Chapter 5:

Project Scope
Management
Information Technology Project Management, Ninth Edition
Note: See the text itself for full citations

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Scope Management?

• Scope refers to all the work involved in creating the products

of the project and the processes used to create them
• A deliverable is a product produced as part of a project, such as
hardware or software, planning documents, or meeting minutes
• Project scope management includes the processes involved in
defining and controlling what is or is not included In a project
• Ensures that the project team and stakeholders have the same
understanding of what products the project will produce and what
processes the project team will use to produce them

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Scope Management Processes (1 of 2)

• Main processes
• Planning scope management: determining how the project’s scope
and requirements will be managed
• Collecting requirements: defining and documenting the features and
functions of the products produced during the project as well as the
processes used for creating them
• Defining scope: reviewing the project charter, requirements
documents, and organizational process assets to create a scope
statement
• Creating the WBS: subdividing the major project deliverables into
smaller, more manageable components
• Validating scope: formalizing acceptance of the project deliverables
• Controlling scope: controlling changes to project scope throughout
the life of the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Planning Scope Management (1 of 2)

• The project team uses expert judgment, data analysis, and

meetings to develop two important outputs
• Scope management plan (subsidiary part of the project management
plan)
• Requirements management plan
• Scope management plan contents
• Prepare a detailed project scope statement
• Create a WBS
• Maintain and approve the WBS
• Obtain formal acceptance of the completed project deliverables
• Control requests for changes to the project scope

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Planning Scope Management (2 of 2)

• Requirements Management Plan

• The PMBOK® Guide, Sixth Edition, describes a requirement as ““a
condition or capability that is necessary to be present in a product,
service, or result to satisfy a business need”
• The requirements management plan documents how project
requirements will be analyzed, documented, and managed
• How to plan, track, and report requirements activities
• How to perform configuration management activities
• How to prioritize requirements
• How to use product metrics
• How to trace and capture attributes of requirements

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Collecting Requirements (1 of 3)

• Several ways to collect requirements

• Interviewing stakeholders
• Holding focus groups and facilitated workshops
• Using group creativity and decision-making techniques
• Utilizing questionnaires and surveys
• Conducting observation studies
• Generating ideas by comparing specific project practices or product
characteristics (i.e., benchmarking)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Collecting Requirements (2 of 3)

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Collecting Requirements (3 of 3)

• Requirements traceability matrix (RTM): a table that lists

requirements, various attributes of each requirement, and the
status of the requirements to ensure that all requirements are
addressed

Requirement Name Category Source Status

No.
R32 Laptop Hardware Project charter and Complete. Laptops
memory corporate laptop ordered meet memory
specifications requirement.

Table 5-1 Sample entry in a requirements

traceability matrix

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Defining Scope (1 of 2)

• Important elements of a project scope statement

• Product scope description
• Product user acceptance criteria
• Detailed information on all project deliverables
• It is also helpful to document other scope-related information
• Project boundaries, constraints, and assumptions
• Supporting document references (e.g., product specifications)
• As time progresses, the scope of a project should become
more clear and specific

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Defining Scope (2 of 2)

Project Charter:
Upgrades may affect servers . . . (listed under Project Objectives)
Project Scope Statement, Version 1:
Servers: If additional servers are required to support this project, they must be compatible with existing
servers. If it is more economical to enhance existing servers, a detailed description of enhancements must be
submitted to the CIO for approval. See current server specifications provided in Attachment 6. The CEO must
approve a detailed plan describing the servers and their location at least two weeks before
installation.
Project Scope Statement, Version 2:
Servers: This project will require purchasing 10 new servers to support Web, network, database, application,
and printing functions. Virtualization will be used to maximize efficiency. Detailed descriptions of the servers
are provided in a product brochure in Attachment 8, along with a plan describing where they will be located.

Table 5-3 Further defining project scope

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Media Snapshot

• Inaccurate requirements gathering continues to be one of the

main causes of project failure
• For every dollar spent on projects and programs, 5.1 percent is
wasted due to poor requirements management
• Organizations need to develop people, processes, and culture
to improve requirements management

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (1 of 9)

• Work Breakdown Structure (WBS) is a deliverable-oriented

grouping of the work involved in a project that defines the
total scope of the project
• Foundation document that provides the basis for planning and
managing project schedules, costs, resources, and changes
• Decomposition is the main tool or technique for creating a
WBS
• Subdividing project deliverables into smaller pieces
• A work package is a task at the lowest level of the WBS
• Outputs of creating the WBS are the scope baseline and
project documents updates
• Scope baseline includes the approved project scope statement and
its associated WBS and WBS dictionary

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (2 of 9)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (3 of 9)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (4 of 9)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (5 of 9)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (6 of 9)
1.0 Software Product Release 5.0
1.1 Project Management
1.1.1 Planning
1.1.2 Meetings
1.1.3 Administration
1.2 Product Requirements
1.2.1 Software
1.2.2 User Documentation
1.2.3 Training Program Materials Table 5-4
1.3 Detail Design
1.3.1 Software
Tabular
1.3.2 User Documentation form of
1.3.2 User Documentation WBS
1.4 Construct
1.4.1 Software
1.4.2 User Documentation
1.4.3 Training Program Materials
1.5 Integration and Test
1.5.1 Software
1.5.2 User Documentation
1.5.3 Training Program Materials

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (7 of 9)

• Approaches to developing work breakdown structures

• Using guidelines: some organizations, like the U.S. Department of
Defense (DOD), provide guidelines for preparing WBSs
• Analogy approach: review WBSs of similar projects and tailor to your
project
• Top-down approach: start with the largest items of the project and
break them down
• Bottom-up approach: start with the specific tasks
• Mind mapping: uses branches radiating out from a core idea to
structure thoughts and ideas

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (8 of 9)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creating the Work Breakdown Structure (9 of 9)
Advice for Young Professionals

• It is very difficult to create a good WBS

• Attend meetings in your organization where teams work together
• Ask to see WBSs for projects that have been completed or are in
process
• Conduct your own research to find examples of different WBSs

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The WBS Dictionary (1 of 3)

• Many WBS tasks are vague

• WBS dictionary is a document that describes detailed information
about each WBS item
• Format of the WBS dictionary can vary based on project needs

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The WBS Dictionary (2 of 3)

WBS Dictionary Entry March 20

Project Title: Information Technology (IT) Upgrade Project

WBS Item Number: 2.2

WBS Item Name: Database Update

Description: The IT department maintains an online database of hardware and software on the corporate
intranet. We need to make sure that we know exactly what hardware and software employees are currently
using and if they have any unique needs before we decide what to order for the upgrade. This task will involve
reviewing information from the current database, producing reports that list each department’s employees
and location, and updating the data after performing the physical inventory and receiving inputs from
department managers. Our project sponsor will send a notice to all department managers to communicate the
importance of this project and this particular task. In addition to general hardware and software upgrades, the
project sponsors will ask the department managers to provide information for any unique requirements they
might have that could affect the upgrades. This task also includes updating the inventory data for network
hardware and software. After updating the inventory database, we will send an e-mail to each department
manager to verify the information and make changes online as needed. Department managers will be
responsible for ensuring that their people are available and cooperative during the physical inventory.
Completing this task is dependent on WBS Item Number 2.1, Physical Inventory, and must precede WBS Item
Number 3.0, Hardware and Software Acquisition.

Table 5-5 Sample WBS dictionary entry

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The WBS Dictionary (3 of 3)

• Advice for creating a WBS and WBS dictionary

• Unit of work should appear at only one place in the WBS
• Work content of a WBS item is the sum of the WBS items below it
• WBS item is the responsibility of only one individual, even though
many people may be working on it
• WBS must be consistent with the way in which work is actually going
to be performed; it should serve the project team first, and other
purposes only if practical
• Project team members should be involved in developing the WBS to
ensure consistency and buy-in
• Each WBS item must be documented in a WBS dictionary to ensure
accurate understanding of the scope of work included and not
included
• WBS must be a flexible tool to accommodate inevitable changes
while properly maintaining control of the work content in the project
according to the scope statement
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Validating Scope

• It is difficult to create a good project scope statement and

WBS for a project
• Even more difficult, especially on IT projects, to verify the project
scope and minimize scope changes
• Even when the project scope is fairly well defined, many IT
projects suffer from scope creep
• Tendency for project scope to keep getting bigger and bigger
• Scope validation involves formal acceptance of the completed
project deliverables
• Acceptance is often achieved by a customer inspection and then sign-
off on key deliverables

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Global Issues

• Many countries have had difficulties controlling the scope of

large projects
• Especially those that involve advanced technologies and many
different users
• For example, the state government of Victoria, Australia, has a website for its
public transportation smart card; there were many problems in developing and
implementing the smart card

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Controlling Scope (1 of 3)

• Scope control involves controlling changes to the project

scope
• Keeping project goals and business strategy in mind
• Goals of scope control
• Influence the factors that cause scope changes
• Ensure changes are processed according to procedures developed as
part of integrated change control
• Manage changes when they occur
• Variance is the difference between planned and actual
performance

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Controlling Scope (2 of 3)

• User involvement is making sure the voices of people are heard and
they are able to actively shape and improve the services they use and
influence local and national policy. People who use services are experts
on how they should be developed and delivered.
• Suggestions for improving user input
• Develop a good project selection process and insist that sponsors
are from the user organization
• Place users on the project team
• Conduct regular meetings with defined agendas
• Deliver something to users and sponsors on a regular basis
• Do not promise to deliver what the team cannot deliver in a
particular time frame
• Locate users with the developers

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Controlling Scope (3 of 3)

• Suggestions for reducing incomplete and changing

requirements
• Develop and follow a requirements management process
• Employ techniques such as prototyping, use case modeling, and JAD
to get more user involvement
• Put requirements in writing and keep them current
• Create a requirements management database for documenting and
controlling requirements
• Provide adequate testing and conduct it throughout the project life
cycle
• Review changes from a systems perspective
• Emphasize completion dates to help focus on what’s most important
• Allocate resources specifically for handling change requests

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Summary

• Project scope management includes the processes required

to ensure that the project addresses all the work required,
and only the work required, to complete the project
successfully
• Main processes
• Define scope management
• Collect requirements
• Define scope
• Create WBS
• Validate scope
• Control scope

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.