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2. Documenting Acceptance and Changes
Change is everywhere, and projects confront it at every turn. Over the course of a project, deliverables will evolve in response to new stakeholder requests and feedback about completed stages. The task facing the project manager is to accommodate changing circumstances without undermining the project. To meet that challenge successfully, managers must reconcile requests for changes with the realities imposed by the project's original scope and timetable.
Before a project ends successfully, all stakeholders must know that their requirements and expectations have been met completely.
The Validate Scope process provides the tools and techniques that enable stakeholders to do this.
While managing a project, you need to control scope to ensure that the work is completed on time and within budget.
The project manager does this using the tools and techniques of the Control Scope process.
The Control Scope and Validate Scope processes are part of the Project Scope Management Knowledge Area and the Monitoring and Controlling Process Group.
The other processes in the Project Scope Management Knowledge Area are Plan Scope Management, Collect Requirements, Define Scope, and Create WBS, which are all Planning processes.
Keep in mind that there are two types of scope.
Project scope is the work required to produce the deliverables.
Product scope refers to the features and functions of the product, or the characteristics of the service, you produce.
For example, the product scope of a smartphone might include e-mail, video and music capability, calculator, and calendar.
How do you think project and product scope are related?
Enter your thoughts in the text box provided and then select the Compare button for an answer.
Write down your response or enter it in a text file in your word-processor application (or in a text editor such as Notepad) and save it to your hard drive for later viewing and for comparison with the alternate opinion that follows.
Project and product scope
Changes to product scope always create changes to project scope, because the work required to make the product according to specification also changes. If you change the product, however slightly, you impact the work required to make the product.
Imagine a project to build a high-performance car engine. The project has been planned entirely around the engine specifications. Now suppose you add a feature to improve fuel consumption. This changes the project scope by adding the extra work required to effect the change.
The Validate Scope process takes place after the initial completion of project deliverables. The deliverables are then ready for stakeholder validation. This involves two main activities on the part of stakeholders: inspection and formal acceptance.
The Control Scope process ensures that all requested changes are processed through an integrated change control system. This involves using inputs from the planning and execution stages to detect scope creep and decide how to handle variance.
In this course, you'll learn how to monitor and control scope using the Validate Scope and Control Scope processes.
You'll learn about stakeholder inspections, what's required for deliverables to be formally accepted, and what to do when deliverables don't pass a verification check.
You'll learn about the inputs to the Control Scope process and how to use them effectively.
You'll also find out about the outputs of the process and the purposes they serve in controlling scope.
Finally, you'll learn about the use of change requests in managing scope, and how approved changes can impact other areas of a project.
After completing this topic, you should be able to
After much hard work, your team has finally completed the project it began a month ago. The product is working, the documentation has been completed, and everyone is finally ready to put their feet up and relax. But has the team really finished everything it needs to do?
One answer to this question lies in the Validate Scope process.
The Direct and Manage Project Work process produces deliverables that are checked during the Control Quality process. The verified deliverables move to the Validate Scope process. Accepted deliverables go to the Close Project or Phase process.
Project managers and stakeholders use this process to confirm that project deliverables are accepted as meeting requirements. A project is incomplete if this hasn't occurred.
Before scope validation can take place, the project deliverables must be clearly identified. This is done during the planning stages of the project as a result of several scope-related planning processes:
An excerpt of Fig. 3-3; PMBOK® Guide - Fifth Edition shows that the Initiating Process Group links to the Planning Process Group, which links to project documents and to the Executing and Closing Process Groups. Project documents also link to the Executing Process Group, and the Executing Process Group links to project documents.
The Planning Process Group, project documents, and the Executing Process Group stand in a reciprocal relationship with the Monitoring and Controlling Process Group. This Process Group links to the Closing Process Group.
The outputs from these processes – the requirements management plan, scope management plan, project scope statement, and scope baseline – become part of the project management plan, which is used to manage and control scope throughout the execution of the project.
Think of a recent project you've worked on.
Why do you think it's important for the project team to verify scope internally once they've finished creating deliverables?
Enter your thoughts in the text box provided and then select the Compare button for an answer.
Write down your response or enter it in a text file in your word-processor application (or in a text editor such as Notepad) and save it to your hard drive for later viewing and for comparison with the alternate opinion that follows.
Why it's important to verify scope internally
What if you hand over the deliverables to the stakeholders for validation, but have missed something important?
It's important to verify scope internally first so that you can avoid any embarrassment that may arise if your team has missed something. So you should answer the questions, "Have we completed all deliverables?" and "Do all deliverables meet requirements?" before handing deliverables over to stakeholders for review and validation.
The Validate Scope process is important during final delivery of a project because a project isn't complete until stakeholders accept the deliverables. They compare the deliverables with their requirements and the project management plan. When they're satisfied, they should confirm their acceptance in a formal, written statement.
A restaurant has hired an advertising firm to put together a short promotional DVD for prospective investors.
The project team has completed the project activities, but before the project work can be considered complete, the project manager, along with the project team and stakeholders, has to validate scope.
The Validate Scope process for this project consists of two main tasks:
What are the main activities that take place during the Validate Scope process?
Options:
Option 1: This is a correct option. Stakeholders look at each deliverable, ensuring it meets their requirements and satisfies the requirements listed in the scope baseline and requirements documentation.
Option 2: This option is incorrect. Although this step is part of Project Scope Management, it happens as part of the Planning Process Group – before project work starts. The Validate Scope process gets underway only once deliverables have been created.
Option 3: This is a correct option. After stakeholders have validated all the deliverables, they confirm their acceptance in a formal, written statement.
Option 4: This is an incorrect option. Inspecting the quality of each deliverable is part of the Control Quality process. While Control Quality activities can be performed in parallel with Validate Scope activities, it is a separate process.
Correct answer(s):
Before scope can be validated, it's important to know what to compare project results against. So, what does the Validate Scope process use to determine if a project has met expectations?
Scope validation is essentially a process of inspection and acceptance. During the scope planning process, the stakeholders identified and agreed to the project's requirements. As the work progresses and various deliverables are completed, stakeholders want to compare those completed deliverables against the project requirements and acceptance criteria.
Documents used in scope validation include the scope baseline components, such as the project scope statement and WBS dictionary, and a checklist for evaluating completed deliverables.
The inspection of deliverables – also known as an audit, review, product review, or walkthrough – can include three activities:
Now that you know the kind of work involved in the Validate Scope process, which items do you think are inputs into the process?
Options:
Verified project deliverables, the project management plan, and requirements documentation are all inputs to the Validate Scope process. The project charter and project schedule are not inputs to the Validate Scope process.
Correct answer(s):
One of the inputs used to validate scope is the project management plan, which contains the scope management plan and the scope baseline. These documents contain the process for how formal acceptance of completed project deliverables will be obtained and details about the project scope, major deliverables, assumptions, and constraints.
Verified deliverables are another input. They are project deliverables that were completed and checked for correctness during the Control Quality process. Verified deliverables are the subject of scope validation.
In addition to the project management plan and verified deliverables, there are three more inputs to the Validate Scope process:
Select each input to find out more about its contents.
A team has completed a project to develop a course on basic web design. The project manager gathers inputs to prepare for validating scope with the help of the project team and stakeholders.
The inputs are the project management plan, the requirements documentation, the requirements traceability matrix, the verified deliverables, and the work performance data related to the product.
Examples include the completed CD containing the "Starting out in web design" program and a quality testing report.
Select each input to find out about its content for the project.
Which items are inputs to the Validate Scope process?
Options:
Option 1: This option is correct. Requirements documentation identifies all requirements and their relative priorities. To validate scope, stakeholders will compare project deliverables to these requirements.
Option 2: This is an incorrect option. Although the project budget affects scope, it's not an input to the Validate Scope process. During the process, the focus is on verifying the scope of deliverables.
Option 3: This is a correct option. The project management plan is an important input to the Validate Scope process as it includes the scope management plan and the scope baseline. The scope baseline is made up of the project scope statement, WBS, and WBS dictionary.
Option 4: This option is incorrect. Although the Validate Scope process begins at a scheduled time, the project time line is not an input to the Validate Scope process. It doesn't affect whether deliverables already created by the project team meet specified requirements.
Option 5: This option is correct. To validate scope, stakeholders need to check the actual project deliverables to confirm they meet requirements.
Option 6: This is a correct option. The requirements traceability matrix must be updated when project progress is reviewed. Thus, in the Validate Scope process, if the project scope is adjusted, the matrix must be updated.
Option 7: This is a correct option. Work performance data can provide an important context for the final state of the deliverables and give insight into how the project has gone in terms of creating the product or service.
Correct answer(s):
As stakeholders inspect project deliverables, they may find problems with deliverables or areas that have been overlooked. Any defects or problems should be captured so they can be addressed.
With products that are electronic in nature – like software programs or documents – issues can be recorded using something as simple as a spreadsheet, or a more elaborate option may be used, like an online bug-tracking system.
When the product is a physical object, stakeholders can log problems in writing, using a checklist or some type of comments form, such as a survey.
Given the types of inspecting activities that are performed during scope validation, which project management process do you think is similar to the Validate Scope process?
Options:
Validating scope is similar in nature to Control Quality, except that the Validate Scope process is only concerned with whether all the necessary requirements are included, and that deliverables are accepted. Quality control activities make sure that the deliverables are correct and meet the quality requirements outlined in the quality management plan.
Correct answer(s):
Although the Validate Scope and Control Quality processes have much in common, they are not the same. The project manager needs to be clear about the differences between them.
Select each process to find out more about it.
A table that compares the Validate Scope process to the Control Quality process. The first column is titled Category, and the three categories form the rows: purpose, performed by, and reviewed against. Each intersecting cell contains information related to each category as it applies to each of the processes.
The relationship between scope validation activities and quality control activities needs to be thoughtfully planned and managed.
The way the processes are coordinated depends on the nature of the project, the requirements of the stakeholders, and the monitoring and control needs of the project manager.
For example, a customer has hired a software development company to develop a custom piece of software.
Select each process to find out how it's applied to this project.
A table that compares the Validate Scope process to the Control Quality process. The first column is titled Category, and the three categories form the rows: purpose, performed by, and reviewed against. Each intersecting cell contains information related to each category as it applies to each of the processes, specific to the software development project.
In a different case, a company has initiated an internal project to develop and roll out new financial procedures for the organization.
Select each process to find out how it's applied to this project.
A table that compares the Validate Scope process to the Control Quality process. The first column is titled Category, and the three categories form the rows: purpose, performed by, and reviewed against. Each intersecting cell contains information related to each category as it applies to each of the processes, specific to the financial procedures project.
There are several key differences between the Validate Scope and Control Quality processes:
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Job Aid
Access the job aid Validate Scope versus Control Quality for more information on the differences between these processes.
A software company is designing a management system for a city's Disaster Operations Department.
Match each characteristic or activity to the corresponding process. More than one characteristic or activity may match to a process.
Options:
Targets:
The Validate Scope process is performed by the project manager with the customer or sponsor. It confirms that requirements have been met.
The Control Quality process is performed by members of the quality control team. It involves reviewing deliverables and progress against quality standards that have been predefined.
Correct answer(s):
Target 1 = Option B, Option D
Target 2 = Option A, Option C
The Project Scope Management Knowledge Area includes the Validate Scope process, in which the customer or sponsor inspects each project deliverable to ensure it meets their requirements.
This process is essentially an inspection. The project manager with the customer or sponsor compare completed deliverables against the project requirements and acceptance criteria. Inputs to the process are the verified deliverables, project management plan, requirements documentation, work performance data, and the requirements traceability matrix.
Although both the Validate Scope and Control Quality processes have similarities, they have different purposes, are performed by different parties, and occur at different times. Activities in both processes should be carefully planned and coordinated.
After completing this topic, you should be able to
Validating scope is not just about satisfying yourself that the deliverables of your project have been achieved. You need official approval from project stakeholders as well. Consider a project team that has recently finished installing a computer network. At every stage, the client seemed happy with the work. The project manager seals the deal with a handshake, confident that he can begin closing the project. But the client phones a few days later with a long list of changes.
Consider the project manager's situation.
How important do you think it is to receive a signed statement from stakeholders that confirms their acceptance of deliverables?
Options:
Option 1: You've indicated it's vital to get formal sign-off on deliverables from stakeholders. That's right. Without this, a project can't be properly completed. You may have to deal with continual demands for amendments and further work later on.
Option 2: You say it's good, but not critical, to have stakeholders confirm their acceptance of deliverables in writing. But think about what not having formal, written acceptance might mean further down the line. A stakeholder might agree to accept your work verbally, but come back weeks or even months later with new demands. You'd have no way to show the project was formally closed.
Option 3: You've indicated that it's not important to get written acceptance of deliverables. You might want to think again about how important getting stakeholders' formal sign-off is. Without any kind of written acceptance of deliverables, you might think a project has closed, but stakeholders might not. This could mean a client keeps making demands indefinitely.
So the best practice when managing a project is to get stakeholder agreement in writing when the project deliverables meet requirements.
Formal written acceptance of deliverables is part of the Validate Scope process, in addition to reviewing verified deliverables with the customer or sponsor.
This acceptance is the main output of the Validate Scope process.
For example, validating scope may mean ensuring software meets requirements by reviewing the final product with the customer and obtaining formal acceptance. Internal scope verification is carried out by the project manager with the customer. One module per job category and all modules included in software will be validated.
If the project manager in the network installation example had completed the process properly, he would have received his client's official sign-off. It would have been clear to everyone that the project was in the closing stage. So he would have been spared the surprise phone call and the list of new demands.
It's vital that you keep an official record of the acceptance of deliverables by relevant stakeholders. This protects you from later claims that the project was not completed satisfactorily.
Once you have written acceptance of project deliverables, it's important to file the acceptance and to update any logs or project documents. This ties up any loose ends and ensures nothing is overlooked.
Project documents updates are the second output of the Validate Scope process. If the scope of a project has changed, you need to reflect this change in all documents that define the product or report the status on product completion. For example, you'd update the requirements documentation if an inspection discovers that the product would function more effectively if the specifications were altered.
What do you think should happen if stakeholders find that some project deliverables don't meet requirements and ask for changes?
Options:
Option 1: If stakeholders have legitimate objections, it's important to address these. Proposed changes should be reviewed, and approved changes should be implemented.
Option 2: As with any changes to the project, the changes stakeholders require should be officially reviewed. Only approved changes should then be implemented.
Option 3: Scope validation takes place throughout a project from the time the first deliverables are completed. Often, changes to one deliverable affect changes in subsequent deliverables. The earlier you can get acceptance, the better.
Option 4: Not all stakeholders' requested changes are necessarily valid or would be beneficial. Before requested changes are implemented, they should be evaluated, and only approved changes should go ahead.
Correct answer(s):
That's where another output of the Validate Scope process – change requests – comes into play.
A change request may include the project name, requestor, project manager, request description, reason for request, risks if not implemented, and priority of request.
As stakeholders inspect deliverables, they should use a log or another tool you supply to record issues and any necessary changes they feel are warranted.
The project manager reviews the results of the inspection. If any stakeholder feels a change is required, the manager then compiles this information into a change request.
For example, a high priority change request for a network upgrade project has been made by Jill Thomas who requests that security codes by at least seven characters, since current security settings are too easily cracked. The risk is that information on the computer systems could be stolen if security is not tightened.
Any change request triggers the integrated change control system that is in place for the project. The request is evaluated and either approved, deferred, or rejected.
The decision is recorded, and only approved changes are implemented. Once this has happened, the project manager inspects deliverables again – with the customer or sponsor – to validate scope.
A flow diagram shows that a change request is either approved, deferred, or rejected. If the change is approved, the decision is recorded, the approved change is implemented, and the deliverable is reinspected by the stakeholder.
Why do you think a customer or sponsor might reasonably decide a change to deliverables is necessary?
Options:
Option 1: This is a correct option. It would sometimes be reasonable to ask for a change, even if the deliverables are technically completed as specified.
Option 2: This is a correct option. If targets are not met, it would be reasonable to ask for more work to be done in order to reach minimum standards. If a motherboard is incompatible with a chip that the client specified, the client would be justified in sending a change request asking you to rectify the problem.
Option 3: This option is incorrect. A change request would not be required in this situation – the current project is over.
Option 4: This is a correct option. Say a more advanced type of chip is released. It might prompt a change request asking you to incorporate the new technology into your motherboard, making it more desirable to customers.
Correct answer(s):
Whatever the reason for wanting a change, a stakeholder should always submit a change request form outlining the desired change and the reasons for it.
Section A of change request form is filled in by the requestor. It includes these row headers: Date, Project name, Requestor, Project manager, Request description, Reason for request, Risks if not implemented, and Priority of request - Low, Medium, High, or Critical.
The project manager should then assess the request and the impact the change will have and document the details of the request.
Section B of a change request form is filled out by the project manager and includes these row headers: Work required, Resources required, Expected duration, Dependencies, Additional cost, Contracts affected, Risks if followed through, Triple constraints impacted, Project manager's recommendation, Signature, and Date.
If a change control board is responsible for authorizing changes, the manager should also include a recommendation before passing the change request on to the board.
This information would go in the row called Project manager's recommendation.
In the case of the network installation project, during the scope validation, the customer noted that the network protection security requirements were still below the necessary threshold.
In this case, the date on which the change request form is filled in by the requestor is August 19. The project name is Network upgrade. The requestor is Jill Thomas and the project manager is Tyrone Oswald.
If security codes remain only four characters long, any benefits of the new network will be offset by poor security. The client completes a change request form, and the project manager reviews the request.
In this example, the requestor has described the requested change as, "Though initial specifications called for security codes four characters in length, these codes must be at least seven characters in length for security reasons." The reason for the change is given as, "Current security settings are too easily cracked." The risk of not implementing the change is recorded as, "The information on our computer systems could be stolen if we do not tighten security." The request has been assigned a high priority.
So the first section of the change request form is completed by the stakeholder requesting the change – also known as the requestor.
In the bottom section, the stakeholder describes the change that she wants to be made, the reasons for the request and the risks it will address, and the request's priority – or level of importance.
The second section of the change request form is filled out by the project manager.
Why do you think it's necessary for the project manager to review change requests when the final decision on whether to approve a change is often left to a change request board?
Enter your response in the text box provided and then select the Compare button for more information.
Write down your response or enter it in a text file in your word-processor application (or in a text editor such as Notepad) and save it to your hard drive for later viewing and for comparison with the alternate opinion that follows.
Why the project manager's input is necessary
Generally, the project manager has a good understanding of the project as a whole. So even if a change control board has the final authority to approve or reject a requested change, the manager should provide an informed judgment about whether it should go ahead. This should include what risks are involved and how the change could impact project scope.
The section of the form completed by the project manager outlines what impact the requested change will have in terms of the work, resources, extra time, and extra costs required. It identifies dependencies, or factors that have to be in place before the change can be made. It also outlines any risks associated with making the change, and its likely total impact on the triple constraints of cost, duration, and quality.
In Section B of the change request form, the work required is given as, "Startup and login process must be reprogrammed." Resources required is given as one full-time programmer. Expected duration is one week. Dependencies are Availability of original programming team. Additional cost is given as $3,500. Contracts affected is given as "Network upgrade contract." Risks if followed through is given as "Some current data on system may be lost if user profiles are changed." Triple constraints impacted is given as, "This will add to the duration, and therefore the costs, of the project. However, this is necessary to ensure the quality of the final product." The project manager's recommendation is to proceed. The section also includes the project manager's signature and the date.
Finally, the project manager includes a recommendation for either accepting or rejecting the request, and signs and dates the form.
In the sample form, the project manager's recommendation is to proceed. The form is dated August 21.
The network in the installation did not meet the network protection security requirements. The client completed the change request form and the Project Manager made a recommendation.
What should happen next?
Options:
Option 1: This is an incorrect option. The project manager made a recommendation; however, it is up to the Change Control Board to officially determine whtether or not the change request is approved or rejected.
Option 2: This is an incorrect option. All changes should be controlled through a clearly defined change control process. This applies even if change requests are made because original acceptance criteria or requirements weren't met.
Option 3: This is the correct option. Change requests have to reviewed first by the Change Control Board as part of the Perform Integrated Change Control Process before being approved or rejected.
Correct answer(s):
In the network installation project example, the Change Control Board will review the Project Manager's recommendation and decide whether to approve, reject, or deferred based on the recommendations and circumstances for not meeting the network protection security requirements.
If the change request is approved through Perform Integrated Change Control, the approved change requests will be implemented during the Direct and Manage Project Work process.
If the Change Control Board decides to reject the change request, the client may decide to pursue legal action if there was a breach in the contract.
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Job Aid
Access the job aid Sample Change Request Form as a guide for creating your own change request template.
If the Project Board defers the change request the company working on the network installation project could try to find an alternative way of satisfying the client.
For instance, it might not be feasible to totally reprogram the security codes, but it could be possible to program a system to overlay the original security codes.
If the client agrees, the original change request can be modified and resubmitted before it's approved or rejected.
When it comes to managing change requests, the bottom line is that changes should represent a net benefit to the organization. At the Validate Scope stage, you should only approve changes relating to defects in the product or representing gain for the project.
Once a change request has been approved, the project team must implement the change.
The project manager will inspect deliverables with the customer or sponsor again, and if they're satisfied, the deliverable will be formally accepted.
The final output of the Validate Scope process is work performance information. This information usually takes the form of progress reports to stakeholders.
Examples of progress you may report include which deliverables have started, the current status of other deliverables, and the date when you expect deliverables to be signed off.
Work performance information can also be used to justify change requests.
What are the outputs of the Validate Scope process?
Options:
Option 1: This is an incorrect option. During the Validate Scope process, stakeholders check project deliverables against project requirements. They may detect potential flaws and document change requests as a result. However, the process isn't concerned with evaluating all possible flaws in a project; its focus is on securing acceptance of deliverables.
Option 2: This option is correct. The main purpose of the Validate Scope process is to obtain formal acceptance of project deliverables from stakeholders.
Option 3: This is an incorrect option. The Validate Scope process is concerned with securing acceptance of project deliverables, rather than with itemizing them.
Option 4: This is a correct option. Official change requests are one of the outputs of the Validate Scope process. As a result of inspecting deliverables, stakeholders may log change requests they feel must be implemented before they sign off on the deliverables.
Option 5: This is a correct option. The Validate Scope process may request changes before stakeholders formally accept a project's deliverables. If this happens, project documents, such as the project scope statement, must be updated.
Option 6: This is a correct option. A project manager will typically submit performance reports to stakeholders as a result of carrying out the Validate Scope process. The report may indicate which deliverables have been validated and which still require changes.
Correct answer(s):
The Validate Scope process has four outputs: the accepted deliverables, project documents updates, change requests, and work performance information. It's important to obtain formal, written acceptance of deliverables from stakeholders before a project closes.
You need to document the changes stakeholders ask for in change request forms and deal with them through a formal integrated change control system. And work performance information that results from validating scope may be used to communicate information about validation activities, or in submitted change requests as a result of this process.
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Follow-on Activity
Access the follow-on activity Interview Response Form for a set of questions about handling scope changes that you can ask experienced project managers.
After completing this topic, you should be able to
A successful project is one that meets all the planned project requirements and objectives. But during a project, changes are inevitable, and these changes can sometimes affect those requirements and objectives. The Control Scope process can help you manage changes to a project's scope and so keep it on target to meet requirements and objectives.
A Control Scope flowchart displays a variance analysis field. It contains the Assess unit, which flows into the Review unit. The review unit then branches into the units Approve, Defer, and Reject.
Control Scope is the last of the processes in the Project Scope Management Knowledge Area. It also falls in the Monitoring and Controlling Process Group.
The other processes in the Project Scope Management Knowledge Area are Plan Scope Management, Collect Requirements, Define Scope, and Create WBS, which are all Planning processes. The other Monitoring and Controlling process is Validate Scope.
Using this process, you monitor the scope of a project and manage changes to it.
You use the Control Scope process to manage two kinds of scope change: unmanaged change and managed change. Unmanaged change, often referred to as scope creep, is not planned and can be problematic. Managed change, which is the result of approved change requests from project team members or stakeholders, is beneficial.
Select each type of change to find out more about using Control Scope to manage it.
If you detect variance early, it can often be reduced by small, low-impact operational changes.
If change goes unchecked, you may be left with no option but to request a scope change in order to meet the project's objectives.
You are the project manager on a web site development project. The first deliverable is the site itself. The creation of the home page is a work package related to that deliverable.
The WBS for the web site development project has three deliverables: Planning, Site, and Rollout. The Site deliverable consists of the Home page and Other pages work packages.
The customer will validate the home page so that the look and feel is approved before you develop the rest of the site.
You notice that the quality of the graphics and the interface overall is much better than you expected. In fact, it's a lot better than what you budgeted for.
You check the specifications in the scope statement and notice that the graphic designer exceeded the agreed upon quality standards. When you ask him for an explanation, he says he decided to put a little extra effort into the design, and he thinks it now looks much better than if he'd followed the specifications. The result, however, is a home page phase that ran 12% over budget and took longer to design. If the rest of the site is developed in this way, it will lead to significant overruns. So what should you do?
A quality statement describes the look and feel aesthetic quality of the web site.
It looks like you've got a case of scope creep on your hands. Project managers face situations like this one on a fairly constant basis.
Perhaps it's a customer who's always pushing for more, or someone on the team who means well but goes beyond the specifications and doesn't understand how small, unapproved changes can affect the whole project.
The Control Scope process helps you avoid this type of situation.
You're the project manager for a project to build a cell phone camera application that will allow a digital zoom of 500%. During software development, one of the developers figures out a way to have the zoom go to 800%, although it will take ten extra hours to achieve. To the developer, it seems worthwhile, so he starts implementing this.
Does this situation seem like scope creep to you?
Options:
This situation represents scope creep because an unapproved scope change has taken place. The developer should have submitted a change request to authorize the scope increase. If the customer now rejects the change, it may need to be reversed.
Correct answer(s):
Part of managing scope change is controlling the effect of changes on the rest of the project.
To do this, the Control Scope process ensures that change requests that arise from monitoring the project go through the Perform Integrated Change Control process.
Controlling scope in this context means coordinating scope changes with other control processes, specifically those for controlling costs, schedule, quality, and risk.
It also entails ensuring that the recommended corrective actions are implemented fully and correctly.
During the web site development project, a project team member identifies an enhancement to the site's functionality and takes the initiative to develop it. You identify this scope creep. In addition, the customer requests a scope change.
Select each type of change in the web site design project to learn how best to control it in this situation.
For what purposes do you use the Control Scope process?
Options:
Option 1: This option is incorrect. The work breakdown structure is created during the Create WBS process, not the Control Scope process.
Option 2: This is a correct option. The Control Scope process provides the tool that enables you to detect scope creep, or variance.
Option 3: This is an incorrect option. Stakeholders inspect deliverables as part of the Validate Scope process.
Option 4: This option is correct. The Control Scope process enables you to manage change requests so that only beneficial and approved changes take place.
Correct answer(s):
Sometimes the need to control scope arises from day-to-day monitoring and control activities. For example, when checking daily work performance data, you might detect scope creep or variance. Scope creep is the difference between work performance data and baseline information found in the project management plan. Both of these are inputs to the Control Scope process.
Select each subsidiary component of the project management plan to learn about the role each plays in controlling scope.
Two other subsidiary plans are used to control scope: the configuration management plan and the change management plan.
The configuration management plan defines the items, attributes, or project documents that must be controlled because they're integral to the project's success.
These items have been "configured" in a specific way that should not be changed without an approved change request.
Configurable project items include product design documents, the product and its components, project management documents and policies, and the results of quality and stakeholder reviews.
Select each type of configurable item to learn why it needs to be controlled.
The change management plan is the road map you follow when controlling changes. It provides details on the change control process to be used for the project. A change control process has three main stages: review the change request, decide what to do about it, and communicate the resolution.
Select each stage to learn about its role in helping to control change.
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Job Aid
Access the job aid Change Control Process whenever you need to use the change control process on one of your projects.
Another input, work performance data, refers to the collected statistics and data on the status of the work to complete the deliverables. You measure work performance so you can compare the data against the scope baseline.
Areas of data include cost, duration, and quality.
The work performance data that you use for scope control will relate to other Knowledge Areas, such as cost, duration, or quality performance. When you analyze the information, you may detect cost overruns, schedule slippage, or quality deficiencies.
In particular, you're looking for signs of scope creep – a situation in which more work has been done than was required or product features don't match the specifications.
Suppose you're managing a project for an outdoor equipment company. The scope of the project is to develop camping tents that can withstand extremely low temperatures. During prototyping, research assistants report that a special insulating outer shell needs to be developed using specific chemicals. The scope variance in this situation is the need to develop the special insulating shell.
Match the Control Scope process inputs to the roles they perform in this project. Inputs may be used more than once and some roles may not have a match.
Options:
Targets:
Work performance data represents the actual work results that you measure against the scope baseline to detect scope creep. In this project, the outstanding action item represents scope creep, and it can be corrected by completing the action.
The project management plan, which includes the scope baseline, describes what work is required and what the project must achieve. In this case, it is to enhance the existing call center system.
The requirements management plan is a component of the project management plan. This would include any type of project and product requirements documentation that has been accepted and agreed upon by key stakeholders. Requirements documentation is often used to detect deviation in the agreed upon scope of the project or product.
The scope management plan contains this information. It is a subsidiary plan of the project management plan.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option B
Target 4 = Option B
The Control Scope process also uses two outputs of the Collect Requirements process: requirements documentation and the requirements traceability matrix.
Some key information is included in the requirements documentation:
Another input of the Control Scope process is the requirements traceability matrix.
This is a table that links project requirements to their origins, and to their progress throughout the project.
A requirements traceability matrix shows the relationship between a user requirement and a functional requirement. In this case, the user requirement is that the software is for financial transfers and must be secure. The functional requirement is that the software must be 128 bit encrypted.
The matrix helps manage change requests by identifying related requirements that might have more detail or be impacted by the change.
An additional user requirement is added to the requirements traceability matrix: key-stroke logging must be prevented. An additional functional requirement is that graphical text recognition by the user must be implemented.
Consider a project to create a web site that enables users to take an online career preference test and receive a career guidance report. The project scope statement describes the site's product scope. A designer wants to allow users to answer nonrandomized questions in the testing form. To control this major scope change, you investigate the origin of the requirement in the requirements documentation. Then you use the requirements traceability matrix to find other requirements that may be impacted by the change.
The original product scope stated "The career guidance testing form must rate users' level of preference to keywords and description of tasks. The questions must be randomized."
Select each input to the Control Scope process to find out how to use it to control a scope change.
The user requirement 2 states that "Users must be able to rate their level of preference, in response to seemingly random questions. This requirement comes from the expert advisory panel."
Functional requirement S10 states "The form must compute scores according to users' preferences. For the result to be accurate, the questions must appear randomized to the user. Randomized questions must allow user ratings from 1 to 5, inclusive."
Organizational process assets are existing documents that guide, and sometimes supersede, the policies and procedures in the project management plan and its subsidiaries. There are at least two examples of organizational process assets that are inputs to the Control Scope process.
A company's formal and informal scope control-related policies, procedures, and guidelines help project managers standardize the way they modify, approve, and validate changes to a project's scope. They may also provide useful information on how scope was controlled successfully on previous projects.
A company usually has set monitoring and reporting methods that need to be used for all of its projects. These help project managers monitor variances in scope and communicate these to all relevant stakeholders when they occur.
Refer to the learning aid Hospital Staff Training Project to help you answer this question.
Match the Control Scope process inputs – or components of inputs – to the roles they play in managing this scope change. Inputs may match to more than one role.
Options:
Targets:
The scope baseline is a component of the project management plan. It enables you to determine whether there is a scope change by comparing the expected work results in the baseline with work performance data.
Work performance data provides the actual performance values that you measure against the expected performance in the baseline. If there is any variance, you will need to consider how to deal with it.
The configuration management plan is a component of the project management plan. It describes which project items are configurable, meaning they can only be changed by a formal change request.
The change management plan is a component of the project management plan. It outlines the decision-making process that you follow to ensure that change requests are handled correctly and that the resolution is communicated and implemented.
The requirements traceability matrix assists in controlling scope by indicating what the original requirement was. Sometimes the change request will conflict with this requirement.
The requirements documentation contains information, such as high-level project objectives, compliance requirements, and quality requirements, that helps you make decisions regarding change requests. In this case, the objective is to train the staff members in using the new workflow system.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option A
Target 4 = Option A
Target 5 = Option C
Target 6 = Option D
Which of these examples are inputs – or components of inputs – to the Control Scope process?
Options:
Option 1: This is a correct option. The scope management plan is a component of the project management plan. It lays out how the scope process is going to run, who is responsible for it, and what the project scope statement is. This information is a vital input to the Scope Control process, which aims to detect scope creep and manage change effectively.
Option 2: This is a correct option. The requirements management plan, which is a component of the project management plan, is an input to the Scope Control process. Among other things, it describes how requirements changes must be managed, to ensure that they're reviewed and implemented properly.
Option 3: This is a correct option. Organizational process assets are an input to the Scope Control process because they provide historical information on how scope was controlled on other projects.
Option 4: This is a correct option. A description of how to monitor and report change, such as an existing organizational policy on change control, is an example of an organizational process asset that is also an input to the Scope Control process. The project manager is guided by it in managing and communicating change to stakeholders.
Option 5: This is an incorrect option. All projects are subject to change; there are no activities that can prevent it. The Control Scope process helps you detect change and find ways to resolve it and limit its impact on the project. It also ensures that only beneficial changes are approved.
Option 6: This is an incorrect option. Change requests are an output of the Control Scope process. They result when the inputs have been analyzed and deviations between actual performance and the baseline have been found.
Correct answer(s):
The purposes of the Control Scope process are to control scope creep and changes to scope that would have a detrimental effect on a project.
The process involves identifying and analyzing variance from project plans, taking steps to bring scope back in line when necessary, and managing the impact of changes made. It also involves ensuring that all requested changes are processed through the Perform Integrated Change Control process.
The project management plan is one of the key inputs to the Control Scope process. It contains the scope baseline, scope management plan, change management plan, configuration management plan, and requirements management plan. Other inputs include work performance data, requirements documentation, requirements traceability matrix, and organizational process assets.
After completing this topic, you should be able to
Imagine you're running a project to lay a pipeline for a water supply firm. During a weekly inspection, you discover that a section of the piping was laid too close to a protected wetland area. The section needs to be moved, but this will increase costs and take up resources and time.
The Control Scope process gives you the tools to manage situations like this. You use variance analysis to monitor scope during daily monitoring and inspections.
A flow diagram shows that variance analysis during the Control Scope process involves assessing and reviewing changes. Then a decision is made to approve, defer, or reject the change.
Monitoring scope is about measuring work performance and product features against the scope baseline. This way you can detect when more or less work than necessary is being done. You may also discover that the wrong features have been added to a product. You use variance analysis to identify the variance, look for the cause, assess the impact of the variance, and choose the appropriate response.
For example, video capabilities may be added to a smartphone when it should only have e-mail, music capability, calculator, and calendar.
Being able to identify that a project is not staying within scope is not enough. You also need to identify the factors that are driving the project off course. Pinpointing the cause is an important step in solving the variance, and – where necessary – in creating the appropriate change request.
This involves some investigative work using the requirements documentation and the WBS dictionary. In particular, you look at the planned specifications for the work and the resource assignments for the work most directly related to the variance.
An excerpt of a WBS dictionary template contains fields such as project name, date, WBS number and name, parent WBS number and name, person or organization responsible for the work, originating requirements number in the traceability matrix, scope of work, and child WBS name and number.
Suppose you've used the WBS dictionary to identify the person responsible.
Now you follow this up by asking this person to investigate the direct cause of the problem.
The cause may be human error, but it might also be a process gap or a mechanical fault.
For instance, you discover that the table top you manufactured is too long. So you use the WBS dictionary to find out who calibrated the machinery and the requirements documentation to find out the planned calibration. Then you investigate why the variance happened. It turns out that the machine's sensitive calibration dial was faulty. After having the dial serviced, the remaining products are manufactured to correct specifications.
Suppose you're managing a project to upgrade the access control systems at a bank using the latest retinal scanning identification device. At an inspection, you find out that the scanner is malfunctioning. This represents scope variance.
How do you go about finding the cause of the variance?
Options:
Option 1: This option is correct. You would first look in the WBS dictionary, at the resource assignments for the work, to find out who was responsible for the work.
Option 2: This option is correct. You would ask the person responsible for the work to study the problem and report back to you on its cause, whether mechanical fault or human error.
Option 3: This option is incorrect. You would not contact the stakeholders and hold them responsible for supplying a malfunctioning device. Even if the device is inherently flawed, this would be the manufacturer's responsibility, rather than that of the stakeholders.
Option 4: This option is incorrect. Sitting back and hoping that a problem will resolve itself is a recipe for disaster. You need to take a proactive approach and actively investigate the problem.
Option 5: This option is correct. In order to investigate variance, you need to know how the product is supposed to perform to be able to compare it to how the product is performing during inspection. The planned performance information is found in the requirements documentation.
Correct answer(s):
A project manager must take all variances seriously – they indicate that something is wrong with the project or product development process, and needs to be addressed.
So once you've found the cause of a variance from the scope baseline, you need to assess its impact on the project's objectives.
You should correct a variance if it's impacting the objectives significantly, if it will become significant because of inaction, or if it's relatively small and easy to fix. Sometimes a variance is large but in an area or product feature that doesn't affect the business objectives. In this case, you might not need to fix it. But when the project or organizational objectives are seriously threatened, you definitely need to find an appropriate solution.
Suppose you're managing a project to design a new type of steel girder that's made with a lighter but more durable material. You identify a variance – the first batch of girders are an inch too narrow compared to industry standards.
Even before you investigate, you know the impact is serious – the specified width was the minimum allowed by industry regulations.
If the variance is not corrected, the project's objectives won't be met.
Think of a project you've been involved in where you had to resolve scope variance and weigh the impacts of different solutions.
What were some of the trade-offs that you considered, and how did you eventually fix the problem?
Take a moment to reflect on this and then enter your ideas in the text box provided. Then select the Next Page button for more about finding solutions to variances.
Write down your response or enter it in a text file in your word-processor application (or in a text editor such as Notepad) and save it to your hard drive for later viewing.
You may have noted that once you've identified a variance and explained it, you evaluate the impacts of the available solutions before you choose the appropriate response.
This might mean a change in procedures to bring the project back in line with its planned scope.
Whatever solution you consider to correct scope variance, it will usually impact the budget, and possibly the schedule. In fact, these three elements form what project managers call the "triple constraint" model, in which a change in one element forces a change in one or both of the others. This model enables you to evaluate the possible solutions to a variance.
The triple constraint model is illustrated using a triangle of equal sides, which represent the scope, schedule, and budget.
If you detect a scope variance that will create cost overruns to fix, you may need to consider reducing the scope.
Alternatively, you will have to request more funding in the form of a change order on the budget.
The option of changing the schedule to fix a scope variance won't usually work – the schedule didn't create the mistake, and extending it will just increase costs.
Consider the "triple constraint" model.
How does this model assist you in analyzing a scope variance?
Options:
The triple constraint model illustrates how a change in one element impacts one or both of the other elements.
Correct answer(s):
When a project approaches its deadline and time for completing work runs out, scope variance can result. In this case, one option is to spend more to complete the work on time by expanding the budget. For example, you might increase funds to hire extra technicians to get the job done by the deadline.
You may experience a project in which you detect variance close to the "drop-dead date."
And perhaps the budget's almost used up and you can't afford to fix the variance.
In this case, you might find resources within the project or organization that can come to the rescue.
This is known as stacking resources. For a software development project that is in trouble because time and money have run out, you might, for instance, find expert developers within the organization who can be reassigned to sort the problem out without incurring extra costs.
Access the learning aid Cabinet Manufacturing Project to review the details of a project to help you answer the question.
Considering the impact of the variance and the available options, which of these actions do you recommend?
Options:
Changing materials to resolve the variance is not an option. The scope called for a specific material, and this was a key requirement. The most viable solution is to use available funds to transport the available resources to the project site.
Correct answer(s):
Once the project manager has assessed and rejected possible ways to correct a variance, the only other option is to change a project's scope. This means either not fixing the variance in question, or fixing it at the expense of reducing the scope in another part of the project. Either way, this will always require a scope change request.
In a change request, you include the results and conclusions of your investigation into the variance and explain how you derived them.
A change request is always subject to review, usually by the change control board, as described in the project's change control process.
If it is approved, the change is implemented through the Perform Integrated Change Control process.
Consider a project to develop a software package that the sales staff for a bathroom design company will use during sales calls.
The software includes a graphic design module to aid in designing bathrooms to customers' specifications.
It can also generate a quotation on the spot, based on the customer's choices. Giving the customer the design and quotation at once should lead to more successful sales.
The development schedule is fixed because the new sales force needs to start training on the software urgently, but the budget is quite flexible. At an inspection, testing reveals some variances – bugs in the code that prevent the design module from working.
You analyze the problem and determine that the cause lies with an inexperienced developer.
The variances you've detected are serious because they directly impact the business benefits of the project. Time is running out and you need a solution.
So you draw on the budget to hire an expert developer to fix the bugs, thereby solving the variance problem.
For your convenience, the case study is repeated with each question.
You discover a scope variance while working as a project manager installing a high-speed network. The project is ahead of schedule, so you have some time to resolve the variance and still meet its objectives within the scheduled time.
Access the learning aid High-speed Network Project to review the project's details.
Answer the questions in the given order to determine what needs to be done about the scope variance.
You know that the project is underperforming. Before you can do anything about this, you first need to measure and explain this variance.
What information in the scenario will enable you to do this?
Options:
Option 1: This is the correct option. This information represents work performance data for the project. You consult the requirements documentation to view the specified speeds and server configurations, which you'll use to measure the shortfall in speed and test ideas about the cause of the variance.
Option 2: This option is incorrect. The project is a week ahead of schedule, so the schedule is not the cause of the variance. In this case, information about the schedule does not help you measure or explain the variance.
Option 3: This option is not correct. The problem that you've identified is related to data transfer speed. You can't use budget information to calculate the variance, and there is no indication that the budget is responsible for the shortfall in the speed.
Option 4: This option is incorrect. Information about the human resources of the project will not help you measure the variance, nor will it explain the speed shortfall in this case.
Correct answer(s):
For your convenience, the case study is repeated with each question.
You discover a scope variance while working as a project manager installing a high-speed network. The project is ahead of schedule, so you have some time to resolve the variance and still meet its objectives within the scheduled time.
Access the learning aid High-speed Network Project to review the project's details.
Answer the questions in the given order to determine what needs to be done about the scope variance.
Now you need to assess what action to take.
What information in the scenario assists you in assessing the impact of the variance?
Options:
Option 1: This is a correct option. The impact of not meeting the project scope specifications is serious for the organization, because it will impact the center's reputation of providing excellent computing facilities.
Option 2: This option is correct. This is the high-level objective that gave rise to the need for the network speed requirements. Failing to reach the required speed will seriously impact this objective.
Option 3: This is an incorrect option. The operational procedures that the project team used are not relevant in assessing the impact of the variance.
Option 4: This option is incorrect. The budget in this scenario is flexible, so there is funding available to analyze and resolve the problem.
Correct answer(s):
For your convenience, the case study is repeated with each question.
You discover a scope variance while working as a project manager installing a high-speed network. The project is ahead of schedule, so you have some time to resolve the variance and still meet its objectives within the scheduled time.
Access the learning aid High-speed Network Project to review the project's details.
Answer the questions in the given order to determine what needs to be done about the scope variance.
After investigating, you discover that the specified server operating system is not capable of managing the extreme speeds of the network, which is resulting in the speed shortfall. Finally, you need to choose an appropriate solution to the variance.
Which solution is viable, given the project's scope, budget, and schedule, and the causes and impacts of the variance?
Options:
Option 1: This option is correct. In this case, the need for a scope change is indicated. This must be handled via a change request, which will be processed through the project's Integrated Change Control process.
Option 2: This option is correct. The budget of the project is flexible, so it's viable to use it to resolve the variance.
Option 3: This option is incorrect. The specified speed is a scope constraint that can't be changed.
Option 4: This option is incorrect. The schedule isn't flexible in this example, and there's no reason to extend it.
Correct answer(s):
In the high-speed network project, you successfully identified and explained the variance using work performance data, as well as information in the requirements documentation.
You identified the cause of the variance – a shortcoming of the server operating system. The appropriate solution – replacing the operating system – required a scope change.
So you filled out and submitted a change request, detailing your analysis of the variance, including its causes and impacts.
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Learning Aid
Use the learning aid High-speed Network Change Request to review the details that went into the change request.
Variance analysis involves comparing actual work performance information against the scope baseline. You also use variance analysis to discover the cause of a variance, the impact it has on the project, and the impact of any corrective action you might take.
The impact of a variance is determined by the triple constraints of scope, budget, and schedule. Solving scope variance usually involves some form of compromise, or trade-off, between these constraints.
If you're unable to resolve a significant variance in scope, or if the stakeholders and sponsor request a change that would improve project results, you need to create a change request that contains the details from the variance analysis.
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Follow-on Activity
Use the follow-on activity Using Scope Variance Analysis to apply your skills and knowledge to a case of variance that you've experienced in a project.
After completing this topic, you should be able to
Do you know the quickest way to lose control of a project? Allow arbitrary changes to the original project plan to go unchecked. By closely monitoring the project and controlling changes, you can get your entire team and stakeholders working toward the same goal – delivering the project on time and within budget.
One of the most important outputs of the Control Scope process is change requests. Other outputs include updates to the project management plan, work performance information, project documents updates, and updates to organizational process assets.
Select each Control Scope output to learn more about it.
Suppose you're managing a food technology research project to develop healthy new food flavorings. The original scope required the researchers to perform simple chemistry tests of acidity, salt, and sugar content. Midway through the project, the client decides to upgrade the scope to include a chemical analysis of the vitamin, mineral, and amino acid content of each ingredient. You create a change request to capture this information.
Among the changes you make to elements of the project management plan, such as a small budget increase, you update the testing protocol.
The testing protocol was developed on January 15, and the contents page shows three sections: Acid tests, Salt tests, and Sugar tests.
Instead of describing just the simple tests, it now includes a complex procedure involving new methods of testing, analyzing, and reporting results.
The revised testing protocol testing for vitamins, minerals, and amino acids. Within each group, there are new methods, equipment, and ways of reporting the test results.
You update the organizational process assets and make a note of the new units to use for testing the vitamin, mineral, and amino acid levels.
You pull together information about how work performance may be impacted by this change, and instruct the research team to go ahead with the new testing.
You also update the requirements documentation and the requirements traceability matrix with specifications for the new chemical analyses.
Access the learning aid Emissions Control Project to help you answer this question.
Which outcomes represent outputs of the Control Scope process?
Options:
Option 1: This is a correct option. When a scope change is approved, you update the project management plan to reflect any additional information that's become available. In this case, the new compliance legislation is critical to the project, so you add it.
Option 2: This option is correct. The stakeholders should be brought up to date, so it's important to summarize information and report to them. Work performance information in this case may reflect how you expect adding the extra byproducts will affect project baselines.
Option 3: This option is correct. Change requests are an output of the Control Scope process.
Option 4: This option is incorrect. Although you might feel strongly that it's worth expanding the project's monitoring activities to keep one step ahead, you would not do so. For budgetary reasons, the project must not go beyond what is specified in the legislation.
Option 5: This option is incorrect. Variance analysis is not an output of the Control Scope process, but rather it is the technique used by Control Scope to determine the cause and degree of variance from the original scope baseline.
Option 6: This option is correct. Updated project documents are outputs of the Control Scope process. These documents need to be accurate moving forward in order to properly carry out further monitoring and control activities.
Correct answer(s):
Changes to project scope impact costs, the schedule, or both, as well as most other areas of project management. That is why updates to the project management plan, other project documents, and organizational process assets are outputs of the Control Scope process. Change requests and work performance information are also outputs of this process.
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