Lecture - Project Scope Management slide

By Chere L. (M. Tech)
Lecturer and Trainer,
Department of Software Engineering
Software Project Management
SwEg4104
Lecture 4 – Scope Management

Scope Management - Work Breakdown Structure
Outline
 Key Concepts & Terms
 Process of Scope Management
Chere L.
2

Key Concepts & Terms
Chere L.
3

Key Concepts & Terms
Chere L.
4
 Product scope:
 The features and functions that characterize a
product, service, or result.
 It’s completion is measured against the requirements.
 The ‘What’ and Oriented to functional requirements
 Project scope:
 The work that needs to be accomplished to deliver a
product, service, or result with the specified features
and functions.
 The completion is measured against the project plan.
 The ‘How’ and Work-Oriented.

Cont’d
Chere L.
5
 Project Scope Management
 The processes that ensures the project
includes all the work required, and only
the work required.
 Or the processes related to finding
what is included and what is not
included in the project

Processes of Scope Management
Chere L.
6

Cont’d
Chere L.
8
 Inputs
 Outputs
 Tools and
Techniques
Project Scope
Management Process

Planning Scope Management
Chere L.
9
 It provide guidance on how the project scope will be managed
throughout the project

Planning Scope Management
Chere L.
11
Data Flow Diagram

Collect Requirements
Chere L.
18
 Scope management
plan
 Requirements
management plan
 Stakeholder
Management Plan
 Project Charter
 Stakeholder
Register
 Interviews
 Focus groups
 Facilitated workshops
 Group creativity
techniques
 Group decision
making techniques
 Questionnaires and
surveys
 Observations
 Prototypes
 Benchmarking
 Context diagrams
 Document Analysis
 Requirements
documentation
 Requirements
traceability
matrix
Input Tools & Techniques Output

Define Scope
Chere L.
32
 Developing the detailed description of the project and product
 Specifying the boundaries of the project
 Specifying the requirements that are included in the project scope

Define Scope
Chere L.
33

5.2 Collect Requirements
• Scope management
plan
• Project Charter
• Requirements
documentation
• Organizational
Process Assets
1. Expert Judgment
2. Product analysis
3. Alternative generation
4. Facilitated Workshops
1. Project Scope
Statement
2. Project document
updates
Input Tools & Techniques Output
What is completely
new for you?

5.3.3.1 Project Scope Statement
Project Scope Statement includes the followings:
Product Scope: Describes the characteristics
of the product, service or result
Deliverable: Any verifiable product, service,
or result. Deliverables can also be project
reports and documentations.
Acceptance Criteria: Conditions that are to
be met before accepting the criteria
Constraints. Constraints refers to
limitations or restrictions. For
example a predefined budget or
deadline.
Project Exclusion: Identifying things
that are outside the scope of the
project. This helps in managing
stakeholder expectations
Assumptions: Something is
considered to be true or certain
without any proof. This is done for
planning purpose. The scope
statement also documents the
affects of the assumed factors in
case the proof to be false.
Project Scope Statement Template

Define Scope: CRMS
Chere L.
40
Deliverables (example)
 Functional CRM System with core features and functionalities.
 Integration with existing systems (e.g., email, marketing
automation) for data synchronization.
 User documentation and training materials.
 Deployment package for installation on a web server.
 Testing reports and documentation.

Define Scope: CRMS
Chere L.
42
In-Scope: Functionalities and Features
 Lead Management
 Contact Management
 Sales Pipeline Tracking
 Reporting and Analytics:
 Task and Activity Management
 Email Integration
 Mobile Accessibility
 Customization and Scalability
Out-of-Scope: Functionalities/Features
 Mobile application
 Integration with third-party
applications
 Customization of features
 Data migration from legacy
systems or third-party CRM
platforms

Define Scope: CRMS
Chere L.
43
Scope Statement
 The CRM System will serve as a centralized platform for managing customer
relationships, capturing leads, tracking sales opportunities, and analyzing
customer data. It will include core features such as lead management, contact
management, sales pipeline tracking, reporting and analytics, task and activity
management, email integration, mobile accessibility, customization, and
scalability.

Define Scope: CRMS
Chere L.
44
Assumptions:
 The project team will have access to necessary resources, including hardware, software,
and development tools.
 Stakeholders will provide timely feedback and approvals during the project lifecycle.
 The CRM System will comply with relevant data privacy and security regulations.
Constraints:
 Budget constraints may limit the scope of the project and impact the selection of
technologies and resources.
 Time constraints may require phased implementation of features and functionalities.
Acceptance Criteria:
 The CRM System meets all defined functional and non-functional requirements.
 User acceptance testing (UAT) validates the functionality and usability of the
system.
 Stakeholders formally accept the completed deliverables before deployment.

Scope Management - Work Breakdown Structure Chere L.
45

Work Breakdown Structure
(WBS)
Chere L.
46

Summary of WBS
Chere L.
47
 Explain what the WBS is
 Understand the use of the WBS
 Be familiar with the WBS components
 Understand the processes of creating the WBS
 Identify Tools, Techniques, Output of WBS
 Types of WBS
 Case studies

What is WBS?
Chere L.
48
PMBOK defines WBS as
“A deliverable-oriented hierarchical decomposition of
the work to be executed by the project team to
accomplish the project objectives and create the
required deliverables”.

Cont’d
Chere L.
49
WBS
 A PM tool used to define and group project elements (discrete
works) in a way that help to organize and define the total work
scope of the project
 It is a visual representation of ‘what’ to be done.
 It contains a list of activities for a project derived from
 Previous experience
 Expert brainstorming

Cont’d
Chere L.
50
 Each descending level of WBS represents an increasingly detailed
definition of the project work.

Benefit of WBS
Chere L.
51
 Clearer definition of the deliverables
 Better communication
 Lays the groundwork for schedule and budget
 accurate time and budget estimation
 Easier identification of critical path items
 Provides a coordinating framework for the various parts of a project
 Creating accountability among project team
 easily identify authority/role and responsibilities of project team
 An instrument for tracking costs and work performance.

WBS Elements
Chere L.
52
 Project Deliverables
 The desired outcomes of project tasks. They are grouped into work packages
 WBS Levels
 Provide context for each portion of the project and determine the hierarchy
of tasks and deliverables
 Work Packages
 The lowest level in the WBS.
 It represents the work needed to accomplish a specific deliverable.
 Should contain activities that are short in duration (1 or 2 weeks; 8 -
80 hours rule;
 It describe activities that can be planned, scheduled, and controlled
by an individual or a small team.

WBS Elements
Chere L.
53
 Tasks
 Work packages broken down into smaller activities
 WBS Dictionary
 Describe each component of WBS with along with their estimated effort,
and performance measurements.
 It allows to define each step of the WBS and how it will be executed.
 Control Accounts
 Help control costs and schedules on projects with very large budgets or
when a large part of the budget or duration applies to only one or two major
deliverables.
 It function like work packages with some additional requirements.
 Usually created for major parts of the project, such as phases and key
deliverables.

How to Create a WBS?
Chere L.
54
 Set project boundaries
 define the Project Scope, Goals and Objectives
 Identify Project Phases & Control Accounts
 Identify and list the Project Deliverables
 Set WBS Levels
 Create Work Packages
 Choose Task Owners

Identifying Work Package
Chere L.
55
 Identify major project work deliverables/systems
 then the sub-deliverables necessary to accomplish the larger
deliverables are defined.
The process is repeated until the sub-deliverable detail is small enough to
be manageable and where one person is responsible.
 this lowest deliverable usually consists of several work packages.
Work packages within a deliverable are grouped by type of work:
foundation, framing, finish; hardware, programming, testing, etc.
Also referred to as cost accounts, work packages facilitate a system for
monitoring project progress by work completed, cost and responsibility.

Set WBS Levels
• Determine the level of each WBS element and assign code
• Level 0 - project itself
• Level 1 - major deliverables
• Level 2 - individual components of each deliverable etc.
• Final level – work package

Approaches to Develop WBS
 Phase based approach
 Product based approach
 Hybrid approach

Phase based approach
• Advantage
• Activity list likely complete and non-overlapping
• WBS gives a structure that can be
• refined as the project proceeds
• used for determining dependencies among activities
• Disadvantage
• May miss some activities related to final product

Product based approach
• Product Breakdown Structure (PBS)
• Shows how a system can be broken down into different products
for development
Product based approach

Hybrid Approach
• A mix of the phase-based and product based approaches
(most commonly used)
• The WBS consists of
• a list of the products of the project; and
• a list of phases for each product

How do you develop a good WBS?
• Top down approach:
• Start at the highest, top level activities and systematically
develop increasing levels of detail for all activities
• Bottom up approach (“Brainstorming”):
• Generate all activities you can think of that will have to be done
and then group them into categories
• Which one you use depends on
• how familiar you and your team are with the project,
• whether similar projects have successfully been performed in
the past, and
• how many new methods and technologies will be used.

Top Down WBS Development
• Specify all activities for the entire project to be finished.
• Determine all tasks to complete each activity.
• If necessary, specify sub-activities required to complete
each task.
• Continue in this way until you have adequately detailed
your project.
• Approach is good if
• You (or your team) are familiar with the problem.
• You have successfully managed a similar project in the past.
• You are not introducing new methodologies or tools.

Brainstorming WBS Development
• Brainstorming means you
• Don’t worry about overlap or level of detail
• Don’t discuss activity wordings or other details
• Don’t make any judgements
• Write everything down
• On a single list, write any activities you think will have to be
performed.
• Then study the list and group activities into a few major
categories with common characteristics.
• Try to group activities into higher level activities
• Consider each category you have created
• Use top-down WBS development to determine any additional
activities you may have overlooked.

Displaying WBS
• Three different formats are usually used
• Organization-chart format
• Effectively portrays an overview of your project
• Hierarchical relationships of participants, different activities and
tasks
• Outline format
• Sub-activities and tasks are indented
• Bubble format
• The bubble in the center represents the project
• Lines from the center bubble lead to activities
• Lines from activities lead to tasks.

Cont’d

Cont’d
• What is the best display format for WBS?
• Organization-chart format:
• Often good for a “bird view” (executive summaries,...)
• Less effective for displaying large numbers of activities
• Outline format:
• Easier to understand, if WBS contains many activities
• Bubble format:
• Effective for supporting brainstorming
• Not so good for displaying work breakdown structures to audiences who
are not familiar with the project.
• Mixed approach
• In large projects

Cont’d
Chere L.
69

Cont’d
Chere L.
70

Cont’d
Chere L.
71

Scope Management - Work Breakdown Structure Chere L.
72

Activity
Personal Portfolio Website Development
Project Description:
 The Personal Portfolio Website Development project aims to create a professional
and visually captivating online platform for individuals to showcase their skills,
experiences, projects, and achievements. This website will serve as a digital resume
and portfolio, enabling individuals to present themselves effectively to potential
employers, clients, or collaborators in an engaging manner.
Objectives
 Design and develop a modern, and responsive web application that effectively
highlights the individual's skills, experiences, and projects while providing an intuitive
user experience.
Duration?
Budget ?

Lecture - Project Scope Management slide

More Related Content

Similar to Lecture - Project Scope Management slide (20)

More from ChereLemma2 (9)

Recently uploaded (20)

Lecture - Project Scope Management slide