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Scope Management

5 minutes 5 Questions

Scope management is a crucial project performance management component that ensures a project stays on track by defining, controlling, and validating the work to be undertaken. It involves developing detailed project requirements, deliverables, and constraints, aiding in the creation of a comprehensive project plan. Scope management begins with defining the project scope statement, followed by the creation of the Work Breakdown Structure (WBS), which organizes work into smaller, manageable segments. Any change requests throughout the project must be carefully analyzed and managed, and the project scope may need to be reviewed and adjusted accordingly. Effective scope management prevents scope creep, which occurs when the project's boundaries expand beyond the original intent, leading to increased costs, extended timeframes, and reduced quality.

Project Scope Management Guide

Project Scope Management is a critical component of project management according to the PMBOK Guide Seventh Edition. Why is it important?
Project Scope Management is essential as it defines the limits of the project. It enables the team to know what is included and what is not, avoiding scope creep and ensuring the project is completed on time and within budgetWhat is Project Scope Management?
Project Scope Management involves identifying, defining, and managing the scope of the project. It consists of planning, controlling, and closing the project scope. How does it work?
Project Scope Management begins by defining the scope. This includes documenting the project objectives, the project deliverables and the tasks to create the deliverables. Once defined, the scope is validated and controlled. Scope control involves monitoring the status of the project and product scope. Exam Tips: Answering Questions on Scope Management
1. Always read the questions thoroughly to understand what is being asked and pay attention to the scope related terms in the question.
2. Remember that changes to the original scope are a common cause for project failure. Therefore, questions may focus on how to manage and control these changes.
3. Understand the relationship between the project scope and the product scope. The product scope defines what will be delivered, while the project scope defines the work needed to deliver it.
4. Always validate scope with stakeholders. This ensures that the completed project deliverables have been accepted.

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PMP - Project Performance Management Example Questions

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Question 1

The project sponsor requests a previously owned high-priority feature to be added to the project scope. As an Agile project manager, what should be your first step?

Correct Answer: Discuss the request with the product owner and explore its value to the project.

The first step in handling a scope change is to discuss the request with the product owner and determine its value to the project. If the request is valuable, the next step would be to prioritize it in the product backlog before introducing it to the team and updating the project scope accordingly.

Question 2

In a software development project, the project team delivered extra functionalities and features that were not part of the agreed-upon project scope. This is known as:

Correct Answer: Gold plating.

In a software development project, delivering extra functionalities and features that were not part of the agreed-upon project scope is known as: - Gold plating. Gold plating in project management refers to adding extra features or functions to the products which were not included in the original scope. While it might seem like a positive addition, gold plating can lead to challenges such as increased costs, longer timelines, and can potentially lead to customer dissatisfaction if the added features aren't aligned with their requirements or expectations.

Question 3

A project manager has just completed the scope statement for a new project. What should the project manager do next?

Correct Answer: Create a Work Breakdown Structure (WBS).

The best answer is 'Create a Work Breakdown Structure (WBS)'. After a project manager has completed the scope statement for a new project, the next logical step is to develop a Work Breakdown Structure (WBS). This is because a WBS breaks down the work into smaller, manageable components that can be scheduled, cost estimated, monitored, and controlled, thus providing a comprehensive view of the project's scope. The idea is to translate the scope statement into actionable tasks and deliverables. The other options are not as fitting due to the following reasons: 'Develop a project charter' would not be the next step because the project charter is typically developed and approved before the scope statement. 'Finalize the project budget' is not the best choice because although budgeting is critical for a project manager, it cannot be done without having a work breakdown structure in place first. Lastly, 'Start executing the project' is incorrect because there are still many planning activities to undertake before execution can start, such as risk planning, resource planning, and creating a project schedule.

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