Guten Tag - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/032a-scope.pdf · A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition 5 - PROJECT SCOPE

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Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

4. IntegrationProject

Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

Kno

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5.5 Validate Scope

5. 565.1234

5.1 Plan Scope Management: defining the scope

5.2 Collect Requirements: stakeholder needs

5.3 Define Scope: describe scope

5.4 Create WBS: scope breakdown

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

Project Scope Management

5.5 Validate Scope: accepting deliverables

5.6 Control Scope: monitor scope

107©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

5 - PROJECT SCOPE MANAGEMENT

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5.1 Plan Scope Management

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 key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-2. Figure 5-3 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Meetings.1 Scope management plan.2 Requirements management plan

Figure 5-2. Plan Scope Management: Inputs, Tools & Techniques, and Outputs

5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS

Project Scope ManagementEnterprise/Organization

4.1Develop Project

Charter

4.2Develop ProjectManagement

Plan

P

Project

R

O

Figure 5-3. Plan Scope Management Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.



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.1 Scope management plan

.2 Requirements management plan.3 Stakeholder management plan.4 Project charter.5 Stakeholder register

.1 Interviews .2 Focus groups .3 Facilitated workshops .4 Group creativity techniques .5 Group decision-making techniques .6 Questionnaires and surveys .7 Observations .8 Prototypes .9 Benchmarking .10 Context diagrams .11 Document analysis

.1 Requirements documentation.2 Requirements traceability matrix

Figure 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs

C g


5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

n

R

Rx

13.1Identify

Stakeholders

13.2Plan

StakeholderManagement

8.1Plan QualityManagement

12.1Plan

ProcurementManagement

4.1 Develop Project

Charter

Figure 5-5. Collect Requirements Data Flow Diagram


120 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-7. Figure 5-8 depicts the data flow diagram of the process.



.2 Project charter

.3 Requirements documentation.4 Organizational process assets

.1 Expert judgment

.2 Product analysis

.3 Alternatives generation

.4 Facilitated workshops

.1 Project scope statement

.2 Project documents updates

Figure 5-7. Define Scope: Inputs, Tools & Techniques, and Outputs


5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter

Requirementsocumentation

Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter

6.3SequenceActivities

6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments

Enterprise/Organization

Figure 5-8. Define Scope Data Flow Diagram

42367_ManualPMI5_book-R1.indb 120 3/11/13 4:26 PM




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5.3.3.2 Project Documents Updates

Project documents that may be updated include, but are not limited to:

Stakeholder register,

Requirements documentation, and

Requirements traceability matrix.

5.4 Create WBS

Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.




.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets

.1 Decomposition

.2 Expert judgment .1 Scope baseline.2 Project documents updates

Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs




5

5.5 Validate Scope

Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-14. Figure 5-15 depicts the data flow diagram of the process.



.2 Requirements documentation.3 Requirements traceability matrix.4 Verified deliverables.5 Work performance data

.1 Inspection

.2 Group decision-making techniques

.1 Accepted deliverables

.2 Change requests

.3 Work performance information.4 Project documents updates

Figure 5-14. Validate Scope: Inputs, Tools & Techniques, and Outputs


5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan

Figure 5-15. Validate Scope Data Flow Diagram



5.5 Validate Scope

Validate Scope is concerned with acceptance of the deliverables

Increases the chance of sucessful acceptance of the final product, service or result by validating each deliverable

Control Quality is concerned with correctness of the deliverables and is generally performed before Validate Scope

PMBO

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What & Why?



5

5.5 Validate Scope





.1 Inspection



.2 Change requests




5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform


4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan




5.5 Validate Scope

PMBO

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Requirements Documentation: a list/executive summary/report of what is required to satisfy the business requirements of the project

Requirements Traceability Matrix: a chart that shows product requirement and the deliverables that satisfy them

A means of tracking requirements throughout the project life cycle

A structure for managing changes to the product scope

Shows how our requirements are being met (may not be known yet)

From the Requirements

documentation

Rita ©2013 p 171

Requirements Traceability Matrix



5

Business needs, opportunities, goals, and objectives;

Project objectives;

Project scope/WBS deliverables;

Product design;

Product development;

Test strategy and test scenarios; and

High-level requirements to more detailed requirements.

Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria. Figure 5-6 provides an example of a requirements traceability matrix with its associated attributes.

Requirements Traceability Matrix

Requirements DescriptionIDBusiness Needs,Opportunities,

Goals, Objectives

ProjectObjectives

AssociateID

WBSDeliverables

ProductDesign

ProductDevelopment

TestCases

Programs PortfoliosProject Name:

Cost Center:

Project Description:

1.0

1.1

1.2

1.2.1

2.0

2.1

2.1.1

3.0

3.1

3.2

4.0

5.0

001

002

003

004

005

Figure 5-6. Example of a Requirements Traceability Matrix


(PMBOK® Guide, p. 119)

Requirements Traceability MatrixFrom the

Requirements documentation

Shows how our requirements are being met (may not be known yet)



5

5.5 Validate Scope





.1 Inspection



.2 Change requests




5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform


4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan




5.5 Validate Scope

PMBO

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Verified Deliverables: that have been completed and checked for correctness by the Perform Quality Control process

Work Performance Data: the raw data of the project’s status (how much work is completed, how much time has elapsed, costs incurred to date)



5

5.5 Validate Scope





.1 Inspection



.2 Change requests




5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform


4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan




5.5 Validate Scope

PMBO

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Inspection: reviews, audits and walkthroughsDeliverables are measured, examined and validated to determine if the work meet the requirements and acceptance criteria

Group Decision-Making Techniques:Unanimity - all agreeMajority - more then 50% agreePlurality - most agreeDictatorship - one person decides



5

5.5 Validate Scope





.1 Inspection



.2 Change requests




5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform


4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan




PMBO

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Accepted Deliverables:The accepted work/product Formal sign-off is obtained

5.5 Validate Scope



5

5.5 Validate Scope





.1 Inspection



.2 Change requests




5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform


4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan


















5





.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

Charter


Plan

P

Project

R

O





5







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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter





5.3 Define Scope




.2 Project charter


.1 Expert judgment

.2 Product analysis







5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter


Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter


6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments







5






5.4 Create WBS






.1 Decomposition




Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

4. IntegrationProject

Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

Kno

wle

dge

Are

as

5.6 Control Scope

5. 565.1234



5.5.3.2 Change Requests

The completed deliverables that have not been formally accepted are documented, along with the reasons for nonacceptance of those deliverables. Those deliverables may require a change request for defect repair. The change requests are processed for review and disposition through the Perform Integrated Change Control process (Section 4.5).

5.5.3.3 Work Performance Information

Work performance information includes information about project progress, such as which deliverables have started, their progress, which deliverables have finished, or which have been accepted. This information is documented as described in Section 10.3.3.1 and communicated to stakeholders.


Project documents that may be updated as a result of the Validate Scope process include any documents that define the product or report status on product completion. Verified project documents may require approvals from the customer or sponsor in the form of signatures or signoffs.

5.6 Control Scope

Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that it allows the scope baseline to be maintained throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-16. Figure 5-17 depicts the data flow diagram of the process.



.2 Requirements documentation.3 Requirements traceability matrix.4 Work performance data.5 Organizational process assets

.1 Variance analysis .1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 5-16. Control Scope: Inputs, Tools & Techniques, and Outputs


5.6 Control Scope

To monitor the status of project and product scope

To manage changes to the scope baseline

When necessary integrate changes with other control processes

Manage expansion to product or project scope (scope creep)

PMBO

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What & Why?









5.6 Control Scope








5.6 Control Scope

Project Management Plan:

Scope baseline

Scope management plan

Change management plan

Configuration management plan

Requirements management plan

PMBO

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5.6 Control Scope








5.6 Control Scope

Requirements Documentation: a report of what is required to satisfy the business requirements of the project

Work Performance Data: the raw data of the project’s statusThis can include the number of change requests received, the number of requests accepted or the number of deliverables completed

PMBO

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5.6 Control Scope








5.6 Control Scope

Variance Analysis: looks at the difference between the current scope and the scope baseline

PMBO

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Scope creep: when scope is being altered over time without using the proper change management processes

Why does it happen? It may be due to:

Interference from the client An incomplete scope statement A poor change control system Miscommunication among team members Market conditions or technology advancement

Avoid it by:

Never allow changes without proper review and approval Insist that clients talk to you directly Prepare a complete scope statement Maintain good communication among the team Keep proper checks on the project’s progress

Other creep:

Hope creep: when a team member is behind schedule but reports being on schedule

Effort creep: when a team member is working but not making progress

Feature creep: when team members arbitrarily add features and functions without applying the proper change management processes









5.6 Control Scope








5.6 Control Scope

Work Performance Information:

How is the project scope performing compared to the baseline

Identified the causes of differences and change

Include the categories of changes

How has/will the scope change impact; schedule, cost, and quality

Scope performance forecasts

PMBO

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5.6 Control Scope










5

5.5 Validate Scope





.1 Inspection



.2 Change requests




5.5ValidateScope

5.2Collect

Requirements

Projectcharter


Requirements

C

Aeliverables

Ps

WW

Veeliverables

plan

8.3ControlQuality

4.3Direct andManage

Project Work

4.4Monitor and

Control ProjectWork

4.5Perform


4.6 Close Project

or Phase

ProjectDocuments

4.2Develop Project

ManagementPlan


















5





.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

Charter


Plan

P

Project

R

O





5







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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

n

R

Rx

13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter





5.3 Define Scope




.2 Project charter


.1 Expert judgment

.2 Product analysis







5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter


Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter


6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments







5






5.4 Create WBS






.1 Decomposition




Auf Wiedersehen(good bye)