Scope Management

PMKI Index
Download
the PMKI
Taxonomy
Location:  PMKI > PMBoK Knowledge Areas > Scope Management. 
The PMKI Library
This subject covers the work required to ensure the project/program includes all of the work needed, and only the work needed, to achieve its objectives and that the work is successfully delivered to the client.

Topics included in Scope Management:

- Scope management overview
- Collect and manage requirements
- Define and manage scope
- Create WBS & other Breakdown structures
- Useful External Web-links & Resources.

Other related sections of the PMKI:

- TBA



Scope management overview

Project scope management is focused on ensuring the project includes all of the work required, and only the work required to deliver its objectives. This includes:

  • Planning how scope will be defined, validated and controlled.
     
  • Collecting requirements, to ensure all of the necessary requirements have been identified and delivered.
     
  • Defining the scope in sufficient detail to allow the efficient planning and execution of the work needed to deliver the scope.
     
  • Creating the WBS and other project breakdown structures to facilitate planning and managing the work.
     
  • Having agreements and systems in place to facilitate the validation of the scope by the client or customer. Successful scope validation means the customer has accepted the project deliverables.
     
  • Controlling the scope to minimize unnecessary change and to ensure all of the required scope is created and delivered to plan.
     

Collect and manage requirements

WP: Defining Requirements. The factors to consider in developing a set of requirements.

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.

 


Define and manage scope

Fully defining scope and then ensuring the specified requirements are delivered is critically important to achieving project success. 

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 the first report in a series, for the full set of reports see 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.

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.

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.

 


Create WBS & other Breakdown structures

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.

  


Useful External Web-links & Resources

External Link - to be added

Self-paced PMP Training

Self-paced CAPM Training