PMGT 690 Example

Planning: Scope

Planning scope management involves clearly identifying all the deliverables required to satisfy the contractual obligations. The primary output of this process area is a scope baseline, consisting of a scope statement, a list of all deliverables, called a Work Breakdown Structure (WBS), and a WBS dictionary with background information on each WBS item. This document then guides the development of the schedule in the Time Management Planning process.

5.1 Plan Scope Management

Process Definition
Planning scope management results in creating a plan for developing, controlling and closing the project scope.  It is important to note that the plan is about how the scope will be managed, not the actual scope itself.  It should clearly identify the tools that should be used, such as Microsoft Visio or Excel, recommended templates, the configuration management and control processes that should be followed, reporting requirements and closure process.  

Process Assessment
A scope management plan is rarely useful for me.  My organizations usually have existing processes which are embedded into the culture and followed by teams.  WBS's are done in Excel or Vizio, WBS dictionaries have templates, etc...  I've seen times where this might have helped, but I wouldn't stress over not having this for my project.

Figure 5. Plan Scope Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 107. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Fence Construction Project Charter: Example of a project charter, developed in PMGT 501 for a project to build a backyard privacy fence. As an input to the "Plan Scope Management" process it provides a top-level description of the deliverables and acceptance criteria for the project.
  2. Expert Judgment: This essay from PMGT 612 outlines tools and techniques for developing a scope management plan. 
  3. Scope Management Plan: This scope management plan was created specifically for this portfolio example as an output to the "Plan Scope Management" process.  It defines the tools and process for developing scope statements, WBS and WBS dictionaries, how they will be controlled and reported, and how the closure process will be conducted.  
5.2 Collect Requirements

Process Definition
This process gathers into one place all the requirements guiding the development of project deliverables, including products, data and services.  The requirements essentially define the project objectives and success criteria.  

Process Assessment
Requirements are the foundation of every deliverable.  Collecting requirements ensures that the customer's needs are completely and fully understood. This is critical to the success of any project. With good requirements in place the deliverables, schedule and cost are far more likely to be accurately planned for. In some cases the requirements are completely understood up front at project initiation, but often the requirements evolve over the life of a project as the customer and executing team get a more realistic idea of what is reasonably possible and of the costs associated with creating different aspects of the scope. 

Figure 6. Collect Requirements: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 111. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Requirements Management Plan: This personal requirements management plan is an input for collecting requirements.  It identifies the techniques for identifying requirements, the stakeholders that should be interviewed, and the database in which the requirements will be stored.  
  2. Fence Requirements: Requirements for the PMGT 501 class project to build a backyard fence. The requirements document is an output of the "Collect Requirements" process and an input to the "Define Scope" and "Create WBS" processes.
  3. Example Requirements for a Bicycle: Homework assignment from PMGT 614, WBS 1 module, to identify requirements that drive the design of a bicycle. This reflects an output of this process.
5.3 Define Scope

Process Definition
The output of the process is the "Scope Statement." The scope statement is a detailed description of the project outcomes, including the major deliverables, budget constraints, key schedule milestones, project assumptions and constraints, and known risks.

Process Assessment
A good scope statement offers a valuable narrative supporting the detailed WBS to follow.  It provides insight into the reasoning, constraints and risk, among other things, that are behind the WBS to follow.

Figure 7. Define Scope: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 120. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.
   
  1. Expert Judgment: A lessons learned homework assignment for PMGT 502 exploring the tools and techniques for a well defined and controlled scope.
  2. Bamboo Bicycle Project Scope Statement: This scope statement was created for a class PMGT 501 team project as an output of the define scope process. It includes the product description, acceptance criteria, assumptions and constraints.
  3. Fence Scope Baseline: A sample scope baseline for the PMGT 501 class fence project. The scope baseline contains a scope statement, and output of this process.
5.4 Create WBS

Process Definition
The Work Breakdown Structure is a description of all the deliverables to be provided in fulfillment of the project. It captures all the products, services and data to be delivered to the customer for successful completion of the project. Given that the WBS is essentially a list of deliverable items, WBS elements should generally be listed as nouns rather than verbs. Verbs are used to describe schedule activities, not WBS deliverables. This is explained in further detail in the WBS Practice Standard, 2nd Edition, Section 5.5.1.

Process Assessment
The WBS is one of the most critical elements of project planning.  Clearly defining all deliverables for which the project is responsible, including products, services and data, is absolutely essential to accomplishing all of the chartered objectives.  It's also important not to overanalyze the breakdown early in the project.  Identify all the top-level deliverables, but leave further decomposition to the team members responsible for executing on that WBS element.  

Figure 8. Create WBS: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 125. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Aircraft WBS, Tree Structure, MIL-STD-881C: Example of a classic "tree structure" WBS for an aircraft. This WBS was created using the Mil Std 881C guidelines for an aircraft WBS and is therefore MilSpec compliant. The WBS is part of the scope baseline, an output of this process.
  2. Aircraft WBS, Tabular Structure, MIL-STD-881C: Example of a "tabular structure" WBS for an aircraft. This WBS was created using the MIL-STD-881C guidelines for an aircraft WBS and is therefor MilSpec compliant. The WBS is part of the scope baseline, an output of this process.
  3. WBS Dictionary Example: This WBS dictionary example was created in PMGT 611 for a process improvement plan. The WBS dictionary is part of the scope baseline, an output of the create WBS process.
  4. Detailed WBS Dictionary Template: This template allows a PM to complete a detailed WBS dictionary to support schedule development, cost estimating, and HR planning. This is a tool for this process.

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