Project Scope Control Management

Revision as of 20:27, 24 February 2019

Abstract

In an ideal world, once a scope has been defined and moved into prototyping and construction, no changes will be made to the requirements or the extent, but in reality, project scope is continuously evolving over the entire lifecycle of the project. Therefore, it is significantly important that the scope identifies all the work that the project will accomplish to achieve its final goal and have a clear and easy scope management process that refers to the set of various processes that ensure a project's scope is accurately defined and mapped. ^[1] It is essential at the start of the project scope that it consists of sufficient detail to determine the purpose of the project with the expected benefits and any constraints such as time and budget. The Project Scope Management (PSM) processes consists of six parts, where control scope is the last part and is the process of monitoring and controlling the status of the product and project scope including managing changes to the scope baseline. ^[2] The product scope refers to how a product is made while a project scope focusses more on how to deliver the service or product. ^[3] The advantage of control scope is that it allows the baseline to be maintained throughout the entire project. Without a well-defined project scope, the time and cost of the project cannot be an estimation and obtained due to a lack of communication, which applies that the scope needs to be changed. This immediately affects the cost and disrupts the schedule of the project generating losses. This article focuses on achieving a successful project with the six main aspects of project scope management and including the scope change control and what changes may need to be proceeded to have a great scope. These aspects will be discussed in detail alongside the general guidelines of project scope management.

Introduction

Project Scope Management

Figure 1: Project Scope Management Overview and their tasks, inspired from the PMBOK® Guide ^[3]

The appearance from the abstract is that the controlling changes of the project scope are output from the control scope process which is a part of the project scope management process. The purpose of Project Scope Management is to assure that the results and the outcome of a project are successfully achieved by merely incorporating the necessary work to complete the project. Managing the project scope is mainly refers to defining and controlling what is included in the design and what is not.^[4] Therefore, project scope management can be defined as a set of processes that requires to be done in order to complete a product with the described functions and features to achieve the desired project. ^[4]

The six processes described underneath do associate and interface with each other which address an appearance described as Scope Creep. Scope Creep also referred to as requirement creep in project management is defined as changes which are a continuous or uncontrolled increase in the scope of a project, at any point after the project starts. In early stages of design and development of the project, it can be challenging to determine whether or not there is a potential of incremental change in the project scope by adding elements to the project, or it has not been completely defined due to poor design of the project.

Figure 1 provides an overview of the six important processes of the Project Scope Management with their task’s description highlighted by the PMBOK® Guide:^[4]

1. Plan Scope Management

The first process is the plan scope management which is producing a scope management plan. The plan describes and documents how the project scope will be defined, validated and controlled. The essential part is that plan scope process helps and contributes guidance and orientation on how the scope will be managed throughout the entire project. Furthermore, the scoping plan also includes the different roles of people involved in managing the project scope and their responsibilities regarding the areas. Therefore, a guide helps to manage and control the scope. ^[4]

2. Collect Requirements

The collect requirements are an important process which is referred to as determining, documenting, and managing stakeholder demands and needs, but also requirements regarding the project objectives are met. From the stakeholder point, it is essential to breakdown their needs into a requirement. The element becomes the foundation for the WBS, which includes and referring to cost, schedule, planning, procurement which are all relying on the conditions. ^[4] Furthermore, the process provides the general definition of managing the project scope, these definitions are part of the scope baseline and are selected by the different stakeholders, project sponsor, project manager, who consider the requirements to be important.

3. Define Scope

The third process of the project scope management is to define the scope which consists of developing a well-detailed description of the project. The primary benefits of building a sufficiently detailed description of the scope is that it provides the foundation in the future for making project decisions. But this also provides a commen understanding of what the project scope is between the stakeholders. Besides having an explicit description of the project scope, it is also essential to include the different requirements from the stakeholders that have been developed in the collect requirements process and chosen to be the preferred requirements of the scope ^[5]. Furthermore, it is necessary to consider the known risks, constraints and assumptions to add the project scope.^[4] All these points will have a significant contributor to the success and achievement of the project.

4. Create Work Breakdown Structure (WBS)

Now that the plan, collect requirements and the definition of the scope has been established, creating a Work Breakdown Structure (WBS). WBS is the process of subdividing the various major deliverables into smaller and manageable sizes which provides a structured view of what has to be delivered. Depending on the size and complexity of the given project, the degree of dividing the project can vary. The advantages of splitting the project into smaller tasks to make it more manageable to assign several responsibilities to the responsible people of the project. The additional benefits of applying the work breakdown structure are the duration time, and cost easier can be managed, and the accuracy can increase.

5. Validate Scope

In order to validate the scope, obtaining formal approval of the various deliverables need to be examined by the stakeholders (Sponsor, client, customer, etc.) and accepting of the completed project deliverables. This process checks if the separate deliverables match the requirements to increases the chance of the final project.

6. Control Scope

Control scope is the last process in project scope management. The purpose of this process is not only to monitor and maintain the project's baseline throughout the entire project but also to managing changes as they happen along the way which ensures that the scope changes are useful and beneficial for the project. The control scope is also managing the changes of the project when it occurs and as mentioned earlier if the uncontrolled scope increases of a project it will lead to scope creep. The project scope changes can have a direct or indirect impact on the various factors of the project like cost, schedule, quality and other parameters. These changes are therefore essential to secure that any others indications of change are considered, to make sure that it is the accurate one, and no other surprises can occur. Figure 2. shows the process stream of the Scope Change Control with the input, tools & technique and output.

Figure 3: Project Scope Change Control Process, inputs, tools & techniques, and outputs inspired from the PMBOK® GuideI ^[3]

The first features are the inputs to the scope change control process, as they seem in the PMBOK® Guide:

1. Work breakdown structure (WBS) - The work breakdown structure is addressed as the project components that is deliverable-oriented grouped that organize and the defines the total scope project. The objective is to establish a common perception of the project scope baseline. [ref]
2. Performance Reports - Performance reporting gives information on the scope performance, which deliverables have been completed and which is still behind, but the performance reporting also contributes to the different issues that can cause problems in the future, which help warning the project managers or the team regarding scope performance. [ref]
3. Change Request - Change requests can come in different forms, but the common one used is proceeded through the IT system, where a written change request is made depending on the scale of the project. Some of the change requests are results of an error in defining the scope of the project fx failure to include a required feature in the design, or a change which adds more value to the project. The project owner or external partner does these changes. [ref]
4. Scope management plan - From the scope management plan, the report describes which scope changes will be integrated and how they will be implemented into the project including how to manage the project scope. In the document, the description always needs to be clear and always include how the scope change will be identified and classified. [ref]

The second features are the tools & techniques applied in the scope change control process, as they seem in the PMBOK® Guide:

1. Scope Control Change System - Scope change control is described as the procedures of the system by which the project can change, and this includes the various levels of approval that are required for authorizing change. This procedure will further be explained in the application of the scope change. [ref]
2. Performance measurement - The performance measurement techniques help to estimate the extent of the variations that happen. Therefore, it is crucial to determinate the causes of variation and if it is relevant to the baseline of the project and if there requires a corrective action which is a part of the scope change control. [ref]
3. Additional planning - The last point is the additional planning which refers to proposed scope change needs extra planning which may be required preferentially to modification of the WBS or other alternative interpretation that could be used as an approach to have a successful transformation. [ref]

The third features are output in the scope change control process, as they seem in the PMBOK® Guide:

1. Scope changes - From the techniques and tools that have been used above, the scope change control includes the modification to the accepted scope that is determined by the approved WBS which refers to any changes to the scope project. [ref]
2. Corrective action - The corrective actions are used to make sure that all the deliverables are satisfied by ensuring that the project performance is on the right track according to the project plan. [ref]
3. Budget change - As any scope changes happen, it typically has an impact on the budget which requires an adjustment to the cost, quality or other relevant project objectives for the scope. [ref]
4. Schedule change - As the budget changes, the impact of the schedule can also change to the different adjustment of the project scope which refers to the time. Some of the elements can meet the deadline which makes lateness. [ref]
5. Lessons learned - Lessons Learned reflects on the reasoning behind the actions that have been corrected through the scope change control process by the project team. All the lessons learned through the project requires to be documented, and this information should be available to improve other projects in the future and probably not make the same mistakes or the same change next time. The knowledge should be stored in a database, so everyone has access to the documents. [ref]
6. Adjusted baseline - The corresponding baseline document for the project needs to be reviewed and replicated to reflect on the approved changes in order to form a new baseline for future changes and to make the right decisions when supporting modifications of the scope change control processes. [ref]

Project Scope Change

Application of Scope Change

Methodology

Change Request

Limitations

Glossary

References

1. ↑ Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition. Page 105
2. ↑ Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition. Page 136
3. ↑ ^{3.0 3.1 3.2} William R. Duncan. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 5th edition. Pennsylvania: Project Management Institute.
4. ↑ ^{4.0 4.1 4.2 4.3 4.4 4.5} Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition. Page 105
5. ↑ Margaret Rouse. (January 2018). Project scope. [online].Available at: http://searchcio.techtarget.com/definition/project-scope

Annotated Bibliography

Project Management Institute (2016). A Guide to The Project Management Body of Knowledge (PMBOK® Guide), 6th edition. The guide delivers a good understanding of project scope management and provides the necessary guidelines for managing projects for all of the steps.

William R. Duncan (1996). A Guide to The Project Management Body of Knowledge. The guide from William R. Duncan presents a profound insight into the Project Scope Management. Furthermore, it provides an excellent overview of how the scope change control is structured and what needs to be included in order to change the scope and to provide additional information into the process of Scope Management.