For the PMP Exam using PMBOK Guide 5 th Edition. PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc.

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1 For the PMP Exam using PMBOK Guide 5 th Edition PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. 1

2 Contacts Name: Khaled El-Nakib, MSc, PMP, PMI-RMP URL: LinkedIn: 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 2

3 Scope consists of: Product Scope The features and functions that characterize a product, service, or result Requirements, quality specs., performance, tolerance, expectations, etc Project Scope The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions Planning, coordination, reports, meetings, analysis, measurements, etc Scope Management Processes Plan Scope Management is the process of creating a scope Monitoring The Subdividing process of the defining major project and documenting deliverables stakeholders and project work needs management Developing Formalizing the a acceptance plan detailed status that of description documents the of completed project of how and the project the product project deliverable scope and scope the and product will be managing to into meet smaller, the changes project more to objectives manageable the scope baseline components defined, validated and controlled Planning Process Group Monitorand Control Process Group 3

4 5.1 Plan Scope Management Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated and controlled 5.1 Plan Scope Management Inputs In-1: Project Management Plan In-2: Project Charter In-3: Enterprise Environmental Factors In-4: Organizational Process Assets 4

5 TT-1: Expert Judgment Expert judgment refers to input received from knowledge and experienced parties. TT-2: Meetings Project team may attend project meetings to develop the scope management plan. 5

6 Out 1: Scope Management Plan It describes how scope will be defined, developed, monitored, controlled and verified It may include: Process for preparing a detailed project scope statement Process that enables the creation of WBS Process that establish how WBS will be maintained and approved Process specifies how the formal acceptance of completed project deliverables will be obtained Process to control how requests for changes to the detailed project scope statement will be processed Out-2: Requirements Management Plan Describes how requirements will be analyzed, documented and managed. How requirements activities will be planned, tracked and reported Requirements prioritization process Configuration management activities Authorization levels to approve changes Traceability structure 6

7 5.2: Collect Requirements Collect requirements is the process of determining, documenting and managing stakeholders needs and requirements to meet the project objectives. 5.2: Collect Requirements Inputs In-1 : Scope Management Plan In-2 : Requirements Management Plan IN-3 : Stakeholder Management Plan In-4: Project Charter In-5: Stakeholder Register 7

8 TT-1: Interviews A formal or informal approach to discover information from stakeholders by talking to them directly TT-2: Focus Groups Focus groups bring together prequalified stakeholders and subject matter experts to learn their expectations and attitudes about the proposed product, service, or result. 8

9 TT-3: Facilitated Workshops Facilitated Workshops are focused sessions that bring key cross-functional stakeholders together to define product requirements. Example: Joint Application Development (or Design) sessions (JAD) TT-4: Group Creativity Techniques Brain Storming Nominal Group Technique The Delphi Technique Multi-criteria Decision Analysis Idea mind mapping Affinity Diagram 9

10 Mind Mapping Affinity Diagram 10

11 TT-5: Group Decision Making Techniques Unanimity (complete agreement by everyone) Majority (one vote more than 50% of total votes) Plurality (largest number of votes) Dictatorship (one person makes the decision) TT-6: Questionnaires and Surveys Written set of questions designed to quickly accumulate information from wide number of respondents 11

12 TT-7: Observations A.K.A. Job Shadowing Direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes TT-8: Prototype Prototype is a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it. 12

13 TT-9: Benchmarking Benchmarking involves comparing the actual or planned practices to those of comparable organizations to identify best practices, generate ideas for improvement. TT-10: Context Diagram The context diagram is an example of a scope model that visually present the scope by showing a business system and how people and other systems interact with it. 13

14 TT-11: Document Analysis Document analysis is used to elicit requirements by analyzing existing documentation and identifying information relevant to the requirements. Out-1: Requirements Documentation Requirements must be unambiguous (measurable and testable), traceable, complete, consistent, and accepted by stakeholders It includes, but not limited to: Business requirements Solution requirements Stakeholders requirements Project requirements Requirements assumptions dependencies and constraints 14

15 Out-2: Requirements Traceability Matrix (RTM) Common attributes: Requirement identifier Requirement description Owner Source Priority Current status (active, cancelled, added, approved) Status date Test plan Test case id Acceptance status Final acceptance status 5.3:Define Scope Developing a detailed description of the project and the product 15

16 Inputs In-1: Scope Management Plan In-2: Project Charter In-3: Requirements Documentation In-4: Organizational Process Assets TT-1: Expert Judgment Use expert of others to develop the detailed scope definition such as: Consultants Technical departments members 16

17 TT-2: Product Analysis Translating high level product description into tangible deliverables. Product breakdown Functional analysis TT-3: Alternatives Generation A technique used to generate different approaches to execute or perform the work of the project. 17

18 TT-4: Facilitated Workshops Facilitated Workshops are focused sessions that bring key cross-functional stakeholders together to define product requirements. Example: Joint Application Development (or Design) sessions (JAD) Out-1: Project Scope Statement The project scope statement describes, in detail, the project deliverables and the work required to create those deliverables 18

19 Out-1: Project Scope Statement (cont.) Product scope description Product acceptance criteria Project deliverables Project exclusions Project constraints Project assumptions Out-2: Project Document Updates Stakeholder register Requirements documentation Required traceability matrix 19

20 5.4: Create Work Breakdown Structure (WBS) Subdividing project deliverables and project work into smaller, more manageable components The WBSis a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and required deliverables. 5.4: Create Work Breakdown Structure (WBS) Work: Physical or mental effort to overcome obstacles and achieve an objective Breakdown: Division into parts or categories; separation into simpler substances; decomposition Structure: Something arranged in definite pattern of organization Deliverable: Any unique and verifiable product or result that must be produced to complete a process, phase, or project 20

21 Inputs In-1: Project Scope Statement In-2: Requirements Documentation In-3: Organizational Process Assets In-4: Enterprise Environmental Factors In-5: Organizational Process Assets TT-1: Decomposition Subdivision of project deliverable into smaller, more manageable components until the work and deliverables are defined to the work package level. 21

22 Examples for WBS: Examples for WBS: 22

23 Examples for WBS: Examples for WBS: 23

24 Related terms Rolling Wave planning Planning Package Out-1: Scope Baseline Scope Statement The project scope statement describes, in detail, the project deliverables and the work required to create those deliverables 24

25 Out-1: Scope Baseline continued Work Breakdown Structure (WBS) A WBS is a product-oriented family tree subdivision of the hardware, services, and data required to produce the end product Out-1: Scope Baseline continued WBS Dictionary The detailed content of the components contained in the WBS. It includes Code of account identifier Statement of work Responsible organization List of schedule milestones Schedule activities Required resources Cost estimates Acceptance criteria Due date Interdependencies (Before and After) 25

26 Out-2: Project Documents (Updates) If approved change requests result from Create WBS process, then the requirements documentation may need to be updated to include approved changes 5.5: Validate Scope Formalizing acceptance of completed project deliverable 26

27 Validate Scope vs. Quality Control Validate Scope Concerned with obtaining customer acceptance Quality Control Concerned with meeting quality requirements Control Quality in generally performed before Validate Scope, however, they can be performed in parallel. Inputs In-1: Project Management Plan Project scope baseline In-2: Requirements Documentation In-3: Requirements Traceability Matrix 27

28 IN-4: Verified Deliverables The deliverables are those that have been completed, and are checked for correctness by the perform Quality Control process. IN-5: Work Performance Data Work performance data can include degree of compliance with requirements, number of nonconformities or number of validation cycles. 28

29 TT-1: Inspection Inspection includes activities such as measuring, examining, and verifying to determining whether work and deliverables meet requirements and product acceptance criteria. TT-2: Group Decision Making Techniques Unanimity (complete agreement by everyone) Majority (one vote more than 50% of total votes) Plurality (largest number of votes) Dictatorship (one person makes the decision). 29

30 Out-1: Accepted Deliverables Completed deliverables that have been accepted Completed deliverables that have not been accepted are documented along with reasons for rejection. Out-2: Change Requests Unaccepted deliverables are documented along with reasons for non-acceptance. They may require a change request for defect repair 30

31 Out-3: Work Performance Information Work performance information may include information about project progress and acceptance status Out-4: Project Documents (Updates) Any updated documents as a result of Verify Scope process 31

32 5.6: Control Scope Control Scope is the process of monitoring the status of the project scope and managing changes to the scope baseline Also insure that changes and recommended corrective actions are managed through change control system Common Terms Scope Creep Gold Plating 32

33 In-1: Project Management Plan Scope Baseline Scope Management Plan Change Management Plan Configuration Management Plan Requirements Management Plan Other Inputs: In-2: Requirements Documentation In-3: Requirements Traceability Matrix (RTM) In-4: Work Performance Data In-5: Organizational Process Assets 33

34 TT-1: Variance analysis Assess the magnitude of variance Determine the cause of variance Determine the corrective actions Outputs Out-1: Work Performance Information Comparing planned vs. actual Out-2: Change Requests Out-3: Project Management Plan (Updates) Scope Baseline Updates Other base line updates Out-4: Project Documents (Updates) Requirements Documentation Requirements Traceability Matrix Out-5: Organizational Process Assets Causes of variances Corrective actions Lessons learned 34

35 Question & Answers 35