The Papua New Guinea University of Technology|

Department of Business Studies|

IT-Section-318-ICT Project Management|
Subject Coordinator-Rodney Naro-DBS-IT-Section|
Email-rodney.naro@pnguot.ac.pg|

Lecture-5

❑Scope Management

Rodney Naro-DBS-IT Section 1

3/18/2024
Learning Objectives (1 of 2)
5.1 Understand the importance of scope management for
project success.
5.2 Understand how conceptual development serves as a
critical first stage in scope management.
5.3 Identify the steps in developing the scope statement.
5.4 Identify the elements in the work authorization phase
of scope development.
Learning Objectives (2 of 2)
5.5 Identify the various types of information available for
scope reporting.
5.6 Demonstrate how control systems and configuration
management relate to scope development.
5.7 Discuss why effective scope management includes a
project closeout stage.
5.8 Understand how project practices can support the
critical goal of sustainability.
 PMBoK Core Concepts
Project Management Body of Knowledge (PMBoK) covered in
this chapter includes:
1. Develop Project Charter (PMBoK 4.1)
2. Plan Scope Management (PMBoK 5.1)
3. Collect Requirements (PMBoK 5.2)
4. Define Scope (PMBoK 5.3)
5. Create WBS (PMBoK 5.4)
6. Validate Scope (PMBoK 5.5)
7. Control Scope (PMBoK 5.6)
 Project Scope
Project scope is everything about a project—work content as
well as expected outcomes.
Scope management is the function of controlling a project in
terms of its goals and objectives and consists of:
1. Conceptual development
2. Scope statement
3. Work authorization
4. Scope reporting
5. Control systems
6. Project closeout
 Conceptual Development
The process that addresses project objectives by finding the best
ways to meet them.
Key steps in information development:
❑Problem or need statement
❑Requirements gathering
❑Information gathering
❑Constraints
❑Alternative analysis
❑Project objectives
❑Business case
Statement of Work (SOW)
A SOW is a detailed narrative description of the work
required for a project.
Effective SOWs contain:
1. Introduction and background
2. Technical description of the project
3. Timeline and milestones
 Statement of Work Components
❑Background
❑Objectives
❑Scope
❑Task or Requirements
❑Selection Criteria
❑Deliverables or Delivery Schedule
❑Security
❑Place of Performance
❑Period of Performance
Project Charter
• Many organizations establish the project charter after the SOW.
• A document issued by the project initiator or sponsor formally
sanctioning existence of the project and authorizes the project
manager to begin applying organizational resources to project
activities.
• Is created once project sponsors have done their “homework” to
verify that:
– there is a business case for the project
– elements of project are understood
– company-specific information for the project has been applied
❑ It demonstrates formal company approval of the project.
Scope Statement
1. Establish project goal criteria to include:
a. cost
b. schedule
c. performance
d. deliverables
e. review and approval “gates”
2. Develop management plan for project
3. Establish a Work Breakdown Structure
4. Create a scope baseline
Work Breakdown Structure (WBS)
The WBS is a hierarchical decomposition of the total
scope of work to be carried out by the project team to
accomplish the project objectives and create the project
deliverables. Each deliverable is decomposed, or broken
down, into specific “bite-sized” pieces representing work
to be completed.
Work Breakdown Structure
Purpose
WBS serves six main purposes:
1. Echoes project objectives
2. Organization chart for the project
3. Creates logic for tracking costs, schedule, and
performance specifications
4. Communicates project status
5. Improves project communication
6. Demonstrates control structure
 WBS Hierarchy
• The logic of hierarchy for the WBS follows this form:

Level WBS Term Description

Level 1 (Highest) Project The overall project under
development
Level 2 Deliverable The major project components

Level 3 Subdeliverable Supporting deliverables

Level 4 (Lowest) Work package Individual project activities

Defining a Work Package
❑Lowest level in WBS
❑Deliverable result
❑One owner
❑Miniature projects
❑Milestones
❑Fits organization
❑Trackable
Figure 5.3 Partial Work Breakdown Structure
Figure 5.6 Sample WBS Development Using M
S Project 2016
Organizational Breakdown Structure
Organizational Breakdown Structure (OBS) allows
• work definition
• owner assignment of work packages
• budget assignment to departments

OBS links cost, activity, and responsibility.

Figure 5.7 The Intersection of the WBS and OBS
Figure 5.9 Cost Account Rollup Using OBS
Figure 5.10 Responsibility Assignment Matrix
 Defining a Project Work Package
1. Work package forms lowest level in WBS.
2. Work package has a deliverable result.
3. Work package has one owner.
4. Work package may be considered by its owner as a project in itself.
5. Work package may include several milestones.
6. Work package should fit organizational procedures and culture.
7. The optimal size of a work package may be expressed in terms on labor
hours, calendar time, cost, reporting period, and risks.
Work Authorization
The formal “go ahead” to begin work.
Contractual documentation possesses some key identifiable features:
• Contractual requirements
• Valid consideration
• Contracted terms

Contracts range from:

Scope Reporting
Determines what types of information reported, who
receives copies, and when and how information is
acquired and disseminated.
Typical project reports contain:
1. Cost status
2. Schedule status
3. Technical performance status
 Reasons Why Projects Fail
• Politics
• Naïve promises
• Naïve optimism of youth
• Startup mentality of fledgling entrepreneurial companies
• “Marine Corps” mentality
• Intense competition caused by globalization
• Intense competition caused by appearance of new technologies
• Intense pressure caused by unexpected government regulations
• Unexpected and/or unplanned crises
Types of Control Systems
❑Configuration control
❑Design control
❑Trend monitoring
❑Document control
❑Acquisition control
❑Specification control
 Configuration Management
Configuration management is defined as:
A collection of formal documented procedures used to apply
technical and administrative direction and surveillance to:
identify and document the functional and physical
characteristics of a product, result, service, or component;
control any changes to such characteristics; record and
report each change and its implementation status; and
support the audit of the products, results, or components to
verify conformance to requirements.
Baseline is defined as:
The project’s scope fixed at a specific point in time—for
example, the project’s scheduled start date.
Project Changes
Occur for one of several reasons:
❑Initial planning errors, either technological or human
❑Additional knowledge of project or environmental
conditions
❑Uncontrollable mandates
❑Client requests
Project Closeout
The job is not over until the paperwork is done . . .
Closeout documentation is used to:
• Resolve disputes
• Train project managers
• Facilitate auditing

Closeout documentation includes:

• Historical records
• Post-project analysis
• Financial closeout
 Sustainability
Sustainable development Figure 5.12 The Triple Bottom Line
involves efforts to promote of Sustainability
harmony among human beings
and between humanity and
nature.
Sustainability involves
efforts to promote the triple
bottom line of social
sustainability, environmental
sustainability, and economic
sustainability.
Sustainability Concepts
Sustainability is about:
• Harmonizing the triple bottom line
• Integrating short-term and long-term
• Consuming income, not capital
• Including local and global perspectives
• Values and ethics
• Transparency and accountability
• Stakeholder participation
• Risk reduction
• Waste elimination
Sustainable Project Management Practices
Project management sustainable practices include:
• Engaging in sustainable projects that will not cause harm to the
planet or its inhabitants
• Employing sustainable practices while undertaking the projects
themselves
• Developing sustainable supplier practices
• Emphasizing sustainability in project design

Sustainable project management practices require organizations

to pay attention to all aspects of the project life cycle from
conceptualization through termination.
Summary (1 of 2)
1. Understand the importance of scope management for
project success.
2. Understand how conceptual development serves as a
critical first stage in scope management.
3. Identify the steps in developing the scope statement.
4. Identify the elements in the work authorization phase
of scope development.
Summary (2 of 2)
5. Identify the various types of information available for
scope reporting.
6. Demonstrate how control systems and configuration
management relate to scope development.
7. Discuss why effective scope management includes a
project closeout stage.
8. Understand how project practices can support the
critical goal of sustainability.