Chapter 4

Project Scope Management

Department of Computer Science and Informatics

Uva Wellassa University
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What is Project Scope Management?

• Scope refers to all the work involved in creating the

products of the project and the processes used to create
them.

• A deliverable is a product produced as part of a project.

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What is Project Scope Management?

• Project scope management includes the

processes involved in defining and controlling
what is or is not included in a project
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Project Scope Management Processes

• Plan Scope Management : Define how scope and requirements will be managed.
• Collect Requirements : Identify and document product features, functions, and
creation processes.
• Define Scope : Refine project scope using the charter, requirements, and
organizational assets.
• Create WBS : Break down deliverables into smaller, manageable
components.
• Validate Scope : Formal acceptance of project deliverables by stakeholders.
• Control Scope : Manage changes to scope to avoid delays and cost overruns.
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Plan Scope Management

Project Scope Management

• Define how project scope and requirements will be managed throughout

the project lifecycle.
• Key Inputs:
Project management plan
Project charter
Enterprise environmental factors (EEFs)
Organizational process assets (OPAs)
• Tools & Techniques: Expert judgment, Data analysis, Team meetings
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Plan Scope Management

Project Scope Management

• Main Outputs:
▫ Scope Management Plan ▫ Requirements Management Plan
Defines how the scope will be: Explains how requirements will be:
Documented (scope statement) Collected, analyzed, documented, and updated

Broken down (WBS) Prioritized and traced

Maintained and approved Tracked and reported

Formally accepted Controlled

Controlled (change requests)

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Project Scope Management

Collect Requirements

• Identify and document stakeholders' needs and expectations for the project

deliverables.

• Why this is Challenging?

▫ Poorly defined requirements lead to costly rework

▫ Fixing defects in later stages can be up to 30 times more expensive

▫ Lack of structured processes for collecting and documenting requirements.

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Project Scope Management

Collect Requirements
• Common Requirement Collection Techniques:
▫ Interviews

▫ Focus Groups & Workshops The earlier and more accurately you define
requirements, the lower the cost and risk of rework.
▫ Group Creativity Techniques

▫ Surveys/Questionnaires Use multiple techniques to ensure all stakeholder

needs are understood and documented.
▫ Observation

▫ Prototyping

▫ Document Analysis
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Project Scope Management

Defining Scope
• Clearly describe what the project will and will not include by developing a detailed project
scope statement.
• A good project scope statement typically includes:
Product Scope Description What the product or service will include

User Acceptance Criteria Conditions that must be met for deliverables to be accepted

Project Deliverables Detailed list of products/services to be produced

Project Boundaries What is in scope and out of scope
Constraints Limitations (e.g., budget, deadlines, resources)
Assumptions Factors assumed to be true without proof

References Supporting documents such as specs, policies, design docs

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Project Scope Management

Work Breakdown Structure (WBS)

• WBS is a deliverable-oriented grouping of project work that defines total project

scope.

• Decomposition is subdividing project deliverables into smaller pieces

• It divides work logically based on how it will be performed.

• Rule: If a task is not in the WBS, it should not be done.

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Project Scope Management

Creating the Work Breakdown Structure (WBS)

WBS Structure
• Typically shown as a tree diagram or hierarchical chart
• Levels:
• Level 1: Entire project
• Level 2: Major deliverables or phases
• Level 3+: Sub-deliverables and tasks
• WBS Formats
• Chart format: Visual tree
• Tabular/List format: Uses numbers (e.g., 1.1, 1.1.1) and preferred in tools like MS Project
• Software-based: Tools like Microsoft Project use WBS for building Gantt charts.
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Project Scope Management

Creating the Work Breakdown Structure (WBS)

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Project Scope Management

Creating the Work Breakdown Structure (WBS)

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Project Scope Management

Creating the Work Breakdown Structure (WBS)

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Project Scope Management

Creating the Work Breakdown Structure (WBS)

• Consistent numbering scheme is essential.
• Naming:
• Use nouns (e.g., "Requirements Definition" instead of "Define Requirements")
for WBS items.
• Tasks ≠ Specifications
• WBS contains tasks (e.g., “Install flooring”), not specs (e.g., “12ft x 14ft light oak”).
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Project Scope Management

Creating the Work Breakdown Structure (WBS)

• WBS is the basis for Gantt charts
• WBS defines what and how work will be done, not when.
• Can organize WBS by:
▫ Deliverables
▫ Phases
▫ Process groups (Initiating, Planning, Executing, Monitoring/Controlling, Closing)
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Project Scope Management

Creating the Work Breakdown Structure (WBS)

Best Practices
• Ensure alignment between:
• Project Charter
• Scope Statement
• WBS
• Gantt Chart
• Engage team & customer in WBS development:
• Promotes shared understanding
• Enhances coordination
• Improves accuracy
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Approaches to Developing WBSs

• The analogy approach: review WBSs of similar

projects and tailor to your project

• The top-down approach: start with the largest

items of the project and break them down
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Approaches to Developing WBSs

• The bottom-up approach: start with the

specific tasks and roll them up

• Mind-mapping approach: way of creating

pictures that show ideas in the same way that

they are represented in your brain.
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Scope Verification

• It is very difficult to create a good scope statement and WBS

for a project
• It is even more difficult to verify project scope and minimize
scope changes
• Scope verification involves formal acceptance of the
completed project scope by the stakeholders
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Scope Control
• Controlling changes to the project scope.

• Scope changes are common in IT due to evolving user needs and fast-changing technologies.

• Prevent scope creep through early agreement and validation of scope.

• Key Inputs:
▫ Project management plan, project documents, work data, and organizational assets.

• Tools:
▫ Data analysis (e.g., variance analysis to track differences between planned vs. actual performance).

• Outputs:
▫ Work performance info, change requests, and updates to project plans/documents.
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Best Practices for Avoiding Scope Problems

1. Keep the scope realistic: Don’t make projects so large that they can’t be
completed; break large projects down into a series of smaller ones

2. Involve users in project scope management: Assign key users to the

project team and give them ownership of requirements definition and scope
verification

3. Follow good project management processes

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Reducing Incomplete and Changing Requirements in IT Projects

• Develop and follow a requirements management process

• Use effective techniques such as prototyping and use case modeling

• Put all requirements in writing, keep them current and readily available

• Test Continuously: verify deliverables throughout the project life cycle

• Stick to Deadlines

• Prioritize and implement only high-impact changes

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The end..