Week 2: Lecture B

Project Scope Management

Michael Madden, PMP, MBA

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 Learning Objectives
Define the processes of scope management
Identify the processes of scope management
Demonstrate an Understanding of the processes
involve in creating a quality WBS.
Differentiate between a WBS and a PBS
Demonstrate an understanding of the OBS/WBS
integration process
Explain how the WBS serves as the basis for project
constraints management.
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 Project Scope Management
The processes required to
ensure that the project includes
all the work required, and only
the work required, to complete
the project successfully.
(PMBOK, p. 105).
Effective scope management
requires
Clear scope definition
Quality work breakdown structure (WBS)
Sound change management system
PMBOKGuide,page105
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 Why Scope management?
Serves as the basis for the triple constraint
management

Quality

Scope
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Scope Management Key Points
Scope management involves
Developing a quality work breakdown
structure
Checking to ensure that work packages
are getting done
Managing change requests
Preventing extra work/gold plating
Avoiding scope creep
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 How do we manage scope?
Six processes
Plan scope management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope

PMBOKGuide,page105
6
What is a WBS?
The WBS breaks
down the project
work into smaller
more manageable
components.
Graphical picture
of work or
outlined format of
work.

FIGURE4.3 7
 Understanding the WBS
Includes 100% of the project work and only the
project work. Work not included in the WBS is not
part of the project.
Work packages respect the 8/80 rule
Single unit responsibility
Top-down decomposition
Decomposition
Deliverables (WBS)
Phases (PBS) 8
 WBS Example Aircraft
System

Project Air Support Test

Training Data Facilities
Management Vehicle Equipment Evaluations

Systems
Technical Organizational
Engineering Equipment Construction Mock-ups
Orders Level
Management

Supporting Engineering Intermediate Operational

Facilities Maintenance
PM Activities Data Level Test

Management Depot
Services Development
Data Level

Test

Airframe Engine Communication Navigation Fire Control

ThisWBSisillustrativeonly.Itisnotintendedtorepresentthefullprojectscopeofanyspecific
project,nortoimplythatthisistheonlywaytoorganizeaWBSonthistypeofproject

PMBOKGuide,page130
9
Outlined WBS
What is the
difference
between
this WBS
and the one
shown in
the
previous
slide?
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 PBS Example

Electronic
Adventure
Game

Project Test
Require- Design Develop-
Manage- & Publication
ments Details ment
ment Integrate

Proto- Unit System IV&V

Sprints Coding
typing Testing Testing Testing

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Choosing a WBS or a PBS

Deliverable-based
Single product
Tangible deliverables
Pre-determined at project start

Phase-based
Process-oriented development
Series of performance requirements
Final design TBD

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Why Create a WBS?
Organizes scope
Shows an overview of the project work
Enhances team communication
Provides basis for more accurate estimates
Enhances quality through customer
communication

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Who Creates the WBS?
CreatingtheWBSisateamprocessandshouldnotbe
donebytheProjectManageralone.
PM proposes top level
Project team decides on top level &
brainstorms Level 2
Smaller teams brainstorm lower levels
Scope is vetted with appropriate groups

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Lowest Level of the WBS
Depends on the skill & experience with the work
Lowest level = work package
8/80 Rule
One owner per task
Clear completion criteria
Work package duration < 5% total project time
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Organizational Breakdown Structure(OBS)
Organizational Breakdown Structure (OBS)
Depicts how the firm is organized to discharge its
work responsibility for a project.
Provides a framework to summarize
organization work unit performance.
Identifies organization units responsible
for work packages.
Ties organizational units to cost control accounts.

416
WBS/OBS Integration

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Source: Shtub et al., 1994
 Another Example of WBS/OBS

AdaptedfromthePMBOK,p.129 18
 Cost Control Account and WBS
Cost/Control Account
identifies:
the portions of a WBS
Elements
Work Packages
that are allocated to
each Organization/ Sub
organization

Cost/Control Accounts tie

the (Product-Oriented) WBS
to the Organizational
Structure
It enables Cost Reporting,
Monitoring, & Control
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Whats Next?
Identify various estimating techniques
Differentiate between top-down and bottom-up
estimates
Demonstrate an understanding of parametric
estimating techniques
Explain the concept of effort-driven scheduling

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 References
1. Kerzner, H. (2013). Project management: A systems approach to
planning, scheduling, and controlling (11th ed.). Hoboken, NJ: John Wiley
& Sons, Inc. ISBN: 9781118022276
2. Larson, E. & Gray, C. (2013). Project Management: The Managerial
Process with MS Project , 6th edition, New York, NY: McGraw-Hill/Irwin
ISBN: 9781259186400
3. Meredith, J.R. & Mantel, S.J. (2011). Project Management: A Managerial
Approach, Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9780470533024
4. Project Management Institute (2013). A Guide to the Project Management
Body of Knowledge, 5th edition. ISBN: 9781935589679)
5. Photo credits: http://freestockphotos.com/

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