1. Chapter 4 Scope Management
Delivering on change expectations
Instructor Information
The intent behind these slides is not to perpetuate ‘death by PowerPoint’ in reproducing the content and graphics from the text. I think it’s pointless having exactly the same information in two places. Rather, they have been designed to both support and challenge your learners by summarising key information and providing a platform to trigger an exploration of the topic, robust discussion, critical analysis and private study.
The information covered aligns with PMBOK (2012) and is applicable for all projects, all contexts and all sectors (public, private and not-for-profit). While each of the units is presented as a separate set of slides, they should not be treated as mutually exclusive and cannot be covered in a siloed delivery. Each constantly integrates with the others throughout all of the lifecycle stages.
Consider the option of holistic assessment and direct the learner’s attention to the elements and performance criteria, the required skill and knowledge they must demonstrate along with the nominated critical aspects for assessment and evidence.
I encourage you to expand on these slides, add material and inject your expertise.
Enjoy your delivery.
Stephen Hartley

2. Chapter overview Planning scope management Collecting the requirements
Defining the scope
Objective validation criteria
Controlling the scope

3. Planning scope management
A scope management plan documents ‘…how the project scope will be defined, validated and controlled’ (PMBOK 2012).
Establishes the direction and guidance parameters on how the scope itself (project or product/service based) will be managed.
Provides a formal mechanism o limit, assess and authorise changes on a consistent and transparent basis.

4. Collecting the requirements
What -
Business requirements
Stakeholder requirements
Functional/technical or non-functional requirements
How –
Interviews, focus groups, questionnaires, workshops, storyboards, observation, prototypes, document analysis, provisional designs

5. Defining the scope
What is (inclusions) and what isn’t (exclusions) required
Establishes a scope baseline for comparisons and updates
Forms the foundation of the project plan
Investigates if expectation meets capability
Identifies the project deliverables, results and benefits

6. The work breakdown structure (WBS)
Decomposes the project
What work must be performed?
identifies all required activities
How long will each activity take?
determines the duration
What resources can perform the work?
determines who is needed
How much investment is required?
determines what budget is needed

7. Objective validation criteria
Client acceptance will never be automatic in any project. Consider the following criteria to add a little formality to the process:
issuing compliance certificates
measuring work performance
conducting variance analysis
undertaking physical inspections
conducting quality testing
scheduling independent audits
assessing technical feasibility
maintaining a traceability matrix

8. Controlling the scope Scope will always change over time (scope creep)
Other words for scope creep are innovation, continuous improvement, a client change of mind or just poor management
Scope control requires a written process with formal approval
Proposed changes should be assessed against all other project variables (time, cost, risk, contracts, quality, …)
Implemented changes must produce updated project plans and related documents

9. Review questions
What is meant by the term ‘scope management plan’, and what does it involve?
What are some of the tool and techniques used to capture the scope baseline?
What role do inclusions and exclusions play in the processes underpinning scope management?
How does scope management differ from scope control?
What are the essential components of an effective change request process?

10. Group learning activities
Debate the value (and the time involved) in planning for scope management
Confirm which requirement collecting techniques are preferred by the learners, and why
Discuss why capability is crucial to expectations
Evaluate the merit of both the graphical WBS (Figure 4.3) and the tabular representation (Table 4.4)
Discuss whether the costs (and time) required to carry out validation criteria should be borne by the client
Identify additional causes for scope creep

11. Assessment options Write a (one page) scope management plan
Develop a requirements gathering plan/protocol that communicates exactly how requirement will be elicited from stakeholders (process and documents)
Create a (one page) scope baseline document
Develop a work breakdown structure (WBS) for a project (using either Excel or MS Project)
Write a procedure on how project scope will be controlled throughout the project
Short answer questions
Multiple choice questions