Life and Spiritual Coaching

June 18, 2008

PMP Notes for Scope Management

Filed under: PMP — by Donna Ritter @ 5:12 pm

Scope Management is the process of defining what work is required and then making sure that all of the work and only the work is done. This Process includes scope planning, scope defintion, creation of the Work Breakdown Structure (WBS), scope verification and scope control.

Any Project Manager will tell you that “scope creep”is one of the worst problems on a project. That means you must institute a formal Change Control mechanism. All scope must fit the Program’s charter (defined earlier in the process).

You should be giving the customer what he asked for; no more, no less. I heard someone once compare it to having a customer order a VW and the engineering team building a Cadillac. Giving away extras is a waste of time and adds to the risk of the project. Maybe it only takes 30 minutes to code; but what about testing, documentation, and training to name a few.

Scope Management involves mastering both product and project scope. Product Scope is another way to say “requirements that relate to the product of the project”. Project scope is the work you need to deliver that product.  This includes meetings, reports, analysis and any other project related activities.

Scope baseline: Measurements of success on the project include whether the requirements have been met and whether the scope baseline has been met. The scope baseline is the scope statement , the work breakdown structure and the work breakdown structure dictionary.

Scope planning is focused on thinking ahead and thinking “how will I do this” before doing the work and the Scope Management Plan.

The Scope Management Plan answers “how will I do scope? What tools should I use to plan how the project will accomplish the scope of this project?” The output of Scope Planning is the Project Scope Management Plan. It should contain 3 parts: how will the scope be planned, executed and controlled. It may be created in iterative steps during project planning. Once complete, it becomes part of the overall Project Plan and cannot be changed without going through a formal Change review process. Once you get to Risk Planning, it is possible that changes will have to be made to the Scope using the formal Change review process.

Scope definition: Scope definition is primarily concerned with what is and is not included in the project.  Scope definition takes into account constraints and assumptions. The result is used to manage and measure the project performance.

Stakeholder Analysis: This process makes sure the stakeholders’ needs are metm and turned into requirements.

Product Analysis: This analyzes the objectives stated by the customer or sponsor and turns them into tangible requirements.

Project Scope Statement: The preliminary scope statement is expanded into the “final” project scope statement to be used on the project. Different approaches to performing the work and incorporating the needs of the stakeholders are taken into consideration.

Scope planning inputs:

  • Product description
  • Project Charter
  • Project constraints
  • Project assumptions

The tools and techniques that may be used are benefit/cost analysis, expert judgement, product analysis and alternatives identification.

The main key message here is to have a clearly defined Change Management Plan to address any changes to the final scope. When a change is made, if it is deemed necessary, will cause many other plans and the schedule to be re-done. Changes should be documented as required, important, non-critical or nice to have.



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