Chapter 7 –
Scope
Livro da Rita Mulcahy - PMP® Exam Prep,
Eleven Edition
Pág. 171 - 205
Goals
To master the six processes of the Project Scope Management knowledge area.
To understand the critical difference between Product Scope (features and
functions) and Project Scope (the work to deliver the product).
To learn how to create and use key scope documents, including the Project Scope
Statement, the Work Breakdown Structure (WBS), and the WBS Dictionary.
To understand how to properly collect and document project requirements.
To know the process for gaining formal acceptance of deliverables from the
customer (Validate Scope).
To understand how to control the project scope and prevent unapproved changes
(scope creep).
Keywords
Project Scope vs. Product Scope: A key distinction.
Product scope is what the end result will look like; (Quê)
project scope is the work needed to create it. (Como)
Scope Management Plan: The plan that describes how the scope will be defined,
validated, and controlled.
Requirements Management Plan: The plan that describes how requirements will be
collected, analyzed, and managed.
Work Breakdown Structure (WBS): A hierarchical decomposition of the total scope of
work to be carried out by the project team.
is used on all projects that use a predictive approach.
WBS Dictionary: A document that provides detailed information about each component
in the WBS.
Decomposition: The technique of breaking down the project scope into smaller, more
manageable work packages.
Keywords
Work Package: The lowest level of the WBS.
Scope Baseline: The approved version of the scope statement, WBS, and WBS
dictionary. It can only be changed through formal change control procedures.
Validate Scope: The process of formalizing acceptance of the completed project
deliverables.
Control Scope: The process of monitoring the project's scope and managing changes to
the scope baseline.
Scope Creep: The uncontrolled expansion of product or project scope without
adjustments to time, cost, and resources.
Scope must be clearly defined and formally approved before work starts
Gold plating a project (adding extras) is not allowed
Summary
Project Scope Management is the knowledge area dedicated to ensuring the
project includes all the work required, and only the work required, to complete
the project successfully.
This chapter details the processes for defining what is and is not included in the
project.
It covers everything from gathering customer requirements and creating a
detailed scope statement, to breaking down the work into a Work Breakdown
Structure (WBS), gaining formal acceptance of deliverables, and protecting the
project from unauthorized changes.
Overview
This chapter provides the tools to answer the fundamental question: "What work
are we going to do?" It begins with planning (Plan Scope Management) to
establish the rules for all scope-related activities.
The next step is to understand stakeholder needs by Collecting Requirements.
This information is then used to Define the Scope in a detailed Project Scope
Statement.
To make this scope manageable, it is broken down into a hierarchical WBS. The
Scope Baseline (Scope Statement + WBS + WBS Dictionary) becomes the official
reference for the project's work.
As deliverables are completed, they are formally accepted by the customer
through the Validate Scope process.
Throughout the project, the Control Scope process is used to monitor the work
Overview
This chapter provides the tools to answer the fundamental question: "What work
are we going to do?" It begins with planning (Plan Scope Management) to
establish the rules for all scope-related activities.
The next step is to understand stakeholder needs by Collecting Requirements.
This information is then used to Define the Scope in a detailed Project Scope
Statement.
To make this scope manageable, it is broken down into a hierarchical WBS. The
Scope Baseline (Scope Statement + WBS + WBS Dictionary) becomes the official
reference for the project's work.
As deliverables are completed, they are formally accepted by the customer
through the Validate Scope process.
Throughout the project, the Control Scope process is used to monitor the work
Overview
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS (Work Breakdown Structure)
5. Validate Scope
6. Control Scope
MIND MAP
1. Plan Scope Management
This is a component of the project management plan that describes how the
scope will be defined, validated, and controlled
Purpose: To create a plan that describes how the project scope will be defined, developed,
monitored, controlled, and validated.
Key Outputs: Scope Management Plan and Requirements Management Plan. These two
documents set the framework for all other scope processes.
2- Collect Requirements:
Purpose: To determine, document, and manage stakeholder needs and
requirements to meet project objectives.
Key Techniques: Interviews, focus groups, workshops, brainstorming,
benchmarking, etc.
Key Outputs: Requirements Documentation and the Requirements Traceability
Matrix (a grid that links requirements from their origin to the deliverables that
satisfy them).
2- Collect Requirements:
Requirements documentation describes how individual requirements meet the
business need for the project
A requirements traceability matrix links requirements from their origin to the
deliverables that satisfy them, providing a means to track requirements
throughout the project lifecycle
Various techniques can be used to elicit requirements:
interviews,
focus groups,
questionnaires,
benchmarking,
brainstorming,
mind mapping,
affinity diagrams,
nominal group technique,
observation
3-Define Scope:
Purpose: To develop a detailed description of the project and product.
Details: This process is critical for project success as it defines the boundaries of
the project by explicitly stating what is in and out of scope.
The project scope statement includes the project deliverables, acceptance
criteria, and exclusions
Progressive elaboration is used to develop the scope in more detail as the project
progresses
Key Output: The Project Scope Statement, which includes a description of the product
scope, deliverables, acceptance criteria, and project exclusions.
4-Create WBS (Decompose Scope):
Purpose: To subdivide the project deliverables and project work into smaller,
more manageable components.
Details: The WBS is a cornerstone of project planning. It is a deliverable-oriented
decomposition of the project. The lowest level is called a work package. It
represents 100% of the project work.
Key Output: The Scope Baseline (composed of the Project Scope Statement, the
WBS, and the WBS Dictionary).
4-Create WBS (Decompose Scope):
The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total
scope of work to be carried out by the project team to accomplish the project
objectives.
The WBS provides a structured vision of what has to be delivered
The WBS dictionary provides detailed deliverable, activity, and scheduling
information about each component in the WBS
The WBS, scope statement, and WBS dictionary together form the scope baseline
5-Validade Scope:
Purpose: To formalize the acceptance of the completed project deliverables.
Details: This is a process performed with the customer or sponsor to gain their
formal sign-off. It is different from Control Quality, which is the internal team's
process of checking for correctness.
Key Output: Accepted Deliverables.
This is the process of formalizing acceptance of the completed project
deliverables.
The customer or sponsor formally accepts the deliverables
6-Control Scope
Purpose: To monitor the status of the project and product scope and manage
changes to the scope baseline.
Details: This process is primarily concerned with preventing scope creep. It
ensures that any changes to the scope are processed through the formal
integrated change control process.
Changes to the scope require formal approval through the Integrated Change
Control process
Performance measurement is used to analyze deviations from the scope baseline
Agile Approaches to Scope:
Agile scope management emphasizes flexibility and collaboration.
Adaptive scope definition recognizes that scope can evolve throughout the
project
The product backlog is a prioritized list of features and functionalities to be
included in the product
User stories are short descriptions of functionality told from the perspective of
the end-user
Story slicing involves breaking down large user stories into smaller, more
manageable ones
Iteration (or sprint) is a short, fixed period during which a set of backlog items
is developed
Agile Approaches to Scope:
Timeboxing sets a fixed duration for an iteration, and the scope is adjusted if
necessary to meet the time constraint
The Minimum Viable Product (MVP) is a version of a product with just enough
features to be usable by early customers who can then provide feedback for
future product development
Agile scope decomposition involves breaking down high-level features into
smaller, deliverable increments
Techniques for Defining and Managing
Scope:
Mind mapping can visually organize ideas and requirements.
Context diagrams show the boundaries of the product and its interaction with
external entities
Affinity diagrams group ideas into categories to identify patterns in
requirements
Nominal Group Technique enhances brainstorming by allowing participants to
individually rank their ideas
Requirements elicitation involves gathering requirements from stakeholders
Requirements analysis involves scrutinizing and detailing the gathered
requirements
Balancing requirements involves considering factors like quality, business
needs, and constraints when defining scope
Techniques for Defining and Managing
Scope:
Verifying requirements ensures that the requirements are understood and
accurate
Iteration reviews are held at the end of each iteration to gather feedback on
the delivered scope
Definition of Done specifies the criteria that must be met for a backlog item to
be considered complete
The CRUDE Matrix (Create, Read, Update, Delete, Execute) can be used in agile
projects to document which roles have responsibilities for different product
backlog items
Agile
Agile scope management
Agile scope planning
Agile visioning
Agile product roadmap
Agile product backlog
Resumo PT_PT
Como definir e gerir o trabalho que precisa ser feito para entregar o produto,
serviço ou resultado do projeto.
Detalha os processos envolvidos na gestão do âmbito do projeto, desde o
planeamento inicial até o controle das mudanças.
Principais Tópicos Abordados:
Gestão do âmbito: Este processo envolve a criação do plano de gestão de
âmbito, que documenta como o âmbito será definido, validado e controlado
ao longo do projeto.
Coleta dos Requisitos: Este é um processo crucial para entender as
necessidades e expectativas das partes interessadas. O capítulo explora
diversas técnicas para coletar requisitos, como entrevistas, grupos focais,
questionários, benchmarking e análise de documentos.
Resumo PT_PT
Definição do âmbito: Com base nos requisitos coletados, o âmbito do projeto é
definido em detalhes. Isso geralmente resulta na criação da Declaração do
âmbito do Projeto, que inclui os entregáveis do projeto, os critérios de aceitação
e as exclusões do projeto.
Criação da EAP (Estrutura Analítica do Projeto) ou WBS (Work
Breakdown Structure): A EAP é uma decomposição hierárquica do trabalho a
ser executado pela equipa do projeto para atingir os objetivos do projeto e criar
os entregáveis necessários. Decompor o trabalho em "pacotes de trabalho" mais
pequenos e fáceis de gerir. A WBS, a Declaração do Âmbito e o Dicionário da
WBS formam a Linha de Base do Âmbito, que é a versão oficial do âmbito do
projeto.
Validação do âmbito: Este processo formaliza a aceitação dos entregáveis do
Resumo PT_PT
Controlo do âmbito: Este processo monitora o status do âmbito do projeto e
ger as mudanças no âmbito da linha de base. O capítulo discute como identificar
e controlar as solicitações de mudança, avaliar seu impacto e obter aprovação
para as mudanças necessárias.
Importância de um âmbito Bem Definido: O capítulo enfatiza os riscos de
um âmbito mal definido, como o scope creep (aumento não controlado do
âmbito), atrasos no cronograma, estouro do orçamento e insatisfação das partes
interessadas.
Ferramentas e Técnicas: Ao longo do capítulo, são apresentadas várias
ferramentas e técnicas utilizadas nos processos de gerenciamento do âmbito,
como análise de requisitos, prototipagem, reuniões, análise de valor e sistemas
de controle de mudanças.