Location: PMKI > PMBoK Knowledge Areas > Scope Management.
Other related sections of the PMKI:
Project Scope Management describes the processes required to ensure that the project includes all of the work, and only the work, required to complete the project successfully. It is concerned with describing and controlling what is ‘in’, and what is ‘not in’ the work of the project. During the scope definition process, the project team work with key stakeholders to assess the detailed project requirements, constraints, and assumptions, based on the project charter, lessons learned from previous projects, and by the use of requirement-gathering techniques (e.g., planning sessions, brainstorming, focus groups), in order to establish the precise nature of the project deliverables.
The term scope can refer to:
The term ‘project scope’ is typically viewed as including the product scope.
Scope management is achieved by:
Blg: Success and Stakeholders. When considering the relationship between success and stakeholders, one potential conclusion is that success is gifted to you by your stakeholders, but you have to earn the gift by delivering what they really require!
WP: Data Gathering & Brainstorming. Gathering requirements needs a planned approach using a range of techniques.
WP: Defining Requirements. The factors to consider in developing a set of requirements.
WP: Ranking Requirements and Selecting Projects. The full list of requirements often needs to be limited an prioritized using techniques such as MoSCW.
WP: Requirements Traceability Matrix. Requirements traceability is the process that facilitates the description of each requirement and sub-requirement and then ensures the requirement is fulfilled.
Management Practice Guide is available free of
charge to PMI members, see: https://www.pmi.org/pmbok-guide-standards/framework
Fully defining scope and then ensuring the specified requirements are delivered is critically important to achieving project success. There are a number of documents that may be used to define the project’s scope.
Art: Scope for Improvement Too. If a project’s client cannot ask for what it wants, the project team is highly unlikely to deliver what’s needed! Most projects have scope missed until its too late. This article is a discussion on a series of reports, also discussed in Causes of project failure.
Art: Ethics is not enough. Recent cladding fires demonstrate that achieving reliable quality standards needs more than simply relying on the ethical standards of everyone in the supply chain - the supply system needs to actively support ethical standards to ensure the defined scope is delivered.
WP: Statement of Work (SoW). Statement of Work (SOW) is a formal document that captures and defines the work activities, deliverables and timeline the project (or a vendor) will execute against in performance of specified work for a client. The SOW typically forms part of a purchase order or contract but may be attached to a business case.
Standard for Configuration Management is
available free of charge to PMI members, see: https://www.pmi.org/pmbok-guide-standards/framework
WP: V&V = the Verification and Validation of Deliverables. V&V should be a planned, on-going function that leads to the final acceptance of the project's deliverables by the client.
Systems Engineering: Is an approach that can assist in the design of the project's scope in complex situations. Systems engineering can be thought of as the principles and methods related to the successful engineering of systems, to meet stakeholder requirements and to maximize value. Systems engineering is problem-independent, and solution/technology-independent. See WP: Systems Thinking.
The project's scope baseline consists of the project scope statement, plus the WBS and WBS Dictionary.
WP: Work Breakdown Structures. Developing and using a Work Breakdown Structure (WBS).
Other breakdown structures:
Art: Breakdown Structures Revisited. Details of some of the different types of Breakdown Structure in use today; RBS, OBS, CBS, PBS and others.
Art: PBS -v- WBS, is there a difference? The key differences between, and uses of, the Work Breakdown Structure and the Product Breakdown Structure.
Practice Standard for WBS is available free
of charge to PMI members, see: https://www.pmi.org/pmbok-guide-standards/framework
The third edition applies the WBS to the predictive,
iterative, incremental, and agile project life cycles; it
also explores several different types of decomposition in
PMI Practice Standard for Work Breakdown Structures is available free of charge to PMI members: https://www.pmi.org/pmbok-guide-standards/framework
Configuration Management: Processes to establish and maintain consistency of a product's performance, function and physical attributes with its requirements, design and operational information; throughout the products life. PMI's Practice Standard for Project Configuration Management is available free of charge to PMI members: https://www.pmi.org/pmbok-guide-standards/framework