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5: Project Scope Management
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Organizational impacts (for example, training and support) Assumptions and constraints
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Requirements management plan Documents how requirements will be analyzed and managed throughout the project life cycle Requirements traceability matrix Typically a spreadsheet or table that shows requirements and the links to their source and traces them throughout the project life cycle
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Creating a traceability matrix helps ensure each requirement adds business value by linking it to the business and project objectives Because requirements are so important to the Project Scope Management knowledge area, properly using a requirements traceability matrix can provide a structure for managing change to the product scope The matrix can include the following:
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Requirements to business needs, opportunities, goals, and objectives Requirements to project objectives, project scope, and WBS deliverables Requirements to product design, development, and test strategy
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Some of the attributes (components) captured in the traceability matrix include a unique identifier, a description of the requirement, the relationship to other requirements, as well as the owner, source, priority, version, and current status (for example, active, cancelled, deferred, added, approved, and date completed)
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The PMBOK Guide refers to the requirements traceability matrix several times as both an output (of the Collect Requirements process) and input to two other processes (Verify Scope and Control Scope) Therefore, you are likely to see questions on the PMI exams related to this matrix
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Managing Requirements
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Once the requirements are verified and approved, the job of managing the requirements should be focused unless, of course, there is turnover in the project sponsors, team, project funding (budget), or overall expectations There are times when a project has a long duration resulting in changes to the requirements or expected results This is where the change control process is extremely important to combat scope creep or scope leap
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PMP Certification: A Beginner s Guide
2 Define Scope Process
The Define Scope process involves the development of a detailed description of the project and the expected product, service, or result This process is grouped with the Planning process group The scope definition may be an iterative (evolutionary) process, starting with a preliminary scope statement and growing in detail as the project progresses and more information is known In fact, the approved scope definition is the baseline (point of reference) for the project and should not be taken lightly Some project managers are a bit reluctant or shy about setting the project baseline for schedule, cost, or scope If you are using Microsoft Project as a scheduling tool, the first question the application sometimes will ask when you save a file is, Do you want to save this file as a baseline Unfortunately, the majority of the time we click No Big mistake
The quicker you establish an approved baseline, the easier it is to manage to that baseline I have seen case after case where a customer complains the project is behind schedule, only to find there were many approved changes that moved out the target completion date and the PM didn t establish or update the baseline The customer often only remembers the original target date, and so what if there were approved changes that moved the project end date Because the PM didn t set the baseline, the customer viewed the original completion date as being missed
Define Scope Inputs, Tools and Techniques, and Outputs
Note that the inputs to the Define Scope process (shown in Table 5-4) are the outputs of previous processes (shown previously in Table 5-3) and that the outputs for the Define Scope process become the inputs to the next process (Create WBS) The inputs to the Define Scope process are similar to many of the processes in the PMBOK, except in this case the requirements documentation and project charter (which are outputs of previous processes) are key inputs to consider for this process
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