Project Scope Management

Project Scope Management

1. 1. Initiating

2. 2. Planning

   • 1. Plan Scope Management
     • Inputs
       • PM plan
         • Project approach & existing subsidiary plans
       • Project charter
         • Contains high-level project scope, requirements, and context
       • Enterprise environmental factors
         • Organizational culture, infrastructure, personnel administration, and marketplace conditions
       • Organizational process assets
         • Policies, procedures, historical information, templates, and lessons learned
     • Tools & techniques
       • Expert judgment
         • Individuals with specialized knowledge, skills, experience, and training
       • Meetings
         • Typically with project manager, sponsor, project management team members, and other key stakeholders
     • Outputs
       • Scope management plan
         • Process for preparing a project scope statement
         • Process for creating a WBS, and describing how it will be maintained and approved
         • Process that defines how deliverables will be accepted
         • Process for how required changes to scope will be processed, and how this aligns to the change management processes of the project
       • Requirements management plan
         • How requirements will be planned, tracked, and reported
         • Configuration management activities
         • How requirements will be prioritized
         • Metrics used to measure product requirements
         • Traceability structure, and how requirement attributes will be captured and tracked within the requirements traceability matrix   
   • 2. Collect Requirements
     • Inputs
       • Scope management plan
       • Requirements management plan
       • Stakeholder management plan
         • Documents the level at which stakeholders want to be engaged
       • Project charter
       • Stakeholder register
         • Identifies stakeholders that should be contacted for information that would assist in gathering requirements
     • Tools & techniques
       • Interviews
       • Focus groups
         • Moderated by an experienced facilitator and includes the participation of prequalified stakeholders and subject matter experts
       • Facilitated workshops
         • Includes the participation of cross-functional stakeholders who actively document the requirements as a group
         • Joint application design/development (JAD) or Quality function deployment (QFD)
       • Group creativity techniques
         • Brainstorming: ideas are collected from participants to produce the requirements
         • Nominal group technique: ideas from brainstorming are prioritized and voted on
         • Idea/mind mapping: ideas from brainstorming sessions are consolidated into a map
         • Affinity diagram: ideas are sorted into groups
         • Multicriteria decision analysis: an analytical approach for establishing criteria
       • Group decision-making techniques
         • Unanimity: everyone agrees
         • Majority: more than 50% agrees
         • Plurality: the largest block in a group decides
         • Dictatorship: one person decides   
       • Questionnaires/surveys
         • Allow for quick accumulation of responses and collection of information from large audiences
       • Observations
         • Used when a requirement is not easily verbalized
       • Prototypes
         • Allows for early feedback on the requirements for further refinement
       • Benchmarking
         • Comparing practices used by the project against other internal or external practices
       • Context diagrams
         • Developing a scope model
       • Document analysis
         • Analyzing existing documentation, and extracting requirements from them
     • Outputs
       • Requirements documentation
         • Where the requirements are documented and prioritized   
         • May contain information such as a brief description, prioritized list, business need of a requirement, type of requirement (functional, quality, etc.), acceptance criteria, how the requirement impacts the organization, assumptions and constraints of the requirements   
       • Requirements traceability matrix
         • A table that traces the life of the requirements, from their origin and how they link to the business needs, to their acceptance and delivery
   • 3. Define Scope
     • Inputs
       • Scope management plan
       • Project charter
       • Requirements documentation
       • Organizational process assets
     • Tools & techniques
       • Expert judgment
       • Product analysis
         • To translate high-level product descriptions into deliverables
       • Alternatives generation
         • Explores the various approaches and ways of executing the project
       • Facilitated workshops
         • Includes the participation of cross-functional stakeholders who actively document the project and product scope
     • Outputs
       • Project scope statement
         • Within the project boundary: 1. Product scope description 2. Acceptance criteria 3. Deliverables 4. Project exclusions (out of scope) 5. Constraints 6. Assumptions
       • Project documents updates