1. Definition
Project scope management involves the process of ensuring that the project does and only does all the work required to successfully complete the project. Managing the project scope is primarily about defining and controlling what work should be included in the project and what should not be included in the project.
In a project environment the term, ‘scope’ has two meanings.
Product scope refers to the features and functionality of a product, service or outcome. Project scope also refers to the work that must be done to deliver a product, service or outcome with the specified characteristics and functions. The various processes and supporting tools and techniques required to manage project scope will vary from project to project. The approved project scope statement, work breakdown structure (WBS) and corresponding WBS dictionary form the project scope baseline. Baseline changes can only be made through a formal change control process. The baseline is used as a basis for comparison when carrying out scope confirmation, scope control and other control processes.
Purpose: To do and only do all the work required to qualify the project.
2. Standardizing scope management
Process definition:
Create a scope management plan
Provides guidance and direction on how to define, validate and control the project scope process inputs.
Project Management Plan Project Charter Business Environment Factors Organizational Process Assets Tools and Techniques
Expert judgement sessions Process Outputs
Scope Management Plan
Develop a detailed project scope statement. Create a WBS. Maintain and approve the WBS. Formal acceptance of deliverable. Handle project scope changes. Requirements management plan.
3. Gathering Requirements
Who to Gather From: Stakeholders. Meet specific, measurable, documented tools and techniques necessary to quantify and document the needs and expectations of key stakeholders.
Interview focus group sessions.Moderated, interactive and focused.Guided workshops. Cross-sector, rapid and consensus building. Group innovation techniques. Brainstorming.Affinity diagrams.Nominal group techniques.Multi-criteria decision-making.Group decision-making techniques.Unanimity, majority principle, relative majority principle, and relative majority principle.Dictatorship. Questionnaires.Rapid and statistical methods.Observational prototyping, progressive detail.Benchmark comparison with others.Identification of best process output.
Requirements documentation: Requirements tracking matrix. Ensure requirements have commercial value. Ensure requirements are delivered at the end of the project.
1.4 Define scope Process
Definition:Develop detailed project and product descriptions. Define what is included in the project scope and what is outside the project scope and define project boundaries
1.5 Create a WBS.Make the big things small.The bottom level of the WBS is the “work package”.
Process inputs: Scope management plan, guidance, project scope statement, decomposition objects, requirements document, requirements for the project, business environment factors and organizational process assets.
How to decompose the WBS? Phase and deliverable.
About the WBS: The 100% Principle and The 80 Hour Principle.
The foundation of project management Stakeholders agree on the preparation of a WBS has a team building role. Standard WBS templates facilitate lessons learned by the WBS role.
1.7 Confirmation of scope
Step-by-step.Formal. Formal acceptance of completed deliverable success. Passing internal acceptance.
Reasons for failure: insufficient involvement of stakeholders or poor understanding of SOW
1.8 Scope of control: Manage scope changes
Process inputs:
1. Project Management Plan
2. Requirements document
3. Requirements tracking matrix
4. Job performance data
5. Organizational process assets
