CH5: ProjectScope ManagementABDULLAH ALKHADRAWY, PMP

Course Instructor: Abdullah Ahmed Al-Khadrawy. BSc. Civil Engineering 2006 (V.Good HD). Graduation Project (Project Management)

2006.(Excellent graded) Certified from Primavera Inc. : Advanced user for

Primavera P6 (2008). Certified from Primavera Inc. : Advanced user for

primavera Contract Manager 12 (2009). Attended courses (PMP, CCE, FIDIC, Project

Management, Arbitration for Engineering Contracts)[2007-2013]

Certified from PMI as PMP April2011 mahmed210@gmail.com

5.1 Plan ScopeManagement5.2 CollectRequirements5.3 Define Scope5.4 Create WBS

5Project ScopeManagement

ensure that the project includes all the work required, and only thework required, to complete the project successfully.

Initiating Planning Executing Monitoring andControlling Closing5.5 ValidateScope5.6 ControlScope

5.1 Plan ScopeManagement5.2 CollectRequirements5.3 Define Scope5.4 Create WBS

Project ScopeManagement

ensure that the project includes all the work required, and only thework required, to complete the project successfully.

Initiating Planning Executing Monitoring andControlling Closing5.5 ValidateScope5.6 ControlScope

5

Product Scope & Project Scope Product scope. The features and functions that characterize a product, service, orresult; and/or

Project scope. The work performed to deliver a product, service, or result with thespecified features and functions.

The term project scope is sometimes viewed as including product scope.

5.1 Plan ScopeManagement

.1 Project management plan

.2 Project charter

.3 Enterprise environmentalfactors.4 Organizational process assets

.1 Expert judgment

.2 Meetings.1 Scope management plan.2 Requirements management plan

creating a scope management plan that documents how the project scope willbe defined, validated, and controlled.

Planning

5.1Plan Scope Management:-

1. Project management plan2. Project charter3. Enterprise environmental factors4. Organizational process assets

Inputs

5.1Plan Scope Management:- Inputs2. Project charter

It provides the high-level project description and product characteristics from the project statement ofwork.

5.1Plan Scope Management:- Inputs4. Enterprise environmental factors Organizations culture, Infrastructure, Personnel administration, and Marketplace conditions.

5. Organizational process assets Policies and procedures, Historical information and lessons learned knowledge base

5.1Plan Scope Management:- Tools and Techniques:-

1. Expert jugement

2. Meetings

5.1Plan Scope Management:- Tools and Techniques:-1. Expert jugement Expert judgment refers to input received fromknowledgeable and experienced parties.Expertise may be provided by any group or personwith specialized education, knowledge, skill,experience, or training in developing scopemanagement plans.

5.1Plan Scope Management:- Tools and Techniques:-2. Meetings The project manager, The project sponsor, Selected project team members, Selected stakeholders, Anyone with responsibility for any of the scope management processes, and othersas needed.

5.1 Plan Scope Management Outputs1. Scope management plan

2. Requirements management plan

5.1 Plan Scope Management1. Scope management plan The scope management plan is a component of the project or program management plan thatdescribes how the scope will be defined, developed, monitored, controlled, and verified., The components of a scope management plan include: Process for preparing a detailed project scope statement; Process that enables the creation of the WBS from the detailed project scope statement; Process that establishes how the WBS will be maintained and approved; Process that specifies how formal acceptance of the completed project deliverables will be obtained; 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 (Section 4.5). The scope management plan can be formal or informal, broadly framed or highly detailed, based onthe needs of the project

Outputs

5.1 Plan Scope Management2. Requirements management plan The phase-to-phase relationship, strongly influences how requirements are managed. The project manager chooses the most effective relationship for the project and documents thisapproach in the requirements management plan., Components of the requirements management plan can include, but are not limited to: How requirements activities will be planned, tracked, and reported; Configuration management activities such as: how changes to the product will be initiated, howimpacts will be analyzed, how they will be traced, tracked, and reported, as well as the authorizationlevels required to approve these changes;

Requirements prioritization process; Product metrics that will be used and the rationale for using them; andTraceability structure to reflect which requirement attributes will be captured on the traceabilitymatrix.

Outputs

5.2 Collect Requirements

determining, documenting, and managing stakeholder needs andrequirements to meet project objectives.

Planning

.1 Scope management plan

.2 Requirements management plan

.3 Stakeholder management plan

.4 Project charter

.5 Stakeholder register

.1 Interviews

.2 Focus groups

.3 Facilitated workshops

.4 Group creativity techniques

.5 Group decision-makingtechniques.6 Questionnaires and surveys.7 Observations.8 Prototypes.9 Benchmarking.10 Context diagrams.11 Document analysis

.1 Requirements documentation

.2 Requirements traceability matrix

Requirements Unambiguous (measurable and testable). Traceable, Complete, Consistent, Acceptable to key stakeholders

Requirements Classifications Requirements can be grouped into classifications allowing for further refinement and detail as the requirements are elaborated: Business requirements, which describe the higher-level needs of the organization as a whole, such as the business issues oropportunities, and reasons why a project has been undertaken. Stakeholder requirements, which describe needs of a stakeholder or stakeholder group. Solution requirements, which describe features, functions, and characteristics of the product, service, or result that will meet thebusiness and stakeholder requirements. Solution requirements are further grouped into functional and nonfunctional requirements:

Functional requirements describe the behaviors of the product. Examples include processes, data, and interactions with theproduct.

Nonfunctional requirements supplement functional requirements and describe the environmental conditions or qualitiesrequired for the product to be effective. Examples include: reliability, security, performance, safety, level of service,supportability, retention/purge, etc.

Transition requirements describe temporary capabilities, such as data conversion and training requirements, needed to transitionfrom the current as-is state to the future to-be state. Project requirements, which describe the actions, processes, or other conditions the project needs to meet. Quality requirements, which capture any condition or criteria needed to validate the successful completion of a project deliverableor fulfillment of other project requirements.

5.2Collect Requirements

1. Scope management plan2. Requirements management plan3. Stakeholder management plan4. Project charter5. Stakeholder register

Inputs

5.2Collect Requirements:- Tools and Techniques:-1. Interviews2. Focus groups3. Facilitated workshops4. Group creativity techniques5. Group decision-making techniques6. Questionnaires and surveys7. Observations8. Prototypes9. Benchmarking10. Context diagrams11. Document analysis

5.2Collect Requirements:- Tools and Techniques:-1. Interviews Formal or informal approach to elicit information from stakeholders by talking to them directly. It is typically performed by asking prepared and spontaneous questions and recording the responses. Interviews are often conducted on an individual basis between an interviewer and an interviewee, butmay involve multiple interviewers and/or multiple interviewees.

Interviewing experienced project participants, sponsors and other executives, and subject matterexperts can aid in identifying and defining the features and functions of the desired productdeliverables.

Interviews are also useful for obtaining confidential information.

5.2Collect Requirements:- Tools and Techniques:-2. Focus groups Focus groups bring together prequalified stakeholders and subjectmatter experts to learn about their expectations and attitudes about aproposed product, service, or result. A trained moderator guides the group through an interactive discussion,designed to be more conversational than a one-on-one interview..

5.2Collect Requirements:- Tools and Techniques:-3. Facilitated workshops Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements. Workshops are considered a primary technique for quickly defining cross-functional requirements andreconciling stakeholder differences.

Issues can be discovered earlier and resolved more quickly than in individual sessions. Joint Application Design/development (JAD), software development industry. Focus on bringing business subjectmatter experts and the development team together to improve the software development process.

Quality Function Deployment (QFD), the manufacturing industry, helps determine critical characteristics fornew product development. QFD starts by collecting customer needs,

also known as voice of the customer (VOC) = QFDThese needs are then objectively sorted and prioritized, and goals are set for achieving them. User stories describe the stakeholder who benefits from the feature (role),what the stakeholder needs toaccomplish (goal), and the benefit to the stakeholder (motivation). User stories are widely used with agilemethods.

User stories are widely used with agile methods.

5.2Collect Requirements:- Tools and Techniques:-4. Group creativity techniques Brainstorming. A technique used to generate and collect multiple ideas related toproject and product requirements. Although brainstorming by itself does not includevoting or prioritization, it is often used with other group creativity techniques that do.

Nominal group technique. A technique that enhances brainstorming with a votingprocess used to rank the most useful ideas for further brainstorming or forprioritization.

Idea/mind mapping. A technique in which ideas created through individualbrainstorming sessions are consolidated into a single map to reflect commonality anddifferences in understanding, and generate new ideas.

Affinity diagram. A technique that allows large numbers of ideas to be classified intogroups for review and analysis.

Multicriteria decision analysis. A technique that utilizes a decision matrix to provide asystematic analytical approach for establishing criteria, such as risk levels, uncertainty,and valuation, to evaluate and rank many ideas.

5.2Collect Requirements:- Tools and Techniques:-5. Group Decision-Making Techniques Unanimity. A decision that is reached whereby everyone agrees on a single course ofaction. One way to reach unanimity is the Delphi technique, in which a selected groupof experts answers questionnaires and provides feedback regarding the responses fromeach round of requirements gathering. The responses are only available to thefacilitator to maintain anonymity.

Majority. A decision that is reached with support obtained from more than 50 % of themembers of the group. Having a group size with an uneven number of participants canensure that a decision will be reached, rather than resulting in a tie.

Plurality. A decision that is reached whereby the largest block in a group decides, evenif a majority is not achieved. This method is generally used when the number of optionsnominated is more than two.

Dictatorship. In this method, one individualmakes the decision for the group.

5.2Collect Requirements:- Tools and Techniques:-6. Questionnaires and surveyswritten sets of questions designed to quickly accumulateinformation from a large number of respondents; e.g. footballfans, hotel end users,, etc.

Questionnaires and/or surveys are most appropriate with variedaudiences, when a quick turnaround is needed, when respondentsare geographically dispersed, and where statistical analysis isappropriate.

5.2Collect Requirements:- Tools and Techniques:-7. Observations Provide a direct way of viewing individuals in their environmentand how they perform their jobs or tasks and carry out processes.

It is particularly helpful for detailed processes when the peoplethat use the product have difficulty or are reluctant to articulatetheir requirements.

Observation is also known as job shadowing. It is usually done externally by an observer viewing a businessexpert performing a job.

It can also be done by a participant observer who actuallyperforms a process or procedure to experience how it is done touncover hidden requirements.

5.2Collect Requirements:- Tools and Techniques:-8. Prototypes Method of obtaining early feedback on requirements by providing aworking model of the expected product before actually building it. Since a prototype is tangible, it allows stakeholders to experiment. The concept of progressive elaboration in iterative cycles of mock-upcreation, user experimentation, feedback generation, and prototyperevision (Phases). After feedback cycles, the requirements obtained are sufficientlycomplete to move to a design or build phase. Storyboarding is a prototyping technique showing sequence ornavigation through a series of images or illustrations. Storyboards are used on industries, e.g. film, advertising, instructionaldesign, and on agile and other software development projects. In software development, storyboards use mock-ups to shownavigation paths through webpages, screens, or other user interfaces

Storyboarding

5.2Collect Requirements:- Tools and Techniques:-9. Benchmarking Comparing actual or planned practices, such as processes andoperations, to those of comparable organizations to identify bestpractices, generate ideas for improvement, and provide a basis formeasuring performance.

The organizations compared during benchmarking can beinternal or external.

5.2Collect Requirements:- Tools and Techniques:-10. Context Diagrams Visually depict the product scope by showing a business system(process, equipment, computer system, etc.), and how people andother systems (actors) interact with it.

Show inputs to the business system, the actor(s) providing theinput, the outputs from the business system, and the actor(s)receiving the output.

5.2Collect Requirements:- Tools and Techniques:-11. Document Analysis Elicit requirements by analyzing existing documentation andidentifying information relevant to the requirements.

E.g.: business plans, marketing literature, agreements, requestsfor proposal, current process flows, logical data models, businessrules repositories, application software documentation, businessprocess or interface documentation, use cases, other requirementsdocumentation, problem/issue logs, policies, procedures, andregulatory documentation such as laws, codes, or ordinances, etc.

5.2 Collect Requirements:- Outputs1. Requirements documentation2. Requirements traceability matrix

5.2 Collect Requirements:- Outputs1. Requirements documentation Requirements documentation describes how individualrequirements meet the business need for the project. Components of requirements documentation can include,but, are not limited to: Business requirements, including: Business and project objectives for traceability; Business rules for the performing organization; and Guiding principles of the organization. Stakeholder requirements, including: Impacts to other organizational areas; Impacts to other entities inside or outside the performing organization;and Stakeholder communication and reporting requirements.

5.2 Collect Requirements:- Outputs1. Requirements documentation Solution requirements, including:

Functional and nonfunctional requirements; Technology and standard compliance requirements; Support and training requirements; Quality requirements; and Reporting requirements, etc. (solution requirements can bedocumented textually, in models, or both).

Project requirements, such as: Levels of service, performance, safety, compliance, etc.; and Acceptance criteria.

Transition requirements. Requirements assumptions, dependencies, and constraints.

5.2 Collect Requirements:- Outputs2. Requirements traceability matrix a grid that links product requirements from their origin to the

deliverables that satisfy them. Helps to ensure that each requirement adds business value by

linking it to the business and project objectives. It provides a means to track requirements throughout the project

life cycle, helping to ensure that requirements are delivered at theend of the project.

Attributes for each requirement can be recorded in therequirements traceability matrix

5.2 Collect Requirements:- Outputs2. Requirements traceability matrixTracing includes, but is not limited to, tracing requirements for thefollowing: Business needs, opportunities, goals, and objectives; Project

objectives; Project scope/WBS deliverables; Product design; Product development; Test strategy and test scenarios; High-level requirements to more detailed requirements.

5.2 Collect Requirements:- Outputs2. Requirements traceability matrixRequirements Traceability Matrix

Requirements DescriptionIDBusiness Needs,

Opportunities,Goals, Objectives

ProjectObjectives

AssociateID

WBSDeliverables

ProductDesign

ProductDevelopment

TestCases

Programs PortfoliosProject Name:Cost Center:

Project Description:

1.0

1.1

1.2

1.2.1

2.0

2.1

2.1.1

3.0

3.1

3.2

4.0

5.0

001

002

003

004

005

5.3 Define Scope

.1 Scope management plan

.2 Project charter

.3 Requirements documentation

.4 Organizational process assets

.1 Expert judgment

.2 Product analysis

.3 Alternatives generation

.4 Facilitated workshops

.1 Project scope statement

.2 Project documents updates

developing a detailed description of the project and product, describes theproject, service, or result boundaries by defining which of the requirements

collected will be included in and excluded from the project scope

Planning

5.3Define Scope

1. Scope management plan2. Project charter3. Requirements documentation4. Organizational process assets

Inputs

5.3DefineScope Inputs4. Organizational process assets

Policies, procedures, and templates for a project scope statement; Project files from previous projects; andLessons learned from previous phases or projects

5.3Define Scope:-Tools and Techniques:-

1. Expert judgment

2. Product analysis

3. Alternatives generation

4. Facilitated workshops

5.3Define Scope:-Tools and Techniques:-1. Expert jugementOther units within the organization; Consultants;

Stakeholders, including customers or sponsors;

Professional and technical associations; Industry groups; and

Subject matter experts.

5.3Define Scope:-Tools and Techniques:-2. Product analysisFor projects that have a product as a deliverable, as opposed to a service orresult, product analysis can be an effective tool.

Translating high-level product descriptions into tangible deliverables.

Product analysis includes techniques such as product breakdown, systems

analysis, requirements analysis, systems engineering, value engineering,

and value analysis.

value engineering

systems engineering

5.3Define Scope:-Tools and Techniques:-4. Facilitated workshops Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements. Workshops are considered a primary technique for quickly defining cross-functional requirements andreconciling stakeholder differences.

Issues can be discovered earlier and resolved more quickly than in individual sessions. Joint Application Design/development (JAD), software development industry. Focus on bringing business subjectmatter experts and the development team together to improve the software development process.

Quality Function Deployment (QFD), the manufacturing industry, helps determine critical characteristics fornew product development. QFD starts by collecting customer needs,

also known as voice of the customer (VOC) = QFDThese needs are then objectively sorted and prioritized, and goals are set for achieving them. User stories describe the stakeholder who benefits from the feature (role),what the stakeholder needs toaccomplish (goal), and the benefit to the stakeholder (motivation). User stories are widely used with agilemethods.

User stories are widely used with agile methods.

5.3 Define Scope Outputs1. Project scope statement2. Project documents updates

5.3 Define Scope Outputs1. Project scope statement The description of the project scope, major deliverables,assumptions, and constraints. Documents the entire scope, including project and productscope. It also provides a common understanding of the project scopeamong project stakeholders.

5.3 Define Scope Outputs1. Project scope statement Product scope description. Progressively elaborates the characteristics of the product,service, or result described in the project charter and requirements documentation. Acceptance criteria. A set of conditions that is required to be met before deliverables areaccepted. Deliverable. Any unique and verifiable product, result, or capability to perform a servicethat is required to be produced to complete a process, phase, or project. Deliverables alsoinclude ancillary results, such as project management reports and documentation. Thesedeliverables may be described at a summary level or in great detail. Project exclusion. Generally identifies what is excluded from the project. Explicitlystating what is out of scope for the project helps to manage stakeholders expectations.

5.3 Define Scope Outputs1. Project scope statement Constraints. A limiting factor that affects the execution of a project or process.Constraints identified with the project scope statement list and describe the specificinternal or external restrictions or limitations associated with the project scope thataffect the execution of the project, for example, a predefined budget or any imposeddates or schedule milestones that are issued by the customer or performingorganization. When a project is performed under an agreement, contractual provisionswill be constraints. Assumptions. A factor in the planning process that is considered to be true, real, orcertain, without proof or demonstration. Also describes the potential impact of thosefactors if they prove to be false.

Constraints

5.3 Define Scope Outputs1. Project scope statement

5.3 Define Scope Outputs2. Project documents updates Stakeholder register, Requirements documentation, and Requirements traceability matrix.

5.4 Create WBS

.1 Scope management plan

.2 Project scope statement

.3 Requirements documentation

.4 Enterprise environmental factors

.5 Organizational process assets

.1 Decomposition

.2 Expert judgment.1 Scope baseline.2 Project documents updates

subdividing project deliverables and project work into smaller, moremanageable components.

Planning

WBS

5.4CreateWBS

1. Scope management plan2. Project scope statement3. Requirements documentation4. Enterprise environmental factors5. Organizational process assets

Inputs

5.4Create WBS Inputs4. Enterprise environmental factors Industry-specific WBS standards, relevant to the nature of the project, For example, engineering projects may reference ISO/IEC15288 on Systems Engineering System Life CycleProcesses, to create a WBS for a new project.

5. Organizational process assets Policies, procedures, and templates for the WBS; Project files from previous projects; Lessons learned from previous projects.

5.4CreateWBS:- Tools and Techniques:-

1. Decomposition

2. Expert judgment

5.4Create WBS:-Tools and Techniques:-1. Decomposition

5.4Create WBS:-Tools and Techniques:-1. Decomposition

Sample WBS Organized by Phase

5.4Create WBS:- Tools and Techniques:-

Sample WBS with Major Deliverables

1. Decomposition

5.4Create WBS:-Tools and Techniques:-

1. Decomposition Identifying and analyzing the deliverables and related work; Structuring and organizing the WBS; Decomposing the upper WBS levels into lower-level detailed components;Developing and assigning identification codes to the WBS components; andVerifying that the degree of decomposition of the deliverables is appropriate.

5.4 Create WBS Outputs1. Scope baseline2. Project documents updates

5.4 Create WBS Outputs1. Scope baseline

Scope baselineProjectscope

statementWBS WBSdictionary

5.4 Create WBS Outputs1. Scope baseline

The project scope statement includes the description of the project scope, majordeliverables, assumptions, and constraints.

5.4 Create WBS Outputs1. Scope baseline

WBS

5.4 Create WBS Outputs1. Scope baseline

WBS dictionary

5.4 Create WBS Outputs1. Scope baseline Information in the WBS dictionary may include, but is not limited to: Code of account identifier, Description of work Assumptions and constraints Responsible organization Schedule milestones, Associated schedule activities Resources required Technical references, and Cost estimates, Agreement information Quality requirements, Acceptance criteria

5.5 Validate Scope

.1 Project management plan

.2 Requirements documentation

.3 Requirements traceabilitymatrix.4 Verified deliverables.5 Work performance data

.1 Inspection

.2 Group decision-makingtechniques

.1 Accepted deliverables

.2 Change requests

.3 Work performanceinformation.4 Project documents updates

formalizing acceptance of the completed project deliverables

Monitoring&Controlling

Validate Scope VS. Control Quality The verified deliverables obtained from the Control Quality process are reviewedwiththe customer or sponsor to ensure that they are completed satisfactorily and havereceived formal acceptance of the deliverables by the customer or sponsor.

The Validate Scope process is primarily concerned with acceptance of thedeliverables, while quality control is primarily concerned with correctness of thedeliverables and meeting the quality requirements specified for the deliverables.

Control Quality is generally performed before Validate Scope, although the twoprocesses may be performed in parallel.

5.5Validate Scope

1. Project management plan2. Requirements documentation3. Requirements traceability matrix4. Verified deliverables5. Work performance data

Inputs

5.5Validate Scope:- Tools and Techniques:-

1. Inspection

2. Group decision-making techniques

5.5Validate Scope:- Tools and Techniques:-1. Inspection Inspection includes activities such as measuring, examining, and validating todetermine whether work and deliverables meet requirements and product acceptancecriteria.

Inspections are sometimes called reviews, product reviews, audits, andwalkthroughs.

In some application areas, these different terms have unique and specific meanings.

5.5 Validate Scope Outputs1. Accepted deliverables (Formally approved)2. Change requests (defect repair)3. Work performance information4. Project documents updates

5.6 Control Scope

.

.1 Project management plan

.2 Requirements documentation

.3 Requirements traceabilitymatrix.4 Work performance data.5 Organizational process assets

.1 Work performance information

.2 Change requests

.3 Project management plan updates

.4 Project documents updates

.5 Organizational process assetsupdate

.1 Variance analysis

monitoring the status of the project and product scope and managing changesto the scope baseline

Monitoring&Controlling

Scope creep The uncontrolled expansion to product or project scope without

adjustments to time, cost, and resources The main target of control scope process, to keep the scope creep

away.

5.6Control Scope

1. Project management plan2. Requirements documentation3. Requirements traceability matrix4. Work performance data5. Organizational process assets

Inputs

5.6Control Scope:- Tools and Techniques:-

1. Variance analysis Technique for determining the cause and degree of difference between the baselineand actual performance.

Then deciding whether corrective or preventive action is required.

5.6 Control Scope Outputs1. Work performance information2. Change requests3. Project management plan updates4. Project documents updates5. Organizational process assets update

5.6 Control Scope Outputs3. Project management plan updates Scope Baseline Updates. If the approved change requests have an effect on the projectscope.

Other Baseline Updates. If the approved change requests have an effect on the projectbesides the project scope, then the corresponding cost baseline and schedule baselines arerevised and reissued to reflect the approved changes.

5.6 Control Scope Outputs4. Project documents updates Requirements documentation, Requirements traceability matrix.

5.6 Control Scope Outputs5. Organizational process assets update Causes of variances, Corrective action chosen and the reasons, and Other types of lessons learned from project scope control