10/25/2023

PM starts to identify
Sponsor assigns PM to stakeholders and collect
the project their requirements

Topics Plans
PM collects all
1 Scope Management Plan influences around the
2 Schedule Management Plan project
PM starts to
build 3 Budget Plan
4 Procurement Plan
Project 5 Quality Plan
Management
6 Risk Management Plan PM starts to build his
Plan
7 Integration Plan team
8 Change & Knowledge Management Plans

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Module Objectives
• Determine and prioritize requirements
• Break down scope (e.g., WBS, backlog)
• Monitor and validate scope

Plan and Manage Scope Task

• Definition of Project Scope:
• The total work required for a project’s deliverables to meet all its objectives.

• Project scope management is concerned with defining all the work of the project
and only the work needed to successfully meet the project goals.

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Project Scope vs. Product Scope

• Product Scope: features and functions that characterize a product, service, or result –
completion measured against product requirements (Technical features & functions,
Security , Performance)
• Project Scope: work performed to deliver a product, service, or result with the specified
features and functions – completion measured against Project Management Plan
(Business, Deliverables)

Project Life Cycles and Scope Management

• Predictive (Waterfall) Life Cycle:

• Full detailed Scope and deliverables are pre-defined at the beginning of the
project.

• Adaptive (Agile) Life Cycle:

• High level scope and deliverables defined at project beginning; While detailed
scope is defined and approved for each iteration when it begins.

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Scope Management steps

0. Plan Scope Management
1. Collect Requirements.
2. Define Scope
3. Create WBS
4. Deliver & Monitor Scope
5. Validate Scope

• The process of creating a Scope Management Plan

• Documents how the project and product scope will be defined, validated, and controlled

• Plan for each further step how we will conduct it and how it will be managed

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Scope Management steps

0. Plan Scope Management
1. Collect Requirements.
2. Define Scope
3. Create WBS
4. Deliver & Monitor Scope
5. Validate Scope

The process of determining, documenting, and managing

stakeholder needs and requirements to meet project
objectives.

• Business Analyst responsible for Requirement-related activities and Eliciting, documenting and
managing stakeholder requirements via collaborate with project managers to manage the project
scope
• The business analyst serves as the liaison between the business community and the technical
solution providers throughout the project life cycle. As projects become larger, cross-functional,
global, and more complex, organizations are realizing that requirements management skills are
indispensable

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Reading
• One of the first steps that the project manager takes at the beginning of his
planning for the project is to collect the project requirements
• And this is an essential step in planning the project, which the success of the
project and the customer’s satisfaction with the final product will depend on.

• The collection of requirements takes place at the same time that the project
manager gets to identify stakeholders, most of the time the project manager
needs to refer to the project management office for advice or to the database to
see any previous project like the one he is implementing in order to benefit from
the information in it about requirements and needs.

• In some organizations there is a job and a person dedicated for this role who is
the “Business Analyst”, his role is to be the link between the project manager on
one side and all stakeholders in order to collect their requirements properly and
follow up on their implementation with Client

• Refer to Project charter and business case

• Refer to all stakeholders, PMO and team members

• Interpersonal and team skills: Nominal group technique: Enhances brainstorming with a voting
process used to rank the most useful ideas for further brainstorming or for prioritization.

• Observation and conversation (Job Shadowing)

• Prototype, Mockups

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• Affinity Diagram: allow large numbers of ideas to be classified into groups for review and analysis

Requirements Traceability Matrix

• A grid that links product

requirements from their origin to the
deliverables that satisfy them.

• It provides a means to track

requirements throughout the project
life cycle, helping to ensure that
requirements are delivered at the
end of the project.

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A record of product requirements and relevant information needed to manage the requirements,
which includes the associated category, priority, and acceptance criteria.

• Business and Stakeholder requirements

• Quality and Solution requirements:
• functional actions, processes, data, interactions the process should execute
• nonfunctional requirements, reliability , security ..etc.
• Transition and readiness requirements.

Reading
• After the project manager collects the project requirements, he arranges them and classifies
them according to the type of request, then he has a variety of files according to the size of the
project and the number of requests.

• First, he will have the basic requirements of the project, whether the requests of all stakeholders
or the requirements of the team itself, if it needs specific equipment, raw materials for work, or
devices.

• Secondly, requirements for quality and any standards that we must adhere to in implementation,
such as the ISO and others, or any industrial standards.

• Thirdly, if there are any standard criteria for commitment to security, insurance, warranty and the
necessary capacity, and so on

• Finally, one of the most important requirements of the project is defining the conditions and
requests for handover and transition to ensure a smooth and flexible transition from the
implementation stage of the product in the project to the stage of operation, including any
necessary training for those who will operate later and document all necessary information
required for them to operate.

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Assumptions & Constraints (Assumption log)

• Constraints: are anything that restricts the actions of
the project team. Budget, Quality, Schedule, Scope

• Assumptions: things related to the project which you

believe to be true. and which we therefore build into the
project plan. An example of an assumption is that there
will be food at a party.

Scope Management steps

0. Plan Scope Management
1. Collect Requirements.
2. Define Scope
3. Create WBS
4. Deliver & Monitor Scope
5. Validate Scope

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• Defining What work we should do

to deliver the requirements we
collected.

• Define Scope is the process of

developing a detailed description
of the project and product

Project Scope Statement – Main Artifact

(scope description, deliverables, acceptance criteria, exclusions)

• What are the deliverables?

• detailed project’s deliverables and the work required to create these deliverables.
• What is our scope of work to create these deliverables?
• The entire scope, including project and product scope.
• What is excluded from our scope? What we will NOT do
• It may contain explicit scope exclusions that can assist in managing stakeholder expectations.
• How the customer will do the acceptance?
• Provides common understanding among stakeholders to project scope, and defines acceptance
criteria.

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Reading
• After the project manager collects the requirements from all stakeholders, he starts
studying with the team and with the experts or the project management office how to
implement these requests and what work is needed to achieve these goals, taking into
account all the constraints and concerns of everyone

• Accordingly, the general framework of the Scope for the project is produced, including all
the work to be implemented and how the customer will accept and test the final
product.

• And most importantly, what are the exclusions that are outside the scope of our project
in order to avoid one of the most famous problems, that the client has preconceived
assumptions that there are things that must be taken for granted that should be done
even though they are not written, so the project manager must be very specific what we
will do and what we will not do to avoid such conflict

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Project types
• Internal project • I am the Sub-contractor
• 1- sponsor : we need • Contractor (customer)
a project: business • Agreement (contract)
case + charter • Statement of Work (SOW)
• 2- PM : identify :: Session7
stakeholders : collect • SOW : hello PM in
requirements subcontractor: come to
handle this project
• 3- define scope :
• (Charter????): SOW : take
scope statement the info from there

Scope Management steps

0. Plan Scope Management
1. Collect Requirements.
2. Define Scope
3. Create WBS
4. Deliver & Monitor Scope
5. Validate Scope

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Work Breakdown Structure

• the process of subdividing project deliverables and project work into smaller, more manageable
components.
• hierarchical decomposition of the total scope of work specified in the current approved project
scope statement
• 100% Rule: the total work at the lowest level of the WBS must roll up to the higher levels so that
nothing is left out and no extra work is completed. >> the lowest square = Work package

- Artifact

• Scope Baseline (Scope statement, WBS, WBS dictionary) : the approved version of the
project scope statement, work breakdown structure (WBS), and its associated WBS
dictionary.

• WBS dictionary: detailed deliverable, activity, and scheduling information about each
component in the WBS. contains (Codes, work description, assumption, milestones,
associated activities, resources, cost, quality requirement, references)

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Planning package: Include one or more planning packages. a WBS component below the
control account and above the work package with known work content but without
detailed schedule activities

Control Accounts: The point where budget is compared to earned value for performance
measurements.

Scope Statement vs. Scope Baseline

• Scope Statement:
• Scope Description
• Deliverables
• Acceptance Criteria
• Out of scope(exclusions)
• Assumptions + Constrains

• Scope Baseline:
• Scope Statement
• WBS
• WBS Dictionary

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Scope Management steps

0. Plan Scope Management
1. Collect Requirements.
2. Define Scope
3. Create WBS
4. Deliver & Monitor Scope
5. Validate Scope

• Start executing the plan

• Follow the Scope Baseline

• Focus on Value

• Avoid Gold Plating and Scope Creep

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• Scope creep in project management refers to changes, continuous or uncontrolled growth in a

project's scope, at any point after the project begins

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Adding a feature or service to a project that hasn’t been asked for.

Gold plating can increase the cost and time needed to complete a project, and since it
wasn't specifically requested, the value of adding the additional feature isn't high.

Reading
• After collecting all the requirements for the project and developing the Scope Management plan,
the project manager begins to develop the rest of the project plans, such as the schedule plan,
risk, quality, cost, and other plans.

• It is important during implementation to pay attention to a major mistake that some project
managers make, which is the gold plating.

• And it is simply a mistake caused by trying to add work or add requirements that were not
requested in the first place, and this is very dangerous because it causes an increase in the scope
of work and an increase in time and cost on things that were not requested in the first place.

• And even if its impact was small on this project, it is possible that the client comes on a new
project after this one and expecting that you will provide him for free, taken for granted, on the
basis that you did it before, but this time, its impact and cost may be very large, and you will fall
into trouble, dissatisfied customer, or extra cost

• The right thing is to adhere only to what is required and to the scope as agreed upon

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Scope Management steps

0. Plan Scope Management
1. Collect Requirements.
2. Define Scope
3. Create WBS
4. Deliver & Monitor Scope
5. Validate Scope

• Formalizing acceptance of the completed project deliverables vs. Acceptance Criteria in

the Scope statement

• Inspection : measuring, examining, and verifying to determine whether work and

deliverables meet requirements and product acceptance criteria.
• called: reviews, audits, and walkthroughs

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Module Summary
0. Plan Scope Management
Scope Management Plan
1. Collect Requirements.
Requirement Traceability Matrix & req. doc.
2. Define Scope
Scope Statement (deliverables, scope description, acceptance criteria, out of scope)
3. Create WBS
Scope Baseline (Scope Statement + WBS + WBS Dictionary)
4. Deliver & Monitor Scope
Focus on value, Avoid scope creep & Gold plating
5. Validate Scope
Acceptance

Questions

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• Which of the following statements is true about the work

breakdown structure (WBS)?

A. 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.
B. The WBS is a simple list of project activities.
C. The WBS is the same as the organizational breakdown structure (OBS).
D. The WBS is the bill of materials (BOM) needed to accomplish the project
objectives and create the required deliverables.

• Which of the following statements is true about the work

breakdown structure (WBS)?

A. 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.
B. The WBS is a simple list of project activities.
C. The WBS is the same as the organizational breakdown structure (OBS).
D. The WBS is the bill of materials (BOM) needed to accomplish the project
objectives and create the required deliverables.

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• You have just delivered a product to your client for acceptance,

when you get a call that some features they were expecting are
missing. What’s the first thing you should do?
• A. Get your team together and reprimand them for building a product that
doesn’t meet user expectations.
• B. Tell the client that the product passed all of your internal quality
inspections and scope verification processes, so it must be fine.
• C. Tell the team to start building the missing features into the product right
away.
• D. Call a meeting with the client to understand exactly what is unacceptable in
the product and try to figure out what went wrong along the way.

• You have just delivered a product to your client for acceptance,

when you get a call that some features they were expecting are
missing. What’s the first thing you should do?
• A. Get your team together and reprimand them for building a product that
doesn’t meet user expectations.
• B. Tell the client that the product passed all of your internal quality
inspections and scope verification processes, so it must be fine.
• C. Tell the team to start building the missing features into the product right
away.
• D. Call a meeting with the client to understand exactly what is unacceptable in
the product and try to figure out what went wrong along the way.

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Amr Elkhodary

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