BSBPMG511 - Manage project scope

Running head: MANAGING PROJECT SCOPE
MANAGING PROJECT SCOPE
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Introduction
Project scope management is said to be a set of processes which ensures that a certain
project scope is accurately mapped and defined. This enables that supervisors and project
managers to allocate the right amount of work to each and every project team. On the other hand,
the scope is said to be a set of features or deliverables of a certain project. According to
PMBOK, the scope is that work which needs to be accomplished so as to deliver a certain result,
product or services with specified functions and features. PMBOK has gone ahead of defining
three processing of scope management which is closing, planning, and controlling. Scope
management has four processes which are collecting project requirements, planning the project
scope, defining the project scope, and creating a WBS. (Berger, 2015). This paper will have two
sections which are the know assessment tasks questions and a task; project scope management of
a website upgrade.
Knowledge assessment task questions
What is an issue in scope management?
According to PMBOK an issue in scope management is a problem which needs attention
by both project managers and project stakeholders. Issues can either lead to project failure or
scope creep. Issues in scope management are as a result of poorly defined goals; this is resulted
by starting a project without clear objectives. Issues are also as a result of unrealistic deadlines;
in here project members and managers struggle to have unrealistic expectations which in turn
results to slipping of project timelines.
An issue is something that has already happened. There three types of issues which can
occur when carrying a certain task in project management. First is a problem; example a budget

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can be insufficient to buy or purchase all the required materials necessary to finish a certain task.
An off-specification is the second type of issue; this is a request by one of the project
stakeholders or the system users to add something to the project scope. An example is to design
new packaging as part of a new software development project. Third, is a request for change; this
is a suggestion to change one of the agreed features within the scope of a certain project example
is to change the design color of a smartphone development project. Issues are recorded in the
issue register or issue log and should be discussed on daily basis. The issues recorded in the
register are the one which requires formal action only. The major aim of keeping an issue log in
a project is so as to capture only those issues which require formal actions only. A new entry is
first recorded into the issue register. The issue log is then monitored and has to be updated daily
by the project manager until the issue is resolved.
Deliverable in scope management
A deliverable in scope management is an intangible or tangible service or good produced
as a result of the project which is intended to be delivered to a client. Some project management
specialists define deliverable as an output to be delivered to a customer. According to PMBOK, a
deliverable is a service or a product that is created to achieve a certain objective. An example of
project deliverables is improved customer approval rates, usability study, or a software
prototype.
There are an only one of attributes when it comes to project management deliverables which are
the project stakeholders or the clients, there are whom a project deliverable is created. From the
view of a stakeholder, a project deliverable is a path that the project management team take to
achieve a certain result. Example of a project deliverable is to create a chair one of the project
deliverables is to sit. From a client view, a project deliverable is a statement of work or what

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project managers refer to as the scope of work; actions carried out to achieve certain project
objectives. Some of the tips to ensure successful project deliverables are to start early. This helps
in uncovering the needs of project deliverables. Second is to consider your objectives; this an act
of decomposing one objective aiming at revealing important project deliverables. The third is
breaking down aiming ate determining tasks for each and every deliverable. Lastly is tracking
each and every task; this helps in sharing information about each and every project deliverable.
This means from the definition; project deliverables helps in answering several questions in
project management which are; what one is trying to achieve, how to achieve project objectives,
the things needed to help achieve overall project objectives and what is needed to create or
achieve a deliverable (Collins, 2011).
Scope creep in project management and how it happens
Scope creep is also referred to as requirement creep or what most of the project managers
refer to as kitchen sink syndrome. This is the changes or uncontrolled or continuous growth in a
project. Scope creep occur if a project is not properly defined or when a project is not properly
documented. Project scope creeps results in poor change control, poor communication between
project parties, lack of initial product versatility, and weak executive sponsor or project
managers.
Project scope is a risk to a lot of projects. It usually results to cost overrun. It is additional
functions or features to a new product or project requirements. PMBOK defines scope creep as
added functionality and features without addressing project resources, time, and project costs.
Project scope creeps occur when project sponsors or executives are not involved in every
decision making of a project. There are various reasons as to why scope creep happens one of

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them is a lack of clarity and an in-depth understanding of the original specification document.
Another cause of project creep is allowing direct contact between team and client participants.
Another cause of scope creep is when project managers or project team poorly define
initial project requirements. Lack of proper planning and foresight and lack of requirements
analysis and proper cost-benefit analysis (Bruce & Langdon, 2005).
PMBOK has listed five reasons as to why scope creep occurs which are unrefined scope
definition, lack of requirements management or a formal scope management, the inconsistent
process of collecting project requirements, lack of stakeholder involvement, and project length.
Scope creep can be avoided by documenting project requirements. In here a scope creep is
avoided when a project manager is able to talk to all users and project stakeholders to work
exactly what is required for a project. Second is setting up change control processes (Heldman,
2018).
Task 1: Project scope management
Project authorization procedure
According to PMI, project authorization is a formal process which gives permission or
authorizes to begin a certain project or a certain deliverable. Project authorization document is
needed before a project gets off the ground or before a certain project deliverable is initiated.
Project authorization procedure is specified in the project charter. The following are procedures
for project authorization for the Australian website project
a) A meeting is prepared where the participants are the project manager, system analysts,
project sponsor, and the organization CEO.
b) The project manager then clarifies the project requirements and project scope
c) The participants then agree on the project deadline and all the project deliverables

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d) A project authorization is the prepared by the project manager; the form must have the
project name, scope, the target beneficiaries, planned date of the project, project budget,
the strategic objectives aligned with the project objectives, the required organization
support, and the project budget.
e) The project authorization form is then signed by the project sponsor, organization CEO,
and the project manager
Governance arrangements are in regards to project delegation
The management framework within which project decisions are made is what is referred
to as project governance. One of the most issue in an organization is how resources are to be
structured in an efficient and effective manner. Project managers are the delegators. It
involves maintaining and establishing a relationship among the project team working on both
non-functional and functional requirements. Governance arrangements in regards to project
delegation in the website project are consists of three major steps which are
 the assignment of responsibility
 delegation of authority
 Creation of accountability.
Critical review points during the project and is expected to be seen at the review points
Critical review points are conducted after every project phase. What is expected to be
seen after every phase is a completed project review form which has to be signed by the
project manager, project sponsor and one of the system users. An IT project has five critical
review points. The first phase is the creating of the project charter. After the creation of the
project charter, the document is reviewed, presented to the project sponsors who then

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approves the execution of the next phase. This process is repeated up to the last project
phase.
The authorizing authority in a project and what they expect to see
The project is authorized by the project sponsor. They are the responsible officers in
financing every project deliverable. In cases of project escalation, they are the authorizing
officers to continue with the project. Project sponsors expect to see every project phase and
deliverable to completion
Project scope statement
Background information about the project
This project is about upgrading the Australia National actives website so as to ensure the
best value for money and then optimal functionality.
Scope definition
A project scope is a sum of results, services, and management. Project scope covers’ the
processes and tools to be used in the website project
 Project goals and objectives
 A list of activities for each of the project deliverable
 Project constraints
 Project deliverables and assumptions
 Product Acceptance criteria
Project scope does not cover the following aspects
 Work breakdown structure

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 Project budget
 The human resource plan
 Stakeholder’s plan
Objectives and success criteria
Deliverables
 Modern interface (Ought to be user-friendly)
 The interface must meet the user needs
 The site has to interact successfully with exhibition interactive through the available AP
Acceptance criteria
A sample template in the website project will use for keywords for acceptance criteria
example Scenario, Given, When, and then
Acceptance criteria for the website project
Scenario API compatibility
Given Website official records
Then The site is able to fetch
official records
Constraints
There six project constraints for this project which are:
 Risk
 Time
 Scope

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 Time
 Cost
 Quality
 Resources
Assumptions
Three assumptions for this website project
 Not get the required resources from the project sponsors on time
 All the project stakeholders will come during critical review points meeting
 The required technology is readily available
Dependencies
All the activities of a project team will start after all the design approval is complete. The
preceding activity of the project team is always dependent on the customer’s activity.
Outstanding issues
 The project team to carry out the website activities are geographically displaced.
 Some of the activities deadlines have unrealistic deadlines
 Due to the use of API the project may creep beyond
Work Breakdown Structure
Figure 1: Shows a simplified WBS of the website project

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Project scope management plan
Roles and responsibilities
Roles of a Project manager
 Delegating duties to the other team members
 Preparing a project scope document
 Project time estimation
 Developing of the project budget
 Creating schedules and charts
Roles of a System Analyst
 Writing project deliverable reports
 Upgrading the APIs
 Analyzing business problems and issues
 Monitoring website security and integrity
Roles of a Web designer
 Preparing of questionnaires to collect user requirements

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 Holding workshops with users and the organization stakeholders with a website prototype
to collect user requirements
Major milestones and timelines
Milestone Responsible officer Timelines
Planning The project sponsor,
organization CEO, project
manager, and the system
analysts
One week
Preparing project
authorization form
System analysts, project
manager, and Project
manager
2 days
Content design Project manager and system
analyst
One week
Project design Web designer, system
engineer, project manager,
system analyst
Two weeks
Coding/ development System engineer, web Three weeks

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designer, and project
manager
Testing System analyst and project
manager
One week
Project closure Project manager, system
analyst, project sponsor, and
the organization CEO
Two days
How scope is defined and documented for this project
To define the scope of this website project; the site must be user-friendly, easy for the
users to find from the Google platform. The website provides the information needed in the
website. Documentation ought to show all the project deliverables, activities time frame, and
budget.
Scope change control process
Figure 2: Scope change control process for this website project

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Scope validation
To validate scope for this project the following is required
 Validate the scope inputs by checking the project management plan
 Validating project documents: The documents required here are Quality reports, signed
project authorization form, and requirements documentation
 Verifiable deliverables: Deliverables which are completed and checked by all internal
stakeholders
Scope Acceptance
The officers responsible for accepting the final website project deliverable are the project
sponsors who approve the proposed budget. The organization CEO is the one who approves the
commencement of the project

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Scope Performance measure
Scope performance measure is done by the project manager and the system analyst. Some
performance measurement is done during critical reviews points.
Element 3: Manage Project scope control processes
There are five elements of scope creep for this website project which are:
 Poor requirements analysis
 Not involving project users early enough
 underestimating the complexity of a project
 gold plating
 Lack of change control (Deeprose, 2002).
Change request
Change Control Form
Project Name National archives of
Australia Website
Requested By: CEO National archives
of Australia Website
Requested Date: 12/11/2018

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Change Request
Number:
SC/01/2018
Description of the
change:
Change of email notification to both the website user and the website
administrator
Reason for the change: Since the website is user-centric the users must be notified via their
mail of any change in the website
Impact Assessment Duration of this deliverable will change
Cost Positive change in cost since the software engineers and web designer
will demand more money due to increased coding time
Time Email notification module requires 3 days to code while that of users
require 2 days meaning that deliverable of this module will escalate
with 2 days
Step by step of how I used to change control procedures to make a decision for the above change
request
Project change is inevitable for some projects. This means that project managers ought to
work on how one can handle project changes. Project results in modifying the existing plans and
since it, inevitable one needs to consider five steps for change management.
 The first step is receiving a project request form

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 The second step is updating change log; this a document which lists activities and
changes and then making a note of the latest project change request.
 The third step is assessing project request change. In here a project manager gives each
project change a priority whether it is critical or even nice to have. This helps in
providing a sense of urgency to a certain project. It is also used in impact analysis.
 The fourth step is to assess the change; in here the project team looks at change request;
in here the project team assesses all project changes against certain criteria. The main aim
is to decide whether to reject or approve a change.
 The last step is to consider the course of action for a certain change request
How to update the current baselines and communicate the new baselines?
This is a three steps process
1. Opening the initial baselined project which in this case is an email notification
2. Make the necessary changes to the schedule which in this case is increasing the days
from three to five.
3. Overwriting the initial baseline to a new baseline and informing the project manager
Scope creep scenario
Methods to identify that scope creep has occurred
To identify project scope creep over the documented requirements, I had to track the
duration allocated to a certain deliverable. The cost of the deliverable had also creeped.
Unguided project requirements gathering and unsolicited requirements from the outsiders.
Impacts of scope creep
 Increased project budget
 Project resources constrain

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 PR implications
How to handle the situation?
 Urgent change: Since change is inevitable then the project needs urgent change
 Stretching the project schedule
 Wishlisting
 Being agile to accommodate any other change if needed
 Communicating project expectations to the project team members (Gao & Rusu, 2015)
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