Project Scope Management

 Scope Planning
 Scope Definition
 Creating WBS
 Scope Verification
 Scope Control

4-1
 Project Scope Planning
 Level of Detail----size-----complexity
 Project Environment
 How successful your organization is in delivering projects in this
area using technology?
 What is company experiences? Success or failure?
 What aspects of scope contribute towards the success or
failure? History?

Scope Management Plan

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 Scope Definition
 What is included
 What is not included

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 Scope
 Not Your Problem

Your Project

Your Problem

 Not your Project

4-4
 Project Deliverables
 List formal Deliverable
 Requirement
o Paragraph Purpose
o Table of content
• Section no. 1 Executive summary
• Section no 2 Evaluation of Current situation
• Section no. 3 Evaluation of Alternatives
• Section no. 4 Selection of Preferred solution
 Level of detail in terms of no. of pages 2pages?

 Design
 Final Product

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 Acceptance Criteria
 Who(Project Sponsor)time or expertise
 Has the responsibility to accept each
deliverable(document)
 How
 How do they measure the acceptance
 What
 Is Ok
o Flaw
• Critical

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 Scope Statement
 Defineshow the rest of the project will be
constructed, will be delivered, will be
concluded. What the final acceptance criteria
would be?
 Objectives
 Business Requirements 2pages or table of content?

 Boundaries
 Deliverables
 Acceptance Criteria yard stick
 Assumption/Constraints

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 Create Work breakdown Structure

 Deliverable based
 Decomposition to work required
o Review system
o Interview user
o Understand faults
o Understand the need
 Use template built over years of experience

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 Project monitoring and controlling
 Scope Verification
 Working with Stakeholder to ensure acceptance of each and
every component of the project deliverable.
 Seek approval or formal acceptance of each deliverable
o Give Time line say two weeks to review the deliverable by acceptor
o Define turnaround time required 1 set of comments
o Interim accept process
• Section 1, Section2, Section3, Section4, Section5.
o Resubmit

 Scope Control
 Accepting & managing Change
 Integrate Change impact budget, time, scope etc

4-9
 Project Change Request form
Requested change Project Name
Date of Request Project Manager
Business Reason for Change

Analysis for Change

Project Impact of Change

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 Change Request Log
Change Request Date Status
1 Remove B from Current Situation Today Initiated
Under Review
Pending Acceptance
10 days Accept or Reject

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 Integrate Change
 Update Plan
 Update Schedule
 Update Budget
 Report on Change
 Updated the baseline
 New
• Budget
• Schedule
• Risk etc

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 Minor Change Log
Project Name: Project Manager
Period Covered:
Change Schedule Impact Budget Impact
Minor Change #1 0 250
Minor Change #2 1 500

Total Impact
Approved by:

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 Step 1: Defining the Project Scope
 Project Scope
 A definition of the end result or mission of the
project—a product or service for the client/customer—
in specific, tangible, and measurable terms.
 Purpose of the Scope Statement
 To clearly define the deliverable(s) for the end user.
 To focus the project on successful completion of its
goals.
 To be used by the project owner and participants as a
planning tool and for measuring project success.

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 Project Scope Checklist
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer

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Project Scope: Terms and Definitions
 Scope Statements
 Also called statements of work (SOW)
 Project Charter
 Can contain an expanded version of scope
statement
 A document authorizing the project manager to
initiate and lead the project.
 Scope Creep
 The tendency for the project scope to expand
over time due to changing requirements,
specifications, and priorities.

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 Step 2: Establishing Project Priorities
 Causes of Project Trade-offs
 Shifts in the relative importance of criterions
related to cost, time, and performance
parameters
o Budget–Cost
o Schedule–Time
o Performance–Scope
 Managing the Priorities of Project Trade-offs
 Constrain: a parameter is a fixed requirement.
 Enhance: optimizing a parameter over others.
 Accept: reducing (or not meeting) a parameter
requirement.
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Project Priority Matrix

FIGURE 4.2

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 Step 3: Creating the Work
Breakdown Structure
 Work Breakdown Structure (WBS)
 Anhierarchical outline (map) that identifies the
products and work elements involved in a project
 Defines the relationship of the final deliverable
(the project) to its subdeliverables, and in turn,
their relationships to work packages
 Bestsuited for design and build projects that
have tangible outcomes rather than process-
oriented projects

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Hierarchical
Breakdown
of the WBS

FIGURE 4.3

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How WBS Helps the Project Manager
 WBS
 Facilitates evaluation of cost, time, and technical
performance of the organization on a project
 Provides management with information appropriate
to each organizational level
 Helps in the development of the organization
breakdown structure (OBS), which assigns project
responsibilities to organizational units and
individuals
 Helps manage plan, schedule, and budget
 Defines communication channels and assists in
coordinating the various project elements

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Work Breakdown Structure

FIGURE 4.4

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 Work Packages
A Work Package Is the Lowest Level of
the WBS.
 It is output-oriented in that it:
o Defines work (what)
o Identifies time to complete a work package (how long)
o Identifies a time-phased budget to complete a work
package (cost)
o Identifies resources needed to complete a work
package (how much)
o Identifies a single person responsible for units of work
(who)

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 Process Breakdown Structure
 Process-Oriented Projects
 Are driven by performance requirements in which the
final outcome is the product of a series of steps of
phases in which one phase affects the next phase
 Process Breakdown Structure (PBS)
 Defines deliverables as outputs required to move to
the next phase
 Checklists for managing PBS:
o Deliverables needed to exit one phase and begin the next
o Quality checkpoints for complete and accurate deliverables
o Sign-offs by responsible stakeholders to monitor progress

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PBS for Software Project Development

FIGURE 4.6

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 Responsibility Matrices
 Responsibility Matrix (RM)
 Also called a linear responsibility chart
 Summarizes the tasks to be accomplished and
who is responsible for what on the project
o Lists project activities and participants
o Clarifies critical interfaces between units and individuals
that need coordination
o Provide an means for all participants to view their
responsibilities and agree on their assignments
o Clarifies the extent or type of authority that can be
exercised by each participant

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Responsibility Matrix for a Market
Research Project

FIGURE 4.7

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Responsibility Matrix for the Conveyor
Belt Project

FIGURE 4.8

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 Project Communication Plan
 What information needs to be collected?
 Who will receive information?
 What information methods will be used?
 What are the access restrictions?
 When will information be communicated?
 How will information be communicated?

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Communication Plan:

FIGURE 4.9
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 Key Terms
Cost account
Milestone
Organization breakdown structure (OBS)
Scope creep
Priority matrix
Responsibility matrix
Scope statement
Process breakdown structure (PBS)
Work breakdown structure (WBS)
Work package

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