PMP Preparation - 05 Scope Management

Lecture 05 : Project Scope Management

PMP Lectures Prepared By: Eng. Mohamed ElSaadany

Scope ManagementPart 1/3

Project Integration ManagementProject Charter


Project Charter : وثيقة تأسيس المشروع

Charter Contents : محتويات وثيقة تأسيس المشروع

Business Case ( Business need + cost-benefit analysis) لماذا نقوم بتنفيذ

المشروع

High level requirements )متطلبات المشروع االساسية )بصورة مجملة

Project statement of work بيان ملخص لألعمال بالمشروع

Stakeholders and their requirements اصحاب المصلحة و متطلباتهم

Summary schedule and budget )مدة المشروع و ميزانيته )بصورة مجملة

High level risks )المخاطر االساسية )من وجهة نظر االدارة العليا

Project Integration ManagementProject Management Plan


Project Management Plan Contents

1. Processes, life cycles, tools and techniques that will be used.

2. Management plan for each knowledge area (Scope, time, cost, HR, quality, risk,

communication, procurement, stakeholder).

3. Performance Measurement Baseline (Scope, time, and cost baseline).

4. Requirement Management Plan

5. Change Management Plan

6. Configuration Management Plan

7. Process Improvement Plan

Lecture 05 : Project Scope Management (1/27)Contents


1. P lan Scope Management

2. Co l lec t Requ i rements

3. De f ine Scope

4. Crea te WBS

5. Va l ida te Scope

6. Cont ro l Scope

Lecture 05 : Project Scope Management (2/27)1. Plan Scope Management (Planning)


S c o p e M a n a g e m e n t5.1 Plan Scope Management

Inputs : Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets

Tools and Techniques : Expert Judgment Meetings

Outputs : Scope Management Plan Requirements Management Plan



Product ScopeRequirements of product of the project (End Result)

Ex: 20 floors tower meets the attached specifications 500 beds hospital Railway between city A and city B

Project ScopeThe work the project will do to deliver the product.

Ex: Planning (PM Plan, Safety Plan, method statements… etc.) Technical Efforts (Drawings, Material Submittals) Monitoring and Control (Progress, QC, Cost Control)



Requirements Management Plan• Component of PM Plan

• How requirements will be analyzed, documented, and managed

Scope Management Plan• Component of PM Plan

• How scope will be defined, validated, and controlled

• Scope management plan includes processes for : Prepare scope statement Creation and approval of WBS (work Breakdown Structure) Obtaining acceptance of completed deliverables

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Lecture 05 : Project Scope Management (5/27)2. Collect Requirements (Planning)


S c o p e M a n a g e m e n t5.2 Collect Requirements

Inputs : Scope Management Plan ▪ Requirements Management Plan Stakeholder Management Plan ▪ Project Charter Stakeholder Register

Tools and Techniques : Interviews ▪ Focus Groups Facilitated Workshops ▪ Group Decision Making

Techniques Group Creativity Techniques ▪ Questionnaire and Surveys Observations ▪ Prototypes Benchmarking ▪ Context Diagrams Document Analysis

Outputs : Requirements Documentation Requirements Traceability Matrix



Requirements• Stakeholder needs from project/product • This process provides the basis for defining and managing the project

scope including product scope• Requirements can be classified as following:

Business requirements (high level needs) Stakeholder requirements Solution requirements / product requirements :

1. Functional: product features and characteristics.2. Nonfunctional: reliability, security, performance, safety,…etc.

Transition requirements needed to transition from the current state to future state such as training.

Project requirements such as project duration. Quality requirements such as global standards, UL listed, …etc.



Interviews المقابالت الشخصيةDiscover information from stakeholder by talking to them directly.Can be formal or informal, one-to-one or one-to-many or many-to-many.

Focus Group المجموعات التخصصيةBring prequalified stakeholders and experts to learn about their expectations. A moderator guides the group through a conversational interactive discussion.

Facilitated Workshop ورش العمل الميسرة Stakeholders with different perspectives talk about the product.

This can define cross functional requirements. Hence, issues can be discovered earlier and resolved more quickly.

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Group Creativity techniques : أساليب اإلبداع الجماعي

• Brain storming: العصف الذهنيUsed to generate and collect multiple ideas.It encourages people to come up with thoughts and ideas that can, at first, seem a bit crazy. Some of these ideas can be transferred into creative solutions to a problem, while others can spark even more ideas.

• Nominal group Technique: اإلسلوب الجماعي اإلسميParticipants are asked to write their ideas anonymously.Then the facilitator collects the ideas and the group votes on each idea. The vote can be as simple as a show of hands in favor of a given idea


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Group Creativity techniques : (Follow)

• Delphi Technique:RFIs are sent to experts (anonymously). Their responses are compiled, results are sent to them for further review (until consensus).

• Mind Mapping: الخرائط الذهنيةIdeas created through individual brainstorming sessions are consolidated into a single map.

• Affinity Diagram: مخطط الصلةSorting generated ideas into groups. Each group is given a title.


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Group Decision Making techniques Unanimity : Everyone agree اإلجماع Majority : Support from more than 50% األغلبية Plurality : The largest group even if no majority األكثرية Dictatorship : One make decision for group الديكتاتورية

Questionnaire: Present questions to help identify requirements.

Observation: Watching the user of the product.

Prototypes: Product model (mockup) given to stakeholders for early feedback.


Benchmarking: Comparing processes to those of comparable organizations to identify best practices, generate ideas for improvement.

Context Diagrams: Show inputs to the business system, who provides the input, outputs from the business system, and who receives the output.

Document Analysis: Such as business plans, agreements, current process flows, issue logs, policies, procedures, law, and codes, etc.

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Requirements Traceability matrix : مصفوفة تتبع االحتياجات• Links product requirements from their origin to the deliverables.• Ensure that each requirement adds business value.• Provides a mean to track requirements throughout project life cycle.• Ensure that requirements are delivered at the end of the project.• Provides a structure for managing changes to the product scope.


ID Requirement Description

Business Needs

Project Objectives

WBS Deliverables

0102030405

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Lecture 05 : Project Scope Management (12/27)3. Define Scope (Planning)


S c o p e M a n a g e m e n t5.3 Define Scope

Inputs : Scope Management Plan Project Charter Requirements Documentation Organizational Process Assets

Tools and Techniques : Expert Judgment Product Analysis Alternative Identification Facilitated Workshop

Outputs : Project scope Statement Project document Updates



Product Analysis Translating high-level product descriptions into tangible deliverables It includes techniques such as product breakdown, system analysis,

requirements analysis, system engineering, value engineering, and value analysis.

Alternative Identification Develop many options as possible to identify different approaches to

execute project work.

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Project Scope Statement Contents : Product scope description (Product characteristics) Acceptance Criteria Deliverables ( Product + Project management work) Project exclusions (Out of scope) Constraints: Such as imposed dates, predefined budget, and contract

provisions. May be listed in project scope statement or in a separate log. Assumptions: Ex: We will not need engineering department approval

before we start the activity. They May be listed in project scope statement or in a separate log.

Project Scope Statement : Project scope statement is part of scope baseline. (Scope baseline = Project scope statement + WBS + WBS Dictionary)

Describes in details project deliverables and required work to create them. Determines what’s in the scope, what’s out of the scope, what people

want to be in the scope but not approved to be in the scope.

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Lecture 05 : Project Scope Management (16/27)4. Create Work Breakdown Structure (Planning)


S c o p e M a n a g e m e n t5.4 Create Work Breakdown Structure

Inputs : Scope Management Plan Project scope Statement Requirements Documentation Enterprise Environmental Factors Organizational Process Assets

Tools and Techniques : Decompositions Expert Judgment

Outputs : Scope Baseline Project Documents Updates



Decomposition: Identifying and analyzing the deliverables and related work Structuring and organizing the WBS Decomposing the upper WBS levels into lower-level detailed components Developing and assigning identification codes to the WBS components Decomposition may not be possible for a future deliverable. Team usually

waits until the deliverable is agreed on, so the details can be developed. This technique is referred to as rolling wave planning.

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O Scope Baseline: Scope baseline is the approved version of (1) scope statement, (2) work

breakdown structure (WBS), and (3) associated WBS dictionary. It can be changed only through formal change control procedures and is

used as a basis for comparison. It is a component of the project management plan



Work Breakdown Structure (WBS) A top-down effort to decompose the deliverables into smaller pieces

called work packages. It includes product scope, project scope, and PM efforts.

WBS Creation Rules Create with help of team First level is created and completed before further breakdown Deliverables that are not part of WBS will not be a part of the project

WBS Dictionary Provide the work to be done for each work package Project manager uses WBS dictionary to prevent scope creep It may includes ID, responsibility, associated activities, cost estimates,

quality requirements, contract information, or resources required



WBS Example



WBS Example



WBS Work Description Activities Required

ResourcesCost

EstimatesAcceptance

CriteriaResponsible

Manager

WBS Dictionary



Notes & Tricks: WBS is a graphical picture of the project hierarchy WBS does not show dependencies Work Packages are the last level in WBS Control account is a level in WBS that you estimate the cost at. It may be

higher than work package level

It helps prevent changes

It helps people get their mind around the project

All planning process after WBS creation is related to WBS

WBS helps new team members see their roles

It forces you to think through all aspects of project

It can be reused for other projects

It’s a team-building tool

WBS facilitates communication among team and other stakeholders




Lecture 05 : Project Scope Management (23/27)5. Validate Scope (M/C)


S c o p e M a n a g e m e n t5.5 Validate Scope

Inputs : Project Management Plan Requirements Documentation Requirements Traceability Matrix Verified Deliverables Work Performance Data

Tools and Techniques : Inspection Group Decision-Making Techniques

Outputs : Accepted Deliverables Change Requests Work Performance Information Project Document updates



Validate Scope : Validate scope is concerned with acceptance of deliverables by customer

or sponsor to ensure that they are fully completed as per customer

requirements.

Quality control is concerned with correctness of the deliverables by QC

Department to ensure that they meet specified quality requirements.

Deliverables

VerifiedDeliverables

AcceptedDeliverables

Control Quality

ValidateScope



Inspection: Includes activities such as measuring and testing to determine whether

deliverables meet requirements and product acceptance criteria. Inspections are sometimes called reviews, audits, and walkthroughs.

Accepted Deliverables: Deliverables that meet the acceptance criteria are formally

signed off and approved by the customer or sponsor. Formal documentation received from customer or sponsor

acknowledging formal acceptance of the project’s deliverables

Work Performance Information: It includes information about progress, such as which deliverables have

started, their progress, which deliverables have finished, or accepted. This information is documented and communicated to stakeholders.

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Lecture 05 : Project Scope Management (26/27)6. Control Scope (M/C)


S c o p e M a n a g e m e n t5.6 Control Scope

Inputs : Project Management Plan Requirements Documentation Requirements Traceability Matrix Work Performance Data Organizational Process Assets

Tools and Techniques : Variance Analysis

Outputs : Work Performance Information Change Requests Project Management Plan Updates Project Documents updates Organizational Process Assets Updates

Lecture 05 : Project Scope Management (27/27)6. Control Scope (M/C)


Control Scope: Monitoring the status of project scope and product scope. Maintain scope baseline throughout the project. Managing changes to the scope baseline. Ensure all requested changes, corrective/preventive actions are processed. Uncontrolled expansion to product or project scope without adjustments to

time, cost, and resources is referred to as scope creep.

Variance Analysis: Determine the cause and degree of difference between the

baseline and actual performance.

Notes : Project manager should not let others add scope or change scope without

following the approved change management.

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Education

PMP Preparation - 05 Scope Management