1. Lecture 05 : Project Scope Management
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

2. Project Integration Management Project Charter : وثيقة تأسيس المشروع
Charter Contents : محتويات وثيقة تأسيس المشروع
Business Case ( Business need + cost-benefit analysis) لماذا نقوم بتنفيذ المشروع
High level requirements متطلبات المشروع الاساسية (بصورة مجملة)
Project statement of work بيان ملخص للأعمال بالمشروع
Stakeholders and their requirements اصحاب المصلحة و متطلباتهم
Summary schedule and budget مدة المشروع و ميزانيته (بصورة مجملة)
High level risks المخاطر الاساسية (من وجهة نظر الادارة العليا)
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

3. Project Integration Management Project Management Plan
Project Management Plan Contents
Processes, life cycles, tools and techniques that will be used.
Management plan for each knowledge area (Scope, time, cost, HR, quality, risk, communication, procurement, stakeholder).
Performance Measurement Baseline (Scope, time, and cost baseline).
Requirement Management Plan
Change Management Plan
Configuration Management Plan
Process Improvement Plan
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

4. Lecture 05 : Project Scope Management (1/27)
Contents
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

5. Lecture 05 : Project Scope Management (2/27)
1. Plan Scope Management (Planning)
Scope Management
5.1 Plan Scope Management
Inputs :
Project Management Plan
Project Charter
Enterprise Environmental Factors
Organizational Process Assets
Tools and Techniques :
Expert Judgment
Meetings
Outputs :
Scope Management Plan
Requirements Management Plan
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

6. Lecture 05 : Project Scope Management (3/27)
1. Plan Scope Management (Planning)
Product Scope
Requirements of product of the project (End Result)
Ex:
20 floors tower meets the attached specifications
500 beds hospital
Railway between city A and city B
Project Scope
The work the project will do to deliver the product.
Ex:
Planning (PM Plan, Safety Plan, method statements… etc.)
Technical Efforts (Drawings, Material Submittals)
Monitoring and Control (Progress, QC, Cost Control)
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

7. Lecture 05 : Project Scope Management (4/27)
1. Plan Scope Management (Planning) O
Scope Management Plan
Component of PM Plan
How scope will be defined, validated, and controlled
Scope management plan includes processes for :
Prepare scope statement
Creation and approval of WBS (work Breakdown Structure)
Obtaining acceptance of completed deliverables
Requirements Management Plan
Component of PM Plan
How requirements will be analyzed, documented, and managed O
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

8. Lecture 05 : Project Scope Management (5/27)
2. Collect Requirements (Planning)
Scope Management
5.2 Collect Requirements
Inputs :
Scope Management Plan ▪ Requirements Management Plan
Stakeholder Management Plan ▪ Project Charter
Stakeholder Register
Tools and Techniques :
Interviews ▪ Focus Groups
Facilitated Workshops ▪ Group Decision Making Techniques
Group Creativity Techniques ▪ Questionnaire and Surveys
Observations ▪ Prototypes
Benchmarking ▪ Context Diagrams
Document Analysis
Outputs :
Requirements Documentation
Requirements Traceability Matrix
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

9. Lecture 05 : Project Scope Management (6/27)
2. Collect Requirements (Planning)
Requirements
Stakeholder needs from project/product
This process provides the basis for defining and managing the project scope including product scope
Requirements can be classified as following:
Business requirements (high level needs)
Stakeholder requirements
Solution requirements / product requirements :
Functional: product features and characteristics.
Nonfunctional: reliability, security, performance, safety,…etc.
Transition requirements needed to transition from the current state to future state such as training.
Project requirements such as project duration.
Quality requirements such as global standards, UL listed, …etc.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

10. Lecture 05 : Project Scope Management (7/27)
2. Collect Requirements (Planning) TT
Interviews المقابلات الشخصية
Discover information from stakeholder by talking to them directly.
Can be formal or informal, one-to-one or one-to-many or many-to-many.
Focus Group المجموعات التخصصية
Bring prequalified stakeholders and experts to learn about their expectations. A moderator guides the group through a conversational interactive discussion. TT TT
Facilitated Workshop ورش العمل الميسرة
Stakeholders with different perspectives talk about the product. This can define cross functional requirements. Hence, issues can be discovered earlier and resolved more quickly.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

11. Lecture 05 : Project Scope Management (8/27)
2. Collect Requirements (Planning) TT
Group Creativity techniques : أساليب الإبداع الجماعي
Brain storming: العصف الذهني
Used to generate and collect multiple ideas.
It encourages people to come up with thoughts and ideas that can, at first, seem a bit crazy. Some of these ideas can be transferred into creative solutions to a problem, while others can spark even more ideas.
Nominal group Technique: الإسلوب الجماعي الإسمي
Participants are asked to write their ideas anonymously.
Then the facilitator collects the ideas and the group votes on each idea. The vote can be as simple as a show of hands in favor of a given idea
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

12. Lecture 05 : Project Scope Management (9/27)
2. Collect Requirements (Planning) TT
Group Creativity techniques : (Follow)
Delphi Technique:
RFIs are sent to experts (anonymously). Their responses are compiled, results are sent to them for further review (until consensus).
Mind Mapping: الخرائط الذهنية
Ideas created through individual brainstorming sessions are consolidated into a single map.
Affinity Diagram: مخطط الصلة
Sorting generated ideas into groups. Each group is given a title.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

13. Lecture 05 : Project Scope Management (10/27)
2. Collect Requirements (Planning) TT
Group Decision Making techniques
Unanimity : Everyone agree الإجماع
Majority : Support from more than 50% الأغلبية
Plurality : The largest group even if no majority الأكثرية
Dictatorship : One make decision for group الديكتاتورية TT
Questionnaire: Present questions to help identify requirements. TT
Observation: Watching the user of the product. TT
Prototypes: Product model (mockup) given to stakeholders for early feedback. TT
Benchmarking: Comparing processes to those of comparable organizations to identify best practices, generate ideas for improvement. TT
Context Diagrams: Show inputs to the business system, who provides the input, outputs from the business system, and who receives the output. TT
Document Analysis: Such as business plans, agreements, current process flows, issue logs, policies, procedures, law, and codes, etc.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

14. Lecture 05 : Project Scope Management (11/27)
2. Collect Requirements (Planning) O
Requirements Traceability matrix : مصفوفة تتبع الاحتياجات
Links product requirements from their origin to the deliverables.
Ensure that each requirement adds business value.
Provides a mean to track requirements throughout project life cycle.
Ensure that requirements are delivered at the end of the project.
Provides a structure for managing changes to the product scope. ID
Requirement Description
Business Needs
Project Objectives
WBS Deliverables 01 02 03 04 05
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

15. Lecture 05 : Project Scope Management (12/27)
3. Define Scope (Planning)
Scope Management
5.3 Define Scope
Inputs :
Scope Management Plan
Project Charter
Requirements Documentation
Organizational Process Assets
Tools and Techniques :
Expert Judgment
Product Analysis
Alternative Identification
Facilitated Workshop
Outputs :
Project scope Statement
Project document Updates
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

16. Lecture 05 : Project Scope Management (13/27)
3. Define Scope (Planning) TT
Product Analysis
Translating high-level product descriptions into tangible deliverables
It includes techniques such as product breakdown, system analysis, requirements analysis, system engineering, value engineering, and value analysis. TT
Alternative Identification
Develop many options as possible to identify different approaches to execute project work.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

17. Lecture 05 : Project Scope Management (14/27)
3. Define Scope (Planning)
Project Scope Statement :
Project scope statement is part of scope baseline.
(Scope baseline = Project scope statement + WBS + WBS Dictionary)
Describes in details project deliverables and required work to create them.
Determines what’s in the scope, what’s out of the scope, what people want to be in the scope but not approved to be in the scope. O
Project Scope Statement Contents :
Product scope description (Product characteristics)
Acceptance Criteria
Deliverables ( Product + Project management work)
Project exclusions (Out of scope)
Constraints: Such as imposed dates, predefined budget, and contract provisions. May be listed in project scope statement or in a separate log.
Assumptions: Ex: We will not need engineering department approval before we start the activity. They May be listed in project scope statement or in a separate log.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

18. Lecture 05 : Project Scope Management (15/27)
3. Define Scope (Planning)
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

19. Lecture 05 : Project Scope Management (16/27)
4. Create Work Breakdown Structure (Planning)
Scope Management
5.4 Create Work Breakdown Structure
Inputs :
Scope Management Plan
Project scope Statement
Requirements Documentation
Enterprise Environmental Factors
Organizational Process Assets
Tools and Techniques :
Decompositions
Expert Judgment
Outputs :
Scope Baseline
Project Documents Updates
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

20. Lecture 05 : Project Scope Management (17/27)
4. Create Work Breakdown Structure (Planning) TT
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
Decomposition may not be possible for a future deliverable. Team usually waits until the deliverable is agreed on, so the details can be developed. This technique is referred to as rolling wave planning. O
Scope Baseline:
Scope baseline is the approved version of (1) scope statement, (2) work breakdown structure (WBS), and (3) associated WBS dictionary.
It can be changed only through formal change control procedures and is used as a basis for comparison.
It is a component of the project management plan
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

21. Lecture 05 : Project Scope Management (18/27)
4. Create Work Breakdown Structure (Planning)
Work Breakdown Structure (WBS)
A top-down effort to decompose the deliverables and the into smaller pieces called work packages.
It includes product scope, project scope, and PM efforts.
WBS Creation Rules
Create with help of team
First level is created and completed before further breakdown
Deliverables that are not part of WBS will not be a part of the project
WBS Dictionary
Provide the work to be done for each work package
Project manager uses WBS dictionary to prevent scope creep
It may includes ID, responsibility, associated activities, cost estimates, quality requirements, contract information, or resources required
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

22. WBS Example Lecture 05 : Project Scope Management (19/27)
4. Create Work Breakdown Structure (Planning)
WBS Example
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

23. WBS Example Lecture 05 : Project Scope Management (20/27)
4. Create Work Breakdown Structure (Planning)
WBS Example
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

24. WBS Dictionary Lecture 05 : Project Scope Management (21/27)
4. Create Work Breakdown Structure (Planning)
WBS Dictionary
WBS
Work Description
Activities
Required Resources
Cost Estimates
Acceptance Criteria
Responsible
Manager
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

25. Lecture 05 : Project Scope Management (22/27)
4. Create Work Breakdown Structure (Planning)
Notes & Tricks:
WBS is a graphical picture of the project hierarchy
WBS does not show dependencies
Work Packages are the last level in WBS
Control account is a level in WBS that you estimate the cost at. It may be higher than work package level
It helps prevent changes
It helps people get their mind around the project
All planning process after WBS creation is related to WBS
WBS helps new team members see their roles
It forces you to think through all aspects of project
It can be reused for other projects
It’s a team-building tool
WBS facilitates communication among team and other stakeholders
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

26. Lecture 05 : Project Scope Management (23/27)
5. Validate Scope (M/C)
Scope Management
5.5 Validate Scope
Inputs :
Project Management Plan
Requirements Documentation
Requirements Traceability Matrix
Verified Deliverables
Work Performance Data
Tools and Techniques :
Inspection
Group Decision-Making Techniques
Outputs :
Accepted Deliverables
Change Requests
Work Performance Information
Project Document updates
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

27. Lecture 05 : Project Scope Management (24/27) 5. Validate Scope (M/C)
Validate scope is concerned with acceptance of deliverables by customer or sponsor to ensure that they are fully completed as per customer requirements.
Quality control is concerned with correctness of the deliverables by QC Department to ensure that they meet specified quality requirements.
Deliverables
Accepted Deliverables
Control Quality
Validate
Scope
Verified Deliverables
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

28. Lecture 05 : Project Scope Management (25/27)
5. Validate Scope (M/C) TT
Inspection:
Includes activities such as measuring and testing to determine whether deliverables meet requirements and product acceptance criteria.
Inspections are sometimes called product reviews, reviews audits, and walkthroughs. O
Accepted Deliverables:
Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor.
Formal documentation received from customer or sponsor acknowledging formal acceptance of the project’s deliverables O
Work Performance Information:
It includes information about progress, such as which deliverables have started, their progress, which deliverables have finished, or accepted.
This information is documented and communicated to stakeholders.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

29. Lecture 05 : Project Scope Management (26/27)
6. Control Scope (M/C)
Scope Management
5.6 Control Scope
Inputs :
Project Management Plan
Requirements Documentation
Requirements Traceability Matrix
Work Performance Data
Organizational Process Assets
Tools and Techniques :
Variance Analysis
Outputs :
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents updates
Organizational Process Assets Updates
PMP Lectures Prepared By: Eng. Mohamed ElSaadany

30. Lecture 05 : Project Scope Management (27/27)
6. Control Scope (M/C)
Control Scope:
Monitoring the status of project scope and product scope.
Maintain scope baseline throughout the project.
Managing changes to the scope baseline.
Ensure all requested changes, corrective/preventive actions are processed.
Uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep. TT
Variance Analysis:
Determine the cause and degree of difference between the baseline and actual performance.
Notes :
Project manager should not let others add scope or change scope without following the approved change management.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany