5.project scopemanagement
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Chapter 5 focuses on project scope management, which entails defining and controlling all work necessary for project completion. It outlines key processes including planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. Each process is discussed in terms of inputs, tools, techniques, and outputs, emphasizing their importance for successful project delivery.
5.project scopemanagement
- 1. Project Management 1 Prepared by - Niranjana K R for Alliance University Chapter 5: Project Scope Management Faculty: Niranjana K R B.E., QA Professional, Six Sigma Black Belt, LA for ISO 9001 and AS 9100 Rev C, Member of PMI & QCFI
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- 3. Chapter 5: Topics Introduction to Project Scope Management 5.1 Plan Scope Management – Inputs, Tools and Techniques, Outputs 5.2 Collect Requirements – Inputs, Tools and Techniques, Outputs 5.3 Define Scope – Inputs, Tools and Techniques, Outputs 5.4 Create WBS – Inputs, Tools and Techniques, Outputs 5.5 Validate Scope – Inputs, Tools and Techniques, Outputs 5.6 Control Scope – Inputs, Tools and Techniques, Outputs Refer : Annex A1 – The Standard for Project Management of a Project – P 417 – 461 to understand interactions between these processes and other knowledge areas. Prepared by - Niranjana K R 3
- 4. 5 Project Scope Management (1 of 2) • 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. • Primary focus is to define and control what is and is not included in the project. • Scope can be : – Product Scope - The features and functions that characterize a product, service, or result – Project Scope - The work performed to deliver a product, service or result with the specified features and functions. Prepared by - Niranjana K R 4
- 5. 5 Project Scope Management (2 of 2) • Figure 5-1 provides an overview of the Project Scope Management Processes, which are: – Plan Scope Management – Collect Requirements – Define Scope – Create WBS – Validate Scope – Control Scope Prepared by - Niranjana K R 5
- 6. 5.1 Plan Scope Management (1 of 2) Prepared by - Niranjana K R 6
- 7. 5.1 Plan Scope Management(2 of 2) Prepared by - Niranjana K R 7 • This is the process (Figure 5-3 ) of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. • Key benefit - it provides guidance and direction on how scope will be managed throughout the project.
- 8. 5.2 Collect Requirements (1 of 3) Prepared by - Niranjana K R 8
- 9. 5.2 Collect Requirements (2 of 3) Prepared by - Niranjana K R 9
- 10. 5.2 Collect Requirements (3 of 3) Prepared by - Niranjana K R 10 • This is the process (Figure 5-5) of determining, and managing stakeholder needs and requirements to meet project objectives. • Key benefit- This process provides the basis for defining and managing the project scope including product scope.
- 11. 5.2 Collect Requirements (3 of 3) Prepared by - Niranjana K R 11 • This is the process (Figure 5-5) of determining, and managing stakeholder needs and requirements to meet project objectives. • Key benefit- This process provides the basis for defining and managing the project scope including product scope.
- 12. 5.3 Define Scope (1 of 2) Prepared by - Niranjana K R 12
- 13. 5.3 Define Scope (2 of 2) Prepared by - Niranjana K R 13 • This is the process (Figure 5-8 ) of developing description of the project and product. • Key benefit - it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.
- 14. 5.4 Create WBS (1 of 5) Prepared by - Niranjana K R 14
- 15. 5.4 Create WBS (2 of 5) Prepared by - Niranjana K R 15 • This is the process (Figure 5-10) of sub-dividing project deliverables and project work into smaller, more manageable components. • Key benefit - It provides a structured vision of what has to be delivered. • A WBS structure may be created through various approaches. Most popular ones are: –Top Down – Org. Specific guidelines and WBS templates are used. – Bottom-up – Integration of sub-components.
- 16. 5.4 Create WBS (3 of 5) Prepared by - Niranjana K R 16
- 17. 5.4 Create WBS (4 of 5) Prepared by - Niranjana K R 17
- 18. 5.4 Create WBS (5 of 5) Prepared by - Niranjana K R 18
- 19. 5.5 Validate Scope (1 of 2) Prepared by - Niranjana K R 19
- 20. 5.5 Validate Scope (2 of 2) Prepared by - Niranjana K R 20 • This is the process (Figure 5-15) of formalizing acceptance of the completed project deliverables. • Key benefit - It brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.
- 21. 5.6 Control Scope (1 of 2) Prepared by - Niranjana K R 21
- 22. 5.6 Control Scope (2 of 2) Prepared by - Niranjana K R 22 • This is the process (Figure 5-17) of monitoring the status of the project and product scope and managing changes to the scope baseline. • Key benefit - It allows the scope baseline to be maintained throughout the project.
- 23. Practice • Using MS Project try concepts discussed during this chapter with reference to cases assigned. Prepared by - Niranjana K R 23
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