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.
 Project Scope Management processes a
5.1 Plan Scope Management—The process of creating a scope management plan
that documents how the project and product scope will be defined, validated, and
controlled.
5.2 Collect Requirements—The process of determining, documenting, and
managing stakeholder needs and requirements to meet project objectives.
5.3 Define Scope—The process of developing a detailed description of the project
and product.
5.4 Create WBS—The process of subdividing project deliverables and project work
into smaller, more manageable components.
5.5 Validate Scope—The process of formalizing acceptance of the completed
project deliverables.
5.6 Control Scope—The process of monitoring the status of the project and product
Project Scope Management processes
 Project Scope Management processes
 Ina predictive life cycle, the project deliverables are defined at the
beginning of the project and any changes to the scope are
progressively managed. In an adaptive or agile life cycle, the
deliverables are developed over multiple iterations where a detailed
scope is defined and approved for each iteration when it begins.
 Project Scope Management processes
 Projectswith adaptive life cycles are intended to respond to high levels
of change and require ongoing stakeholder engagement.
 Three processes (Collect Requirements, Define Scope, and Create WBS)
are repeated for each iteration. On the contrary, in a predictive
project, these processes are performed toward the beginning of the
project and updated as necessary, using the integrated change control
process.
 Project Scope Management processes
 Inan adaptive or agile life cycle, the sponsor and customer
representatives should be continuously engaged with the project to
provide feedback on deliverables as they are created and to ensure
that the product backlog reflects their current needs.
 Two processes (Validate Scope and Control Scope) are repeated for
each iteration. On the contrary, in a predictive project, Validate Scope
occurs with each deliverable or phase review and Control Scope is an
ongoing process
 Project Scope Management processes
 In predictive projects, the scope baseline for the project is the
approved version of the project scope statement, work breakdown
structure (WBS), and its associated WBS dictionary. A baseline can be
changed only through formal change control procedures and is used as
a basis for comparison while performing Validate Scope and Control
Scope processes as well as other controlling processes. Projects with
adaptive life cycles use backlogs (including product requirements and
user stories) to reflect their current needs.
 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.
 Project Scope Management processes
 In predictive projects, the scope baseline for the project is the
approved version of the project scope statement, work breakdown
structure (WBS), and its associated WBS dictionary. A baseline can be
changed only through formal change control procedures and is used as
a basis for comparison while performing Validate Scope and Control
Scope processes as well as other controlling processes. Projects with
adaptive life cycles use backlogs (including product requirements and
user stories) to reflect their current needs.
 Trends and emerging practices for
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:
1. Determine problems and identify business needs;
2. Identify and recommend viable solutions for meeting those needs;
3. Elicit, document, and manage stakeholder requirements in order to
meet business and project objectives; and
4. Facilitate the successful implementation of the product, service, or
end result of the program or project
 TAILORING CONSIDERATIONS

 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?
 Development approach. Does the organization use agile 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?
 Governance. Does the organization have formal or informal audit and
governance policies, procedures, and guidelines
 Plan Scope Management

Plan Scope Management

 PLAN SCOPE MANAGEMENT: INPUTS

1. PROJECT CHARTER
The project charter documents the project purpose, high-level project
description, assumptions, constraints, and high-level requirements that the
project is intended to satisfy.
2. ROJECT MANAGEMENT PLAN
Project management plan components include but are not limited to:
- Quality management plan. The way the project and product scope will be
managed can be influenced by how the organization’s quality policy,
methodologies, and standards are implemented on the project.
- Project life cycle description. The project life cycle determines the series of
phases that a project passes through from its inception to the end of the project.
- Development approach. The development approach defines whether waterfall,
 PLAN SCOPE MANAGEMENT: INPUTS

5.1.1.3 ENTERPRISE ENVIRONMENTAL FACTORS

The enterprise environmental factors that can influence the Plan Scope
Management process include but are not limited to:
 Organization’s culture,
 Infrastructure,
 Personnel administration, and
 Marketplace conditions.
5.1.1.4 ORGANIZATIONAL PROCESS ASSETS
The organizational process assets that can influence the Plan Scope
Management process include but are not limited to:
 Policies and procedures, and
PLAN SCOPE MANAGEMENT: TOOLS AND
TECHNIQUES
5.1.2.1 EXPERT JUDGMENT Described in Section 4.1.2.1 Expertise should be
considered from individuals or groups with specialized knowledge or training in the
following topics:
 Previous similar projects, and
 Information in the industry, discipline, and application area.
5.1.2.2 DATA ANALYSIS
A data analysis technique that can be used for this process includes but is not limited
to alternatives analysis. Various ways of collecting requirements, elaborating the
project and product scope, creating the product, validating the scope, and
controlling the scope are evaluated.
5.1.2.3 MEETINGS
Project teams may attend project meetings to develop the scope management plan.
Attendees may include the project manager, the project sponsor, selected project
team members, selected stakeholders, anyone with responsibility for any of the
PLAN SCOPE MANAGEMENT: OUTPUTS
5.1.3.1 SCOPE MANAGEMENT PLAN
The scope management plan is a component of the project management plan
that describes how the scope will be defined, developed, monitored, controlled,
and validated. The components of a scope management plan include:
 Process for preparing a project scope statement;
 Process that enables the creation of the WBS from the detailed project scope
statement;
 Process that establishes how the scope baseline will be approved and
maintained; and
 Process that specifies how formal acceptance of the completed project
deliverables will be obtained.
The scope management plan can be formal or informal, broadly framed or highly
detailed, based on the needs of the project
PLAN SCOPE MANAGEMENT: OUTPUTS
5.1.3.2 REQUIREMENTS MANAGEMENT PLAN
The requirements management plan is a component of the project management
plan that describes how project and product requirements will be analyzed,
documented, and managed. According to Business Analysis for Practitioners: A
Practice Guide [7], some organizations refer to it as a business analysis plan.
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 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;
 Metrics that will be used and the rationale for using them; and
 Traceability structure that reflects the requirement attributes captured on the
traceability matrix.