APM - Understand project scope management

Question 1

Define the term ‘scope management’

Answer 1

“Referrers to the totality of the outputs, outcomes and benefits and the work required to produce them.
Outputs (deliverables) are the tangible or intangible products typically delivered by a project.
Outcomes are the changed circumstances or behaviour that results from the use of an output and leads to realisation of benefits.
Scope management is the process whereby outputs, outcomes and benefits are;
• Identified
• Defined
• Controlled

A high-level scope is typically recorded in the business case in support of the chosen option and its investment appraisal.

Question 2

Define the term ‘scope of work’

Answer 2

Scope of work A description of the work to be accomplished or resources to be supplied

Question 3

Define the term ‘scope statement’

Answer 3

A scope statement is a documented description of the project that identifies the project boundaries, its output, approach and content. It is used to provide a documented basis to help make future project decisions and to confirm or develop a common understanding of the project’s scope by stakeholders.

Question 4

Outline how a project manager would use cost breakdown structures (CBS), organisational breakdown structures (OBS) and the responsibility assignment matrix (RAM)

Answer 4

A breakdown structure is a hierarchical structure by which project elements are decomposed. Examples include: cost breakdown structure (CBS), organisational breakdown structure (OBS), product breakdown structure (PBS) and work breakdown structure (WBS).

Question 5

Outline how a project manager would use cost breakdown structures (CBS)

Answer 5

Cost breakdown structure (CBS) A hierarchical structure used to organise the project costs according to category, often aligning them with the organisation’s budgeting system. It facilitates tracking the budget performance of the project.

Question 6

Outline how a project manager would use organisational breakdown structures (OBS)

Answer 6

Organisational breakdown structure (OBS) A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes.

Question 7

Outline how a project manager the responsibility assignment matrix (RAM)

Answer 7

A Responsibility assignment matrix is diagram or chart showing assigned responsibilities for elements of
work. It is created by combining the work breakdown structure with the organisational breakdown structure.

Question 8

Define the terms ‘configuration management’ and ‘change control’ in the context of scope management

Answer 8

The configuration management encompasses the technical and administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work.

Question 9

Define the terms ‘configuration management’ and ‘change control’ in the context of scope management

Answer 9

Configuration management encompasses the technical and administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work. A configuration is the functional and physical characteristics of the final deliverable as defined in technical documents and achieved in the execution of project management plans.

Change control is the process through which all requests to change the approved baseline of a project, programme or portfolio are captured, evaluated and approved.

Question 10

State the stages in a typical change control process

Answer 10

Stages in a typical change control process

• Raise change request
• Update change log
• Initial evaluation
• Approval process
• Provide information
• Detailed evaluation
• Approve, defer or reject
• Update change log
• Update baseline budgets
• Update reports
• Implement change
• Communicate change

Question 11

State the activities in a typical configuration management process

Answer 11

Activities in a typical configuration management process
• Configuration management planning
- Describes project specific procedures and the extent of their application
- Identifies roles and responsibilities
- Will often form part of the quality management plan but may be separate in large or complex projects.

• Configuration identification

• Breaking down project into config items and creating a unique numbering or referencing system for each type of item.
• For each item that is created a record will record the current version and subsequent changes to the item.

• Configuration control

• Ensures all changes to config items are controlled.
• As in the previous step it is important to identify the interrelationships between the items

• Configuration status accounting

• Provides records and reports that relate to a deliverable and its configuration information
• It enables traceability of configuration items throughout their development
• Users can consult the configuration record to see the current status and changes, when they where made and who has taken responsibility for creating the latest version.

• Configuration verification audit

• Used to determine whether a deliverable conforms to its requirements and config info
• At a minimum, a verification audit is undertaken at the end of a life cycle phase, when a deliverable is finished or at the point of transitioning the output into use
• Can be used throughout the life cycle.