Module three

1

Module Three

5.0 Project Scope Management

“Project scope management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.”

PMBOK® Guide 2017 , Glossary

2

5.0 Project Scope Management Learning Outcomes • Differentiate between project and product scope • Discuss the Project Scope Management ITTOs • Define, describe, and build a WBS

3

5.0 Project Scope Management Project VS. Product Scope

Project Scope • The work required to deliver the product, service or result

Product Scope • The features and functions that characterize the product, service or result

4

5.0 Project Scope Management Predictive VS. Adaptive (Agile) Approach

Adaptive

Predictive • • • • •

Deliverables defined at beginning of project Changes are progressively managed Validate scope occurs with each deliverable or phase Control scope is ongoing Validate/ Control scope is compared with scope baseline

• •

• • • •

Deliverables are developed over multiple iterations Detailed scope is defined and approved at beginning of each iteration Responsive to high level of change Ongoing stakeholder engagement Validate/ control scope repeated for each iteration Validate/ control scope use backlogs —user stories, specs

5

5.0 Project Scope Management Tailoring Considerations

• Knowledge and requirements management • Validation and control • Development approach • Stability of requirements • Governance

6

5.0 Project Scope Management Knowledge Area Scope

Initiating

Planning 5.1 5.2 5.3 5.4

Executing

Monitoring and Control

Closing

5.5 5.6

Name the six processes in the Project Scope knowledge area.

7

5.1 Plan Scope Management Knowledge Area: Scope Process Group: Planning

“It is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled”.

PMBOK® Guide 20017, Glossary

8

5.1 Plan Scope Management ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 134

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

9 5.1.1.1 Plan Scope Management Inputs Project Charter (4.1.3.1)

• • • • • • • • • •

Formally authorizes project Might be created by the pm and issued by the sponsor Assigned PM, responsibilities and level of authority Project Purpose High level requirements and assumptions High level risks Summary milestones schedule Summary budget Documents current understanding of the customer’s requirements/ objectives/ success criteria List of Stakeholders

The Charter is authorized by someone external to the project.

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 135

10

5.1.1.2-4 Plan Scope Management Inputs Project Management Plan (4.2.3.1), OPAs, EEFs

Approved subsidiary plans including: • Quality management plan (8.1.3.1) • Project life cycle description • Development approach

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 135-136.

5.1.2.1-3 Plan Scope Management T&T Expert Judgment/ Data Analysis/ Meetings

• Subject matter Experts (SMEs) • Experience related to the development of a scope management plan • Provided by group or an individual

• Data Analysis – Alternatives Analysis • Meetings • • • •

Defining and elaborating on scope issues Brainstorming Problem solving Communicating

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 136.

11

5.1.3.1 Plan Scope Management Outputs Scope Management Plan • • • • • • • •

Major input into Develop Project management Plan process What? How? Measured? Verified?

Unambiguous Concise Traceable Complete Consistent Acceptable to stakeholders

Documentation vary from a simple document to a more detailed forms containing summary, descriptions, and other supporting documents.

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 137.

12

5.1.3.2 Plan Scope Management Outputs Requirements Management Plan • • • • • • •

How requirements will be analyzed, documented, and managed Unambiguous Concise Traceable Complete Consistent Acceptable to stakeholders Documentation vary from a simple document to a more detailed forms containing summary, descriptions, and other supporting documents.

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 137.

13

14

5.2 Collect Requirements Knowledge Area: Scope Process Group: Planning “It is the process of determining, documenting, and managing stakeholder needs and requirements to meet the project objectives” PMBOK® Guide 2017 , Glossary

15

5.2 Collect Requirements ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 138

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

16

5.2.1.1-3 Collect Requirements Inputs

1.Project charter (4.1.3.1) 2.Project management plan 1.Scope management plan (5.1.3.1) 2.Requirements management plan (5.1.3.2) 3.Stakeholder engagement plan (13.2.3.1)

3.Project documents 1.Stakeholder register (13.1.3.1) 2.Assumption log (4.1.3.2) 3.Lessons learned register (4.4.3.1)

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page140.

17

5.2 Collect Requirements Inputs 5.2.1.3 Project documents - Stakeholder Register • Identifies stakeholders that can provide information on detailed project and product requirements • Interest, influence, and involvement in the project Status Level VP

Authority Level

External Level

Sponsor

Vendor

Director

Client Public

18

5.2.1.4-7 Collect Requirements Inputs

4.

5.

6.

7.

Business documents (1.2.6) Agreements (12.2.3.2) EEFs OPAs

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 141.

5.2.2.1-4 Collect Requirements T&T

1.Expert judgment (4.1.2.1) 2.Data gathering 1. Interviews 2. Focus Groups 3. Surveys/ Questionnaires 4. Benchmarking

3.Data analysis- document analysis 4.Decision making

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 142-144.

19

5.2.2.2 Collect Requirements T&T Data gathering Surveys

Benchmarking

• Wide number of respondents • Quick turnaround • Statistical Analysis

• Comparison of actual or planned practices to those of comparable organizations

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 142.

20

5.2.2.3 Collect Requirements T&T Data Analysis - Document Analysis

• Analysis of existing documentation • • • • • • •

Business plans Marketing literature Agreements RFPs Current process flows Repositories Regularity documentation

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 143.

21

5.2.2.4 Collect Requirements T&T Group Decision Making Techniques

• • • • •

Unanimity/ Consensus Majority Plurality Dictatorship/ Command/ Autocratic Consultative

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 144.

22

5.2.2.5-8 Collect Requirements T&T

5.Data representation – mind mapping, affinity diagrams 6.Interpersonal and team skills • Facilitated Workshops • Nominal group technique • Observations

7.Context diagrams 8.Prototypes

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 144-147.

23

24

5.2.2.5 Collect Requirements T&T Mind/ Idea Mapping

5.2.2.6 Collect Requirements T&T Interpersonal and team skills

Facilitated Workshops • Define product requirements • Define cross-functional requirements and reconcile stakeholders differences • Workshops build trust and resolve issues quickly • Examples: • Joint Application Development (JAD) • and Quality Function Development (QFD) sessions

Group Activity Techniques • • • • •

Brainstorming Nominal group technique The Delphi technique Idea/ mind mapping Affinity diagram

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 144-145.

25

5.2.2.6 Collect Requirements T&T Interpersonal and team skills/ Observations

• Direct • Job shadowing • Usually implemented by external observers • Viewing the user • Performing the task to be fully immersed in the experience

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 144-145.

26

5.2.2.7 Collect Requirements T&T Context Diagrams

• Scope model • Visual depiction of the product scope • Business systems-people-other systems interaction

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 146.

27

28

5.2.2.7 Collect Requirements T&T Example - Context Diagrams

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Figure 5-5, page 146.

5.2.2.8 Collect Requirements T&T Prototypes

• Technique of progressive elaboration • Working model • Iterative cycles of: • • • •

Mock-up creation User experimentation Feedback generation Prototype revision

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 147.

29

5.2.3.1 Collect Requirements Outputs Requirements Documentation • Business • Objectives • How individual requirements meet the business need • Business rules and guiding principles of the organization

• Stakeholder

• Communication and reporting requirements • Impact to internal and external entities • Solution requirements • • • •

Functional and nonfunctional requirements Technology and standard compliance Support and training Reporting

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 147-148.

30

5.2.3.1 Collect Requirements Outputs Requirements Documentation (cont.)

• Project requirements • Level of service, safety, compliance, performance • Acceptance criteria

• Transition • Quality Documentation vary from a simple document to a more detailed forms containing summary, descriptions, and other supporting documents.

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 147-148.

31

5.2.3.2 Collect Requirements Outputs Requirements Traceability Matrix (RTM) –Sample Form

Links requirements to objectives Unique identifier

Descriptio n

Rationale

Owner Source

Priority Current status

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 148-149.

Date Acceptance completed criteria

32

33

5.3 Define Scope Knowledge Area: Scope Process Group: Planning

“Process of developing a detailed description of the project and product.”

PMBOK® Guide® Guide 2017, Glossary

34

5.3 Define Scope ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 20017, pg. 150

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

35

5.3.1.1-5 Define Scope Inputs 1. Project charter (4.1.3.1) 2. Project management plan • Scope management plan (5.1.3.1) 3. Project documents • Requirements documentation (5.2.3.1) • Assumption log (4.1.3.2) • Risk register (11.2.3.1) 4. EEFs 5. OPAs

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved

36

5.3.1.5 Define Scope Inputs Organizational Process Assets “Any or all process related assets from any organization that can influence the project’s success.”

PMBOK® Guide 2017, Glossary

Formal and informal: • Plans, policies, procedures, and guidelines • Organization’s knowledge bases; lessons learned, historical information

37

5.3.2.1 Define Scope T&T Expert Judgment (4.1.2.1) Industry Groups Professional /technical associations

Consultants

Expert Judgment Subject Matter Experts (SMEs)

Stakeholders Other Units within the organization

38

5.3.2.2 Define Scope T&T Data Analysis • Brainstorming • Lateral thinking • Pairwise comparisons functionality durability quality affordability fabricability usability maintainability safety marketability

A B C D E F G H I

A -

B A -

C C C -

D D D D -

E A B C D -

F F B F F F -

G A B C D E F -

H AH H H D H FH H -

I I BI C I E I I H -

39

5.3.2.3 Define Scope T&T Lateral Thinking (thinking outside the box) Example A man walks into a bar, and asks the bartender for a drink of water. The bartender pulls out a gun, points it at the man, and cocks it. The man says "Thank you" and leaves. What happened?

The question and answer segment might go something like this: • Could the bartender hear him? Answer: Yes • Was the bartender angry for some reason? A: No • Was the gun a water pistol? A: No • Did they know each other from before? A: No (or: "irrelevant" since either way it does not affect the outcome) • Was the man's "Thank you" sarcastic? A: No (or with a small hint: "No, he was genuinely grateful for some reason") • Did the man ask for water in an offensive way? A: No • Did the man ask for water in some strange way? A: Yes http://en.wikipedia.org/wiki/Situation_puzzle

40

5.3.2.4 Define Scope T&T Interpersonal and team skills - Facilitated Workshops    

Define product requirements Define cross-functional requirements and reconcile stakeholders differences Workshops build trust and resolve issues quickly Examples:  

Joint Application Development (JAD ) Quality Function Development (QFD) sessions

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 153.

41

5.3.2.5 Define Scope T&T Product Analysis • Project objectives  Tangible deliverables and requirements • Techniques used: • • • • • •

Product breakdown Value engineering Systems analysis Value analysis Systems engineering Functional analysis

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 153.

42

5.3.3.1 Define Scope Outputs Project Scope Statement

• • • • • • • • •

Product Scope description Deliverables Work required to produce deliverables Project Exclusions Constraints/ Fund limitation Cost estimate Configuration management requirements Specifications Approval requirements- product acceptance criteria

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 154.

43

5.3.3.2 Define Scope Outputs Project Documents Updates Changes are updated in: • • • •

Assumption log Requirements documentation Requirements traceability matrix Stakeholder register

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 155.

44

5.4 Create WBS Knowledge Area: Scope Process Group: Planning “Process of subdividing the major project deliverables and project work into smaller, more manageable components” PMBOK® Guide 2017, Glossary

45

5.4 Create WBS Benefits

• Provides the big picture • Provides a common language for planning and monitoring projects communication • Aids in the planning process • Identifies work gaps • Assigns resources to tasks • Establishes baselines • Helps in project compression

46

5.4 Create WBS ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 156

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

47

5.4.1.1-4 Create WBS Inputs 1. Project management plan - scope management plan 2. Project documents - project scope statement, requirements documentation 3. EEFs - Industry specific WBS standards (PMBOK® Guide 2.1.5) 4. OPAs • Policies, procedures, templates • Lessons learned from previous projects

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page157.

48

5.4.2.1 Create WBS T&T Expert Judgment

• Expert judgment is to used to reconcile differences in opinion • Groups or individuals • Predefined approach- PMO

49

5.4.2.2 Create WBS T&T Decomposition

“A planning technique that subdivides the project scope and the project deliverables into smaller, more manageable components.”

PMBOK® Guide 2017, Glossary

• Cost and time are reliably estimated • Identify and analyze deliverables • Align WBS with management requirements •

Rolling Wave Planning • 100% Rule

50

5.4.3.1 Create WBS Outputs Scope Baseline • • • • •

Project scope statement (5.3.3.1) WBS Work package Planning package WBS dictionary

5.4.3.1 Create WBS Outputs WBS • • • •

Deliverable—oriented Organizes and defines total project scope Each descending level is more detailed Work packages (lowest level item) can be: • • • •

• Each component assigned a unique identifier • Allows hierarchical summation of: • • •

Costs Schedule Resource information

Scheduled Cost estimated Monitored Controlled

51

52

5.4.3.1 Create WBS Outputs Work package • Lowest level on WBS with a unique identifier • A control account is a management control point for integrated scope, cost, and schedule.

• A control account is compared to EV for performance measurement.

• A control account has two or more work packages.

• Each work package is associated with one control account.

53

5.4.3.1 Create WBS Outputs Planning package

It is a WBS component located below the control account and above the work package.

54

5.4.3.1 Create WBS Outputs WBS Dictionary • Companion document to the WBS • Describes each WBS component

•Brief Statement of work •Defined deliverables •List of associated activities •List of milestones •Responsible organization •Assumptions and constraints

•Start end dates •Contract information •Quality requirements •Resources required •Technical references •Code of account identifier

55

5.4.3.2 Create WBS Outputs Project Documents Updates • Assumption log (4.1.3.2) • Requirements documentation updates (5.2.3.1) • Approved change requests, resulting from “Create WBS” process

5.4 Create WBS Other Project Breakdown Structures • Organizational Breakdown Structure (OBS) • Risk Breakdown Structure (RBS) • Bill of Materials (BOM) • Resource Breakdown Structure (RBS)

56

57

5.5 Validate Scope Knowledge Area: Scope Process Group: Monitoring and Controlling

“Process of formalizing acceptance of the completed project deliverables.”

PMBOK® Guide 2017, Glossary

58

5.5 Validate Scope ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 163

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

59

5.5.1.1 Validate Scope Inputs Project Management Plan Scope management plan Requirements management plan Scope Baseline includes: • Project Scope Statement • Describes the work that must be performed to deliver a product or a service

• WBS • Decomposition of the deliverables into work packages

• WBS Dictionary • Describes each WBS component in detail

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 165.

5.4.1.2 Validate Scope Inputs Project documents • • • •

Lessons learned register (4.4.3.1) Quality reports (8.2.3.1) Requirements Documentation (5.2.3.1) Requirements traceability matrix (5.2.3.2)

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 165.

60

61

5.5.1.3-4 Validate Scope Inputs Verified Deliverables/ Work performance data • Fully or partially completed • An output of the Control Quality process (8.3.3.3) • Degree of compliance with requirements (4.3.3.2) • # and severity of nonconformities • # of validation cycles performed in a period of time

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 165

62

5.5.2.1 Validate Scope T&T Inspection (8.3.2.3) Inspection • Measure, examine, verify whether work and deliverables meet the requirements • Sometimes called – Reviews – Product Reviews -- Audits - Walkthroughs - Quality Gates

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 166.

63

5.5.2.2 Validate Scope T&T Decision-Making techniques (5.2.2.4)

Used when validation is performed by the project team or other stakeholders.

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 166.

64

5.5.3.1 Validate Scope Outputs Accepted Deliverables • Completed accepted deliverables are formally signed off by the sponsor or customer • Formal documentation of the accepted work received from the customer

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 166.

5.5.3.2-4 Validate Scope Outputs 2. Work performance Information • Project progress (10.3.3.10)

3. Change Requests • Completed deliverables that have not been formally accepted • Reasons for non-acceptance, change requests for defect repairs • Processed for review through the Perform Integrated Change Control process

4. Project Documents Updates • Project documents that may be updated resulting from the Scope verification process – lessons learned, requirements documentation, RTM.

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 166.

65

66

5.6 Control Scope Knowledge Area: Scope Process Group: Monitoring and Controlling

“Process of monitoring the status of the project and product scope and managing changes to the scope baseline.”

PMBOK® Guide 2017, Glossary

67

5.6 Control Scope Scope Creep Work Authorization System (WAS) – Allows tracking and sequencing of the work. It prevents scope creep.

Control Scope -- Manages changes in the scope throughout the project utilizing the Integrated Change Control process.

68

5.6 Control Scope ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide2017, pg. 167

Inputs What do you need beforehand?

Tools & Techniques

Outputs

69

5.6.1.1 Control Scope Inputs Project Management Plan Scope management Plan Requirements management plan (products) (5.1.3.2) Change management plan (4.2.3.1) Configuration management plan (products) (4.2.3.1) Scope statement defines the project scope baseline and product scope (5.4.3.1) • Performance measurement baseline (4.2.3.1) • • • • •

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 169.

70

5.6.1.2-4 Control Scope Inputs 2. Project documents • Lessons learned register (4.4.3.1) • Requirements Documentation (5.2.3.1) • Requirements Traceability Matrix (5.2.3.2)

3. Work performance data – Project progress (4.3.3.2) 4. Organizational Process Assets (2.1.4) What can influence the Control Scope process?

• •

Monitoring and reporting methods Existing formal and informal scope control-related policies, guidelines, and procedures

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 169-170.

71

5.6.2.1 Control Scope T&T Data analysis • Variance Analysis • Performance measurements are used to assess the magnitude of the variation from baseline (4.5.2.2) • Determines the cause and degree of variance • Determines whether corrective or preventive action is required

• Trend analysis • Examines project performance over time

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 170.

72

5.6.3.1-4 Control Scope Outputs 1. Work Performance Information – Planned vs. actual 2. Change requests 

Review and disposition according to the Perform Integrated Change Control process  Scope, cost, schedule baselines  Scope management plan  Performance measurement baseline

3. Project Management Plan updates  Scope, cost, and schedule baselines

4. Project Document updates  Requirements documentation  Requirements traceability matrix

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 170-171.

73

5.0 Project Scope Management Summary

• • • • • •

Project Scope Management Change scope processes and process groups Product VS. project scope Charter WBS Process inputs, tools and techniques, and outputs (ITTOs)

74

5.0 Project Scope Management Notes • Write down your personal goals to enhance your project scope management knowledge • Write down any newly acquired knowledge that you might be able to apply in your workplace

• Identify and investigate additional resources.

• Read • PMBOK® Guide 2017, Ch.. 5 (Project Scope Management) • Mulcahy, Ch.. 5 (Scope Management) • Kerzner, Ch.. 22 (The Business of Scope Changes) - Optional

75

Tests • Rita’s practice exam – Ch.. 5