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Chapter # 5

PROJECT SCOPE MANAGEMENT


 It contains all the work required to complete the project successfully.
 What is included and what is not include on the project.
 Product Scope Vs Project Scope: Product scope is a features/description of product; while to
complete the product scope, we have to complete some activities those activities to complete
the product scope is called Project Scope.

5.1 PLAN SCOPE MANAGEMENT

 It is all about defining, validating and controlling scope of project.


 It provides guidance & direction that how project scope will be managed throughout the
project.

INPUTS

(i) Project Management Plan


(ii) Project Charter
(iii) EEF
(iv) OPA

TOOLS & TECHNIQUE

(i) Expert Judgment


(ii) Meetings

OUTPUTS

(i) SCOPE MANAGEMENT PLAN


 It provides: definition of scope, WBS & WBS dictionary, validates scope and control
changes to the scope
(ii) REQUIREMENTS MANAGEMENT PLAN
 Requirement management plan is a part of Project Management Plan that describes
how requirements will be analyzed, documented and managed.
 Configuration management activities come under requirement management plan.

5.2 COLLECT REQUIREMENTS

 It is determining stakeholder needs and requirements to meet project objectives.


(i) Scope Management Plan
(ii) Requirements Management Plan
(iii) STAKEHOLDER MANAGEMENT PLAN
 Stakeholder management plan is used to understand the stakeholder communication
requirements
(iv) Project Charter
(v) STAKEHOLDER REGISTER

TOOLS & TECHNIQUES

(i) Interviews
(ii) FOCUS GROUP
Bring all stakeholders together and ask and understand their requirements.
(iii) FACILITATED WORKSHOP
Arrange workshops to understand stakeholders’ requirements.
(iv) GROUP CREATIVITY TECHNIQUES
 Brainstorming
 Nominal Group Technique: Ranking technique for different suggestions of stakeholders.
 Idea/Mind Mapping: collect common ideas
 Affinity Diagram: It groups similar ideas of stakeholders into categories.
 Multi-Criteria Decision Analysis: make decision matrix to establish criteria, such as risk level,
uncertainty and valuation to evaluate and rank many ideas.
(v) GROUP DECISION MAKING TECHNIQUES
 Unanimity: Agreement by everyone in a group for single course of action.
 Majority: Go with majority of people suggestion.
 Plurality: Decision is made by largest block in a group, even if the majority is not
achieved.
 Dictatorship: One individual makes the decision.
 IT IS BETTER TO SET THESE DECISION MAKING CRITERIA IN YOUR PLAN SCOPE OR
REQUIREMENT MANAGEMENT PLAN.
(vi) QUESTIONNAIRES AND SURVEYS
 Online or written surveys
(vii) OBSERVATIONS
 Think like customer that what they want.
(viii) PROTOTYPES
 Work on model and analyze and note the outcomes
(ix) BENCHMARKING
 Set some benchmark for products.
(x) CONTEXT DIAGRAM
 In this we see how system is working for different stakeholders and then learn their
requirements.
(xi) DOCUMENT ANALYSIS
 Go through documents, what has been prepared or handed over to you from
customer and learn their requirements.
OUTPUTS

(i) REQUIREMENT DOCUMENTATION


 It is the description of how individual requirements meet the business need for the
project.
 All type of requirements will come under these documents.
(ii) REQUIREMENTS TRACEABILITY MATRIX
 Creation of matrix for requirement Vs need or satisfaction

5.3 DEFINE SCOPE

 Project success measured against baselines (scope, cost, time)


 Scope baseline consists of three documents: Scope Statement, WBS & WBS
Dictionary
 WBS & WBS Dictionary based on Scope Statement
 It is a process of developing detailed description of product and project
 It describe product and project boundaries. (Do and Don't)
 Scope Statement = Deliverable + Assumptions + Constraint

INPUTS

(i) Scope Management Plan

(ii) Project Charter

(iii) Requirements Documentation

(iv) OPA

TOOLS & TECHNIQUES

(i) Expert Judgment

(ii) PRODUCT ANALYSIS

 Project that have product (tangible) as a deliverable, find out objectives of that product.

(iii) ALTERNATIVE GENERATIONS

 It is generating multiple potential options to create the product, service or results.

OUTPUTS

(i) PROJECT SCOPE STATEMENT

 It is the description of the project scope, major deliverables, assumptions & constraints
 Assumption = expectations; if assumptions go wrong, this will generate Risks
 Constraint = Limitations

Project scope statement contains:

 Product scope description


 Acceptance Criteria (better to have it in Quantitative terms, so can be measurable)
 Deliverable
 Project exclusions
 Constraints
 Assumptions

5.4 CREATE WBS (most important process of project management)

 WBS is an excellent tool for estimation.


 It is a process of subdividing deliverable and project work into smaller more manageable
components.
 The key benefit of this process, it provides a structured vision of what has to be delivered.
 It is hierarchical decomposition of the total scope of work
 It represent the work specified in the project scope statement.

INPUTS

(i) Scope Management Plan

(ii) Project Scope Statement

(iii) Required Documentations

(iv) EEF

(v) OPA

TOOLS & TECHNIQUES

(i) DECOMPOSITION

 Decomposition = Breaking down the project into small more manageable components to a level
of work package.
 Work Package = lowest level of WBS for which duration & cost can be estimated and managed

Steps:

SEE SCHEDULING & COST CONTROL NOTES

 Work packages are not activities.


 WBS is actually a name of deliverable
 Activities doesn't comes into Scope Management it comes under Time Management.
 Control Account: A level above work package is known as control account.
 Planning Account: Work package is due for further planning (not yet 100% defined)
 WBS Dictionary: Supporting document containing ALL information about work package.

OUTPUTS

(i) SCOPE BASELINE

 It is a approved or agreed version of Scope Statement, WBS & WBS dictionary; that can be
changed only through formal change control procedures and is used as a basis for comparison.

(ii) Project Documents Update

5.5 VALIDATE SCOPE

 Validate scope will be performed by the sponsor or customer.


 This process is all about accepting the deliverables
 It is better to run validating scope process at the completion of each phase/deliverable.
 First you do internal verification and then you go for external (customer/sponsor) verification.
 Validate scope concerns with acceptance, while control quality concerns with the correctness of
the deliverables.

INPUTS

(i) Project Management Plan


(ii) Requirements documentations
(iii) Requirements Traceability Matrix
(iv) VARIFIED DELIVERABLE
 Deliverable should come through QA/QC process then only ask customer/sponsor
for the verified it.
(v) Work Performance Data

TOOLS & TECHNIQUES

(i) INSPECTION (it is refer to external inspection; done by customer/sponsor)


(ii) Group Decision Making Technique

OUTPUTS

(i) ACCEPTED DELIVERABLES


 Deliverables that meet the acceptance criteria will be formally signed off and
approved by the customer or sponsor.
(ii) Change Request
(iii) Work Performance Information
(iv) Project Documents Updates
5.6 CONTROL SCOPE

 This process is all about to monitoring the status of scope and managing changes to
the scope baseline
 Key benefit of this project is that it allows the scope baseline to be maintained
throughout the project.
 Controlling the project scope ensure that all changes and corrective actions has
been performed through Perform Integrated Change Control (Project Integration
Management)
 Another benefit of this process is to control Scope Creep through Perform
Integrated Change Control (Adding Scope without adjusting time, cost & resources)

INPUTS

(i) Project Management Plan


(ii) Requirements Documentations
(iii) Requirements Traceability Matrix
(iv) Work Performance Data
(v) OPA

TOOL & TECHNIQUE

(i) VARIANCE ANALYSIS


 It is a process to validate planned scope Vs actual scope

OUTPUT

(i) WORK PERFORMANCE INFORMATION


 It includes everything related to the scope (changes, variance, caused of variance,
forecasting, risks etc…)
(ii) Change Request
(iii) Project Management Plan Updates
(iv) Project Documents Updates
(v) OPA Updates

End of Chapter

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