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Lecture – 5
MONITORING AND CONTROLLING

PROJECT SCOPE MANAGEMENT

Shahzad Ahmed Qadri (P.E,PMP)

2 21 June 2019
 Project Management Framework
(10 – Knowledge Areas & 5 Process Groups)
Integration Management
Project Management Knowledge Areas (PMBOK)

Initiation
Scope Management
49
Time Management
Planning
Cost Management

Quality Management
Implementation/
Human Resource Management
Execution

Communication Management
Monitoring, Evaluation &
Control
Risk Management

Procurement Management

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Closure 3
Stakeholders Management
 Project Scope Management

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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.

 Project Scope Management includes the processes involved in

defining and controlling what is or is not included in the project.
e.g.: Campus includes 34 class rooms, but does not include an
auditorium, labs, waiting area, etc.

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 Project Scope Management
 Primarily, it is the “definition” and “control” of :
what IS and What IS NOT included in the project.
 “No More – No Less”

 Gold Plating and Scope Creep

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 Project Scope Management
 Provide swings in the park

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 Boundaries of Project Scope

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 Project Scope Management
Project Scope vs Product Scope
 Stakeholders requirements are stipulated in following terms:
 Project Scope
 Product Scope

1. Project Scope
 Work required to be accomplished to deliver a Product /Service/Result
(Work oriented)

2. Product Scope
 Features and functions of Product/Service/result ( Feature oriented)

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 Project Scope Management
Project Scope vs Product Scope

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 Project Scope Management

Project Scope and Product Scope

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 Project Scope Management

06/21/19 Project Scope and Product Scope 12

 Project Scope Management

Project Scope and Product Scope

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 Project Scope Management

Project Scope and Product Scope

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 Project Scope Management
Project Scope vs Product Scope
 Usually the term “Project Scope” is viewed as

including Product Scope

“Always keep in mind Product scope while defining

project scope “

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 Project Scope Management
Processes
 Scope Management
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create Work Breakdown Structure
5. Validate Scope
6. Control Scope

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 Knowledge Area Process Group Map
Knowledge Project Management Process Groups
Areas
Initiation Planning Execution Controlling Closing

Project Scope Plan Scope Validate Scope

Management Management

Collect Control Scope

Requirement

Define Scope

Create WBS

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 Project Scope Management Processes
1. Plan for Scope Management
Planning about how scope will be managed

2. Collect Requirements
Deciding about the Client/Customer requirements about the
Project

3. Define Scope
Reviewing the Project Charter, preliminary scope statement,
change requests and adding more information and
developing a comprehensive scope statement of the Project.

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 Project Scope Management Processes
4. Creating the WBS
Subdividing the major project deliverables into smaller,
manageable components.

5. Validate Scope
Formal process of verifying that the product, service or result
of project matches the documented scope.

6. Control Scope
Controlling changes to project scope, ensuring that Scope
Change requests are properly processed and managed.

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 1.Plan Scope Management

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 Knowledge Area Process Group Map
Knowledge Project Management Process Groups
Areas
Initiation Planning Execution Controlling Closing

Project Scope Plan Scope Validate Scope

Management Management

Control Scope

Collect
Requirement

Define Scope

Create WBS

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 2. Collect Requirements

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 Statement of Requirements/SOR
 A Statement of Requirements (SOR) is a list of detailed
requirements of primary stakeholders to meet the Project
Objectives.

 A Statement of Requirements (SOR) is a key to ensure successful

Project Plan.

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 3.Define Scope

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 Statement of Works /Scope
Statement/SOW
 A Statement of Work (SOW)/Scope Statement is a narrative
description of the required work.

 Definition of the end result or mission of the project — a product or

service for the client/customer — in specific, tangible, and
measurable terms.

 Scope Statement forms a basis for an agreement between the

project team and the project customer by identifying both the project
objectives and the major project deliverables.

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 Project Scope Statement
 Purpose of the Scope Statement

 Define the deliverables for the end

user.

 Keep the Project focused on

successful completion of its goals.

 Used as a planning tool and for

measuring Project Success

Project Scope Statement defines project

deliverables and serves as a guide for
developing the detailed Project Plan.

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 4.Create WBS

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 Work Breakdown Structure (WBS)
 WBS is a hierarchical and incremental decomposition of the
project into phases, deliverables and work packages

 An hierarchical outline (map) that identifies the products or work

elements involved in Project Completion

 Defines the relationship of the final deliverable (the project) to its

sub-deliverables, and in turn, their relationships to work
packages
 `

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Importance of Work Breakdown Structure
 WBS , a mother document, a framework on which the project is built and it
serves as the “Plan” for project execution.
 WBS focuses on project objectives and encourages detailed planning and
documentation.
 It clarifies responsibilities and used as a accountability tool.

 It helps in estimating and assignment of work.

 WBS is used throughout the project; it needs revision in case of any changes or
updates.
 WBS is the corner stone of quality project planning!

 WBS ensures that all work within a project is identified and defined within a
common framework
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 Scope/Application of Work Breakdown
Structure
 It is output-oriented Structure , it:

 Defines the work (What)

 Identifies time to complete a work package (How Long- Time)

 Identifies resources needed to complete a work package (How much-

Cost)
 Identifies a Human resources responsible for the work (Who)

 Finally, a WBS will enable you to provide clear status reports on project
progress

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 Proposed Methodology in Development
1. Gather all documents that defines Project’s scope (Charter + SOR )
2. Review WBS for similar projects, use templates, historical Information
3. Prepare a hi-level WBS representing “WHAT”
4. Refine and decompose to manageable and track-able level
5. Involve experienced project team members in developing WBS
6. Mostly we prepare deliverable based WBS rather than activity based, if
so , you have to convert deliverables into activities at the end
7. Review structure with responsible stakeholders; get buy-in from those
responsible for deliverables
8. Avoid developing details before it is needed
9. Based on Good Judgment - There are no hard and fast rules

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 WBS

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 WBS

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 Hierarchical Breakdown of the WBS

Cost Accounts/Control
Accounts

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 Hierarchical
Breakdown of the
WBS

FIGURE 4.3
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 Some key aspects to keep in mind when
you develop a WBS
 100% Rule: Together, all of the Work Packages defined in the WBS
make up 100% of the project's scope of work. This also implies that
anything that is not in the WBS is not part of the project

 Mutually Exclusive: Each component in the WBS is a separate

component

 Non-Balanced is OK: You don't need to break down each

deliverable into the same number of components

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Some key aspects to keep in mind when you
develop a WBS
 No Sequencing: The WBS does not show the sequencing of work.
It only identifies "what" work is needed. Ensure that nothing slips
through the cracks

 Decomposition may be difficult for the work to be done far in the

future….solve the issue through rolling wave planning

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 FIGURE 4.3
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 Output
 Scope Baseline
1. Scope Statement
2. WBS
3. WBS Dictionary

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 5.Validate Scope

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 Scope Validation
 Process of obtaining formal acceptance of the project scope from the
stakeholders (Client, Sponsor, Customer etc.)
 It is very difficult to create an ideal Scope Statement and WBS for a
Project. Proper verification will minimize scope changes, poor scope
verification will lead to repeated changes in Project Scope

 Despite all verifications , change in scope is constant during the

Project life.
 Many Projects suffer from the problem of scope creep (incremental
increase in work/features), and changing goal post

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 Scope Verification Process
1. Prepare Scope Statement and WBS

2. Review by SME (Subject Matter Expert) or the Consultant

3. Formal inspection by upper management

4. Verification/Acceptance by Client/Customer/Sponsor

5. Apply tools like Requirement Traceability Matrix

6. Results in formal acceptance of the Scope of the Project.

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 6. Control Scope

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 Scope control involves controlling changes in the Project’s Scope.

 Scope Control involves:

 Influencing the factors that cause scope changes.

 Ensuring changes are processed according to prescribed procedures as

part of integrated change control.

 Manage changes when they occur.

In making key changes to project activities, it is important to have a

formal change process and a formal approval of CCB, responsible for
approving or rejecting changes.
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 Questions

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