Project Scope Management Processes

• Project scope management includes processes to ensure a project includes all required work, and only the work required, for successful completion.
• Project scope management is primarily concerned with defining and controlling what is, and is not, included in a project.

Processes

• Plan Scope Management involves creating a scope management plan that documents how the scope will be defined, validated, and controlled.
• Collect Requirements means determining, documenting, and managing stakeholder needs to meet project objectives.
• Define Scope involves developing a detailed description of the project and product.
• Create WBS means subdividing project deliverables and project work into smaller, manageable components.
• Validate Scope means formalizing the acceptance of completed project deliverables.
• Control Scope involves monitoring the status of the project and product scope while managing scope changes.

Plan Scope Management

• The scope management plan is a component of the project management plan.
• The scope management plan describes how the scope will be defined, developed, monitored, controlled, and validated.
• Inputs include the project charter, project management plan components, enterprise environmental factors, and organizational process assets.
• Tools and techniques include expert judgment, data analysis (alternatives analysis), and meetings.
• Outputs include the scope management plan and requirements management plan.

Collect Requirements

• Requirements define what stakeholders need from the project.
• Stakeholder needs must be collected, analyzed, and documented.
• Inputs include the project charter, project management plan, project documents, agreements, enterprise environmental factors, and organizational process assets.
• Tools and techniques include interviews, focus groups, facilitated workshops, questionnaires and surveys, observations, prototypes, benchmarking, context diagrams, and document analysis.
• Outputs include the requirements documentation and requirements traceability matrix.

Define Scope

• The process of developing a detailed description of the project and product.
• This detailed project scope is critical for project success.
• Inputs include the project charter, project management plan, project documents, enterprise environmental factors, and organizational process assets.
• Tools and techniques include expert judgment, data analysis (alternatives analysis), and decision making (multi-criteria decision analysis).
• Outputs include the project scope statement and project documents updates.

Create WBS

• The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out to accomplish project objectives and required deliverables.
• The WBS provides a structured vision of what has to be delivered.
• Inputs include the project scope statement, project documents, enterprise environmental factors, and organizational process assets.
• Tools and techniques include expert judgment and decomposition.
• Outputs include the scope baseline and project documents updates.
• The scope baseline includes the project scope statement, WBS, and WBS dictionary.

Validate Scope

• Formalizing acceptance of the completed project deliverables.
• It is the process of obtaining formal acceptance of deliverables by the stakeholders.
• Inputs include the project management plan, requirements documentation, requirements traceability matrix, verified deliverables, and work performance data.
• Tools and techniques include inspection and group decision-making techniques.
• Outputs include accepted deliverables, change requests, and project documents updates.

Control Scope

• Monitoring the status of the project and product scope and managing scope changes.
• Control Scope ensures that all requested changes and recommended corrective actions are processed through integrated change control.
• Inputs include the project management plan, project documents, work performance data, and organizational process assets.
• Tools and techniques include data analysis (variance analysis, trend analysis), and meetings.
• Outputs include work performance information, change requests, project management plan updates, project documents updates, and organizational process assets updates.

Scope Management Plan

• It's a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
• It can be formal or informal, highly detailed or broadly framed, based on project needs.

Requirements Management Plan

• This is a component of the project management plan that describes how requirements will be analyzed, documented, and managed throughout the project.

Requirements Documentation

• Describes how individual requirements meet the business need for the project.
• Requirements may start at a high level, becoming progressively more detailed as the project progresses.

Requirements Traceability Matrix

• A grid that links product requirements from their origin to the deliverables that satisfy them.
• It provides a means to track requirements throughout the project lifecycle.

Project Scope Statement

• The description of the project scope, major deliverables, assumptions, and constraints.
• Provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders.

Work Breakdown Structure (WBS)

• A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish project objectives and required deliverables.
• Each descending level represents an increasingly detailed definition of the project work.

WBS Dictionary

• A document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.
• Includes code of account identifier, description of work, assumptions and constraints, responsible organization, schedule milestones, etc.

Scope Baseline

• The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary.
• The scope baseline can only be changed through formal change control procedures.

Decomposition

• A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
• The work involved is generally decomposed to the work package level.
• The work package is the lowest level of the WBS.

Variance Analysis

• A technique for determining the cause and degree of difference between the baseline and actual performance.
• Used to assess the magnitude of variation from the original scope.

Trend Analysis

• Examines project results over time to determine if performance is improving or deteriorating.
• Trend analysis is useful in anticipating future deviations from the scope baseline.