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Construction
Management

CONSTRUCTION MANAGEMENT 1

OVERVIEW:
PROJECT SCOPE
MANAGEMENT

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What is Project Scope Management?

is the process of Defining, Validating, and Controlling the work that

needs to be done to deliver a Successful Project.
The Goal of Scope Management is to ensure that:
 All of the work required to complete the project is included in the
project plan.
 No unnecessary work is included.
To do this, Project Managers need to have:
 Clear understanding of what the project needs to achieve, as well as
what is outside of the scope of the project.
 Need to be able to effectively communicate this information to all
stakeholders.

When done correctly, Scope Management can help ensure that projects are completed
on time, within budget, and with the required level of quality.

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What is Project Scope Management?

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

Managing the project scope is primarily concerned with defining

and controlling what is and is not included in the project.
The Project Scope Management process includes the following:
1. Collect Requirements
2. Define Scope
3. Control Scope
4. Create Work Breakdown Structure

In the project context, the term scope can refer to Product Scope and or Project Scope.

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What is a Project Scope and Product Scope?

refers to all work involved in creating the

deliverables of the project and the processes
used to create them.

PRODUCT SCOPE is the feature and functions that characterize product

service or results.

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Product Scope

The product scope is all about the product itself.

It means that product scope defines:
 How will it look like?
 How will it function?
 What are the product’s features?

For Example:
If the product is a House:

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Project Scope

Project scope is all about the project and also known as scope statement.
It is the work that must be done in order to deliver a product
according to the product's scope (required functions and
features).
 Defines the requirements of product
 Work required to create the product.
 Defines what is the scope and what’s not.

For Example:

If you’re given a project to build a HOUSE

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Example: Difference between Product Scope and Project Scope

PRODUCT SCOPE
PROJECT SCOPE

Construct a house with 3

To construct a House with
bedrooms, kitchen, balcony
3 bedrooms, a kitchen, balcony
and 2 bathrooms within 4 months
and 2 bathrooms.
has an estimated budget of P1.24
Million using labor, machinery
and other resources.

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Difference between Product Scope and Project Scope

 more work-oriented (the How?)

PRODUCT SCOPE

 is more oriented toward functional

requirements (the What?)

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Collect Requirements

Determining
to Meet

Process Documenting Project

Managing Objectives
Stakeholders
Needs
Requirements include:
 is to provide the basis for  the Quantified and Documented needs and
defining and managing project expectation of the sponsor, customers and
scope. other stakeholders.
 must be Analyzed and Recorded in a clear
and detailed way to be measured.

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Collect Requirements Process:

Summary of the basic flow and interactions using this process.

TOOLS & TECHNIQUES

 Requirements
INPUTS

 Interviews

OUTPUTS
 Scope Management
Plan  Focus Groups Documentation
 Stakeholder  Facilitated  Requirements
Management Plan Workshops Traceability Matrix
 Stakeholder Register  Group Creativity
Techniques
 Group Decision
Making Techniques
 Questionnaires &
Surveys
 Observations

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Define Scope

Developing Detailed Description

It describes the project, service, or result boundaries by

defining which of the requirements collected will be
included in and excluded from the project scope.

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Define Scope Process

Summary of the basic flow and interactions using this process.

TOOLS & TECHNIQUES

 Product Scope
INPUTS

 Expert Judgement

OUTPUTS
 Project Charter
 Requirements  Product Analysis Statement
Documentation  Alternative
 Organizational Identification
Process Assets

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Define Scope Process

Project Charter:
A document issued by the project initiator or sponsor that formally authorizes
the existence of a project and provides the project manager with the authority
to apply organizational resources to project activities. - – PMBOK® Guide

Project Scope Statement:

 “The most common reason that a project fails is because of poor
scope definition.”
 “Expectations of the stakeholders especially the Client or Sponsors
are different from the expectations of the Project Team.”

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Control Scope

 Process through which all requests to change the approved baseline of a

project, program, or portfolio are captured, evaluated and then approved,
rejected or deferred.
 Systematic approach to managing all changes made to a product or system.
 The purpose is to ensure that
o No Unnecessary Changes are made,
o All changes are Documented,
o Services are not Unnecessarily Disrupted
o Resources are Used Efficiently.

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Control Scope Process

Summary of the basic flow and interactions using this process.

TOOLS & TECHNIQUES

 Work performance
INPUTS

 Variance Analysis
OUTPUTS

 Scope Baseline
 Scope Management information
Plan  Change requests
 Change Management  Scope baseline
Plan dates
 Requirements
Traceability Matrix
 Organized Process
Assets

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Control Scope Process

It ensures that only “In Scope” work is delivered, and scope creep is avoided.
Scope Creep is described as “adding features and functionality (project scope)
without addressing the effects on time, costs, and resources, or without customer
approval” (PMI, 2008, p 440). Change on projects is inevitable, so the possibility for
scope creep is also inevitable. – PMBOK® Guide

Impacts of Scope Changes

cost quality
schedule

Often, it can lead to a scope creep that causes diversions of your resources, disruptions to your budget, delays,
compromised project quality and might also compromise the completion of project milestones and goals.

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Control Scope Process

How to Prevent Scope Creep

 Gain alignment with your team and stakeholders.
 Create a detailed project plan and stick to it.
 Don't be afraid to say no to scope changes.
 Talk about how changes impact the project schedule.
 Include a process for changing the scope.

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Control Scope Process

Change Control Management

Goal of Change Control Management

 Overcome unpredictable situations.
 Minimize unwanted project outcomes.
Project Managers may use Change Control Processes to determine if
 Project is within its budget.
 Improve Team Productivity levels.
 Evaluate progress.
Importance of Change Control Process in Project Management:
 To make sure that the baselines of the project are secured.
 Only changed scope with appropriate controls, checks, agreement and
communication.
 Effective control over the project is maintained.

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Understanding Scope Change and Scope Creep

Scope Change Scope Creep

 Involves approved changes to  Requires a Reassessment of

 Project’s Duration and Project Costs due to the Project
 Financial Agreements Scope Bloating.
 Everyone is aware of the Changes  Alters the Deliverable of the
in the Project Project without approval.
 Not all parties are aware of the
Changes in Scope Creep.

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Create Work Breakdown Structure

Create WBS Subdividing Project

Process
Deliverables

Smaller Manageable
Components

Project Work

 It provides a structured vision of what has to be delivered.

 The complete project scope broken down into specific
components or work packages.

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Create Work Breakdown Structure Process

Summary of the basic flow and interactions using this process.
TOOLS & TECHNIQUES

 Work Breakdown
INPUTS

 Decomposition
OUTPUTS

 Scope Management
Plan Structure (WBS)
 Project Scope  WBS Dictionary
Statement  Scope Baseline
 Requirement
Documentation

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How to Develop WBS?

Think of the entire project

 Breakdown project into major deliverables.
 Subdivide deliverables into components.

 Breakdown the components into manageable tasks.

Project - Work Breakdown Structure

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Decomposition of Work Structure:

What is the project?

Level 1 Project
Building a Cottage

Level 2 Deliverables
3. Construction

Level 3 Activity
3.1 Building Foundation

Level 4 Task
3.1.1 Excavation works
3.1.2 Formworks
3.1.3 Rebar Works
3.1.4 Concreting works

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Characteristics of WBS:

 Represents Work as an Activity

 Hierarchical Structure
 Upper level – major deliverable work areas of the project or
life cycle phases
 Lower level – components of each major deliverables
 Work Package – lowest level of the WBS
 Each work package has an objective of tangible result.

Work Package:
1. The deliverable at the lowest level of a WBS
2. Used to define Activities and Tasks
 Described as verb-noun.
 Must be manageable.
 Doable by accountable person or group

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Formats of WBS:
1. Outline View 2. Tree Structure View

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Formats of WBS:
3. Hierarchical Structure View

4. Tabular View

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Formats of WBS:
Sample of MS Project WBS:

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Wrapped Up: Work Breakdown Structure

 WBS is a deliverable-oriented grouping of project elements that defines and

organizes the total scope of a project.
 The lowest level of the WBS is called “Work Package”.
 The next higher level is called cost account.
 All works in the WBS must be estimated, scheduled,
budgeted and controlled.

 Use Post-it when preparing the Draft WBS.

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PROJECT SCOPE
MANAGEMENT

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1. What is the difference between a Product Scope and Project Scope?

2. What is the document issued by a project initiator or sponsor that
formally authorizes the existence of a project?
3. How do you call the lowest level of WBS?
4. What are the impacts of scope changes in a project?
5. What is the difference between a scope creep and scope change?

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Group Workshop #03:

a) GROUP 1: Prepare a WBS for Hanging Bridge, for people and motorcycle
crossing, with a span of 30 meters using Tree Structure View
b) GROUP 2: Prepare a WBS for Day Care Center using Tabular View
c) GROUP 3: Prepare a WBS for a Concrete Pathway, 2.0m wide x 500m
using Outline View.
d) GROUP 4: Prepare a WBS for a Flood Control structure, 50.00m long
using Hierarchical View.

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