1. Chapter 5 Project Scope Management
In this chapter we will cover the following topics:
Project Scope Management
Project Scope Statement
Collect Requirements
Perform Requirement Analysis
Define Scope
Create Work Breakdown Structure (WBS)
Advantages of WBS
Verify Scope
Control Scope
Please click next to begin the chapter.
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This is a good illustration of scope management related to software development. If scope is not defined and documented properly, the results can be disastrous, and the final product may not meet client’s requirements. Poor scope management can also mean over budget and missed deadlines for the project.
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Who manages the Scope ?
According to 2004 Gartner Survey results, the top
3 risks threatening the success of e-projects are:
Unstable, constantly changing requirements (66%)
Poor requirement specification (55%)
Client behavior such as approval delays, requirement changes and poor communication (42%)
Project Manager is responsible for managing Scope. In a survey, conducted by Gartner Group in 2004 the top 3 risks threatening the success of projects are related to Scope. Unstable, constantly changing requirements, due to poorly defined scope at the beginning of the project, can affect project success. Poor specifications can also results in scope changes. If you put out a product that is not according to the specifications, it will come back for further development leading to increased costs for the project. This can add additional costs to the project. Lastly, client behavior and communication problems also result into project scope to change and the success of the project.
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4. Project Scope Management
Includes all work required to complete project successfully
Defines and controls what is and is not included in the project
Prevents gold plating
customer should be given what they asked for and no more
The following tasks are outcomes of this process:
Approved detailed project scope statement
WBS/WBS dictionary which forms the scope baseline of the project
Project Scope Management includes the following processes:
Collect Requirements
Define Scope: Product / Project
Create WBS
Verify Scope
Control Scope
What is Scope Management? This includes all the work that is required to complete the project successfully. Project scope statement defines all the work that will be performed, and when all of the work and tasks are completed the project is finished. It is important to mention what is out of scope to clearly communicate to the client what will not be done in the project. It is better to explicitly mention what is out of scope in the scope statement or Statement of Work (SOW).
What is gold plating? By definition it is an extra feature or service that your provide your client without their asking at no charge. The intention may be good on the providers part to satisfy the client. However, it can come back as either additional work or there could be support related issues associated with the extra feature which will add up to the overall cost of the product life cycle. According to PMI, gold plating should be avoided at all costs. It is best to deliver what the client asked for – no less and no more.
The outcome of this process is an approved detailed project scope statement. It should detail what is in scope and what is out of scope and can be referenced during the project as a guideline.
WBS dictionary is an output of this process. WBS is the work breakdown structure and the dictionary lists all the definition of tasks/terms in the project. These are the scope baseline of the project and they feed into the scope statement.
In the Project Scope Management the processes include:
- Collecting requirements is by a dialogue where the client sends you requirements and business analysts are involved in clarifying the requirements that are unambiguous. This happens during planning process group.
- Defining Scope for the product or project. This happens during Planning process group of the project.
Once you have the scope, you create work breakdown structure (WBS). WBS is a decomposing of work to smaller tasks. This happens during the Planning Process Group.
Verify scope is getting a signoff from the client for end product. Please refer to page 145 or Rita Mulcahy’s book for an illustration. This happens during monitoring and controlling.
Control scope happens during monitoring and controlling.
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5. Project Scope Statement
What needs to be done to accomplish the requirements
Information from Sponsor about risk, budgets and schedule
Input for planning process group
High level WBS, Cost estimates and scheduling milestones
Measurement of success and acceptance criteria
Need to be revised or refined to reflect approved changes
Helps understanding of project scope among all stakeholders
Provides documented basis for making future project decisions
Scope Management Plan
Document that describes how project scope will be managed and how scope changes will be integrated into the project
In the Scope statement, you state what will be part of the project and what is excluded from it. To complete the Scope Statement, information is needed from sponsors about the budget, risks and time schedule. These are your constraints. It is best to understand the constraints before starting the project. The Scope Statement is an input to the planning process.
At this stage, the Work Breakdown Structure or WBS is at a high level. Decomposing it further will happen in the later stage.
Part of the Scope Statement is a measurement of success and acceptance criteria. What is considered a failed product? What is considered an accepted product? You have to agree with the client on the measurement scale for your product or project. If you know the expectations then it is easier to meet them.
Scope has to be constantly reviewed in any project. Therefore, scope statement is most often reviewed and changed.
The output of this process is the Scope Management Plan which become part of the Project Plan Document.
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5.1 Collect Requirements
Collect requirements is the –
Process of defining and documenting stakeholders needs to meet the project objectives
Defining and managing customer expectations
Foundation of WBS, Cost, Schedule and quality planning
May consist of project and product requirements
Project requirements include business /project management/delivery requirements
Product requirements include technical/security, performance requirements
As we discussed in an earlier slide, collect requirements is the process of defining and documenting the client’s or stakeholders needs to meet the project objectives. Collect requirement is the foundation for WBS. WBS cannot be created without proper requirements or knowledge of activity that you are supposed to do. From WBS, estimated schedule and budget is generated.
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7. Perform Requirement Analysis
This chart illustrates Perform Requirement Analysis relating to Stakeholders, people behavior, and user experiences and highlights the overlapping of various analysis.
At the beginning of the project, the project manager must check the stakeholder register and see who are the stakeholders and what are their requirements. Project Manager has to asses if the stakeholders are supportive of the initiative or if any are against the project. Project manager then determines the communication plan with the stakeholders. Each stakeholder might have a different requirement or mode of communication. The communication plan should detail the method of communication with the stakeholders and the frequency of the interaction. At the end of this activity, there will be a definitive set of requirements and an output will be a requirement management plan. Now that the Project Manager has the requirements, they would have to be maintained. Requirement management plan details how the requirements will be managed throughout the project.
Requirement Traceability matrix is a tool that is utilized to track people role and responsibilities assigned to them.
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8. 5.1.1 Collect Requirements Inputs and Outputs
Class Group Activity – 30 Minutes
Divide Class into 3 groups (3 to 4 students in each group)
Discuss and brainstorm the inputs/outputs
Present your inputs/outputs to the rest of the teams
Check and compare your inputs/outputs with PMBOK® Guide 4th edition
No Script. Class Activity.
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5.2 Define Scope
Define Scope is the–
Process of developing a detailed description of project/product
Product Scope: Features and function that characterize a product or service
Project Scope: Work that may be done to deliver a product with the specified feature and functions
Results in preparation of a detailed Project Scope Statement, critical to project success
Project Scope Statement is based on deliverables, assumptions, constraints documented during project initiation
Developed during the planning process
Analyze existing assumptions, constraints
Once the requirements are defined, we start to add more details to them in the Define scope process where we take the requirements and determine what is in scope or not in scope.
By definition, define scope is a process of developing a detailed description of the project or a product that is being developed. In define scope a written project statement is developed that consists of the Product and Project Scope. The result is a Project Scope Statement depicting the details of the project. The Scope statement lists the product or service that will be delivered at the end of the project.
During project initiation, it is very important to include all the details on deliverables, assumptions, and constraints to ensure that the understanding of all the stakeholders is captured. You can have a multi-phased approach where a preliminary scope statement is prepared initially during initiation phase. This also helps in getting sign-offs from the client at an early stage. After gathering all the information, a final scope statement can be developed during the planning process. A multi-phased approach is usually considered in larger and complex projects.
PMBOK now has another box specifying Tools and Techniques. The tools used in developing Scope Statement include Expert judgment from SMEs (Subject Matter Experts), Product analysis, Identifying alternatives, and workshops (Project manager might want to hold workshops with the end users).
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10. 5.2.1 Define Scope Inputs and Outputs
Class Group Activity – 15 Minutes
Divide Class into 3 groups (3 to 4 students in each group)
Discuss and brainstorm the inputs/outputs
Present your inputs/outputs to the rest of the teams
Check and compare your inputs/outputs with PMBOK® Guide 4th edition
No Script. Class activity.
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5.3 Create WBS
Create WBS is –
Process of subdividing project deliverables and project work into smaller/more manageable components
Decomposition of work to be executed by project team
Each descending level of WBS represents an increasingly detailed definition of project work
WBS organizes and defines total scope of project and represents work specified in the approved Project Scope Statement
Work Packages are the lowest level WBS components
Work Package can be scheduled, cost estimated, monitored and controlled
Work in a WBS refers to work products or deliverables which is a result of the efforts
Now that we have collected the project requirements and defined scope, the Project Manager or the team decomposes the work into smaller and smaller work packages that are detailed and defined. This process is called create WBS or Work Breakdown Structure.
WBS is created for the purpose of better estimating of time and cost for the project. Estimate of Time and cost at the work package level and then it is rolled up for the entire project to get the overall project timeframe and cost. Developing WBS also helps in the management and controlling of the project as it is easier to track down the activity at the work packages level.
How far do you decompose? The idea is to breakdown the project to smaller components that are easy to tack. The lowest level is the work package level.
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12. 5.3.1 Create WBS Inputs and Outputs
Class Group Activity – 15 Minutes
Divide Class into 3 groups (3 to 4 students in each group)
Discuss and brainstorm the inputs/outputs
Present your inputs/outputs to the rest of the teams
Check and compare your inputs/outputs with PMBOK® Guide 4th edition
No Script. Class Activity.
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13. This illustration is an example of a Work breakdown structure
This illustration is an example of a Work breakdown structure. As you will notice, the activities list is generated in the WBS which will then be used to set milestones.
Source:
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14. This illustration details the Work Breakdown Structure levels 1, 2 and 3 for an aircraft manufacturing unit.
Source:
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Advantages Of WBS
Provides project team with an understanding of all tasks associated with the overall project plan
Facilitates communications and co-operation between and among project team and stakeholders
Indicates the impact of their work on the project as a whole and helps prevents changes
Provides basis for estimating staff, cost, time…
Justifies need for staff, cost, time..
Helps team members to see the roles
Work breakdown structure is an important document. It list the in-scope and out of scope activities and tasks.
Work breakdown Structure helps with the communications and co-operation between project team members and the stakeholders.
When the project is decomposed into the lowest level, it is easy to estimate costs and time it will take to complete tasks.
WBS is also beneficial in justifying the need to acquire resources including staff.
WBS helps project team with a clear understanding of all tasks and their role and responsibilities associated with them.
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Group Exercise
Exercise Duration - 30 Minutes
Divide Class into 3 groups (3 to 4 students in each group)
Select a project and break it into various tasks as discussed with your instructor
No Script. Class Activity.
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5.4 Verify Scope
Verify Scope is the –
Process of formalizing acceptance of completed project deliverables
Reviews deliverables with customer or sponsor to ensure satisfactory completion
Scope verification is acceptance of the deliverables while Quality control on the other hand is concerned with correctness of deliverables and meeting quality requirements specified for the deliverables
Quality control is generally performed before scope verification; can also be performed in parallel
Main outputs are Accepted deliverables
The goal for Verify Scope is to gain formal acceptance of the project scope from the client or stakeholders at the end of each milestone or at the end of the project. It is the process of formalizing acceptance of completed project deliverables. The output of Verify scope is accepted deliverables. Review of deliverables with the client or sponsor is conducted to ensure that all the expectation are met. Quality control on the other hand is concerned with meeting quality specifications for the deliverables, and it is usually performed before scope verification or in parallel with Verify scope.
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18. 5.4.1 Verify Scope Inputs and Outputs
Class Group Activity – 15 Minutes
Divide Class into 3 groups (3 to 4 students in each group)
Discuss and brainstorm the inputs/outputs
Present your inputs/outputs to the rest of the teams
Check and compare your inputs/outputs with PMBOK® Guide 4th edition
No Script. Class Activity
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5.5 Control Scope
Control Scope is the –
Process of monitoring status of project/product scope
Manages changes to the scope baseline
Ensures that all requested changes, recommended corrective or preventive actions are processed through Perform Integrated Change Control process
Manages actual changes when they occur
Uncontrolled changes are often referred to as project scope creep
Change is inevitable; mandates some type of change control process
Main output is Work Performance Measurements
Control Scope happens during the Monitoring and Controlling process group. It is the process of managing scope change and change requests. Project manager ensures that the scope is not getting too far from the baseline.
Any uncontrolled changes in the project including cost or schedule changes are referred to as Scope Creep.
As with any project, there are changes. Control scope mandates that there is some type of change control process.
The main output of Control Scope process is Work Performance Measurements.
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20. 5.5.1 Control Scope Inputs and Outputs
Class Group Activity – 15 Minutes
Divide Class into 3 groups (3 to 4 students in each group)
Discuss and brainstorm the inputs/outputs
Present your inputs/outputs to the rest of the teams
Check and compare your inputs/outputs with PMBOK® Guide 4th edition
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21. Common Problems: Project Management
Manager task not effectively implemented
Work breakdown structure too generic to be meaningful
Gantt chart ignored
Poor effort estimates
Team effort doesn’t buy into plan
Some of the common problems in Project Management arise because manager tasks are not implemented effectively. Another issue can be due to the work breakdown structure being to generic and not defined well to have any meaning. Scheduling problems may not get detected if proper tool such as the Gantt chart is not utilized in project management . Other common problems in Project Management are poor effort estimates and lack of team buy-in the project, which can cause motivational issues and therefore delays of quality issues.
This completes Ch 5. Please proceed to the next chapter on Time Management.
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22. Questions