Module 2

Plan scope management, is “the process of creating a scope management plan that
documents how the project scope will be defined, validated, and controlled.”

The product scope is “the features and functions that characterize a product,
service, or result.”

The project team also needs to determine the project scope or “the work performed
to deliver a product, service, or result with the specified features and functions.”
Together, the product scope (the outputs the team will deliver to its customers)
and the project scope (the work they need to perform to create the project’s
outputs) form the total scope.
Scope is “the process of developing a detailed description of the
project and product
The project scope statement includes three things regarding the total
scope.
• First,the team needs to determine both what they will deliver to the
project stakeholders at the end of the project
• Second, the team should decide what work needs to be accomplished
to create the deliverables
• Third, the team needs to determine what will limit or influence the
project work—such as exclusions, constraints, and assumptions.
Reasons to Define Scope
[Link] definition is an important part of project planning because all other
planning is based upon the project scope.
• the defined scope is the project team’s response—asking the “If we provide
this, will it solve your problem?” It is impossible to estimate how much a
project will cost, how many (and what type of) workers will be needed, how
long a project will take, what risks are involved, or what quality standards
will be invoked without first understanding what work the project includes.

[Link] definition also is vital in preventing scope creep

• First, if the scope is not clearly defined and agreed upon, it is easy to add to
the project without realizing that more time and money will be required
• The best time to gain customer understanding is when the project team is
defining the scope—not while working to implement it.
 How to Define Scope
• [Link] deliverables and acceptance criteria: The requirements elicited
from the customer often lead to some of the final deliverables.
For example, if a project entails constructing a house, the homeowners
probably want not only the house but also documentation on systems within it,
perhaps an explanation (training) on how to use certain items
[Link] project boundaries: In planning,people make assumptions
about dates and times, such as that a shipment of required materials will arrive
by the date the supplier promised. These assumptions should be stated. If an
assumption proves to be false, it frequently increases the project risk and may
also limit the project scope.
[Link] a scope description
The final step is to create a scope description
It describes the work that needs to be accomplished to create the project
deliverables
Steps to Define Project Scope

1. Identify Project Objectives

• Define the purpose and goals of the project.
• Objectives should be clear, specific, and measurable.
• Example: Develop a food delivery mobile app that allows users to order food
from restaurants, track their orders in real time, and make payments digitally.
[Link] Requirements
• Collect input from stakeholders (clients, customers, project team).
• Identify functional and non-functional requirements.
• Example:
✔ Functional Requirements:
User login/signup
Search restaurants and menu
Order tracking system
Online payment gateway
• ✔ Non-functional Requirements:
Fast loading time (within 3 seconds)
User-friendly UI/UX
Secure payment transactions
[Link] Deliverables
• List the final outputs and intermediate milestones.
• Specify what the client will receive at the end of the project.
• Example:
A fully functional food delivery app (iOS & Android)
User manual and training documentation
Integration with payment gateways (PayPal, Credit/Debit Cards)
Real-time order tracking system
[Link] Scope Boundaries
• Clearly define what is included and excluded in the project.
• Example:
✔ Included:
User profiles & order history
Restaurant dashboard for order management
• Excluded:
AI-based food recommendations
Multi-language support
[Link] Down the Work (WBS - Work Breakdown Structure)
• Break down the project into smaller tasks.
• Assign responsibilities to team members.
• Example:
1.0 Mobile App Development
1.1 UI/UX Design
1.1.1 Wireframe Creation
1.1.2 App Design Prototyping
1.2 Backend Development
1.2.1 Database Setup
1.2.2 API Integration
[Link] Constraints and Assumptions
• Constraints: Factors that limit the project (budget, time, resources).
• Assumptions: Factors considered true but not guaranteed.
• Example:
✔ Constraints:
Must be completed within 6 months
Budget is $50,000
Only supports English language
• ✔ Assumptions:
Restaurant partners will provide their menus in a digital format
Users will have stable internet connectivity
• [Link] Change Control Process
• Establish a process for handling scope changes.
• Ensure all scope modifications require approval.
Example: If a stakeholder requests a new feature (e.g., AI-based
recommendations),the project manager will:
Assess the impact on time, cost, and resources.
Get approval before adding it to the project.

• [Link] Scope Statement and Get Approval

• Prepare a Project Scope Statement covering all elements.
• Get formal approval from stakeholders to avoid misunderstandings.
Example: The project manager presents the Scope Statement to the client, including
objectives, deliverables, inclusions/exclusions, WBS, and constraints. Once
approved, the team proceeds with execution.
WBS-Work Breakdown Structure

• The work breakdown structure or WBS is a tool that project teams use
to progressively divide the deliverables of a project into smaller and
smaller pieces
• The WBS is a framework that is used as a basis for further planning,
execution,and control.
• The WBS is normally developed by listing deliverables—first major
deliverables and then progressively smaller ones until the team feels
that every deliverable has been identified.
• Work breakdown structure (WBS) in project management is a method for
completing a complex, multi-step project. It's a way to divide and conquer large
projects to get things done faster and more efficiently.
• The goal of a WBS is to make a large project more manageable.
• Breaking it down into smaller chunks means work can be done simultaneously by
different team members, leading to better team productivity and easier project
management
• (PMI) defines WBS as "a deliverable-oriented hierarchical decomposition of the
work to be executed by the project team to accomplish the project objectives and
create the required deliverables."
 Formats for Constructing WBS
1. Hierarchical (Tree) Format
 Displays the project in a tree structure, showing parent-child relationships.
 Starts with the main project at the top and branches down into sub-components.
 Best for: Visualizing dependencies and relationships.
Tabular (Outline) Format
 Presents WBS in an indented list or table format.
 Each task is assigned a unique numbering system for easy tracking.
 Best for: Projects that require simple documentation.
Org is plaintext format composed of simple,versatile forms which represents formatting and structural
information
Mind Map
Uses diagrams to visually represent WBS elements.
Project Charter

• The short document (usually about three pages) serves as an informal

contract between the project team and the sponsor (who represents
both senior management of the organization and the outside customer)
• The charter signing represents the transition from the high-level
project initiation stage into the more detailed project planning stage
• The project charter is the deliverable that grants a project team
Project Schedule
The building blocks of a project schedule are activities.
An activity is “a distinct, scheduled portion of work performed during the course of
a project.

For activities to be useful as schedule building blocks, they should have the
following characteristics:
• Clear starting and ending points
• Tangible output that can be verified
• Scope small enough to understand and control without micromanaging
• Labor, other costs, and schedule that can be estimated and controlled
• A single person who can be held accountable for each activity
The Project Management Institute (PMI) has divided project time management into the following seven work processes.

1. Plan schedule management—the process of establishing the policies, procedures, and documentation for planning, developing,
managing, executing, and controlling the project schedule

2. Define activities—the process of identifying the specific actions that need to be performed to produce the project deliverables

3. Sequence activities—the process of identifying and documenting dependencies among the project activities

4. Estimate activity resources—the process of estimating the type and quantities of material, human resources, equipment, or supplies
required to perform each activity

5. Estimate activity durations—the process of approximating the number of work periods needed to complete individual activities
with estimated resources

6. Develop schedule—the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create
the project schedule

7. Control schedule—the process of monitoring the status of the project activities to update project progress and managing changes to
the schedule baseline to achieve the plan
Purposes of a Project Schedule
Many specific questions such as the following can be answered by having a complete and workable
schedule:
• When will the project be complete?
• What is the earliest date a particular activity can start, and when will it end?
• What activity must begin before which other activities can take place?
• What would happen if a delivery of material was one week late?
• Can a key worker take a week of vacation the first week of March?
• If one worker is assigned to do two activities, which one must go first?
• How many hours do we need from each worker next week or month?
• Which worker or other resource is a bottleneck, limiting the speed of our project?
• What will the impact be if the client wants to add another module?
• If I am willing to spend an extra $10,000, how much faster can the project be completed?
• Are all of the activities completed that should be by now?
Historical Development of Project Schedules
• In the 1950s, two project scheduling methods were developed:
program evaluation and review technique (PERT) and critical path
method. The critical path method (CPM) is “a method used to
estimate the minimum project duration and determine the amount of
scheduling flexibility on the logical network paths within the schedule
model.”
• Both CPM and PERT were founded on the concepts still in place today
of identifying activities, determining their logical order, and
estimating the duration for each.
• Networks representing the activities were developed and the
schedule calculated
• PERT was developed in the Navy’s Special Program Office because
the Navy was developing the large and complex Polaris Weapons
System.
• PERT enabled project managers to estimate the most likely amount of
time needed to complete a project, and the level of confidence in
completing it in a particular time
• CPM was developed in the Engineering Services Division of DuPont.
DuPont needed to plan large projects when it built and refurbished
enormous plants.
• The focus was on understanding the longest sequence of activities,
which determined how long the project would take.
• CPM enabled project managers to ask what-if questions such as “If
the project needs to be finished three weeks early, which activities
should be speeded up and how much will it cost?”
• PERT and CPM originally used a method for displaying the work activities called
activity on arrow (AOA) or arrow diagramming method (ADM), in which
schedule activities are represented by arrows and connected at points called nodes.

The more common method used today is called activity on node (AON) or the
precedence diagramming method (PDM). AON or PDM is “a technique in which
the scheduled activities are represented by nodes and are graphically linked by one
or more logical relationships to show the sequence in which the activities are
performed.