Developing the

Project Scope
Describes the process for defining
maintaining, and managing project
scope. facilitates creating the work
breakdown structure (WBS)
describes how the product or service
of the project is validated and
accepted. and documents how
changes to the scope will be handled.
SCOPE MANAGEMENT STEPS

Plan Scope Management

Collect Requirements.
Define Scope
Create WBS
•The total work required for a
project’s deliverables to meet all its
objectives.
•Project scope management is
concerned with defining all the work
of the project and only the work
needed to successfully meet the
project goals.
 GOLD PLATING
• Scope = The work needed to
successfully complete the project and
only that work.
• “Gold plating” = Many companies
have a culture in which they try to
exceed customer expectations by
delivering more than was agreed
upon.
• Gold Plating increases risk and
uncertainty and may lead to
potential problems into the project.
Time Constraints
Budget Constraints
Scope Constraints
Quality Constraints
Schedule Constraints
Resource Constraints
Technology Constraints
Directive Constraints
Brainstorming
Interviews
Focus Groups
Questionnaires and Surveys
Benchmarking
FOCUS GROUPS AND FACILITATED
WORKSHOPS

The primary difference between focus

groups and facilitated workshops is
that focus groups are gatherings of
prequalified subject matter experts
and stakeholders, and facilitated
workshops consist of cross-functional
stakeholders who can define cross-
functional requirements.
 VOTING METHODS
Unanimity This decision is unanimous
in that all stakeholders agree.
Majority This occurs when the
majority of stakeholders agree on the
decision.
Plurality This involves counting the
excess of votes where the largest
segment of a group decides but is not
necessarily a majority.
Project Deliverables
are measurable outcomes,
measurable results, or
specific items that must be
produced or performed to
consider the project or
project completed.
COLLECT REQUIREMENTS
•The process of determining,
documenting, and
managing stakeholder
needs and requirements to
meet project objectives.
Describes how
requirements will be
gathered, analyzed,
documented, traced,
reported, and managed
throughout the project.
•Define Scope is the process
of developing a detailed
description of the project and
product
Scope Statement

Product scope description

Acceptance criteria
Project deliverables
Project exclusions
SCOPE STATEMENT VS. SCOPE
BASELINE
•Scope Statement:
•Scope Description
•Deliverables
•Acceptance Criteria
•Out of scope(exclusions)
•Scope Baseline:
•Scope Statement
•WBS
•WBS Dictionary
Work Breakdown Structure
•the process of subdividing project
deliverables and project work into
smaller, more manageable components.
•hierarchical decomposition of the total
scope of work specified in the current
approved project scope statement
•the lowest square = Work package
Understanding the Unique WBS
Identifiers Each work package in the
WBS is assigned a unique identifier
known as a code of accounts
identifier. This is typically a number,
or a combination of letters and
numbers, that's used to track the
costs, schedules, and scope
associated with that work package
Defining Work Packages
Work packages are the units
of work that can be assigned
to one person, or a
team of people, with clear
accountability and
responsibility for completing
the assignment, and they can
be monitored and controlled
throughout the
project.
The WBS dictionary, an element
of the scope baseline, is where
work
component descriptions listed
on the WBS are documented.
Plan Scope Management
Scope Management Plan
Requirement Management Plan
Collect Requirements.
Requirement Traceability Matrix & req. doc.
Define Scope
Scope Statement (deliverables, scope description, acceptance
criteria, out of scope)
Create WBS
Scope Baseline (Scope Statement + WBS + WBS Dictionary)
Creating the Project
Schedule
CREATING THE SCHEDULE
MANAGEMENT PLAN
The Plan Schedule Management
process describes how the project
schedule will be developed,
executed, and controlled as well as
how changes will be incorporated
into the project schedule.
SCHEDULE MANAGEMENT STEPS

1. Plan Schedule Management

2. Define Activities
3. Sequence Activities
4. Estimate Activity Duration
5. Develop Schedule
 PLAN SCHEDULE
MANAGEMENT
•The process of establishing the
policies, procedures, and
documentation for planning,
developing, managing, executing,
and controlling the project
schedule.
 DEFINE ACTIVITIES
•the process of identifying and
documenting the specific actions to be
performed to produce the project
deliverables.
•decomposes work packages into
schedule activities
 DEFINE ACTIVITIES

activity list.
activity attributes.
and milestone list.
ACTIVITY ATTRIBUTES
description of the activity components
Including the unique activity identifier
(ID), WBS ID, and activity label or
name.
•Activity descriptions, predecessor
activities, successor activities, logical
relationships, leads and lags, resource
requirements, imposed dates,
constraints, and assumptions.
 SEQUENCE ACTIVITIES
•The process of identifying and
documenting relationships
among the project activities.
 SEQUENCE ACTIVITIES HAS
FOUR TOOLS AND TECHNIQUES:

Precedence diagramming method

(PDM).
Dependency determination.
Leads and lags.
Project management information
system.
 FOUR TYPES OF
DEPENDENCIES

Mandatory dependencies
Discretionary dependencies
External dependencies
Internal dependencies
 PRECEDENCE
DIAGRAMMING METHOD
The precedence diagramming
method (PDM) is what most
project management software
programs use to sequence
activities into a schedule model.
Precedence diagrams use boxes
or rectangles (called nodes) to
represent the activities.
•A predecessor activity is an
activity that logically comes before
a dependent activity in a schedule.
•A successor activity is a
dependent activity that logically
comes after another activity in a
schedule.
 LEADS AND LAGS
Finish-to-Start
Start-to-Finish
Finish-to-Finish
Start-to-Start
 TYPES OF NETWORK
DIAGRAMS
••Arrow Diagramming Method (ADM) 
•Precedence Diagramming Method (PDM) 

•Arrow diagramming method (ADM) 

 MILESTONE LIST
Milestones are typically major
accomplishments of the
project and mark the
completion of major
deliverables or some other
key event in the project..
 PROJECT SCHEDULE
NETWORK DIAGRAMS
There are only two outputs of the
Sequence Activities process:
project schedule network
diagrams and project documents
updates (activity attributes,
activity list, assumption log,
milestone list).
 ESTIMATING ACTIVITY
DURATIONS
The Estimate Activity
Durations process attempts
to estimate the work effort,
resources, and number of
work periods needed to
complete each activity.
 ESTIMATING TECHNIQUES
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
Bottom-up estimating
Data analysis (alternatives analysis, reserve
analysis)
Decision-making
Meetings
 PERT

PERT Program evaluation and review

technique (PERT) is a method that the
U.S. Navy developed in the 1950s. The
Navy was working on one of the most
complex engineering projects in history
at the time—the Polaris Missile
Program—and needed
a way to manage the project and forecast
the project schedule with a high degree
of reliability.
 CONTINGENCY RESERVES
Contingency reserves are included in the
schedule baseline; management reserves
are not. Contingency reserves are for
potential work identified during the Risk
Planning processes.
Management reserves are for unknown
circumstances that have not been
previously identified but require work
that is within the scope of the project.
 DEVELOP SCHEDULE
•Develop Schedule is the process of
analyzing activity sequences, durations, and
schedule constraints to create a schedule
model for project execution and monitoring
and controlling.
•The key benefit of this process is that it
generates a schedule model with planned
dates for completing project activities
DEVELOP SCHEDULE TOOLS
AND TECHNIQUES

Schedule network analysis

Critical path method
Resource optimization
Data analysis (what-if scenarios,
simulation)
Leads and lags
Schedule compression
Project management information system
 CRITICAL PATH METHOD
The critical path method (CPM) is a
schedule network analysis technique
that estimates the minimum project
duration. It determines the amount
of float, or schedule flexibility, for
each of the network paths by
calculating the earliest start date,
earliest finish date, latest start date,
and latest finish date for each
activity
CRITICAL PATH METHOD
 SCHEDULE COMPRESSION
Schedule compression is a form of
mathematical analysis that's used to
shorten the project schedule
duration without changing the
project scope. Compression is simply
shortening the project schedule to
accomplish all the activities sooner
than estimated.
 CRASHING
Crashing is a compression technique that
looks at cost and schedule trade-offs.
Crashing the schedule is accomplished by
adding resources—from either inside or
outside the organization—to the critical
path tasks. It wouldn't help you to add
resources to noncritical path tasks; these
tasks don't impact the schedule end date
anyway because they have float time.
 FAST TRACKING
Fast tracking is
performing two tasks or project phases in
parallel that were previously scheduled to
start sequentially. Fast tracking can occur
for the entire duration of the task or
phase
or for a portion of the task or phase
duration. It can increase project risk and
might
cause the project team to have to rework
tasks. Fast tracking will work only for
activities that can be overlapped
 LEADS AND LAGS PMIS
COMPRESSION (CRASHING FAST
TRACKING)
Resource optimization:
-Resource leveling:
used when shared or critically required
resources are available only at certain
times or in limited quantities or over
allocated.
-Resource Smoothing:
adjust activities hours to not exceed
certain limits
 SCHEDULE MANAGEMENT
SUMMARY

Plan Schedule Management

•Schedule Management Plan

Define Activities
•Activity List + Activity Attribute

Sequence Activities
•Schematic displays of the project’s schedule

Estimate Activity Duration

•Duration Estimates

Develop Schedule
•Project Calendar, Project Schedule (Gantt Chart) , Critical path