Presented by: KENT ADRIAN NG

BSMX 3-A
Collective
requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Product Scope
Project Scope
 PROJECT SCOPE MANAGEMENT

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.
Collect Requirements is the process of defining and
documenting stakeholders’ needs to meet the project
objectives. The project’s success is directly
influenced by the care taken in capturing and
managing project and product requirements.
Requirements include the quantified and
documented needs and expectations of the sponsor,
customer, and other stakeholders. These
requirements need to be elicited, analyzed, and
recorded in enough detail to be measured once
project execution begins.
Many organizations categorize requirements into project
requirements and product requirements. Project
requirements can include business requirements, project
management requirements, delivery requirements, etc.
Product requirements can include information on technical
requirements, security requirements, performance
requirements etc.

1. Interviews
1. Project charter 1. Requirements
2. Focus Groups
2. Stakeholder register documentation
3. Facilitated workshops
2. Requirements
4. Group creativity
management plan
techniques
3. Requirements
5. Group Decision making
traceability matrix
techniques
6. Questionaires and
Survey
7. Observations
8. Prototype
COLLECT REQUIREMENTS:
INPUTS

1. Project Charter Stakeholder Register

The project charter is The stakeholder register

used to provide the is used to identify
high-level project stakeholders that can
requirements and high- provide information on
level product detailed project and
description of the product requirements.
project so that detailed
product requirements
can be developed.
 TOOLS AND REQUIREMENTS

1. Interviews 2. Focus Groups

3. Facilitated
Focus groups bring
An interview is a formal Workshops
together prequalified
or informal approach to
stakeholders and Requirements
discover information
subject matter experts workshops are focused
from stakeholders by
to learn about their sessions that bring key
talking to them directly.
expectations and cross-functional
It is typically performed
attitudes about a stakeholders together
by asking prepared and
proposed product, to define product
spontaneous questions
service, or result. A requirements.
and recording the
trained moderator Workshops are
responses. Interviews
guides the group considered a primary
are often conducted
through an interactive technique for quickly
“one-on-one,” but may
discussion, designed to defining cross-
involve multiple
be more conversational functional requirements
interviewers and/ or
than a one�on-one and reconciling
multiple interviewees
interview stakeholder differences
 4. Group Creativity Technique
Several group activities can be organized to identify project and product
requirements. Some of the group creativity techniques that can be used are:

The DelphiTechnique.
• nominal group A selected group of
Brainstorming. A technique. This experts answers
technique used to technique enhances questionnaires and
generate and collect brainstorming with a provides feedback
multiple ideas voting process used regarding the responses
related to project to rank the most from each round of
and product useful ideas for requirements gathering.
requirements. further The responses are only
brainstorming or for available to the
prioritization. facilitator to maintain
anonymity.

• Idea/mind mapping.
• Aff init y dia gra m. Thi s
Ideas created through
tec hni que allo ws larg e
individual
num ber s of ide as to be
brainstorming are
sor ted into gro ups for
consolidated into a
rev iew and ana lysi s
single map to reflect
commonality and
differences in
understanding, and
generate new ideas.
 5.GROUP DECISION MAKING
TECHNIQUES
Group decision making is an assessment process of multiple alternatives with an expected outcome in the form of future
actions resolution. These techniques can be used to generate, classify, and prioritize product requirements.

• Unanimity. Everyone agrees • Majority. Support from Plurality. The largest block Dictatorship. One individual
on a single course of action. more than 50% of the in a group decides even if a makes the decision for the
members of the group. majority is not achieved. group. Almost any of the
decision methods described
Questionnaires Observations Prototyping
and Surveys Observations provide a direct way of Prototyping is a
Questionnaires and viewing individuals in their environment method of obtaining
surveys are written and how they perform their jobs or tasks early feedback on
sets of questions and carry out processes. requirements by
designed to quickly
accumulate providing a working
information from a model of the expected
wide number of product before
respondents. e actually building it.
Since prototypes are
tangible, it allows
stakeholders to
experiment with a
model of their final
product rather than
only discussing
abstract
representations of
their requirements.
 COLLECT REQUIREMENTS:
OUTPUTS
1. Requirements Documentation
Requirements documentation describes how individual requirements meet the business need for the project.
Requirements may start out at a high level and become progressively more detailed as more is known

Business need or opportunity to be seized, Quality requirements;

describing the limitations of the current situation
and why the project has been undertaken; Acceptance criteria;

Business and project objectives for traceability; Business rules stating the guiding principles of the
organization;
Functional requirements, describing business
processes, information, and interaction with the Impacts to other organizational areas, such as the
product, as appropriate which can be documented call center, sales force, technology groups;
textually in a requirements list, in models, or both;
Impacts to other entities inside or outside the
Non-functional requirements, such as level of performing organization;
service, performance, safety, security, compliance,
supportability, retention/purge, etc.; Support and training requirements; and
Quality requirements;
Requirements assumptions and constraints
 2. Requirements
Management Plan
The requirements management plan documents how
requirements will be analyzed, documented, and managed
throughout the project

Components of the requirements

management plan can include, but
are not limited to:

How requirements activities will be planned, tracked, and reported

Configuration management activities such as how changes to the product, service, or
result requirements will be initiated, how impacts will be analyzed, how they will be traced,
tracked, and reported, as well as the authorization levels required to approve these
changes;
Requirements prioritization process;
Product metrics that will be used and the rationale for using them; and
Traceability structure, that is, which requirements attributes will be captured on the
traceability matrix and to which other project documents requirements will be traced.
 3. Requirements Traceability Matrix
The requirements traceability matrix is a table that links requirements to their origin and traces them
throughout the project life cycle. The implementation of a requirements traceability matrix helps
ensure that each requirement adds business value by linking it to the business and project objectives.

This process includes, but is not limited to tracing:

Requirements to business needs, opportunities, goals, and objectives;

Requirements to project objectives;
Requirements to project scope/WBS deliverables;
Requirements to product design;
Requirements to product development;
Requirements to test strategy and test scenarios; and
High-level requirements to more detailed requirements.
 DEFINE SCOPE
Define Scope is the process of developing a detailed description of the project and
product. The preparation of a detailed project scope statement is critical to project
success and builds upon the major deliverables, assumptions, and constraints that
are documented during project initiation

Tools and
Input Technique Outputs
1. Project Charter 1. Expert judgement 1. Project Scope
2. Requirements 2. Product analysis Statement
documentation 3. Alternatives identification 2. Project
3. Organizational 4. Facilatated workshops documentation
process updates
Define Scope : Inputs

Project Charter
The project charter provides the high-level
project description and product
characteristics. It also contains project
approval requirements.

Organizational Process
Assets Examples of organizational process assets that
can influence the Define Scope process include,
but are not limited to:
Policies, procedures, and templates for a
project scope statement,
Project files from previous projects, and
Lessons learned from previous phases or
projects.
 1. Expert judgment

Expert judgment is often used to analyze the information needed to develop the
project scope statement. Such judgment and expertise is applied to any technical
details. Such expertise is provided by any group or individual with specialized
knowledge or training, and is available from many sources, including:

Other units within the organization,

• Consultants,
• Stakeholders, including customers or
sponsors,
• Professional and technical associations, •
Industry groups, and
• Subject matter experts.

2 Product Analysis
For projects that have a product as a deliverable, as opposed to a service
or result, product analysis can be an effective tool. Each application area
DEFINE SCOPE: has one or more generally accepted methods for translating high-level
product descriptions into tangible deliverables. Product analysis includes
TOOLS AND techniques such as product breakdown, systems analysis, requirements
analysis, systems engineering, value engineering, and value analysis.

TECHNIQUES
.3 Alternatives Identification

Identifying alternatives is a technique

used to generate different approaches
to execute and perform the work of
the project. A variety of general
management techniques can be used
such as brainstorming, lateral thinking,
pair wise comparisons, etc.
 DEFINE SCOPE: OUTPUT
1. Project Scope Statement The project scope statement describes, in detail, the
project’s deliverables and the work required to create those deliverables. The project
scope statement also provides a common understanding of the project scope among
project stakeholders.

Product scope description. Progressively elaborates the

characteristics of the product, service, or result described
in the project charter and requirements documentation.
Product acceptance criteria. Defines the process and
criteria for accepting completed products, services, or
results.
Project deliverables. Deliverables include both the outputs
that comprise the product or service of the project, as
well as ancillary results, such as project management
reports and documentation.
Project exclusions. Generally identifies what is excluded
as from the project. Explicitly stating what is out of scope
for the project helps to manage stakeholders’
expectations.
Project constraints. Lists and describes the specific
project constraints associated with the project scope that
limits the team’s options, for example, a predefined
budget or any imposed dates or schedule milestones that
are issued by the customer or performing organization.
Project assumptions. Lists and describes the
specific project assumptions associated with the
project scope and the potential impact of those
assumptions if they prove to be false. Project
teams frequently identify, document, and
validate assumptions as part of their planning
process. Information on assumptions may be
listed in the project scope statement or in a
separate log.

2 Project Document Updates Project documents

that may be updated include, but are not limited
to:
Stakeholder register,
Requirements documentation, and
Requirements traceability matrix
 CREATE WBS
Create WBS is the process of subdividing project deliverables
and project work into smaller, more manageable components.
The work breakdown structure (WBS) is a deliverable-oriented
hierarchical decomposition of the work to be executed by the
project team to accomplish the project objectives and create
the required deliverables, with each descending level of the
WBS representing an increasingly detailed definition of the
project work. The planned work is contained within the lowest
level WBS components, which are called work packages. A work
package can be scheduled, cost estimated, monitored, and
controlled.
 Back to Agenda Page

Input
Project scope statement
Requirements documentation
Organizational process assets

Tools and Technique Goals

Decomposition WBS
WBS Dictionary
Scope baseline
Project documentation
updates
Decomposition of the upper level WBS components Flowchart
requires subdividing the work for each of the
deliverables or subprojects into its fundamental
components, where the WBS components represent
verifiable products, services, or results. The WBS can be
structured as an outline, an organizational
chart, a fishbone diagram, or other method. Verifying the
correctness of the decomposition requires
determining that the lower-level WBS components are
those that are necessary and sufficient for
completion of the corresponding higher level deliverables.

Decomposition may not be possible for a deliverable or

subproject that will be accomplished far
into the future. The project management team usually waits
until the deliverable or subproject is
clarified so the details of the WBS can be developed. This
technique is sometimes referred to as rolling
wave planning.
 Create WBS Output

WBS WBS Dictionary Scope Baseline

The WBS is a deliverable-oriented

The WBS dictionary is a document The scope baseline is a component of the
hierarchical decomposition of the work
generated by the Create WBS process that project management plan. Components of
to be executed by the
supports the WBS. the scope
project team, to accomplish the project
The WBS dictionary provides more detailed baseline include:
objectives and create the required
descriptions of the components in the WBS, • Project scope statement. The project
deliverables, with each
including work scope statement includes the product
descending level of the WBS
packages and control accounts. scope description,
representing an increasingly detailed
and the project deliverables, and defines the
definition of the project work. The
Code of account identifier product user acceptance criteria.
WBS is finalized by establishing control
Description of work • WBS. The WBS defines each deliverable
accounts for the work packages and a
Responsible organization, and the decomposition of the deliverables
unique identifier from a
List of schedule milestones, into
code of accounts.
Associated schedule activities, work packages.
Cost estimates, • WBS dictionary. The WBS dictionary has a
Quality requirements, detailed description of work and technical
documentation for each WBS element.
 Verify Scope
Verify Scope is the process of formalizing acceptance of the completed project deliverables. Verifying scope
includes reviewing deliverables with the customer or sponsor to ensure that they are completed satisfactorily and
obtaining formal acceptance of deliverables by the customer or sponsor. Scope verification differs from quality
control in that scope verification is primarily concerned with acceptance of the deliverables, while quality control
is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for
the deliverables.

Inputs Tools and Inspection Outputs

Project management plan Inspection Accepted deliverables

Requirement documentation Change request
Requirement traceability matrix Project documentation updates
Validated deliverables
Verify scope: Inputs
1. Project Management Plan
• Project scope statement. The project scope statement includes the
product scope description,
includes the project deliverables, and defines the product user
acceptance criteria.
• WBS. The WBS defines each deliverable and the decomposition of the
deliverables into
work packages.
• WBS dictionary. The WBS dictionary has a detailed description of work
and technical
documentation for each WBS element.

2. Requirements Documentation
The requirements documentation lists all the project,
product, technical, and other types of
requirements that must be present for the project and
product, along with their acceptance criteria.

3. Requirements Traceability
Matrix
The requirements traceability matrix links requirements to
their origin and tracks them throughout
the project life cycle,

4. Validated Deliverables
Validated deliverables have been completed and checked
for correctness by the Perform Quality
Control process.

Verify Scope: Tools and Techniques

1. Inspection
Inspection includes activities such as measuring, examining, and
verifying to determine whether
work and deliverables meet requirements and product acceptance
criteria. Inspections are sometimes
called reviews, product reviews, audits, and walkthroughs.
Verify Scope: Outputs

1. Accepted 2. Change 3. Project Document

Deliverables Requests Updates

Deliverables that meet the Those completed Project documents that

acceptance criteria are formally deliverables that have not may be updated as a result
signed off and approved by the been formally accepted are of the Verify Scope process
customer or sponsor. Formal documented, along with include any
documentation received from the reasons for non- documents that define the
the customer or sponsor acceptance. Those product or report status on
acknowledging deliverables may require a product completion.
formal stakeholder acceptance change request for defect
of the project’s deliverables is repair.
forwarded to the Close Project
or
Phase process
 CONTROL SCOPE
Control Scope is the process of monitoring the status of the project and product scope and managing changes
to the scope baseline. Controlling the project scope ensures all requested changes and recommended corrective
or preventive actions are processed through the Perform Integrated Change Control process

Input tools and techniques Output

1. Project management plan 1. Variance analysis 1. Work performance
2. Work performance measurements
information 2. Organizational process assets
3. Requirements updates
documentation 3. Change request
4. Requirements traceability 4.Project management plan
matrix updates
5. Organizational process assets 5. Project document updates
 CONTROL
SCOPE: INPUTS
1 Project Management Plan
• Scope baseline. The scope baseline is compared to actual results to determine if a change,
corrective action, or preventive action is necessary.

• Scope management plan. The scope management plan describes how the project scope will
be managed and controlled.

• Change management plan. The change management plan defines the process for managing
change on the project.

• Configuration management plan. The configuration management plan defines those items
that are configurable, those items that require formal change control, and the process for
controlling changes to such items.

• Requirements management plan. The requirements management plan can includes how
requirements activities will be planned, tracked, and reported and how changes to the product,
service, or result requirements will be initiated. It also describes how impacts will be analyzed
and the authorization levels required to approve these changes;
CONTROL
SCOPE: INPUTS

Organizational Process
2. Work Performance 3 Requirements Define this section Requirements Traceability
Assets
Information Documentation section. Matrix

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• Existing formal and
informal scope control-
related policies,
procedures, and
guidelines,
• Monitoring and
reporting methods to be
used.
CONTROL SCOPE: TOOLS &
TECHNIQUES

1 Variance Analysis

Project performance measurements are used to assess

the magnitude of variation from the original
scope baseline. Important aspects of project scope
control include determining the cause and degree of
variance relative to the scope baseline
 Control Scope: Outputs
1. Work Performance 3. Change Requests 5. Project Document
Measurements
Updates
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Project documents that may be updated
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include, but are not limited to:
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• Requirements documentation, and
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• Requirements traceability matrix.
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preventive or corrective
actions or defect repairs.

2. Organizational Process 4. Project Management

Assets Updates Plan Updates
• Scope Baseline Updates. If the
Organizational process assets that may be
approved change requests have an effect
updated include, but are not limited to:
upon the project
• Causes of variances,
scope, then the scope statement, the WBS,
• Corrective action chosen and the
and the WBS dictionary are revised and
reasons, and
reissued to
• Other types of lessons learned from
reflect the approved changes.
project scope control.
• Other Baseline Updates. If the
approved change requests have an effect
on the project scope,
then the corresponding cost baseline and
schedule baselines are revised and reissued
to reflect
the approved changes.