Project Management Body of Knowledge (Scope)

Project Management Body of Knowledge® Guide (Scope)

5th Edition

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3PMBOK Guide® (Scope)Project Scope Management is a process where all work tasks and requirements are

properly defined, documented, maintained, monitored and managed to complete the project successfully. Project work boundaries are set on what should be included and what should not. Scope can refer to 2 things: Product Scope, features and functions that characterizes a product, service or result; and Project Scope, work performed to deliver a project, service or result.

There are 6 processes under the Project Scope Management:

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5.1 Plan Scope ManagementPlan Scope Management is the process of creating a document on how the project scope

is defined, validated and controlled. It provides guidance and direction on how scope will be managed in the project and helps to reduce scope creep.

PMBOK Guide® (Scope)

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Input(1) Project Management Plan

Approved subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken for planning and managing project scope.

(2) Project CharterDocument used to plan the project scope management processes. It provides high-level project description and product characteristics from the project statement of work.

(3) Enterprise Environmental Factors (EEF)Factors like organizational culture, infrastructure, personnel information and marketplace conditions could influence the development of the Scope Management Plan.

(4) Organizational Process Assets (OPA)Scope Management Plan would need to comply to the organizational processes, procedures and policies, historical information and lessons learned knowledge base.


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Tools and Techniques(1) Expert Judgement

Knowledgeable parties with specialized education, knowledge, skill or experience would be required to receive the input for developing the project scope management plan.

(2) MeetingsProject managers, stakeholders, project sponsor and team members are the common attendees to develop the project scope management plan.

Output(3) Scope Management Plan

A document describing how the scope is defined, developed, monitored, controlled and verified.

(4) Requirements Management PlanA management plan of how requirements are analyzed, documented, tracked and managed.


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5.2 Collect RequirementsProcess of determining, documenting and managing project stakeholder needs and

requirements to meet the project objectives. Requirements can be categorized into business, technical, stakeholders, solution, functional, non-functional, transition and quality requirements.


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Input(1) Scope Management Plan

Document that provides clarity on which types of requirements needed to be collected.

(2) Requirements Management PlanDefinition of project processes and stakeholders’ needs are recorded into the document.

(3) Stakeholder Management PlanStakeholders communication requirements, engagement and participation level are documented.

(4) Project CharterHigh-level description of product, service or result to develop detailed project requirements.

(5) Stakeholder Register Database of stakeholders that gives requirements information and stores them in the register.


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Tools and Techniques(1) Interviews

Formal or informal approach to extract information from stakeholders.

(2) Focus GroupsInteractive discussion that brings stakeholders together to understand their expectations and thoughts on proposed product, service or result.

(3) Facilitated WorkshopsWorkshop is conducted to define cross-functional requirements and reconciling stakeholder differences. It also builds stakeholders’ communication, relationship and consensus.

(4) Group Creativity TechniquesSeveral group activities that perform brainstorming, nominal group technique, idea mapping, affinity diagram or muticriteria decision analysis.


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(5) Group Decision-making TechniquesAssessment process with conclusive actions to achieve future expected outcomes. Various methods can be used such as unanimity, majority, plurality or dictatorship.

(6) Questionnaires and SurveysSet of enquiries to accumulate information and statistical analysis from a large amount of respondents. Useful for varied audiences and respondents that are geographically dispersed.

(7) ObservationsExternal viewing of individuals or groups in their environment by understanding how they perform their tasks and carry out processes. Also known as “job shadowing”.

(8) PrototypesTangible experimental model to showcase and receive feedbacks from the stakeholders. Prototypes uses the concept of progressive elaboration in iterative cycles.


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(9) BenchmarkingComparison of actual and planned practices to generate ideas for improvement, identify best practices and provide a basis for measuring performances.

(10) Context Diagrams A model that shows the business system and how people or other systems interact with it.

(11) Document Analysis Technique used to elicit requirements by identifying information from existing documents.


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Output(1) Requirements Documentation

Document describing how the requirements meet the business needs. Requirements need to be measurable, testable, traceable, complete, consistent and acceptable to stakeholders.

(2) Requirements Traceability MatrixA grid that links requirements from their origin to the deliverables. The matrix helps to add business value and tracks requirements throughout the project cycle. This helps in ensuring that the requirements are approved and delivered in the final stage of project closing.


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5.3 Define ScopeDefine scope is the process of developing a detailed description of the project and product.

Requirements and specifications that were collected, needs to be defined whether to be included or excluded into the project scope.


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Document used for developing, monitoring and controlling the project scope.

(2) Project CharterHigh-level product description and characteristics along with project approval requirements.

(3) Requirements DocumentationDocument containing the list of requirements to be reviewed and selected for the project.

(4) Organizational Process Assets (OPA)Scope Management Plan would need to follow the organizational policies, procedures and templates, project files and lessons learned from previous projects.


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Tools and Techniques(1) Expert Judgement

Expertise required to analyze the information and develop the project scope statement.

(2) Product AnalysisTechniques such as product breakdown, systems analysis, requirement analysis, systems engineering and value engineering as used for further analysis.

(3) Alternatives GenerationTechnique used to create more methods and options on executing a project work. Different general management techniques can be used such as brainstorming, lateral thinking and analysis of alternatives.

(4) Facilitated WorkshopsParticipation of key players to reach a cross-functional and common understanding of the project objectives.


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Output(1) Project Scope Statement

A project scope statement is the description of project scope, acceptance criteria, deliverables, project exclusions, assumptions and constraints. It describes the scope and deliverables in detail, provides common understanding to stakeholders and helps the teams in planning for their work execution.

(2) Project Documents Updates


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5.4 Create Work Breakdown StructureCreate WBS is the process of subdividing the project scope into smaller and manageable

work tasks. It provides a comprehensive hierarchical decomposition on the project objectives and the required deliverables.


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Document specifying how to create WBS and how would it be maintained and approved.

(2) Project Scope StatementA document that describes the constraints or limitations of project work to be performed.

(3) Requirements DocumentationList of expectations to be completed and delivered as the final products, services or results.

(4) Enterprise Environmental Factor (EEF)Industry-specific WBS standards may serve as a reference for creation of the WBS.

(5) Organizational Process Assets (OPA)WBS would need to follow the organizational policies, procedures and templates, project files and lessons learned from previous projects.


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Tools and Techniques(1) Decomposition

Technique used for breaking down the project scope and deliverables into smaller manageable parts which would be easier to estimate and manage the cost and duration. Decomposition involves in activities such as analyzing the deliverables, structuring the WBS, breaking down of high level deliverables to smaller chunks, assigning identification codes to the WBS components and verifying if the components are appropriate.

(2) Expert JudgementExpert opinions are needed to help breakdown and consolidate the project scope. Knowledge in technical and management areas are appreciated to gain input on the different areas of work.


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Samples of WBS


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Output(1) Scope Baseline

Scope baseline is the approved version of project scope statement, work breakdown structure and work breakdown dictionary. It is used for work comparison and can only be changed through the change control procedures.



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5.5 Validate ScopeValidate Scope is a process of formalizing acceptance of the completed project

deliverables. The validation and verification is done by the project sponsor to receive formal acceptance.


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Document containing scope management plan and the scope baseline. Scope management plan specifies on methods to obtain formal acceptance of the completed project deliverables. The scope baseline includes the approved version of a scope management, work breakdown structure and the work breakdown structure directory.

(2) Requirements DocumentationList of requirements of the project along with the acceptance criteria.

(3) Requirements Traceability MatrixRequirements Traceability Matrix links the requirements to the origin and tracks them throughout the project cycle.


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(4) Verified DeliverablesCompleted and checked deliverables for correctness through the Control Quality process

(5) Work Performance DataData that includes the degree of compliance with requirements, number of nonconformities, severity of nonconformities or the number of validation cycle performed in a period of time.


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Tools and Techniques(1) Inspection

Investigation activities such as measuring, examining and validating to determine whether deliverables meet requirements and product acceptance criteria. Inspection can be in the form of reviews, product reviews, audits and walkthroughs.

(2) Group Decision-making TechniquesTechnique used to reach a unanimous conclusion when the validation is performed by the project team and other stakeholders.


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Output(1) Accepted Deliverables

Formal documentation containing the deliverables that meet the criteria are then signed off by the sponsor.

(2) Change RequestsDeliverables that did not met the acceptance criteria might require change requests for defect repair and will go through the Integrated Change Control process.

(3) Work Performance InformationInformation about the project’s progress and is updated and communicated to the key stakeholders.



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5.6 Control ScopeMonitoring the status of the project or product scope and managing changes to the scope

baseline. Controlling the project scope to have prevention of scope creep to the project. Additional scope creep would result in additional resources required from scope, cost or time.


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Scope baseline, scope management plan, change management plan, configuration management plan and requirements management plan are used to control the project scope.

(2) Requirements DocumentationDocumented requirements that are measurable, testable, traceable, complete and consistent. This makes it easier to detect any deviation from the project scope.

(3) Requirements Traceability MatrixMatrix used to detect the impact of any change or deviation from the scope baseline on the project objectives.


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(4) Work Performance DataRaw information of the change request received, number of change requests and number of deliverables completed

(5) Organizational Process Assets (OPA)Existing formal or informal scope, control-related policies, procedures, processes, monitoring and reporting methods or templates influences the Control Scope process.

Tools and Techniques(6) Variance Analysis

Technique used to calculate the degree of differences between the scope baseline and actual performances. Project performances measurements are used to measure the magnitude of the variation from the project’s original scope.


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Output(1) Work Performance Information

Produced information regarding the project scope in comparison with the scope baseline. Contains the information of changes received, the identified scope variances and their causes, the impact to the schedule or cost along with the forecast of future scope performances. This document provides the foundation of making scope decisions.

(2) Change RequestsPreventive, corrective actions or defect repairs that are raised to ensure the project work is following as planned in the project scope.

(3) Project Management Plan Updates(4) Project Documents Updates(5) Organizational Process Assets (OPA) Updates


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32References

01 Project Management Institute (2013), A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) - 5th Edition

Leadership & Management

Project Management Body of Knowledge (Scope)