Chapter 5 - Project Scope Management

A Guide to the
PROJECT MANAGEMENT
BODY OF KNOWLEDGE
(PMBOK ® GUIDE ) – Sixth edition
Chapter 5 – Project Scope Management
PMBOK is a registered mark of the Project Management Institute, Inc

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©3FOLD Education Centre . All rights reserved . [email protected] . www.3foldtraining.com . CAPM® Exam Review Slide
Chapter 5 Learning Objectives
5.1 Create different types of requirements.

5.2 Identify critical components of the scope
statement
5.3 Evaluate key benefits of the scope baseline
5.4 Identify scope validation and control activities
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*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.
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© 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldtraining.com . CAPM® Exam Review Slide
Key concepts for project scope management
1. Product scope. The features and functions that characterize a product, service, or result.
2. 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.
3. In a predictive life cycle, the project deliverables are defined at the beginning of the
project and any changes to the scope are progressively managed.
4. 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.
5. In an 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.
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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:
• 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
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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?
• 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?
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Chapter 5 Project Scope Management
5.1 Plan Scope Management

5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
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Process 5.1 Topics covered in this process
5.1 Plan Scope Management

5.1.1 Plan Scope Management: Inputs
5.1.2 Plan Scope Management: Tools and Techniques
5.1.3 Plan Scope Management: Outputs
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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.
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5.1 Plan Scope Management (ITTO)
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 5-2, Page 134.
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Inputs Relevance
1 The project charter is used here as an input into the Plan Scope
5.1 Plan Scope Management: Inputs
Project Charter Management processes because it contains the description of the

project scope that is known at that point.
2 Keep in mind that early on in the project, the project management plan,
Project and its subsidiary plans, will be relatively ill defined.
Management
Plan
As the project progresses and more details are known about the project
and the subsidiary elements of the project, the project management
plan itself will become more fleshed out. This clearly demonstrates the
highly iterative nature of planning how you will manage your project
and product scope.
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Inputs Relevance
The types of enterprise environmental factors that can play a role
5.1 Plan Scope Management: Inputs
3
Enterprise in how you manage scope can include things such as the culture
Environmental of the organization and its attention to detail, risk, and quality,
Factors and any external marketplace conditions that the project is being
initiated to take advantage of.
4
Once again organizational process assets play an important role as an
Organizational input into a planning process. The types of organizational process assets
Process Assets that will be most useful in this section are any blank templates, defined
policies and procedures, any historical information, lessons
learned, and any project management methodology already in place.
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T&T What is it?
1 In relation to the Plan Scope Management process, the experts
5.1 Plan Scope Management: T & T
Expert Judgment that you will call upon include your own expert judgment, the
expert judgment of team members, and any other experts that
you want to consult to help you define your particular approach
to scope management.
2 Detailed Earlier.
Data Analysis
3 Detailed Earlier.
Meetings
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Outputs Description
5.1 Plan Scope Management: Outputs
1 * A component of the project or program management plan that describes how

the scope will be defined, developed, monitored, controlled, and validated.
Scope
Management
The scope management plan is one of the more important subsidiary plans
Plan
contained in the project management plan.
It outlines your particular process for iteratively defining the detail of the
project and product scope, the process of decomposition for the creation of
your work breakdown structure (a process that uses the scope statement that
has been developed to execute project work), and the process by which any
requested changes will be considered and either approved or declined.
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Outputs Description
5.1 Plan Scope Management: Outputs
2 * A component of the project or program management plan that describes

how requirements will be analyzed, documented, and managed.
Requirements
Management
The requirements management plan is a specific plan that addresses how the
Plan
product requirements will be documented, defined, tracked, and reported
against. It is also in the requirements management plan that detail of the
configuration management activities will be defined.
The requirements management plan will also contain methods for prioritizing
the requirements, and any defined metrics to define the product.
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5.2 Collect Requirements

5.2.1 Collect Requirements: Inputs
5.2.2 Collect Requirements: Tools and Techniques
5.2.3 Collect Requirements: Outputs
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5.2 Collect Requirements. *The process of
determining, documenting, and managing
stakeholder needs and requirements to meet
project objectives.
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5 important points to know about Collect Requirements
1 The Collect Requirements process involves talking to the people who are
affected by your project to find out what they need.
2 They can include technical requirements or known constraints.
3
Therefore, the process of collecting requirements will involve stakeholders and
documentation of what they believe the project objectives are.
Not all requirements may be met.

4
Assess detailed project requirements, constraints, and assumptions with

5
stakeholders based on the project charter, lessons learned from previous projects,
and the use of requirement-gathering techniques (e.g., planning sessions,
brainstorming, focus groups), in order to establish the project deliverables.
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5.2 Collect Requirements (ITTO)
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Inputs Relevance
1 The project charter authorizes the project and contains any high level
5.2 Collect Requirements: Inputs
Project Charter information about the product and project deliverable that can be used
to assist the process of collecting more detailed requirements.
2 Scope, requirements and stakeholder engagement plan are key

Project components to prepare requirements documentation.
Management
Plan
3 Documents such as assumption log, lessons learned register, and

Project stakeholder register are some of the key inputs.
Documents
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Inputs Relevance
4 Detailed Earlier
5.2 Collect Requirements: Inputs
Business
Documents
5 Agreement might include project and product requirements.

Agreements
6&7 Detailed Earlier

EEFs & OPAs
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T&T What is it?
1 Detailed Earlier.
5.2 Collect Requirements: T & T
Expert Judgment
2 * Techniques used to collect data and information from a variety of
Data sources.
Gathering 1. Brainstorming – (discussed earlier)
2. Interviews – (discussed earlier)
3. Focus Groups – (discussed earlier)
4. Questionnaires and Surveys – Questionnaires and surveys present a very
effective means of gathering this information from identified stakeholders.
5. Benchmarking - * Benchmarking is the comparison of actual or planned
products, processes, and practices to those of comparable organizations to
identify best practices, generate ideas for improvement, and provide a basis
for measuring performance.
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T&T What is it?
3 Document analysis will be performed as part of the data analysis.
Data Analysis The following documents can be analyzed to gather

requirements, but not limited to:
1. Agreements
2. Business Plans
3. Polices and Procedures
4. Regulatory documentations
5. Business Processes
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T&T What is it?
4 * Techniques used to select a course of action from different alternatives.
Decision Making
Decision making techniques:
1. Voting
1. Unanimity - * Agreement by everyone in the group on a single course of
action.
2. Majority – more than 50% agrees – advisable to have uneven number of
member in the group to avoid a tie.
3. Plurality - * Decisions made by the largest block in a group, even if a
majority is not achieved.
2. Autocratic – One individual makes the decision
3. Multicriteria - * This technique utilizes a decision matrix to provide a
systematic analytical approach for establishing criteria, such as risk levels,
uncertainty, and valuation, to evaluate and rank many ideas.
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T&T What is it?
5 * Graphic representations or other methods used to convey data and
Data information.
Representation
Data representation techniques:
1. Affinity Diagram - * A technique that allows large numbers of ideas to be

classified into groups for review and analysis.
2. Mind Mapping - * A technique used to consolidate ideas created through

individual brainstorming sessions into a single map to reflect commonality and
differences in understanding and to generate new ideas.
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T&T What is it?
6 * Skills used to effectively lead and interact with team members and
Interpersonal & other stakeholders.

Team Skills
Interpersonal and Team Skills:
1. Nominal Group Technique - * A technique that enhances brainstorming with a voting

process used to rank the most useful ideas for further brainstorming or for prioritization.
2. Observation/Conversation - * Observations are a very accurate way of determining how
a potential project or product scope will be implemented or used in real life. Observation
is also known as “job shadowing.”
3. Facilitation - Facilitated workshops provide a forum to solicit information from various
stakeholders in a controlled manner. They are focused and interactive by their nature and
are often facilitated by an independent party. Examples of specific types of facilitated
workshops include the joint application design/development sessions (JAD) and the
quality function deployment (QFD) facilitated workshops used in new product
development.
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T&T What is it?
7 * A visual depiction of the product scope showing a business system
Context Diagram (process, equipment, computer system, etc.), and how people and other
systems (actors) interact with it.
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T&T What is it?
8 * A method of obtaining early feedback on requirements by providing a
Prototypes working model of the expected product before actually building it.
A prototype is generally used to evaluate a new design to enhance

precision by system analysts and users.
Prototyping serves to provide specifications for a real, working system

rather than a theoretical one.
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Outputs Description
1 * A description of how individual requirements meet the business need for the
5.2 Collect Requirements: Outputs
project.
Requirements
Documentation
The requirements documentation itself is highly iterative; you may be able to fully
define certain requirements and not yet define other requirements.
When requirements are fully defined and documented, they will include a
description of how the requirement meets the identified business need, objectives,
or stakeholder requirements.
They will also include a traceability matrix identifying which stakeholders

requested each requirement, defining acceptance criteria, and providing a link back
to the business objective that the requirement is intended to meet.
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Outputs Description
2 * A grid that links product requirements from their origin to the deliverables that
5.2 Collect Requirements: Outputs
satisfy them.
Requirements
Traceability
The requirements traceability matrix is a valuable tool for ensuring that the
Matrix
documented requirements are mapped directly back to business objectives.
A requirements traceability matrix is a table that links the origins of individual

product requirements to the expected deliverable that meets those
requirements so that you can track requirements throughout the project life
cycle.
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Activity 5.1 Requirements Management
Instruction Write a suitable example against each one of the requirements

type that could be gathered from the stakeholders.
Learning
5.1
Outcome
Format Work in pair
Time Limit 5 Minutes
Discussion 5 Minutes
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5.3 Define Scope

4.3.1 Define Scope: Inputs
4.3.2 Define Scope: Tools and Techniques
4.3.3 Define Scope: Outputs
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5.3 Define Scope. *The process of developing a
detailed description of the project and product.
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5 important things to know about Define Scope
1 Define scope is the process where the project's requirements are more
thoroughly understood and documented.
2 The importance of this process is directly related to how important the
requirements are.
3 A large, mission-critical project will perform this process very thoroughly, while
a smaller project, will probably be less formal and detailed.
4 This process may be started as soon as the collect requirements process has
been completed.
5 This process may be revisited many times throughout the life of the project.
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5.3 Define Scope
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Inputs Relevance
1 The project charter can be used as a key input into the Define Scope
Project Charter process because it contains the project approvals and any known
description of the project and product scope.
5.3 Define Scope: Inputs
2 Components of project management plan such as scope management plan is a

Project key input.
Management
Plan
3 Assumptions Log, Requirements Documentations and Risk Register are some

Project examples of key documents that are required for this process.
Documents
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Inputs Relevance
4
Enterprise
Detailed Earlier
5.3 Define Scope: Inputs
Environmental
Factors
5
Organizational Detailed Earlier
Process Assets
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T&T What is it?
1 Detailed Earlier
Expert Judgment
5.3 Define Scope: T & T
2 Detailed Earlier
Data Analysis
3 Detailed Earlier
Decision Making
4 Detailed Earlier
Interpersonal
and Team Skills
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T&T What is it?
5 * For projects that have a product as a deliverable, it is a tool to define
Product Analysis scope that generally means asking questions about a product and
forming answers to describe the use, characteristics, and other relevant
5.3 Define Scope: T & T
aspects of what is going to be manufactured.
Product analysis is best used when a project is delivering a product,

instead of a service or result, as its major deliverable.
Breaking the product down into its component parts and ensuring that
each part meets the requirements and technical specifications assists
with documenting the product scope.
Product analysis can also include value engineering processes in which

you try to use innovation to deliver the product as efficiently as possible.
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Outputs Description
1 * The description of the project scope, major deliverables, assumptions, and

constraints.
Project Scope
5.3 Define Scope: Outputs
Statement
The project scope statement defines all the work to be done on the project, and
only the work to be done on the project. It includes a detailed description of the
exclusions and the work that will not be done as part of the project. The project
scope statement also includes a full description of the work to be done to
deliver the scope of the product.
Scope statement should include:

1. Product scope description
2. Deliverables
3. Acceptance criteria
4. Project exclusion
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Outputs Description
2
The process of defining the scope will probably require project documents
Project updates such as updates to assumption log, requirements documentation,
5.3 Define Scope: Outputs
Document requirement traceability matrix and stakeholder register.

Updates
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Activity 5.2 Critical components of Scope Statement
Instruction Match the statement with the project scope statement

components given below for a Game Development Project:
Learning
5.2
Outcome 1. Project Exclusions
2. Project Deliverables
Format Individual Exercise 3. Project Constraints
4. Project Assumptions
Time Limit 5 Minutes 5. Project Requirements
6. Acceptance Criteria
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5.4 Create WBS. * The process of subdividing
project deliverables and project work into smaller,
more manageable components.
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5.4 Create WBS

5.4.1 Create WBS: Inputs
5.4.2 Create WBS: Tools and Techniques
5.4.3 Create WBS: Outputs
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5 important points to know about Create WBS
1 One way to get a clear picture of all of the work that needs to be done on a
project is to create a work breakdown structure.
2 The WBS doesn’t show the order of the work packages or any dependencies
between them. Its only goal is to show the work involved in creating the product.
A WBS can be structured any way it makes the most sense to you and your
3
project team. The two most common ways of visualizing the work are by
deliverable or by phase.
4 The output of create WBS process is scope baseline which includes WBS, WBS
dictionary and scope statement.
5
Scope baseline is one of the 3 baselines in the project in addition to schedule
and cost.
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5.4 Create WBS (ITTO)
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Inputs Relevance
1
The scope management plan is a key input because in this plan
Project
you have detailed how you will approach the process of
Management
5.4 Create WBS: Inputs
Plan decomposing the project scope statement and creating the work
breakdown structure (WBS).
2 The following project documents are considered necessary to create
Project WBS.
Documents
1. Project scope statement
2. Requirements Documentation
3&4 Detailed Earlier.

EEFs and OPAs
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T&T What is it?
1 * Judgment provided based upon expertise in an application area,
Expert Judgment knowledge area, discipline, industry, etc., as appropriate for the
activity being performed. Such expertise may be provided by any
5.4 Create WBS: T & T
group or person with specialized education, knowledge, skill,

experience, or training.
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T&T What is it?
2 * A technique used for dividing and subdividing the project scope and
Decomposition project deliverables into smaller, more manageable parts.
The process of decomposition involves taking a high-level description of the

work to be done for the project and product, and successively breaking it down
into deliverables, sub deliverables, and finally down to the level of work
packages.
Work Package. * The work defined at the lowest level of the work breakdown
structure for which cost and duration are estimated and managed.
The WBS is a graphical representation of the total project scope and, therefore,
work that is not included in the WBS is not part of the project.
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T&T What is it?
2 The 100% Rule
Decomposition
The 100% rule is a core characteristic of the WBS. This rule states that the WBS
includes 100% of the work defined by the project scope and captures ALL
deliverables—internal, external, and interim—in terms of work to be
completed, including project management.
The rule applies at all levels within the hierarchy: the sum of the work at the
‘‘child’’ level must equal 100% of the work represented by the ‘‘parent’’ and the
WBS should not include any work that falls outside the actual scope of the
project, that is, it cannot include more than 100% of the work.
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ANNOTED BICYCLE WBS
Project Management Institute, Practice Standard for WBS – Second Edition, Project Management Institute Inc., 2006, Fig. 2-2, Page 9.
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Outputs Description
1 * The approved version of a scope statement, work breakdown structure (WBS),

and its associated WBS dictionary, that can be changed using formal change
Scope Baseline
control procedures and is used as a basis for comparison to actual results.
5.4 Create WBS: Outputs
The scope baseline is what you use to measure progress against in the project.
Any baselines in project management can only be changed through the formal
change control process.
After an approved change is integrated into a baseline, the baseline itself is

changed, thus the easiest way to think of a baseline is that a baseline is what you
originally started with plus any approved changes.
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Outputs Description
1 Control Account. *A management control point where scope, budget, actual

cost, and schedule are integrated and compared to earned value for
Scope Baseline
performance measurement.
Planning Package. *A work breakdown structure component below the control

account with known work content but without detailed schedule activities.
WBS Dictionary. *A document that provides detailed deliverable, activity, and

scheduling information about each component in the work breakdown structure.
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Outputs Description
2 Assumption log and requirement documentation might be updated at the end of

Project this process.
Documents
Updates
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Activity 5.3 The benefits of Scope Baseline
Instruction Write down 3 benefits of Scope Baseline components
Learning
5.3
Outcome
Format Work in pair
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5.5 Validate Scope. The process of formalizing
acceptance of the completed project
deliverables.
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5.5 Validate Scope

5.5.1 Validate Scope: Inputs
5.5.2 Validate Scope: Tools and Techniques
5.5.3 Validate Scope: Outputs
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5 important points to know about Validate Scope
1 Validate scope is the process of ensuring that the product, service, or result of
the project matches the documented scope.
2 Validate scope is often performed after perform quality control.
3 Validate scope is primarily concerned with completeness, while quality control

is primarily concerned with correctness.
4 Validate scope is about acceptance of the product by the project manager, the
sponsor, the customers.
5
It is primarily an internal process that the delivering organization performs prior
to submitting the product, service, or result for validation, which involves the
customer as well.
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5.5 Validate Scope
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Inputs Relevance
1
All components of project management plans are considered
Project
relevant to this process especially scope management plan,
5.5 Validate Scope: Inputs
Management
Plan requirements management plan and scope baseline.
2 The following project documents are considered necessary to validate

Project scope.
Documents 1. Lessons learned register
2. Quality reports
3. Requirements documentation
4. Requirements traceability matrix
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Inputs Relevance
3 * Completed project deliverables that have been checked and

Verified confirmed for correctness through the Control Quality process.
5.5 Validate Scope: Inputs
Deliverables
4 Detailed Earlier
Work
Performance
Data
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T&T What is it?
1 * Examination of a work product to determine whether it conforms to
Inspection documented standards.
5.5 Validate Scope: T & T
Done by the customer or sponsor.
It is also known as product review, walkthroughs, to name few.
2 Detailed Earlier
Decision Making
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Outputs Description
1 * Products, results, or capabilities produced by a project and validated by

the project customer or sponsors as meeting their specified acceptance
5.5 Validate Scope: Outputs
Accepted
criteria.
Deliverables
Accepted deliverables meet the acceptance criteria and are signed off and
accepted by either the customer or the project sponsor.
Accepted deliverables are used as the key input into the Close Project or
Phase process.
2 Detailed Earlier
Work
Performance
Information
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Outputs Description
3 If a deliverable is not accepted due to some areas of non-compliance or non-
Change correctness, a change request for defect repair may be generated. Change
5.5 Validate Scope: Outputs
Requests requests are a key input into the Perform Integrated Change Control process.
4 The types of project documents that may be updated include requirements

Project documentation, lessons learned register, and requirements traceability matrix.
Document
Updates
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5.6 Control Scope. * The process of monitoring the
status of the project and product scope and
managing changes to the scope baseline.
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5.6 Control Scope

5.6.1 Control Scope: Inputs
5.6.2 Control Scope: Tools and Techniques
5.6.3 Control Scope: Outputs
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5 important points to know about Control Scope
1 Scope Creep. * The uncontrolled expansion to product or project scope without

adjustments to time, cost, and resources.
2 Scope creep is different from gold platting, the later voluntarily add additional scope
to please the customer.
3 It is important not only to manage scope change requests, but also prevent
unnecessary ones.
4 Control scope is an ongoing process that begins as soon as the scope baseline is
created.
5
Anytime the work results are known to differ from the document scope, this
process should be performed, whether or not the scope change was
requested.
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5.6 Control Scope
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Inputs Relevance
1 Scope, requirement change, and configuration management plan
Project are key inputs in addition to scope baseline and performance
5.6 Control Scope: Inputs
Management measurement baseline.

Plan
2 The following project documents are considered necessary to control

Project scope but not limited to:
Documents
1. Lessons learned register
2. Requirements documentation
3. Requirements traceability matrix
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Inputs Relevance
3
Work Work performance data in this instance refers to information about
change requests received or the number and type of deliverables
5.6 Control Scope: Inputs
Performance
Data completed.
4 Key organizational process assets that can be useful as inputs into the
Organizational Control Scope process include any change control–related or scope
Process Assets control–related guidelines, policies, or templates, and any documented
monitoring and reporting methods.
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T&T What is it?
1 Techniques used to organize, assess, and evaluate data and
Data Analysis information.
5.6 Control Scope: T &T
1. Variance Analysis - * A technique for determining the cause

and degree of difference between the baseline and actual
performance.
2. Trend Analysis - *An analytical technique that uses

mathematical models to forecast future outcomes based on
historical results.
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Outputs Description
1 Work performance information as an output from this process will include

information relating to the type and category of change requests received
Work
5.6 Control Scope: Outputs
and how they may potentially affect other areas of the project.
Performance
Information
2
Change requests are a result of variances detected. All change requests must be
Change processed according to the predefined change management process.
Requests
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Outputs Description
2 Elements of the project management plan that may be updated as a result of the
Project work done during the Control Scope process include the scope management plan,
5.6 Control Scope: Outputs
Management scope baseline, schedule baseline, cost baseline, and performance measurement
Plan Updates baseline.
3
As a result of performing the Control Scope process you may choose to update
Project the lessons learned register, requirements documentation, and requirements
Document traceability matrix to reflect new or changed information.
Updates
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Activity 5.4 Scope Validation vs Scope Control
Instruction Read through each scenario and identify whether it is scope

validation or control and mark your answer with a tick (✔).
Learning
5.4
Outcome
Format Individual Exercise
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Practice Quiz
CAPM ® Exam Review
17 MCQ’s – 20 Minutes (Closed Book) Chapter 5 – Project Scope

Management
CAPM is a registered mark of the Project Management Institute, Inc

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END OF CHAPTER 5
Next: Chapter 6 – Project Schedule
Management
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A Guide to the

Chapter 5 – Project Scope Management

PMBOK is a registered mark of the Project Management Institute, Inc

5.1 Create different types of requirements.

5.1 Plan Scope Management

5.1 Plan Scope Management

Project Charter Management processes because it contains the description of the

1 * A component of the project or program management plan that describes how

2 * A component of the project or program management plan that describes

5.2 Collect Requirements

Not all requirements may be met.

Assess detailed project requirements, constraints, and assumptions with

2 Scope, requirements and stakeholder engagement plan are key

3 Documents such as assumption log, lessons learned register, and

5 Agreement might include project and product requirements.

6&7 Detailed Earlier

Data Analysis The following documents can be analyzed to gather

1. Affinity Diagram - * A technique that allows large numbers of ideas to be

2. Mind Mapping - * A technique used to consolidate ideas created through

Interpersonal & other stakeholders.

1. Nominal Group Technique - * A technique that enhances brainstorming with a voting

A prototype is generally used to evaluate a new design to enhance

Prototyping serves to provide specifications for a real, working system

They will also include a traceability matrix identifying which stakeholders

A requirements traceability matrix is a table that links the origins of individual

Instruction Write a suitable example against each one of the requirements

Time Limit 5 Minutes

5.3 Define Scope

2 Components of project management plan such as scope management plan is a

3 Assumptions Log, Requirements Documentations and Risk Register are some

aspects of what is going to be manufactured.

Product analysis is best used when a project is delivering a product,

Product analysis can also include value engineering processes in which

1 * The description of the project scope, major deliverables, assumptions, and

Scope statement should include:

Document requirement traceability matrix and stakeholder register.

Instruction Match the statement with the project scope statement

5.4 Create WBS

3&4 Detailed Earlier.

group or person with specialized education, knowledge, skill,

The process of decomposition involves taking a high-level description of the

1 * The approved version of a scope statement, work breakdown structure (WBS),

After an approved change is integrated into a baseline, the baseline itself is

1 Control Account. *A management control point where scope, budget, actual

Planning Package. *A work breakdown structure component below the control

WBS Dictionary. *A document that provides detailed deliverable, activity, and

2 Assumption log and requirement documentation might be updated at the end of

Instruction Write down 3 benefits of Scope Baseline components

Time Limit 5 Minutes

5.5 Validate Scope

3 Validate scope is primarily concerned with completeness, while quality control

2 The following project documents are considered necessary to validate

3 * Completed project deliverables that have been checked and

Done by the customer or sponsor.

It is also known as product review, walkthroughs, to name few.

1 * Products, results, or capabilities produced by a project and validated by

4 The types of project documents that may be updated include requirements

5.6 Control Scope

1 Scope Creep. * The uncontrolled expansion to product or project scope without

Management measurement baseline.