1. Module 5: Scope Management
Content Starter Set
Module 5: Scope Management
We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the use of their intellectual property in this curriculum.

2. Objectives – Scope Management
Content Starter Set
Objectives – Scope Management
By the end of this module, you will be able to:
Differentiate Product Scope from Project Scope
Understand the purpose and value of a Work Breakdown Structure (WBS)
Develop a WBS

3. What is Scope Planning?
Scope: “The sum of the products and services to be provided as a project.”
Scope Planning: “The process of progressively elaborating and documenting the project work…”
-PMBOKGuide
“Includes the processes required to ensure that a project plan includes all the work required and only the work required to complete the project successfully.”
Scope
Time
Quality
Cost
As we saw with the triple constraint, scope is one of the major factors in any project.
Ask a participant to read the definition of scope plannin.
Scope planning is the most important type of planning because planning for everything else, including costs, resources, risks, and so on, depends on it. It drives the other planning processes and thus the project itself. If you haven’t planned well for the scope (recognizing that there will be changes along the way), how can you accurately plan the time and costs involved? How can you manage stakeholder expectations? How can you monitor and control execution of the plan?
The project charter is where you begin defining the scope, but the key is to treat it as a process of “progressively elaborating.” We will discuss scope throughout the rest of the course.

4. 2 Levels of Scope Management
The What:
non-technical
understandable
what it is and does
features
stakeholder-oriented
Product
Scope
What is the end result the project will create?
What services/products will be provided?
Project
How will you get to the end result?
What work is required to deliver the services/products?
The How:
detailed work
particular approach
detailed specifications
project team-oriented
Activity: brainstorm examples where the scope (product or project) of a project has been poorly esitmated? Were the failures in term of Product Scope or Prjoect Scope? Why were the estimates incorrect? What were the results of the estimation failure?
In project management there are actually two different scopes:
product scope, which is what the end result of the project will create. The product scope is what customers focus on—what they are envisioning for you to create. The product scope describes the thing or service that will exist as a result of your project.
project scope, on the other hand, describes all the work to create the product scope. It includes all of the work, and only the required work, to complete the project deliverable.
The project scope and the product scope support one another. If you're attempting to address problems that exist in the stakeholders’ community, they have expectations of what your project will do. When they discuss the requirements with you, they describe the end result of the intervention. Stakeholder communities think in terms of the vision, of the goal, of the objectives. They can see into the future and experience the results before they are created. Stakeholders usually have a way of seeing the problem solved and the organization with their solution, and can feel a sense of relief and urgency to get the deliverable into production.
Don’t fall into these traps!
The role of the project manager is to get people to do their part of the job. Too often they want to wander into the other’s domain. It is important to keep the stakeholders focused on what they need (Product) and let the experts on the project team worry about how to get it done (Project).
In the end, the Project Scope requirements should map back to the objectives. If they don’t, either the Project Scope or objectives need to be reworked.

5. Statement of Work
A documented description of the project output, approach, and content.
Describes the work to be performed
Usually drafted by the project team and approved by the project sponsor
Helps build consensus among key stakeholders
Provides basis for go/no go decision
As a first step in Scope Planning, it is a good idea to create a statement of work document outlining the work to performed in the project. This will help ensure everyone is on the right track for the project.
Ask a participant to read the definition of Statement of Work on pg 6 in participant binder.
Statement of Work - A documented description of the project output, approach, and content. Confirms a common understanding of the project scope by the project sponsor, stakeholders, and project team members. Also referred to as a scope statement or project requirements document.
Often in the iNGO world, organizations do not require an official Scope Statement, but the information is provided via the logframe or the charter document (concept note, statement of interest.)

6. Work Breakdown Structure (WBS)
DEFINITION
A deliverable oriented grouping of project elements which organizes and defines the total scope of the project.
Each descending level represents an increasingly detailed definition of a project component.
Project components may be products or services
As indicated previously, the key to effective scope planning is to treat it as a process of “progressively elaborating.” One of the principle tools in this process is the Work Breakdown Structure.
In the Project Planning Phase, it is time to focus on the details by reducing the scope statement into individual pieces of work, ultimately to the level of what we call work packages.
Copyright© 1999 Project Management Institute, Inc.

7. The WBS – in other words…
A WBS just takes the project scope, puts it in some kind of outline/hierarchy, and then breaks it down into smaller packages of work (“work packages”) that can be used to estimate time, costs and resources.
(read text)
This kind of thing can seem a little intimidating at first. But, again, it’s just a tool that represents a process that the project team can go through to help ensure accurate planning and project success.

8. The WBS is the Basis For... To define:
Integration
Project Management Plan
Scope
Scope Planning
Scope Definition
Create WBS
Time
Activity Identification
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Cost
Cost Estimating
Cost Budgeting
Quality
Quality Planning
Human Resources
Human Resource Planning
Communication
Communications Planning
Risk
Risk Management Planning
Risk Identification
Qualitative /Quantitative Risk Analysis
Risk Response Planning
Procurement
Plan Purchases and Acquisitions
Plan Contracting
Furthermore, the WBS is a principle input that serves as a basis for:
The responsibility matrix
Organizational structure
Coordination of objectives
Project performance measures
The purpose of the WBS is:
To define:
The products or services of the project
Solution strategy or general approach
Implementation tactics
To support more accurate estimates of project duration and cost
To provide a basis for estimating project resources
Departmental or subcontracting services
Vendors and their products
Services
Any other identifiable resource
To show the hierarchy of work needed to complete a project

9. Graphical WBS Format Levels 1-3 are the PM’s responsibility Level 1
Program
Project
Level 2
Level 2
Level 2
Level 3
Level 3
Level 3
Level 3
Task
The WBS can take on multiple forms, and each format has its own advantages. The two most common forms for a WBS are indented and graphic. The same information can be displayed in different formats, as you can see in the following examples.
(explain example on slide)
The graphic format is good for showing the relative levels of the work and how smaller components of the project roll up into larger ones. For presentation purposes, this format also facilitates adjusting the depth of detail that is appropriate for various audiences.
Some people interpret information more easily when they view it graphically; others prefer lists. It depends on the project team and the stakeholder’s needs.
You may find that it’s best to create both: perhaps an indented format for your team so you can guide them in greater detail, and a graphic diagram to use for briefing senior management or for a contracting agency.
Again, the general rule of thumb is that no work package at the lowest level of the WBS should account for any more than 80 hours of work (or 70 hours using TNC’s standard workweek).
Level 4
Level 4
Sub task
Levels 4-6
are
Functional
responsibilities
Level 5
Work package
Level 6
Level of effort

10. Indented WBS Format PARTIAL BUILD OUT
Delta River Project
1.0 Reduce Volume of Fecal Waste
1.1 Monitoring
Base-line surveys
Houses w/latrines
Houses w/o latrines
1.1.2 Quality surveys
month samplings
Annual samplings
Site visits
1.2 Public Awareness Campaigns
1.2.1 Materials Preparations
Identify messages
Create materials
Publish materials
1.2.2 Implement Campaign Distribute Printed materials Radio announcements
classroom programs
1.3 Build Latrines
Pre-construction
Plan approval by Government
Engineering Specs
Plan approval by EPA
Ground water study
Latrine construction
Stakeholder engagement
Home owner’s approval
Site availability
Latrine maintenance education
Procurement
Labor
Materials
latrine construction
latrine maintenance
Permits
Licenses
Storage
Security
The indented format offers several advantages. It’s easier to include project details, it’s easy to load into major software tools such as MS Project, and it’s easy to edit. It lends itself to printed reports and computerized monitoring.
There is also more than one way to handle wording in the WBS: Some people prefer subject entries that identify the work output (for example, a construction project would have entries for roof, windows, etc). This deliverable-oriented approach can work for projects with mostly clear, discrete outputs.
Others prefer brief verb-object entries that specify the tasks being performed (for example, lay roof, install windows, etc). In service-oriented cases, task-oriented wording better describes the work.
Either style is acceptable. You should select the one that fits your project. The real key to success is not the format chosen but the inclusion of all the work in the WBS, regardless of how it may be described and depicted.

11. Steps for Completing a WBS
Identify the major deliverables the project will produce (no more than 20 for a project)
Break the major deliverables into increasingly detailed sub-deliverables, each of which should be manageable
The work should be divided into discrete elements that can be controlled
Creating a WBS is more of an art than a science. WBS’s are project deliverables, products or services and their detailed components. Nouns are used to describe WBS elements. Typically the project manager is responsible for the first three levels and the levels four and below are the responsiblity of the discipline team members.
1. Identify major deliverables: A work breakdown structure is developed by first identifying the major items that the project will produce.
2. Identify sub deliverables: Once the major deliverables have been identified, they need to be broken down into sub deliverables.
The objective is for these tasks or activities to be manageable. If the WBS is overly detailed, then the time and cost spent controlling and monitoring the project will be excessive.
If the WBS is not detailed enough, then the sub deliverables will be too large to be successfully controlled and monitored.
A variety of work breakdown structures exist: the most common is the six-level indented structure shown above.
Once the deliverables or work elements have been identified, a description should be prepared for each one outlining the resources required, how the task will fit in the schedule, what are the technical requirements of the work, what is the major deliverable and how will progress be monitored.
The creation of a WBS is a team activity those responsible for each work package should develop the detail of the deliverables assigned to them.

12. From LogFrame to High-Level WBS
The Project Description Statements in the LogFrame can serve as the basis for the articulation of major components of the High-Level Work Breakdown Structure.
Project Description
GOAL
To contribute to improved health, particularly of under 5s and the general health of the river ecosystem.
Objective
Improved quality of river water.
Outputs
1.1 Reduced volume of fecal waste discharged into river
1.2 Reduced volume of household refuse directly dumped into the river system
Activities
Establish/implement fecal-waste monitoring system
Prepare and deliver fecal-waste awareness campaign
Implement latrine construction initiative
Etc.
Activity – Using the partially built out project description statements from the Delta River Project, develop an illustrative Work Breakdown Structure for the project. Focus on building out the thread that passes through Implement latrine construction initiative (this is the thread that is built out in the next slide.

13. Step One (partial build out)
River Delta Wat/San Project
Reduced volume of fecal waste discharged in river
Fecal Level Monitoring System
Public awareness campaign
Latrine Construction
Initiative
Pre-Construction Activities
Obtain Ministry Plan Approval
Design engineering specifications
Conduct ground Water Study
Homeowner Preparations
Procurement
Reduced volume of household refuse directly dumped in river
Etc.
Project
Work Packages
Components
Size and number of WBS levels vary with phase and type of project, but the WBS must relate all elements to each other and to the total project.
Remember!! The WBS is a deliverable oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component (this will go into greater detail than a logframe. Project components may be products or services
Sub-Components
Tasks

14. Caution! Common Omissions
Initial Start Up Activities
Hire staff, arrange facilities, establish systems, security, etc.
Project Planning and Control
Training Development and Training Activities
Communications
Donor reports,
local community reports
meetings with stakeholders at all levels (govt., private sector, donors, etc.)
Monitoring and Evaluation
Base-line surveys, quality surveys, site visits, etc.
Project Close Out Activities
Activity – Review the LogFrame of the Delta River Project, are there any omissions that you anticipate could cause problems with your Project Planning? What are they?
Frequently important elements of a project plan are not present in the LogFrame or Project Proposal. Be sure your detailed WBS includes:

15. Adding Detail to the WBS
River Delta Water Quality Project
Reduced volume of fecal waste discharged in river
components
Reduced Volume of household refuse directly dumped in river
components.
Project Management and Administration
Initial Start Up
Project Planning and Control
Communications
Do not hesitate to add additional columns to the WBS. Important components of the work plan, like Project Management and Administration are often missing from the logframe and need to be added to the WBS to ensure that you have comprehensive and complete Project Plans, Budgets, Schedules, etc.
Size and number of WBS levels vary with phase and type of project, but
the WBS must relate all elements to each other and to the total project.

16. Additional Tips and Advice!
If you have trouble defining the elements of the project, your Scope Statement or Statement of Work may be too general
The 8-80 Rule - The lowest level element of a WBS should be achievable between 8 and 80 hours of work time
Validate your WBS –
Are all major elements identified at the top level?
Are they decomposed into measurable components?
Are lower level items necessary? All inclusive?
Would stakeholders agree the WBS is satisfactory?
Can elements be scheduled, budgeted, and assigned to a unit that will accept responsibility?
Is there too much or too little visibility and control?
Can status reports be generated at all levels?

17. Translating the WBS Into the Plan
The WBS identifies the work to be delivered
Developing the plan requires that work be quantified
Quantify by estimating expected –
Duration
Cost
Resources
Estimating is a deliberate process
Quality of the estimate leads to quality of the project
Underscore that accurate and comprehensive scope planning is the foundation upon which the rest of project planning depends.
Refer participants to the contents of the next module – Estimating.