Manage Project Scope - Desklib

This article discusses project scope management and its importance in project planning. It covers topics such as project authorization procedure, project scope statement, project scope management plan, manage project scope control processes, and more. The article also includes knowledge assessment questions and answers, along with a bibliography. The subject is project management and the course code is not mentioned. The college/university is not mentioned either.

Running head: MANAGE PROJECT SCOPE
Manage Project Scope
Name of the Student
Name of the University
Author Note

1
MANAGE PROJECT SCOPE
Table of Contents
Knowledge Assessment.......................................................................................................3
Task 1: Project Scope Management....................................................................................6
Introduction......................................................................................................................6
1. Project Authorization Procedure..................................................................................6
2. Define Project Scope...................................................................................................7
2.1. Project Scope Statement.......................................................................................8
3. Project Scope Management Plan...............................................................................14
3.1. Roles and Responsibilities..................................................................................15
3.2. Major Milestones................................................................................................15
3.3. How is scope defined and Documented..............................................................16
3.4. Scope change control Process.............................................................................16
3.5. Scope Validation.................................................................................................17
3.6. Scope Acceptance...............................................................................................17
3.7. Scope Performance Measurement......................................................................18
4. Manage Project Scope Control Processes..................................................................18
4.1. Factors that could trigger requests for scope change in Project.........................18
4.2. Change Request..................................................................................................18
4.3. Change Control Procedure..................................................................................21
4.4. Update and Communication of new baselines....................................................21

2
MANAGE PROJECT SCOPE
4.5. Example of Scope Creep....................................................................................22
Bibliography......................................................................................................................23

3
MANAGE PROJECT SCOPE
Knowledge Assessment
1. (c). WBS & WBS Dictionary
2. (d). Project Management Plan
3.(d). Validate Scope
4. (a). Create WBS
5. (d). Control Scope
6. (c). Create WBS
7. (b). Obtaining stakeholder's formal acceptance of the project deliverables
8. (b). Can be scheduled
9. (b). Collect Requirements
10. (a). Project Management Plan
11. (c). should be managed and controlled from the project concept through closing
12. (b). The Sponsors
13. (a). Clearly defined acceptance criteria
14. (a). Solution Requirements
15. (a). Project Scope Management
16. (c). b-a-c-d

4
MANAGE PROJECT SCOPE
17. An issue is an important topic or problem that can be further discussed or managed.
An issue in project management can arise as a result of risks and problems in project
management. Furthermore, problems associated with staffs, suppliers and material shortages can
have a negative impact on the project giving rise to issues. However, there are a significant
differences between and issues and a risk in project management. An issue is raised when
problems have already occurred in the project while the risk in a project can be described as a
potential issue that may happen or may not happen in the project. Thus, the issues in a project is
needed to be resolved immediately while for addressing the risks in a project can follow a
planned approach, starting with identification of the risks. Issues in a project are mainly resolved
by following a issue management process. Resolving an issue is important in order to eliminate
the chances of having an undesirable impact.
18. A deliverable in project management can be described as a product or service that is
delivered to the client. A deliverable is delivered to a client in a scheduled time that satisfies the
set milestone associated with the project. A deliverable of the project can include a software
product, design document, project plan, training program and other activities associated with the
project. A deliverable in a project can be described as either tangible or intangible assets of the
project. The most important deliverable of a project is considered to be a key deliverable. A
single deliverable of a project can contain multiple smaller tasks. Completion of each of the
deliverables of a project will ensure successful completion of the project. In large projects, a
deliverable of a project might depend on completion of another deliverable which is needed to be
completed first. This type of project involves multiple milestones.
19. (b). Confirm that all the stakeholders have had input to the scope of work

5
MANAGE PROJECT SCOPE
20. Scope Creep in project management can refer to certain uncontrolled changes in
project scope after the beginning of the project. Scope creep in a project can occur when the
scope of the project is not properly defined, documented or controlled. When a scope creep
occurs in a project, certain issues are faced in management of time, costs and resources. Thus
management of scope creep in a project is important. Thus a scope creep can happen only when
the project is not properly defined in the initiation phase. Improper scope identification is another
reason behind the occurrence of scope creep in the project. Another reason behind the occurrence
of scope creep is lack of project supervision and continuous change in scope of the project. In
order to manage the scope creep, it is essential to correctly understand the client’s vision and
needs. However, a scope creep might also occur if the client changes the requirements of the
project after the initiation of the project.

6
MANAGE PROJECT SCOPE
Task 1: Project Scope Management
Introduction
A project has been undertaken for technical upgrade of the website of NAA (National
Archives of Australia). In this project, the existing website will be transferred from a proprietary
CMS to a commonly available CMS. As a part of the project, the website will enable NAA to
collect the data contributed by users to ensure optimal functionality of the website. The software
that is needed for the project should either be an open source software or a common use
proprietary management system. The major deliverables of the project specifies that the new
website should continue to work with the pre existing API. The API should furthermore be able
to draw all the user added contents in their new website. The privacy and the security needs of
the website will be updated by proposing security features like encryption. It has been proposed
that the new developed website will provide an easy way to the administrators to view and record
the user generated activity which was not present in the old website. A scope management plan
for this project is developed and discussed in the following paragraphs.
1. Project Authorization Procedure
Project authorization is a formal process of giving the permission to start working on a
particular project. Project Authorization is important for the stakeholders associated with a
project since during this process, the roles and responsibilities of a project is being negotiated.
Project Authorization impacts a project in a number of ways including project quality control,
providing boundaries and the development of a detailed project plan.
The governance arrangement in regards to the project delegation includes appropriate
quality management and regular review of project implementation. This will ensure that the

7
MANAGE PROJECT SCOPE
project is being executed or implemented according to the project plan. Since this project aims in
technical update of National Archives of Australia, it is needed to ensure that entire website
redevelopment process involves effective data transfer and testing. Any bugs detected in the
testing phase will be fixed before the project release.
It is important to identify the critical review points associated with this redevelopment
project. The redevelopment project considers certain specific project needs that constitute the
critical review points associated with the project. One of the specific project need is that the
website must continue to work on the pre-existing API that will link the content with an
exhibition interactive. Another important specification of the project is that the website must be
successfully able to GET, POST, PUT and DELETE the data within an agreed timeframe.
Another critical review point associated with this project will ensure that these project
specifications are met. There are certain strict specifications associated with the design of the
upgraded website. The project specification says that the aesthetic design has to be maintained in
the upgraded website. Thus it is another critical review points associated with the management
and governance of this website redevelopment project.
The Appropriate Authorising authority of this project is National Archives of Australia,
who is the owner of the project.
In the review points, it is expected that the progress of the project will be checked and the
quality of the project will be evaluated. It is expected that the project will be following a planned
approach and the deliverables of the project will be completed within the given timeframe. The
critical review points are further expected to unveil the major bugs in the project.
2. Define Project Scope

8
MANAGE PROJECT SCOPE
It is important to define the project scope, as it identifies the requirements and
specifications of a project. A project scope can be documented by making use of scope
statements. A scope statement can take a number of forms depending on the type of project that
is being implemented. Definition of project scope is a part of project planning process that
involves determination and documentation of the specific project goals, objectives and
deliverables.
2.1. Project Scope Statement
The project will be working redevelopment of NAA website in order to improve its
operations. Redevelopment of the website is needed in order improve the operations of the
website and improve its security.
2.1.1. Background Information about the Project
The NAA website Redevelopment project was initiated in order to ensure best value for
money and for improving the optimal functionality of the website. This project is needed since
National Archives of Australia is in charge of preserving and storing the Commonwealth records.
The NAA is responsible for preserving the Commonwealth records under the Archives Act 1983.
The software to be used in project should be common-use proprietary content management
system. NAA encourages the users to upload their own photographs to share their migrant
experience to the archives collection. These types of photographs are used in magazines and
newspapers, posters, brochures and others, in order to promote Australia as a prosperous and
welcoming nation for the potential migrants and to reassure the Australian that the new migrants
would be able to easily settle into Australian way of life. There are more than 22,000 black and
white and colour photographs taken by government photographers between the year 1946 and

9
MANAGE PROJECT SCOPE
1999. Thus preservation of these photographs is important. The new website to be developed will
look after the security of the contents of the website. The project will be implemented in a
number of phases, the most important being the testing phases. There are certain optional
requirements that the project might need to consider such as, external hosting and ongoing
support with a service level agreement along with the collection of post implementation feedback
from the users.
2.1.2. Scope Definition
The scope of the plan covers the following aspects-
In Scope
 Development and redesigning of the NAA website
 The website will work with the existing API that links the content with an
exhibition interactive
 The website will be able to GET, POST, PUT and DELETE data using the API
 The website will be hosted externally to Archives IT infrastructure
 The website will showcase an aesthetic design
The scope of the pan does not cover the following aspects-
Out of Scope
 Ongoing support with a service level agreement for 3 years
 Post implementation changes according to the user feedback
2.1.3. Objectives and Success Criteria

10
MANAGE PROJECT SCOPE
The objectives of the project are as follows-
S (Specific) - To redevelop the existing NAA website
M (Measurable) – To ensure that the security of the website is optimised
A (Attainable) – T o ensure that the website will be able to work with the pre-existing
API linking the content to the exhibition interface.
R (Realistic) – To ensure that the website will be supporting the formats that will enable
crowd sourced data and easier display of such data including images
T (Time Bound) – To ensure that the project will be completed within the set project
schedule
The success criteria of this project are as follows-
1. The project needs to be completed within the scheduled time.
2. The project should be able to recognise the user contributed data.
3. The Administration module must be secure.
4. The website should include the facility of user registration for public user login.
5. The website should be incorporated with a search function for improving its
operations.
2.1.4 Deliverables
The major deliverables of the project are as follows-

11
MANAGE PROJECT SCOPE
1. Planning and Development of Project Plan for NAA website
2. Implementation and redevelopment of the existing NAA website
3. Testing the Redeveloped Website
4. Documentation of the entire Project
5. Project Evaluation and Maintenance
2.1.5. Acceptance Criteria
It is important to set accurate acceptance criteria for project in order to check that project
of accurate quality is delivered. The acceptance criteria set for this project are as follows-
1. The project will be accepted only if it is implemented on CMS (common use
proprietary content management system)
2. The project will be accepted only if appropriate testing phase is implemented before
the project release.
2.1.6. Constrains
The main constraints in the project are as follows-
1. Time constrain- the project is needed to be completed within a scheduled time
2. Resource Constraint
2.1.7. Assumptions

12
MANAGE PROJECT SCOPE
There are certain assumptions associated with the implementation of this project, which
are discussed below-
1. It is assumed that there is continuous resource availability in this project.
2. It is assumed that the project will not incorporate any new requirement after its
initiation.
2.1.8. Dependencies
Each task is dependent of completion of some other task. The dependences in the project
is shown in form of predecessors in the following table-
ID Task Name Duration Predecessors
1 Project Starts 0 days
2 Requirements Gathering and Planning 33 days
3 Understanding the requirements and specifications
of the Project 15 days 1
4 Development of Project Plan 15 days 3
5 Sharing the Project Plan 3 days 4
6 Approval of Project Plan 0 days 5
7 Project Implementation 135 days
8 Coding the new website 60 days 6
9 Linking with Database 45 days 8
10 Data Transfer 30 days 9
11 Completion of Website Redevelopment 0 days 10
12 Website Testing 132 days
13 System Testing 25 days 10
14 Integration Testing 30 days 10,13
15 User Acceptance testing 40 days 14
16 Bug Fixing (if any) 37 days 15
17 Completion of Project Review and Testing 0 days 16
18 Website Go-Live 62 days
19 Website Launch 7 days 17
20 Training 25 days 19
21 Bug Fixing and Maintenance 30 days 20

13
MANAGE PROJECT SCOPE
22 Project Closure 65 days
23 Project Evaluation 30 days 21
24 Payment Completion 20 days 23
25 Client Sign Off 5 days 24
26 Resource Release 10 days 25
27 Project Ends 0 days 26
From the above table, it can be observed that each task associated with a project is
dependent on the completion of one or more tasks. Apart from that, the project is dependent on
continuous resource availability and following a planned approach of project implementation.
2.1.9. Outstanding Issues
The proposed project methodology consists of the following phases-
WBS Task Name
0 National Archives of Australia
1 Project Starts
2 Requirements Gathering and Planning
3 Project Implementation
4 Website Testing
5 Website Go-Live
6 Project Closure
7 M4: Project Ends

14
MANAGE PROJECT SCOPE
2.1.10. Work Breakdown Structure
The work breakdown structure of the project is represented in the following picture-
National Archives of
Australia
Project Starts Requirements Gathering
and Planning
Understanding the
requirements and
specifications of the
Project
Development of Project
Plan
Sharing the Proect Plan
Approval of Project Plan
Project Implementation
Coding the new website
Linking with Database
Data Transfer
Completion of Website
Redevelopment
Website Testing
System Testing
Integration Testing
User Acceptance testing
Bug Fixing (if
any)Completion of Project
Review and Testing
Website Go-Live
Website Launch
Training
Bug Fixing and
Maintainance
Project Closure
Project Evaluation
Payment Completion
Client Sign Off
Resource Release
Project Ends
Figure 1: Representing the Work breakdown Structure of the Project
(Source: created by author)
3. Project Scope Management Plan
It is essential to develop an appropriate scope management plan so that the chances of
scope creep can be eliminated. In the following section, details about the roles and
responsibilities of people working on project scope management plan for NAA website project is
represented in the following sections.

15
MANAGE PROJECT SCOPE
3.1. Roles and Responsibilities
The authority and responsibility of scope management goes to NAA and the project
manager of this project.
The list of stakeholders associated with this project is as follows-
Stakeholder Role Interest Influence
Sam Project Manager High Medium
Mark CEO High high
NAA Owner High High
Bob and Team Developer Medium Medium
Andrew and team Tester Medium Low
3.2. Major Milestones
The Major milestone of the project is represented in the following table-
Task Name Duration
National Archives of Australia 427 days
Project Starts 0 days
Requirements Gathering and Planning 33 days
Understanding the requirements and specifications of the
Project 15 days
Development of Project Plan 15 days
Sharing the Project Plan 3 days
M1: Approval of Project Plan 0 days
Project Implementation 135 days
Coding the new website 60 days
Linking with Database 45 days
Data Transfer 30 days
M2: Completion of Website Redevelopment 0 days
Website Testing 132 days

16
MANAGE PROJECT SCOPE
System Testing 25 days
Integration Testing 30 days
User Acceptance testing 40 days
Bug Fixing (if any) 37 days
M3: Completion of Project Review and Testing 0 days
Website Go-Live 62 days
Website Launch 7 days
Training 25 days
Bug Fixing and Maintenance 30 days
Project Closure 65 days
Project Evaluation 30 days
Payment Completion 20 days
Client Sign Off 5 days
Resource Release 10 days
M4: Project Ends 0 days
The major milestone associated with the project is highlighted in the above table.
3.3. How is scope defined and Documented
Project scope can be described as a part of project planning. It is a major stage that
determines and documents a list of specific goals, deliverables and cost of a project. There are a
number of processes involved with the definition and documentation of a scope management
plan. At first, the product requirements are needed to be defined followed by defining the process
requirements. In scope identification process, the correct stakeholders of the project are needed
to be involved. One of the critical aspects of scope definition and management is identification of
the project limitations. Each of these stages of scope definition is needed to be documented as a
part of project scope management plan. This document helps development of project plan.
3.4. Scope change control Process

17
MANAGE PROJECT SCOPE
Scope change management process is needed for management, control and
documentation of the inevitable changes associated with a project. The scope change and control
process follows a number of steps.
1. Development of scope change management matrix: Scope change management matrix
is developed with an intention to capture all the required changes in scope of a project. The PMO
of the project is responsible for development of a scope management matrix.
2. Scope change impact analysis: The impact of the proposed changes in the project is
needed to be analysed in order to understand the impact on the project’s cost and schedule.
3. The Decision: The proposed scope change is needed to be approved by the project
head before implementing those changes in the project. PMO will hold a formal meeting with the
project team to discuss the impact of the changes in the project. On approval of the project
owner, the changes will be implemented in the project.
Before implementation, the project manager will update all the project documents and
communicate the changes to all the stakeholders associated with the project.
3.5. Scope Validation
Scope validation is a process of formal acceptance of the completed deliverables of a
project. The key benefit of this process is that the project is validated by each deliverable. The
scope validation is generally done at the end of each project phase to check whether the project is
following a planned approach. The project manager along with the client or customer of the
project is responsible for scope validation.
3.6. Scope Acceptance

18
MANAGE PROJECT SCOPE
Project sponsor or the owner (which in this case is NAA) will be responsible for
acceptance of the final project deliverable based on the feedback provided by the project
manager and the stakeholders of the project. The project manager and the project sponsor is
responsible for acceptance of the project scope.
3.7. Scope Performance Measurement
Project Stakeholders along with the project manager is responsible for managing and
measuring the scope performance. The scope performance measurement is done at the end of
each project phase to ensure that the project is following a planned approach.
4. Manage Project Scope Control Processes
4.1. Factors that could trigger requests for scope change in Project
The main factors that could request for scope change in NAA project are as follows-
1. The changes in the requirements of the project
2. Improper Project Planning
3. Unforeseen risks
4. Changes or issues in project funding
5. Changes in resource requirement or resource availability
6. Changes in the schedule of the project
4.2. Change Request
Change Control Form

19
MANAGE PROJECT SCOPE
Project Name Redevelopment of
National Archives of
Australia Website
Requested By: NAA Requested Date: 12.12.2015
Change Request Number: 1
Description of the
change:
The Maintenance of the Website should be considered an important
project need.
Reason for the change: This change is triggered as previously, the website maintenance was
considered to be an optional deliverable.
Alternative solutions: Maintenance is needed for ensuring smooth operation of the new
website and therefore it has no alternative solution.
Impact Assessment The change might have an impact on project schedule
Cost Increase in cost by approximately $20000 per year
Time The project might take longer time for completion. An extra time of
approximately 1 month is required.

20
MANAGE PROJECT SCOPE
Resources More human resources is required to implement this change.
Quality If with the implementation of changes, the project is needed to be
executed in a limited timeframe, the quality of the project might
hamper.
Impact if scope change
request is not approved
If the scope change is not approved, there will be unforeseen delays in
the project, which in turn might hamper the quality of the project.
Other The change request is subjected to approval of NAA
Risk description Impact Likelihood Strategy
<1, 2, ,3,
4 – see risk
register>
<1, 2, ,3,
4 – see risk
register>
Technical Risk 4 4 Risk transfer to the
project management
team
Schedule Risk 3 3 Risk Avoidance by
appropriate scheduling.

21
MANAGE PROJECT SCOPE
Immediate Action Required if approved: Approval of Change Request
Authorisation Decision: Pending decision of approval of change control
Approved? Yes □ or No □
Decision by: NAA Date Decision Made: 1.08.2015
Authorised by: Project Stakeholders Date Authorised: 20.08.2015
4.3. Change Control Procedure
The change control procedure followed a number of stages, which are as follows-
1. Evaluating the need for change
2. Evaluating the impact of the proposed change on the project
3. Proposing the changes
5. Approval of the change request to the project owner.
4.4. Update and Communication of new baselines
With the approval of change request, the baselines are needed to be updated. The new
project baseline will be communicated by holding a formal meeting with the project stakeholders
and by correctly documenting the change.
4.5. Example of Scope Creep

22
MANAGE PROJECT SCOPE
I have experienced scope creep in the project in form of additional requirements. This
was identified in the implementation phase while coding the website. As an impact of the scope
creep, the project as a bit delayed. I was quick to acknowledge the scope creep and manage the
change in a planned manner thus reducing the negative impact of scope creep on the project.

23
MANAGE PROJECT SCOPE
Bibliography
Binder, J., 2016. Global project management: communication, collaboration and management
across borders. Routledge.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Carnall, C., 2018. Managing change. Routledge.
Crawford, J.K., 2014. Project management maturity model. Auerbach Publications.
Davis, K., 2014. Different stakeholder groups and their perceptions of project
success. International journal of project management, 32(2), pp.189-201.
Eskerod, P. and Jepsen, A.L., 2016. Project stakeholder management. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Fuller, M.A., Valacich, J.S., George, J.F. and Schneider, C., 2017. Information Systems Project
Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Hammer, M., 2015. What is business process management?. In Handbook on business process
management 1 (pp. 3-16). Springer, Berlin, Heidelberg.

24
MANAGE PROJECT SCOPE
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Hayes, J., 2018. The theory and practice of change management.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Hopkinson, M., 2017. The project risk maturity model: Measuring and improving risk
management capability. Routledge.
Jeston, J., 2014. Business process management. Routledge.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kloppenborg, T.J., Tesch, D. and Manolis, C., 2014. Project success and executive sponsor
behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), pp.9-
20.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management:
The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Leach, L.P., 2014. Critical chain project management. Artech House.
Muller, R., 2017. Project governance. Routledge.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.

25
MANAGE PROJECT SCOPE
Pheng, L.S., 2018. Project Scope Management. In Project Management for the Built
Environment (pp. 63-77). Springer, Singapore.
Phillips, J., 2013. PMP, Project Management Professional (Certification Study Guides).
McGraw-Hill Osborne Media.
Pritchard, C.L. and PMP, P.R., 2014. Risk management: concepts and guidance. Auerbach
Publications.
Samáková, J., Sujanová, J. and Koltnerová, K., 2013, September. Project communication
management in industrial enterprises. In The European Conference on Information Systems
Management (p. 155). Academic Conferences International Limited.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.
Turkulainen, V., Aaltonen, K. and Lohikoski, P., 2015. Managing project stakeholder
communication: The Qstock festival case. Project Management Journal, 46(6), pp.74-91.