1. 5. Project Scope Management

2. Project Scope Management
The Project Scope Management includes the processes we must
perform to ensure that the project contains All The Work, And
Only The Work, required to complete the construction project
successfully.
Primary concern is defining and controlling what is and what is not
included in the project.
In the project context, there are two categories of scope i.e. Product
scope and Project scope

3.  Scope is the foundation of any real estate
development project as it decides entire
project management plan and strategy.
 There are multiple streams of requirements
like requirements from builder, requirements
from architect and requirements from owners
etc.
 Requirements for each stage and each phase
of a project are different and need to be
fulfilled for successful project completion.

5. How To Manage Project Scope : Best Practices
Group 5. Project Scope Management
Initiating
Planning
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS (Work Breakdown
Structure)
Executing
Monitoring &
Controlling
5.5 Validate Scope
5.6 Control Scope
Closing

6. 5.1 Plan Scope Management
To define how the scope will be defined, validated
and controlled
A real estate company should have standard
operating procedure for defining scope
management of any new project
Management should take both project
management and product management (5Ps---)
into account for planning scope for new property.

7. Scope Management Plan
Describes how requirements will be analyzed, prioritized,
documented and managed.
How will be approved, maintained and changed : It is very
difficult to change structural scope of real state project within a
phase once the floor plan is approved. How ever changes can be
made in non-structural areas like wall, plumbing , electrical etc.
Hence many builders prefer phase-wise approach.
Process that enables creation of WBS

8. 5.2 Collect Requirements
 Apart from architectural and structural requirements it include
other requirements like regulatory, quality, manpower ,
customer relationship etc
 Requirements should be Measurable, Testable & Traceable Ex
 How many 1 BHK and 2 BHK apartments to be constructed
 What amenities need to be provided
 How the project is going to be launched / promoted
 Cost, schedule and quality plans are built upon these
requirements.
 Inputs from engineers & technical staff are important

9. Collect Requirements
Requirements for each stage and each phase need to be
understood and fulfilled successfully

10. Process For Collecting Requirements
Inputs
1. Project Charter
2. Stakeholder Register
3. Scope Management Plan
4. Stakeholder Management Plan
T & T
1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity
techniques
5. Observations
6. Prototypes
7. Benchmarking
8. Document Analysis
Outputs
1. Requirements Documentation
2. Requirements Traceability Matrix
In case of big projects all tools and techniques can used but in case of small
projects most of the time techniques from 5 to 8 are used

11. Collect Requirements :Tools & Techniques
 Facilitated Workshops : Focused sessions that bring together
key stakeholders to define product requirements. Well-functioned
sessions can build trust, improve communications
and uncover issues more quickly
 Group Creativity Techniques : In this case, the groups generate
ideas. identify and document requirement.
 Brainstorming: A group-oriented technique for quickly
generating ideas
 Nominal group technique: An enhanced version of
brainstorming which includes voting and prioritizing the
group’s idea.
 Delphi technique: Experts answer questions anonymously
and the summarized results are provided to the group.
Iterations of questions and answers are performed in search
for a consensus about, in this case, project and product
requirements.

12. Outputs
Requirements traceability matrix : Grid that links requirements
from their origin to deliverable that satisfy them

13. 5.3 Define Scope
Scope definition produces detailed description of
product and project. Scope statement represents
an agreement between the project team and the
customer.
Avoid :
Gold Plating: means adding features that are not included
in the original plan but added by builder or his project
team to please customer without proper approval.
Scope Creep: means "uncontrolled" changes. This can be
brought in either by the customer without formal
approval from the builder or project team

14. 5.3 Define Scope
Inputs
1. Project Charter
2. Requirements Documentation
3. Scope Management Plan
4. Organizational Process Assets (Review of scope
statements and plans for previous projects)
T & T
1. Expert Judgment
2. Product Analysis
3. Alternatives generation
Outputs
1. Project Scope Statement
2. Project Documents Updates ( Do not forget to
review and update documents related to other
areas like cost, schedule , man power
requirements based on scope decision)

15. Define Scope
Tools & Techniques
 Product Analysis : Product analysis is a useful tool for
translating high-level product descriptions into tangible
deliverables. It can be done with prototyping or with computer
software used for simulation,
 Alternatives Generation : Develops many potential options as
possible in order to identify different approaches to perform
the work of the project. Ex. Different floor plans, providing
different amenities to differentiate your project etc

16. Define Scope
Output :
 Project Scope Statement : Typically includes
 Project deliverable (final plan for project / phase)
 Product acceptance criteria (quality standards)
 Project exclusions (what will not be provided by builder)
 Project constraints (Expected cash flow from sale of
apartments)
 Project assumptions: Factors believed to be true for
planning to be completed ( Approval by banks for home
loan if not available at planning stage, construction of
access road by municipality if not available at the initial
stage)
 Project Documents Updates

18. 5.4 Create WBS
The WBS or work breakdown structure takes the
scope as outlined in the project scope statement
and breaks it down into more manageable
components called deliverables

19. Create WBS

20. Create WBS
 Each descending level of the WBS represents an increasingly
detailed description of the work.
 Tasks (items) at the lowest level of the WBS are called work
packages.
 The work package is the level at which the work can be
adequately schedule, cost estimated, monitored and controlled.
 The recommended size of a work package is 80 man hours.
 A detailed description of each work package is in a WBS
dictionary.
 Each level of the WBS should equal 100% of the work required to
complete the level above (100% rule)
 The process of creation of WBS is called as decomposition

21. Create WBS
WBS : includes
 Work packages
 Control accounts: a unique identifier to the WBS
packages so they can easily be tracked.
 Code of accounts: also called "chart of accounts”
provides a mechanism for summarizing cost, schedule
and resource information.
 WBS dictionary

23. 5.6 Control Scope
The actual results are compared against the scope baseline
and the requirements in order to ensure that all of the
approved scope is in fact being delivered.

24. 5.6 Control Scope
Inputs
1. Project Management Plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Organizational Process Assets
5. Work Performance Data
T & T
1. Variance Analysis :Used to determine the cause
and degree of difference between the baseline
and actual performance
Outputs
1. Change requests
2. Project Management Plan Updates
3. Project Documents Updates
4. Organizational Process Assets Updates
5. Work Performance Information

25. 5.5 Validate Scope
The process of obtaining formal acceptance of the project
scope by the customer.
Scope validation differs from quality control as quality
control is performed by project team or quality auditor.
Scope validation refers to customer satisfaction based on
commitment made by builder and their perceived quality
standards.

26. 06 Time Management : Managing Delays
Trainings by Vidya Bhagwat
Next Chapter