Chapter 5: Project Scope Management

TRUE/FALSE

	1.	Scope refers to all the work involved in creating the products of the project and the processes used to create them.

ANS:	T	PTS:	1	REF:	178

	2.	Deliverables are only product-related, such as a piece of hardware or software.

ANS:	F	PTS:	1	REF:	178

	3.	Project scope management includes the processes involved in defining and controlling what is or is not included in a project.

ANS:	T	PTS:	1	REF:	178

	4.	The project’s size, complexity, importance, and other factors will not affect how much effort is spent on collecting requirements for scope planning.

ANS:	F	PTS:	1	REF:	182

	5.	Information from the project charter provides a basis for further defining the project scope.

ANS:	T	PTS:	1	REF:	183

	6.	Project scope statements should include, at a minimum, a product scope description and detailed information on all project deliverables.

ANS:	F	PTS:	1	REF:	185

	7.	The scope of a project should be clear and specific from the start.

ANS:	F	PTS:	1	REF:	185

	8.	Many information technology projects also require detailed functional and design specifications for developing software, which also should be referenced in the detailed scope statement.

ANS:	T	PTS:	1	REF:	185

	9.	The project scope statement should reference supporting documents, such as product specifications that will affect what products are produced or purchased, or corporate policies, which might affect how products or services are produced.

ANS:	T	PTS:	1	REF:	185

	10.	The project scope statement provides the basis for planning and managing project schedules, costs, resources, and changes.

ANS:	F	PTS:	1	REF:	186-187

	11.	The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS.

ANS:	T	PTS:	1	REF:	187

	12.	A WBS is often depicted as a task-oriented pie chart.

ANS:	F	PTS:	1	REF:	187

	13.	A project team always organizes the WBS around project products.

ANS:	F	PTS:	1	REF:	187

	14.	A work package represents the level of work that the project manager monitors and controls.

ANS:	T	PTS:	1	REF:	188

	15.	A work package should always represent less than 80 hours of work.

ANS:	F	PTS:	1	REF:	188-189

	16.	You can only enter duration estimates for work packages.

ANS:	T	PTS:	1	REF:	189

	17.	It is easy to create a good WBS.

ANS:	F	PTS:	1	REF:	189

	18.	The tasks in a WBS do not have to be developed as a sequential list of steps.

ANS:	T	PTS:	1	REF:	190

	19.	If you want some time-based flow for the work, you can create a WBS using the project management process groups of initiating, planning, executing, monitoring and controlling, and closing as Level 2 in the WBS.

ANS:	T	PTS:	1	REF:	190

	20.	The executing tasks of the WBS remain constant from project to project.

ANS:	F	PTS:	1	REF:	190

	21.	Many organizations provide guidelines and templates for developing WBSs.

ANS:	T	PTS:	1	REF:	192

	22.	Mind mapping allows people to write and even draw pictures of ideas in a nonlinear format.

ANS:	T	PTS:	1	REF:	193

	23.	The format of the WBS dictionary should be the same from project to project.

ANS:	F	PTS:	1	REF:	194

	24.	A unit of work should appear at only one place in the WBS.

ANS:	T	PTS:	1	REF:	196

	25.	Lack of user input leads to problems with managing scope creep and controlling change.

ANS:	T	PTS:	1	REF:	200

MULTIPLE CHOICE

	1.	The term ____ describes a product produced as part of a project.
a.	end-product	c.	deliverable	
b.	scope	d.	outcome	

ANS:	C	PTS:	1	REF:	178

	2.	There are ____ main processes involved in project scope management.
a.	three	c.	five	
b.	four	d.	six	

ANS:	C	PTS:	1	REF:	178

	3.	____ involves defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them.
a.	Collecting requirements	c.	Controlling scope	
b.	Defining scope	d.	Verifying scope	

ANS:	A	PTS:	1	REF:	178

	4.	____ involves reviewing the project charter, requirements documents, and organizational process assets to create a scope statement, adding more information as requirements are developed and change requests are approved.
a.	Planning scope	c.	Controlling scope	
b.	Defining scope	d.	Verifying scope	

ANS:	B	PTS:	1	REF:	179

	5.	____ involves formalizing acceptance of the project deliverables and during this phase the key project stakeholders, such as the customer and sponsor for the project, inspect and then formally accept the deliverables during this process.
a.	Planning scope	c.	Controlling scope	
b.	Defining scope	d.	Verifying scope	

ANS:	D	PTS:	1	REF:	179

	6.	The main outputs of ____ are accepted deliverables and change requests.
a.	planning scope	c.	defining scope	
b.	controlling scope	d.	verifying scope	

ANS:	D	PTS:	1	REF:	179

	7.	____ involves controlling changes to project scope throughout the life of the project, which is a challenge on many information technology projects.
a.	Planning scope	c.	Controlling scope	
b.	Defining scope	d.	Verifying scope	

ANS:	C	PTS:	1	REF:	179

	8.	Good ____ is very important to project success because it helps improve the accuracy of time, cost, and resource estimates, it defines a baseline for performance measurement and project control, and it aids in communicating clear work responsibilities.
a.	scope planning	c.	scope definition	
b.	scope management	d.	scope verification	

ANS:	C	PTS:	1	REF:	183

	9.	An up-to-date ____ is an important document for developing and confirming a common understanding of the project scope.
a.	scope management plan	c.	WBS	
b.	project scope statement	d.	decomposition	

ANS:	B	PTS:	1	REF:	185

	10.	Of the following constraints, it is most difficult to describe, agree upon, and meet the ____ goal of many projects.
a.	scope	c.	cost	
b.	time	d.	technical	

ANS:	A	PTS:	1	REF:	186

	11.	A(n) ____ is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project.
a.	project charter	c.	project scope statement	
b.	business case	d.	work breakdown structure	

ANS:	D	PTS:	1	REF:	186

	12.	In the WBS, the name of the entire project is the top box, called Level ____.
a.	0	c.	2	
b.	1	d.	3	

ANS:	B	PTS:	1	REF:	187

	13.	In the WBS, the main groupings for the work are listed in Level ____.
a.	0	c.	2	
b.	1	d.	3	

ANS:	C	PTS:	1	REF:	187

	14.	Many people confuse tasks on a WBS with ____.
a.	goals	c.	responsibilities	
b.	objectives	d.	specifications	

ANS:	D	PTS:	1	REF:	189

	15.	The ____ tasks vary the most from project to project.
a.	closing	c.	planning	
b.	monitoring and controlling	d.	executing	

ANS:	D	PTS:	1	REF:	190

	16.	The ____ should list and describe all of the deliverables required for the project.
a.	project charter	c.	WBS	
b.	scope statement	d.	Gantt chart	

ANS:	B	PTS:	1	REF:	190

	17.	In the ____, you use a similar project’s WBS as a starting point.
a.	top-down approach	c.	mind-mapping approach	
b.	bottom-up approach	d.	analogy approach	

ANS:	D	PTS:	1	REF:	192

	18.	The ____ approach involves refining the work into greater and greater levels of detail.
a.	analogy	c.	top-down	
b.	bottom-up	d.	mind mapping	

ANS:	C	PTS:	1	REF:	193

	19.	The ____ approach is best suited to project managers who have vast technical insight and a big-picture perspective.
a.	analogy	c.	top-down	
b.	bottom-up	d.	mind mapping	

ANS:	C	PTS:	1	REF:	193

	20.	Project managers often use the ____ approach for projects that represent entirely new systems or approaches to doing a job, or to help create buy-in and synergy with a project team.
a.	analogy	c.	top-down	
b.	bottom-up	d.	mind mapping	

ANS:	B	PTS:	1	REF:	193

	21.	After discovering WBS items and structure using the ____ technique, you could then translate the information into chart or tabular form.
a.	analogy	c.	top-down	
b.	bottom-up	d.	mind mapping	

ANS:	D	PTS:	1	REF:	194

	22.	____ involves formal acceptance of the completed project scope by the stakeholders.
a.	Scope verification	c.	Scope control	
b.	Scope planning	d.	Scope definition	

ANS:	A	PTS:	1	REF:	198

	23.	The goal of ____ is to influence the factors that cause scope changes, assure changes are processed according to procedures developed as part of integrated change control, and manage changes when they occur.
a.	scope verification	c.	scope planning	
b.	scope control	d.	scope definition	

ANS:	B	PTS:	1	REF:	198

	24.	____ is a process for identifying and modeling business events, who initiated them, and how the system should respond to them.
a.	Prototyping	c.	RAD	
b.	JAD	d.	Use case modeling	

ANS:	D	PTS:	1	REF:	201

	25.	 ____ uses highly organized and intensive workshops to bring together project stakeholders—the sponsor, users, business analysts, programmers, and so on—to jointly define and design information systems.
a.	Prototyping	c.	RAD	
b.	JAD	d.	Use case modeling	

ANS:	B	PTS:	1	REF:	201

COMPLETION

	1.	Factors such as user involvement, clear business objectives, a minimized or clearly defined scope, and firm basic requirements, are elements of _________________________.

ANS:	project scope management

PTS:	1	REF:	178

	2.	The main outputs of ____________________ are the project scope statement and updates to project documents.

ANS:	scope definition

PTS:	1	REF:	179

	3.	Creating the ______________________________ involves subdividing the major project deliverables into smaller, more manageable components.

ANS:	
WBS
work breakdown structure
work breakdown structure (WBS)
WBS (work breakdown structure)

PTS:	1	REF:	179

	4.	Key inputs for preparing the project scope statement include the ____________________, requirements documentation, and organizational process assets such as policies and procedures related to scope statements as well as project files and lessons learned from previous, similar projects.

ANS:	project charter

PTS:	1	REF:	183

	5.	The main outputs of scope definition are the _________________________ and project document updates.

ANS:	project scope statement

PTS:	1	REF:	183

	6.	The project scope statement should reference ____________________, such as product specifications that will affect what products are produced or purchased, or corporate policies, which might affect how products or services are produced.

ANS:	supporting documents

PTS:	1	REF:	185

	7.	A(n) ____________________ project scope statement is an important document for developing and confirming a common understanding of the project scope.

ANS:	
up-to-date
up to date

PTS:	1	REF:	185

	8.	Some project management experts believe that work should not be done on a project if it is not included in the _________________________.

ANS:	
WBS
work breakdown structure
work breakdown structure (WBS)
WBS (work breakdown structure)

PTS:	1	REF:	187

	9.	PMI uses the term “____________________” to describe each level of work in the WBS.

ANS:	task

PTS:	1	REF:	187

	10.	A(n) ____________________ is a task at the lowest level of the WBS.

ANS:	work package

PTS:	1	REF:	188

	11.	If ____________________ for developing a WBS exist, it is very important to follow them.

ANS:	guidelines

PTS:	1	REF:	191

	12.	In the ____________________ approach, team members first identify as many specific tasks related to the project as possible.

ANS:	bottom-up

PTS:	1	REF:	193

	13.	____________________ is a technique that uses branches radiating out from a core idea to structure thoughts and ideas.

ANS:	Mind mapping

PTS:	1	REF:	193

	14.	____________________ can be used for developing WBSs using the top-down or bottom-up approach.

ANS:	Mind mapping

PTS:	1	REF:	194

	15.	A(n) ____________________ is a document that describes detailed information about each WBS item.

ANS:	WBS dictionary

PTS:	1	REF:	194

	16.	The approved project scope statement and its associated WBS and WBS dictionary form the ____________________.

ANS:	scope baseline

PTS:	1	REF:	196

	17.	____________________ is the tendency for project scope to keep getting bigger and bigger.

ANS:	Scope creep

PTS:	1	REF:	197

	18.	The main tool for performing scope verification is ____________________.

ANS:	inspection

PTS:	1	REF:	198

	19.	____________________ involves controlling changes to the project scope.

ANS:	Scope control

PTS:	1	REF:	198

	20.	____________________ is the difference between planned and actual performance.

ANS:	Variance

PTS:	1	REF:	199

ESSAY

	1.	List and briefly describe the five main processes involved in project scope management.

ANS:	
1. Collecting requirements involves defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them. The project team creates stakeholder requirements documentation, a requirements management plan, and a requirements traceability matrix as outputs of the requirements collection process.

2. Defining scope involves reviewing the project charter, requirements documents, and organizational process assets to create a scope statement, adding more information as requirements are developed and change requests are approved. The main outputs of scope definition are the project scope statement and updates to project documents.

3. Creating the WBS involves subdividing the major project deliverables into smaller, more manageable components. The main outputs include a work breakdown structure, a WBS dictionary, a scope baseline, and updates to project documents.

4. Verifying scope involves formalizing acceptance of the project deliverables. Key project stakeholders, such as the customer and sponsor for the project, inspect and then formally accept the deliverables during this process. If the deliverables are not acceptable, the customer or sponsor usually requests changes. The main outputs of this process, therefore, are accepted deliverables and change requests.

5. Controlling scope involves controlling changes to project scope throughout the life of the project—a challenge on many information technology projects. Scope changes often influence the team’s ability to meet project time and cost goals, so project managers must carefully weigh the costs and benefits of scope changes. The main outputs of this process are change requests, work performance measurements, and updates to organizational process assets, the project management plan, and project documents.

PTS:	1	REF:	178-179

	2.	What is a work breakdown structure? What are the inputs and tools used for creating one?

ANS:	
A work breakdown structure (WBS) is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project. Because most projects involve many people and many different deliverables, it is important to organize and divide the work into logical parts based on how the work will be performed. The WBS is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, resources, and changes. Since the WBS defines the total scope of the project, some project management experts believe that work should not be done on a project if it is not included in the WBS. Therefore, it is crucial to develop a good WBS.

The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS. The main tool or technique is decomposition, that is, subdividing project deliverables into smaller pieces. The outputs of the process of creating the WBS are the WBS itself, the WBS dictionary, a scope baseline, and project document updates.

PTS:	1	REF:	186-187

	3.	List and briefly describe five approaches for creating work breakdown structures.

ANS:	
Using Guidelines
If guidelines for developing a WBS exist, it is very important to follow them. Some organizations—the U.S. Department of Defense (DOD) for example—prescribe the form and content for WBSs for particular projects. 

Many organizations provide guidelines and templates for developing WBSs, as well as examples of WBSs from past projects. At the request of many of its members, the Project Management Institute recently developed a WBS Practice Standard to provide guidance for developing and applying the WBS to project management. 

Project managers and their teams should review appropriate information to develop their unique project WBSs more efficiently.

The Analogy Approach
In the analogy approach, you use a similar project’s WBS as a starting point. Some organizations keep a repository of WBSs and other project documentation on file to assist people working on projects. Viewing examples of other similar projects’ WBSs allows you to understand different ways to create a WBS.

The Top-down and Bottom-up Approaches
Most project managers consider the top-down approach of WBS construction to be conventional. To use the top-down approach, start with the largest items of the project and break them into their subordinate items. This process involves refining the work into greater and greater levels of detail. After finishing the process, all resources should be assigned at the work package level. The top-down approach is best suited to project managers who have vast technical insight and a big-picture perspective.

In the bottom-up approach, team members first identify as many specific tasks related to the project as possible. They then aggregate the specific tasks and organize them into summary activities, or higher levels in the WBS. The bottom-up approach can be very time-consuming, but it can also be a very effective way to create a WBS. Project managers often use the bottom-up approach for projects that represent entirely new systems or approaches to doing a job, or to help create buy-in and synergy with a project team.

Mind Mapping
Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas. Instead of writing tasks down in a list or immediately trying to create a structure for tasks, mind mapping allows people to write and even draw pictures of ideas in a nonlinear format. This more visual, less structured approach to defining and then grouping tasks can unlock creativity among individuals and increase participation and morale among teams.

After discovering WBS items and structure using the mind-mapping technique, you could then translate the information into chart or tabular form. Mind mapping can be used for developing WBSs using the top-down or bottom-up approach.

PTS:	1	REF:	191-194

	4.	Describe the process of scope verification.

ANS:	
Scope verification involves formal acceptance of the completed project scope by the stakeholders. This acceptance is often achieved by a customer inspection and then sign-off on key deliverables. To receive formal acceptance of the project scope, the project team must develop clear documentation of the project’s products and procedures to evaluate if they were completed correctly and satisfactorily. To minimize scope changes, it is crucial to do a good job of verifying project scope.

The project scope statement, WBS, WBS dictionary, project scope management plan, and deliverables are the main input for scope verification. The main tool for performing scope verification is inspection. The customer, sponsor, or user inspects the work after it is delivered. The main outputs of scope verification are accepted deliverables, change requests, and project documentation updates.

PTS:	1	REF:	198

	5.	What are some of the suggestions for improving the requirements process?

ANS:	
1. Develop and follow a requirements management process that includes procedures for initial requirements determination.

2. Employ techniques such as prototyping, use case modeling, and Joint Application Design to understand user requirements thoroughly. Prototyping involves developing a working replica of the system or some aspect of the system. These working replicas may be throwaways or an incremental component of the deliverable system. Prototyping is an effective tool for gaining an understanding of requirements, determining the feasibility of requirements, and resolving user interface uncertainties. Use case modeling is a process for identifying and modeling business events, who initiated them, and how the system should respond to them. It is an effective tool for understanding requirements for information systems. Joint Application Design (JAD) uses highly organized and intensive workshops to bring together project stakeholders—the sponsor, users, business analysts, programmers, and so on—to jointly define and design information systems. These techniques also help users become more active in defining system requirements.  

3. Put all requirements in writing and keep them current and readily available. Several tools are available to automate this function. For example, a type of software called a requirements management tool aids in capturing and maintaining requirements information, provides immediate access to the information, and assists in establishing necessary relationships between requirements and information created by other tools.

4. Create a requirements management database for documenting and controlling requirements. Computer Aided Software Engineering (CASE) tools or other technologies can assist in maintaining a repository for project data. A CASE tool’s database can also be used to document and control requirements.

5. Provide adequate testing to verify that the project’s products perform as expected. Conduct testing throughout the project life cycle.   

6. Use a process for reviewing requested requirements changes from a systems perspective. 

7. Emphasize completion dates.

8. Allocate resources specifically for handling change requests.

PTS:	1	REF:	200-202