Project Scope

Management
Learning vUnderstand the different

Objectives: processes/s involved in the project

scope management; and

v Know the concepts and basics of the

project scope management.
Project Scope
Management
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 1. Plan Scope Management
Scope 2. Collect Requirements
3. Define Scope
Management 4. Create WBS
processes 5. Validate Scope
are: 6. Control Scope
KEY CONCEPTS FOR
PROJECT SCOPE
MANAGEMENT
In the project context, the term “scope”
can refer to:
Product scope - The features and functions that
characterize a product, service, or result.

Project scope - The work performed to deliver a

product, service, or result with the specified features
and functions. The term “project scope” is
sometimes viewed as including product scope.
Completion of the project scope is measured
against the project management plan, while
completion of the product scope is measured
against the product requirements.

The term “requirement” is defined as a

condition or capability that is required to be
present in a product, service, or result to satisfy
an agreement or other formally imposed
specification.
Validate Scope is the process of formalizing
acceptance of the completed project deliverables. The
verified deliverables obtained from the Control Quality
process are an input to the Validate Scope process.
One of the outputs of Validate Scope is accepted
deliverables that are formally signed off and approved
by the authorized stakeholder.

Therefore, the stakeholder needs to get involved early

on during planning and to provide inputs about quality
of deliverables so that Control Quality can assess the
performance and recommend necessary changes.
TRENDS AND
EMERGING
PRACTICES IN
PROJECT SCOPE
MANAGEMENT
Trends and emerging practices for
Project Scope Management include but
are not limited to a focus on
collaborating with business analysis
professionals to:
 TRENDS AND EMERGING
PRACTICES
• Determine problems and identify business
needs;
• Identify and recommend viable solutions for
meeting those needs;
• Elicit, document, and manage stakeholder
requirements in order to meet business and
project objectives; and
•Facilitate the successful implementation of the
product, service, or end result of the program or
project.
The process ends with the requirements closure,
which transitions the product, service, or result to
the recipient in order to measure, monitor, realize,
and sustain benefits over time. The role with
responsibility to conduct business analysis should
be assigned to resources with sufficient business
analysis skills and expertise.

The project manager is responsible for ensuring

that requirements-related work is accounted for in
the project management plan and that
requirements-related activities are performed on
time and within budget and deliver value.
 TAILORING
CONSIDERATIONS
Because each project is unique, the
project manager will need to tailor the
way Project Scope Management
processes are applied. Considerations
for tailoring include but are not limited
to:
•Knowledge and requirements management. Does the organization
have formal or informal knowledge and requirements
management systems? What guidelines should the project
manager establish for requirements to be reused in the future?
•Validation and control. Does the organization have existing formal
or informal validation and control-related policies, procedures, and
guidelines?
• D e v e l op me nt a p p r o a c h . D o e s t h e o r g a n i z a t i o n u s e a g i l e
approaches in managing projects? Is the development approach
iterative or incremental? Is a predictive approach used? Will a
hybrid approach be productive?
•Stability of requirements. Are there areas of the project with
unstable requirements? Do unstable requirements necessitate the
use of lean, agile, or other adaptive techniques until they are stable
and well defined?
• Does the organization have formal or informal audit and
governance policies, procedures, and guidelines?
 CONSIDERATIONS FOR AGILE/ADAPTIVE

ENVIRONMENTS

Agile methods purposefully build and review

prototypes and release versions in order to
refine the requirements. As a result, scope is
defined and redefined throughout the project.
In agile approaches, the requirements
constitute the backlog.
 PLAN SCOPE
MANAGEMENT
Plan Scope Management is the process of
creating a scope management plan that
documents how the project and product
scope will be defined, validated, and
controlled. The key benefit of this process
is that it provides guidance and direction
on how scope will be managed
throughout the project. This process is
performed once or at predefined points in
the project.
The scope management plan is a component
of the project or program management plan
that describes how the scope will be defined,
developed, monitored, controlled, and
validated. The development of the scope
management plan and the detailing of the
project scope begin with the analysis of
information contained in the project charter,
the latest approved subsidiary plans of the
project management plan, historical
information contained in the organizational
process assets, and any other relevant
enterprise environmental factors.
 COLLECT
REQUIREMENTS
Collect Requirements is the process of
determining, documenting, and managing
stakeholder needs and requirements to meet
objectives. The key benefit of this process is
that it provides the basis for defining the
product scope and project scope. This
process is performed once or at predefined
points in the project.
The project’s success is directly influenced by
active stakeholder involvement in the
discovery and decomposition of needs into
project and product requirements and by the
care taken in determining, documenting, and
managing the requirements of the product,
service, or result of the project.
Requirements include conditions or capabilities
that are required to be present in a product,
service, or result to satisfy an agreement or
other formally imposed specification.
Requirements include the quantified and
documented needs and expectations of the
sponsor, customer, and other stakeholders.
DEFINE
SCOPE
Define Scope is the process of developing
a detailed description of the project and
product. The key benefit of this process is
that it describes the product, service, or
result boundaries and acceptance criteria.
Since all the requirements identified in Collect
Requirements may not be included in the project,
the Define Scope process selects the final project
requirements from the requirements
documentation developed during the Collect
Requirements process. It then develops a detailed
description of the project and product, service, or
result.

The preparation of a detailed project scope

statement builds upon the major deliverables,
assumptions, and constraints that are documented
during project initiation. During project planning,
the project scope is defined and described with
greater specificity as more information about the
project is known.
CREATE
WBS
Create WBS is the process of subdividing
project deliverables and project work into
smaller, more manageable components. The
key benefit of this process is that it provides
a framework of what has to be delivered.
This process is performed once or at
predefined points in the project.
The WBS is a hierarchical decomposition of the total
scope of work to be carried out by the project team
to accomplish the project objectives and create the
required deliverables. The WBS organizes and
defines the total scope of the project and represents
the work specified in the current approved project
scope statement.

The planned work is contained within the lowest

level of WBS components, which are called work
packages. A work package can be used to group
the activities where work is scheduled and
estimated, monitored, and controlled. In the context
of the WBS, work refers to work products or
deliverables that are the result of activity and not
to the activity itself.
VALIDATE
SCOPE
Validate Scope is the process of
formalizing acceptance of the completed
project deliverables. The key benefit of
this process is that it brings objectivity to
the acceptance process and increases the
probability of final product, service, or
result acceptance by validating each
deliverable. This process is performed
periodically throughout the project as
needed.
The verified deliverables obtained from the Control
Quality process are reviewed with the customer or
sponsor to ensure they are completed satisfactorily
and have received formal acceptance of the
deliverables by the customer or sponsor. In this
process, the outputs obtained as a result of the
Planning processes in the Project Scope
Management Knowledge Area, such as the
requirements documentation or the scope baseline,
as well as the work performance data obtained
from the Execution processes in other Knowledge
Areas, are the basis for performing the validation
and for final acceptance.
The Validate Scope process differs from the
Control Quality process in that the former is
primarily concerned with acceptance of the
deliverables, while the latter is primarily
concerned with correctness of the
deliverables and meeting the quality
requirements specified for the deliverables.
Control Quality is generally performed before
Validate Scope, although the two processes
may be performed in parallel.
CONTROL
SCOPE
Control Scope is the process of
monitoring the status of the project and
product scope and managing changes to
the scope baseline. The key benefit of this
process is that the scope baseline is
maintained throughout the project. This
process is performed throughout the
project.
Controlling the project scope ensures all
requested changes and recommended
corrective or preventive actions are processed
through the Perform Integrated Change Control
process. Control Scope is also used to manage
the actual changes when they occur and is
integrated with the other control processes. The
uncontrolled expansion to product or project
scope without adjustments to time, cost, and
resources is referred to as scope creep. Change
is inevitable; therefore, some type of change
control process is mandatory for every project.
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