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Scope Management

Chapter 5


Chapter 5

Objectives

Understand the different Scope

Management Processes

Their Inputs, Tools and Techniques,

Outputs

This chapter entails one to

understand the various

Scope Management aspects

required to understand the

customer needs, how they

need to be approached and

finally brought to the

satisfactory need of the

customer – making the

project successful!


Project Scope Management includes all the defined project work which need to be

accomplished in order to ensure the project is completed successfully.

Project scope may be a subset of the Business Needs which is a much larger context of

the requirements. Multiple projects or phases, based on the budget available may also

be established in order to accomplish the required business needs for the market.

Manage Scope Management involves definition and controlling project scope for the

project.

Scope can be broadly categorized into:

Business Scope: set of market needs at high level

Product Scope: subset of business scope to define the product or service

characteristics

Project Scope: subset of Product Scope to define project deliverables

Base lined Scope is primary reference for project and further approved changes by

CCB(Change Control Board) are added to establish new scope baselines which are

secondary references during project.

Project Scope Completion marks Completion of Project.

Knowledge Area: Scope Management


There are 6 Scope Management processes:

1. Plan Scope Management

Establishing the Project Scope in the Scope

management plan document

2. Collect Requirements

Collecting the requirements from stakeholder

groups ensuring those requirements are

managed (monitor, Control) till end of the project

3. Define Scope

Defining the detailed Project scope in the Scope

Statement

4. Create WBS ( Work Breakdown Structure)

Establishing and breaking down the scope into

manageable components in structured manner

5. Validate Scope

Once the work is accomplished it needs to be

validated against the requirements

6. Control Scope

Monitoring and Controlling the project scope

across the project duration w.r.t Scope Baseline

Knowledge Area: Scope Management


5.1 Plan Scope Management

Inputs

•Project Management Plan

•Project Charter

•Enterprise Environmental Factors

•Organizational Process Assets

Tools & Techniques

•Expert Judgment

•Meetings

Outputs

•Scope Management Plan

•Requirements Management Plan

•Integration

•Develop Project Management Plan

•Scope

•Plan Scope Management

•Collect Requirements

•Define Scope

•Create WBS

•Time

•Plan Schedule Management

•Define Activities

•Sequence Activities

•Estimate Activity Resources

•Estimate Activity Duration

•Develop Schedule

•Cost

•Plan Cost Management

•Estimate Costs

•Determine Budget

•Quality

•Plan Quality Management

•Human Resource

•Plan HR Management

•Communications

•Plan Communications Management

•Risk

•Plan Risk Management

•Identify Risks

•Perform Qualitative Risk Analysis

•Perform Quantitative Risk Analysis

•Plan Risk Responses

•Procurement

•Plan Procurement Management

•Stakeholder

•Plan Stakeholder Management

Planning Process

Plan Scope Management is to create a Scope Management

document that documents how the project scope will be

defined, validated and controlled.

Benefits of having this document early will ensure the minimal

conflict resolutions arising due to the project scope changes.

Key benefit of this process is to provide guidance and direction

on how the scope will be managed during the course of project.

This plan helps to reduce the risk of project scope creep. Let us

understand this in little detail for practical sense.


Scope Management Plan describes how the scope will be

defined, developed, monitored, controlled, and verified.

It constitutes of the:

Process for preparation of a detailed project scope

statement

Process to enable WBS creation from the detailed project

scope statement

Process that establishes how the WBS will be maintained

and approved

Process that specifies how formal acceptance of the

completed project deliverables will be obtained; and

Process to control how requests for changes to the

detailed project scope statement will be processed.

This process is directly linked to the Perform Integrated

Change Control process

Plan itself can be at a high or low level, based on the needs of

the project.

Scope Management Plan


Requirements management plan details how the requirements will be

solicited, analyzed, documented and managed.

The phase-to-phase relationship influences requirements

management. Based on the nature of the project, either single phase,

multiple phase(sequential or overlapping phases), project manager

defines the approach adopted for requirements management.

It constitutes of the:

How requirements activities will be planned, tracked and reported

Configuration management activities such as:

how changes to the product will be initiated

how impacts will be analyzed

how they will be traced, tracked, and reported, as well as the

authorization levels required to approve these changes

Requirements prioritization process

Product metrics that will be used and rationale for adopting them

Traceability structure to reflect which requirement attributes will be

captured on the traceability matrix.

Requirements Management Plan


5.2 Collect Requirements

Inputs


•Requirements Management Plan

•Stakeholder Management Plan

•Project Charter

•Stakeholder Register

Tools & Techniques

•Interviews

•Focus Groups

•Facilitated Workshops

•Group Creativity Techniques

•Group Decision-making Techniques

•Questionnaires And Surveys

•Observations

•Prototypes

•Benchmarking

•Context Diagrams

•Document Analysis

Outputs

•Requirements Documentation

•Requirements Traceability Matrix

•Integration


•Scope



•Define Scope

•Create WBS

•Time






•Develop Schedule

•Cost


•Estimate Costs

•Determine Budget

•Quality


•Human Resource


•Communications


•Risk


•Identify Risks




•Procurement


•Stakeholder


Planning Process

Collect requirements process

means: Define and document

stakeholders’ needs; Define and

manage customers’ expectations;

Establish the foundation of the WBS;

Input to cost, schedule, and quality

planning.

Key benefit of this process is to

become the basis for defining and

managing the project scope including

product scope.

Practically, organizations classify

requirements into:

Project Specific

Business Requirements

Project Management Requirements

Delivery Requirements

Product Specific

Performance Requirements

Security Requirements

Technical Requirements


Collect Requirements - Interviews

Used to provoke information from stakeholders by talking & engaging them directly. Either One-on-one or

Group interviews with appropriate subject matter experts (SME’s) are used to identify features and seek

functions of desired end outcome deliverables.

Either formal or informal interviews ensure the project manager gain those elicited answers from

participants and often also result to access to confidential requirements.

Formal Interview Process Steps :

1. Identify stakeholders to be interviewed

2. Obtain a general understanding of the customers business

3. Develop interview questions using open-ended questions

4. Set meeting time and location for the interview

5. Provide a set of questions to interviewees prior to the interview

6. Use one or more Recorders to accurately preserve results of the interview

7. Provide results to interviewees for confirmation of content

Informal Interview Process Steps :

1. Identify stakeholders to be interviewed

2. Obtain a general understanding of the customers business

3. Develop interview questions to make sure certain questions are answered during session

4. Set up a casual meeting or telephone conversation time for the interview.

5. Takes handwritten notes during the interview; avoid using electronic data capture.

6. Provide results to interviewee for confirmation of content


As it indicates, Focus Groups are focused moderated discussions in a

group(includes prequalified stakeholders, subject matter experts) hosted

by an experienced moderator to go through a channelized manner of

discussion to arrive at required requirements information to develop a

product, service or outcome.

Why are Focus Groups useful to collect requirements from

Stakeholders, SME’s?

Group dialogue tends to generate rich information, as participants’

insights tend to “trigger” the sharing of others’ personal experiences

and perspectives in a way that can more easily or readily tease out

the nuances and tensions of complex topics and subjects – a dynamic

that is not present during key informant interviews.

Provides information directly from individuals who are invested in the

issue or hold expert knowledge about a topic of which little is known

among researchers. Provides information from people who can

provide insights about actual conditions and situations.

Provides a representation of diverse opinions and ideas.

Provides a relatively low cost and efficient way to generate a great

deal of information.

Collect Requirements - Focus Groups


These are focused sessions with key stakeholders together to define product requirements.

Workshops are considered a primary technique for quickly defining cross-functional requirements and

reconciling stakeholder differences.

Due to their interactive nature, well-facilitated sessions can build trust, foster relationships, and improve

communication among the stakeholders, to lead increased stakeholder consensus. In addition, issues can

be discovered earlier and resolved more quickly.

However, ensuring the key stakeholder participation & active presence remains a challenge from the project

management perspective.

Few of the well know facilitated workshop examples include:

JAD(Joint application development) used in Software Industry. Both Business users and Technical

users sit together to define the requirements.

QFD(Quality Function deployment) used in Manufacturing Industry. Customer needs are collected,

sorted, then prioritized, and goals set for achieving them. This helps determine the critical

requirements of the product.

How to make facilitated workshop a success?

The moderator is key and has to understand end objective of workshop, set expectations in the

beginning & moderate discussion in manner keeping all participants in mind.

Each statement should be elaborated by the moderator before being thrown out in the open workshop

for discussion. And finally each discussion point needs to be concluded right there to ensure

consensus or partial agreement on the consensus. Formalize the conclusions with a formal email after

workshop to all stakeholders.

Facilitated Workshops


Group Creativity Techniques

Which Technique? Explanation

Brainstorming Primarily a source to generate and collect multiple ideas

Nominal GroupBrainstorming clubbed with prioritization & voting process for further exploration of mostuseful ideas

DelphiGroup of subject matter experts provide responses anonymously for consolidation by afacilitator and redistributed out for further exploration

Idea/Mind Mapping

Individual brainstorming session results are mapped into a single map to generate biggerideas

Affinity diagram Number of ideas are classified into categories for further review & analysis

Multi criteria decision analysis

utilizes a decision matrix to provide a systematic analytical approach for establishingcriteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas

Generating a creative environment for SME’s or project team to openly discuss

their ideas is a powerful and creative way to ensure the requirements are fully

captured.


Selection of staff may be done with respect to ratings provided for each individual resource on

multiple parameters.

It is advantageous to structure complex problems well and to consider multiple criteria

explicitly which would lead to more informed and better decision making to pick the right set of

resources.

Multi-Criteria Decision Analysis is a management tool applied for making Management

decisions, Requirements prioritization, Resource Selection or any other where extensive

parameters are supposed to be solicited.

Multi-Criteria Decision Analysis

ResourcesTotal

RatingsAvailability

Cos

tExperience Ability Knowledge Skills Attitude

International

factors

Raj 38 2 7 4 5 1 6 9 4

Surya 41 8 4 6 2 1 7 10 3

Satish 52 10 7 2 4 6 7 8 8

Ashok 47 7 8 4 3 2 5 8 10


Group Decision Making

Which Technique?

Explanation

UnanimityDecisions which are arrived where everyone agrees to the course of action.This type of outcome is possible with brainstorming combined with Delphitechnique.

Majority Decisions where more than 50% participants agree on the course of action.

Plurality Decision arrived by the largest group even if the majority is not arrived.

Dictatorship One individual makes the decision for the group.

Driving decisions of multiple stakeholders to a cohesive direction in a project

environment means applying many techniques at different times of the project

for the best outcome.


Questions & Surveys

Set of predefined questions and or polls to

arrive at a statistical answer from a

geographically spread diversified team of

stakeholders. This is the MOST easiest

way to collect information from such a

large group of stakeholders.

Respondents providing sufficient

information and knowledge to complete the

survey. The usefulness of a survey is in the

responses that are received to solicit

requirements.

Adding an incentive for participants to

complete the survey quickly may also

speed up the entire process of collection of

requirements.

Surveys can take a long time to prepare,

collect, and collate but with careful

planning, a well-executed survey can

simplify the process of gathering

requirements dramatically.

Observations come handy when the

requirements are not been able to

articulate. An observer acts as shadow to

the person performing the job and

captures the required detail about the

requirement.

Though Questions and Surveys can be

used to secure information from project

team and market, often considerable

amount of data can be collected by just

observing.

Seeing and Listening are the key to gain

significant information. Observation

provides the opportunity to document

activities, behavior and physical aspects

without having to depend upon project

team willingness and ability to respond to

questions.

Observations (Job Shadowing)


Prototypes

Prototypes are also known as abstract

representations, storyboarding..

Prototypes are the methods of ensuring

the early feedback from the stakeholders

due to its nature of being a mockup of the

actual end product.

In Software, storyboards use mock-ups to

show the end visualization of software

products with links and interfaces.

Highly useful in visualizing the look and

feel of an application and the process

workflow.

Is the technique of comparing the actual or

planned practices to those of the standard

industry best recognized and/or accredited

practices to ensure the possible

improvements on the basis of the

measuring performance.

One can also benchmark individual

projects or program, or overall

organization's project management, or

both, because they are all related. Some

parts of the organization do really well,

other parts really bad. Benchmarking is not

only to gather requirements, it can also be

used in many other dimensions in the

organization.

Benchmarking


Context Diagrams

Context diagrams visually depict the

product scope by showing a business

system (process, equipment, computer

system, etc.), and how people and other

systems (actors) interact with it.

Context diagrams show inputs to the

business system, the actor(s) providing the

input, the outputs from the business

system, and the actor(s) receiving the

output.

Context diagrams serve as a useful tool to

help the project stakeholders communicate

about what lies outside the system

boundary.

Is the technique of elicitation of available

documents from various sources to arrive

at the requirements.

Sources may be internal or external to the

organization like:

Business Plans, Marketing Literature,

Agreements

RFP’s, Current process flows, Logical

data models

Business rule repositories, Software

documentation

Business Processes, Use cases,

Other requirements

Problem/Issue logs, Policies,

Procedures

Regulatory documentation such as

laws, codes or ordinances so on..

Document Analysis


Requirements Documentation

Requirements documentation describes how

individual requirements meet the business need

for project. Requirements get refined as more

clarity is visible over project period elapses.

Requirements documentation may consist of the:

Business Requirements

Stakeholder Requirements

Solution Requirements

Project Requirements

Transition Requirements

Requirements assumptions

Dependencies and Constraints

Requirements traceability matrix is a grid

document that envisions how the product

requirements from their origin to the deliverables

that satisfy them.

Tracing requirements include the following:

Business needs, opportunities, goals and

objectives

Project Objectives

Project Scope/WBS Deliverables

Product Design

Product Development

Test Strategy and Test Scenarios

High level requirements to more detailed

requirements

Requirements Traceability Matrix


5.3 Define Scope

Inputs

• Scope Management Plan

• Project Charter

• Requirements Documentation

• Organizational Process Assets

Tools & Techniques

• Expert Judgment

• Product Analysis

• Alternatives Generation

• Facilitated Workshops

Outputs

• Project Scope Statement

• Project Document Updates

•Integration


•Scope



•Define Scope

•Create WBS

•Time






•Develop Schedule

•Cost


•Estimate Costs

•Determine Budget

•Quality


•Human Resource


•Communications


•Risk


•Identify Risks




•Procurement


•Stakeholder


Planning Process

Define scope ensures the detailed description of the project and product

with the boundaries of what is included and excluded.

This is continuously evolved as the project progresses.

In order to avoid scope creep, wherever possible scope should be as

much detailed as possible.

Definition: Scope creep is considered as any un-warranted changes

introduced to the existing scope of work.

From the Collect Requirements Process, since it will not be possible to

develop the entire set of requirements identified, the finalized version of

requirements will constitute the project scope.


Project Scope Defined

Project Scope Statement


It is the description of Project Scope, Major Deliverables, Assumptions, and Constraints. The Project Scope

Statement documents entire Scope, including Project and Product Scope.

It may constitute the following:

Product Scope Description

Product Acceptance Criteria

Project Deliverables

Project Exclusions

Project Constraints and Assumptions

Although Project Charter and Project Scope Statement are different with their

intended purpose, it is better to have a clear understanding:

Project Scope Statement

Project Charter Project Scope Statement

May include…

Project justification

High-level requirements and

project description

Summary milestone schedule

and budget

Measureable objectives and

success criteria

Project approval requirements

Sponsor name and signature

Project manager name and

authority level

May include…

Project

o Deliverables

o Boundaries

o Constraints

o Assumptions

Product

o Scope description

o User acceptance criteria


Product Analysis

Product analysis is a method for converting the product

description into project deliverables and requirements.

Product analysis includes techniques:

Product Breakdown: Breaks down product into

components, to examine each component individually

and how it may work with other parts of entire product.

Systems Engineering: Focuses on satisfying the

customers’ needs, cost requirements, and quality

demands through design and creation of product.

Value Engineering: Deals with reducing costs and

increasing profits, all while improving quality. Its focus is

on solving problems, realizing opportunities, and

maintaining quality improvement.

Value Analysis: Similar to value engineering, this

focuses on the cost/quality ratio of the product. For

example, your expected level of quality of a €200,000 car

versus a €150,000 used car is likely relevant to the cost

of each.

Function Analysis: Related to value engineering, this

allows team input to the problem, institutes a search for a

logical solution, and tests the functions of the product so

the results can be graphed.

Quality Function: This deployment is a philosophy and a

practice to fully understand customer needs—both

spoken and implied—without incorporating unnecessarily

costly features or refinements into the project

deliverables.

Used to develop as many potential options as possible in

order to identify different approaches to execute and

perform the work of the project.

This means making sure that for every project decision,

there is a real choice:

a choice of implementation methods, possibly using

different approaches or technical methods. The first one

that comes to mind is not always best one.

a choice of who does what. The expert may be very

good but not available when needed. It may be faster to

use the expert as a coach, supporting a less experienced

person for implementation.

a choice of location. Where the project team are affects

communications, availability and many other factors.

a choice of supplier. This is normal practice for

procurement, where “alternatives generation” is built into

the system.

a choice of standards. Not all standards apply in all

situations.

Alternatives Generation


5.4 Create WBS

Inputs


•Project Scope Statement

•Requirements Documentation

•Enterprise Environmental Factors

•Organizational Process Assets

Tools & Techniques

•Expert Judgment

•Decomposition

Outputs

•Scope Baseline

•Project Document Updates

•Integration


•Scope



•Define Scope

•Create WBS

•Time






•Develop Schedule

•Cost


•Estimate Costs

•Determine Budget

•Quality


•Human Resource


•Communications


•Risk


•Identify Risks




•Procurement


•Stakeholder


Planning Process

Create WBS (Work Breakdown Structure) is the process of subdividing the

deliverables and work into smaller, more manageable components in a structured

hierarchical decomposition visual manner.

Key Benefit from this process is to envision the holistic view of deliverables in a

structured fashion.

The planned work at the lowest level of the WBS element is called as Work Package.

Work package is also identified as a group of related activities that can be easily:

Estimated; Scheduled; Monitored and Controlled

Usually Work packages are assigned to individual owners to ensure estimation and

timely management.


Decomposition is a technique to divide and subdivide

the large chunks of project scope into more

manageable smaller(granular) work packages.

The degree of such granularity depends on the control

needed on the work packages to be delivered, usually

until the cost and schedule can be managed.

Decomposition of the work usually involves:

Identification and Analysis of High Level Work and

Deliverables

Structure and Organize the WBS Elements

Decompose Higher elements into Lower elements

Assign WBS element identification codes for each

element

Ensure the WBS elements are manageable, if not

further decompose the elements.

How do you manage WBS elements of work

contracted?

Ensure the work contracted has its own WBS

which is manageable by the contracted party.

In Scope Management, project deliverables are

subdivided into smaller and more manageable

components until the work and deliverables are defined

to the work package level. This is called as

decomposition.

In Time Management, each work package within the

WBS is decomposed into the activities required to

produce the work package deliverables. This is called

as decomposition.

Decomposition

Project

Phases

Deliverables

Work Packages

Activities

Decomposition

Output of Scope

Management

Output of Time

Management

Decomposition


Sample WBS

My Robot

1.0 Project Management

1.1 Planning

1.2 Procurement

1.3 Execution

1.4 Monitoring & Controlling

1.5 Closure

2.0 Soft Simulation

2.1 Design & Develop software

models

2.2 Execute Simulations

2.3 Make Refinements

2.4 Security & Performance

Check

3.0 Hardware Simulation

3.1 Beta Model Development

3.2 Practical Demonstration of working unit

3.3 Make Hardware

Refinements

3.4 Security & Performance

Check

4.0 Production Modeling

4.1 Setup a Production

Model Machinery

4.1.1 Internal Clearances

4.1.2 Regulatory Clearances

4.1.2.1 Geographic Regulatory

Clearances – Asia

4.1.2.2 Geographic Regulatory

Clearances -Americas

4.1.3 Product Ready Clearance

4.2 First Lot of Production

4.3 Refinement Checks

4.3.1 Production Quality & Assurance

4.3.2 Rapid Production Check

5.0 Mass Production

5.1 Contracted to Third Party

WBS can be established in various formats based on the project needs, complexity and the control required.

Typically, it is decomposed until the Project Scope and Cost can be managed at that Work package level.


The Scope Baseline is the approved version of a Scope

Statement, Work Breakdown Structure (WBS), Associated WBS

Dictionary that can be changed only through formal change

control procedures and is used as a basis for comparison.

Each Work Breakdown Structure (WBS) work package is

assigned to a Control Account with and established unique

identifier from Code of Accounts. Control Accounts play a vital role

in management decisions with performance measurement of each

work package.

WBS Dictionary is a document that provides detailed deliverable,

activity, and scheduling information about each component in the

WBS. It may include:

Code Of Account Identifier, Description Of Work

Assumptions And Constraints, Responsible Organization

Schedule Milestones, Associated Schedule Activities

Resources Required, Cost Estimates

Quality Requirements, Acceptance Criteria

Technical References, Agreement Information.

Scope Baseline


What does Scope Baseline Consists?

Scope Baseline

Associated WBS

Dictionary

Project Scope

Statement

WBS

Primary Success of almost every project is to achieve the Scope Baseline.

Without Scope, Project is not a Win.


5.5 Validate Scope

Inputs

• Project Management Plan


• Requirements Traceability Matrix

• Verified Deliverables

• Work Performance Data

Tools & Techniques

• Inspections

• Group Decision Making

Outputs

• Accepted Deliverables

• Change Requests

• Work Performance Information


•Integration

•Monitor and Control Project Work

•Perform Integrated Change Control

•Scope

•Validate Scope

•Control Scope

•Time

•Control Schedule

•Cost

•Control Costs

•Quality

•Control Quality

•Human Resource

•Communications

•Control Communications

•Risk

•Monitor & Control Risks

•Procurement

•Control Procurements

•Stakeholder

•Control Stakeholder Management

Monitoring & Controlling Process

It is a process to formally validate

and accept the deliverables and

ensure the scope defined in the plan

has been implemented.

Key benefit of this process is the

final product will be in line with the

scope defined at the beginning and

the likelihood of the end product is in

line with the expectations.

Validation is performed keeping the

scope baseline and other planning

documents as the basis to evaluate

the completed deliverables.

Validation itself may be performed by

a special team constituted and may

comprise of the team, management,

stakeholders and/or customer based

on the need of the project.

Control Quality and Validate Scope

come very close and perform almost

the same. The exception being in

Control Quality, it is identified to

correct the quality and bring it back

on track from deviation to quality,

whereas in Validate Scope, it is to

ensure the scope itself is being met

as the needs/requirements of the

project/activities.


Inspection is the formal evaluation of a

particular work being delivered and the

deliverables inline to the product acceptance

criteria.

Usually inspections are done as soon work is

being completed or deliverable ready, it is

performed by performing team and includes

peer or supervisor reviews of work being

accomplished.

Defects and/or repairs identified in the

inspections are subject to be corrected and

implemented as per the project

need/requirement.

Inspections are also known as

Product Demonstrations

Reviews

Walk Through

Audits

Inspections


5.6 Control Scope

Inputs



• Requirements Traceability Matrix

• Work Performance Data

• Organizational Process Assets

Tools & Techniques

• Variance Analysis

Outputs

• Work Performance Information

• Change Requests



• Organizational Process Assets Updates

•Integration

•Monitor and Control Project Work

•Perform Integrated Change Control

•Scope

•Validate Scope

•Control Scope

•Time

•Control Schedule

•Cost

•Control Costs

•Quality

•Control Quality

•Human Resource

•Communications

•Control Communications

•Risk

•Monitor & Control Risks

•Procurement

•Control Procurements

•Stakeholder

•Control Stakeholder Management

Monitoring & Controlling Process

It is a process to monitor the

project and product scope and

control the scope to ensure the

project objectives are met.

Key benefit of this process is

that we have an up to date

Scope Baseline at any given

point in time.

Changes are quite natural to

happen on projects and

ensuring scope changes are

managed well with Control

Scope process ensures scope

creep is avoided.

Scope creep by definition

means uncontrolled changes to

the features and functions

planned earlier in the project.

Allowance on scope will trigger

scope creep and naturally

cause alterations to the

unprecedented and

uncontrollable project changes

in various directions including

cost impact, schedule impact,

quality impact.


Degree of difference between the

planned baseline and the actual

baseline of work is known as Variance

Analysis.

The larger the degree of variance the

project is much out of control.

Variance may be analyzed on various

parameters including Scope, Cost,

Schedule.

On the quality front the variance may

be analyzed if there is a quality

baseline established. In practice,

quality baseline is often not

established for the entire duration of

the project. It may be only for a subset

of the entire project.

Scope Variance is often the most

critical in any project, deviation from

the original plan of requirements

deviation.

Variance Analysis


Scope Creep & Project Dimensions

Lighter than Planned Originally

Heavier than Planned

Becomes

More and

More

Heavier as

Time

progresses

Dilution of

Original

Project

Vision,

Scope, Cost,

Time,

Quality…


Prevent Scope Creep in real life

3 Effective Simple Techniques toprevent scope creep/pitfalls:

Have crystal clear requirementsdefined where ever possible

Have Change ControlBoard(CCB) in place without anyexceptions

Have a working CCB capable tomake tough timely informeddecisions. Any incapacity of CCBshould be immediately dealt withand ensured that CCB is notdefunct in Project


Chapter 5 - Debrief


THIS BRINGS TO “SCOPE MANAGEMENT” COMPLETION.

From what we have understood so far is:

6 Scope Management Knowledge Area Processes

Identified their Inputs, Tools & Techniques, Outputs

Chapter 5


Acknowledgements & Disclaimer

PMI, PMBOK, PMP, CAPM, PgMP, PMI-

ACP, PMI-RMP, PMI-SP are registered

marks of Project Management Institute,

Inc.

All registered trademarks, symbols, names

are marks of their respective owners and

acknowledged.

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