall for the client, and

client comes to the team and asks them to increase the length

of wall by one foot. Team members think that there is a lot of

material lying around on the site, and it will make no

difference to them to build just one foot of the wall; therefore,

they go ahead and build the extra length of wall.

Gold Plating “make client happy”

• Gold plating means intentionally adding extra features or

functions to the products which were not included in the

scope statement.

• Usually gold plating is performed by either the project team or

the project manager with no additional cost to the client.

• Gold plating is done with good intentions and most of the

time is appreciated by the clients; however, there are many

cases where it is not liked and the gold plating is backfired

because you are adding some features to the product which

were not demanded by the client.

• This might be considered as an unauthorized change in the

scope and the client can refuse to accept the product.

• Gold plating is very common in software programming and is

done by team members to show their abilities, or by the

project manager to the make client happy.

Gold Plating Example

• Let us say that you are building a

software program for the client. Your

programmer comes to you and says

that he can add some extra features to

the program with almost no effort which

will increase the functionality of the

product, and the client will like it. You

also agree with him, and allow him to

add this extra functionality.

Video

Next Session

Project Time Management

Process Done During

Plan Schedule

Management

Planning

Define Activities Planning

Sequence Activities Planning

Estimate Activities

Resources

Planning

Estimate Activates

Duration

Planning

Develop Schedule Planning

Control Schedule Monitoring and

Controlling

Process Done During

Plan Cost

Management

Planning

Estimate Costs Planning

Determine Budget Planning

Control Cost Monitoring and

Controlling

Project Cost Management