The PMI® James R.
Snyder Center for Project Management
Project Scope Management
Derived from the Greek term “skopos”
and the Italian term “scopo” meaning
“target or aim” “scope” has been used
in the nautical sense to denote the
“length of cable or hawser on which a
ship rides” indicating the boundary
point wherein a ship may venture freely
while moored or anchored (Webster’s
Third International Dictionary). Scope
specifies and describes the boundaries
wherein resources may be used within a
project, the aim of which is to produce
a result or results. A Guide to the Project
Management Body of Knowledge (PMBOK®
Guide) –
Third Edition defines Project Scope as
"The work that must be performed to
deliver a product, service, or result with
the specified features and functions"
(PMI 2004). The overall process has
been described as the “summation of all
deliverables required as part of the
project” (Kerzner 2006). “Defining and
managing the project scope influences
the project’s overall success” (PMI
2004). Effective scope management is
considered essential to project success
(Dekkers and Forselius 2007,
Frohnhoefer 2003, Peters and Homer,
1997).
Knowledge & Wisdom
Project Scope Management is a set of processes. A process is a “set of interrelated
actions and activities performed to achieve a specified set of products, results, or
services” (PMI 2004).
Five processes are included in Project Scope Management:
¾ Scope Planning is the first part of the overall project management plan
processes, and is used in developing the project scope management plan. It
can be broadly defined, or very detailed in accordance with project necessity
(Dinsmore and Cabanis-Brewin 2006). It describes the what, where, and how
of the deliverable(s) and should be written keeping the customer or user as
2007, Issue 1
audience in mind, clearly delineating the point where the project begins and
ends (Martin 2005, Martin and Tate 2000). Environmental and organizational
factors are taken into account, as well as stakeholder input (Sutterfield, Friday-
Stroud and Shivers-Blackwell 2006). Utilizing expert opinion, options
identification, plus product and stakeholder analysis, a document is derived,
showing how scope will be defined, verified, and controlled (Thatcher and
Sarvis 1990).
¾ Scope Definition creates a project scope statement "to gain an appropriate
consent among all the stakeholders taking charge of the scope definition of the
project", to confirm complementary objectives (Sanz Perez and Bucero Torres
PM KnowledgeWire
2004). Decisions made at this time impact success at each successive project
stage (Smith 1990). A clear statement of the intended product or service that
is included within the project and expected by the stakeholders helps belay
delays by establishing a set of clear goals and objectives, serving as a sort of
project map to keep the project on track (Heldman, Baca and Jansen 2005, Lo
Valvo 2004, Monaghan 1990). The definition process produces a formal
declaration of the boundaries of the project, what it is and is not; what is
included and what is excluded (Peters and Homer 1997). Statements about
what is NOT included within the scope sometimes are needed as part of the
assumptions to avoid misinterpretation of the scope (O’Connor 2001). This
document can “later be used to control and manage scope at both the project
and subproject levels” (Thompson 1996), and as a stakeholder
communication tool (Burek 2006). The definition process feeds back into the
scope management plan and also sets the stage for the creation of the work
breakdown structure (WBS) (Hamburger 1996, Woolshlager 1986).
¾ A Work Breakdown Structure (WBS) creates a hierarchical breakdown of
activities and end products (deliverables), thereby defining and organizing the
project work that is to be completed (Richman 2006). It decomposes, or
breaks down tasks into smaller components for ease of execution. Lowest level
components are work packages, wherein work effort can be managed and
estimated reliably. A well-formed WBS can serve as a “foundational
agreement” between all stakeholders as to the end deliverable(s), and as a
communication tool (Heldman, Baca and Jansen 2005). Outputs of this
process include the WBS and the WBS dictionary, which gives a detailed
account of the work to be performed in each WBS element (Haugan 2003).
¾ Scope Verification achieves formal acceptance of the project scope and
associated deliverables (PMI 2004). Carried out whenever one or more
deliverables are ready to be handed over, this process provides feedback to
ensure that the work performed matches the set requirements. Verification is
a continuous process that can occur concurrently with other scope
management processes (Khan 2006). Thorough scope verification can greatly
minimize delays (Webster Jr. 2000).

Additional – Resources
From the Knowledge & Wisdom Center’s
online catalog, Knowledgebase:
Web-site links
A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) - Third Edition.
Chapter 5: Project Scope Management.
(available for viewing at no additional cost
via the PMI Members Area).
U.S. Center for Disease Control (CDC) –
Project Scope Planning
U.S. Air Force Journal of Defense Software
Engineering - Estimating and Managing
Project Scope for New Development
U.S Department of Energy and University of
California, Environmental Energy
Technologies Division, E.O Lawrence
Berkeley Laboratory- Project Scope and
Research Topics
State of Washington, Information Services
Board - Scope
Tasmanian Government Project Management
Guildelines (Version 6.0) (Section 2 -
Planning and Scoping)
PMI Literature – Case Studies (Scope):
Project Management Institute, 2005. Lack of
support. PM Network,19(1): 1.
Lack of risk and scope management
procedures lead to system failure.
CID: 6772
Wagner, Ellen. 2004. Against all odds, a case
study on scope and stakeholder management
(....and then some). In Proceedings of the PMI
Global Congress 2004-North America.
Newtown Square, PA: Project Management
Institute.
Although "Against All Odds, a Case Study"
highlights scope and stakeholder management
practices.
CID: 6720
Blackburn, David and Roger Glass. 1996. PM
evolution : it's a question of scope. In
Proceedings of the 28th PMI Annual
Seminars & Symposium. Newtown Square,
PA: Project Management Institute.
The Wisconsin Department of
Transportation’s experiences with “Scope
Change” is shared.
CID: 4140
2007, Issue 1 ● page 2 PM KnowledgeWire
Project Scope Management, cont. from page 1
¾ Scope Control creates a formal system through which all change requests and corrective actions
are processed and controlled (PMI 2004). Change happens. Scope control minimizes project peril
by providing a formal change process, thereby mitigating costly overruns and delays (Batavia 1999,
Zells 1995). It reduces the impact of unauthorized scope changes, or “scope creep”. Scope creep
is the addition of “features and functionality (project scope) without addressing the effects on
time, costs, and resources, or without customer approval “ (PMI 2004). Creep causes a project to
extend beyond the bounds of its original objectives. Creep can be internal or external (Abramovici
2000). For example, an engineer may insert a change to a specification thinking that it may be
useful, or a customer may insist on a change. Either unauthorized change may affect the project
baseline. Scope controls keep out the creep.
Project Scope Management is critical to project success. Possessing a clearly defined scope statement and an
encompassing WBS, verifying that scope and work are in line with project objectives and deliverables, and
maintaining scope control, all work to keep your project from going adrift, keeping it within scope
boundaries. “The expenditure of time, effort and cost in managing the scope process up front is rewarded in
terms of improved performance, and costs saved in rework” (Hooks and Farry 2001).
References
Articles:
Abramovici, Adrian. 2000. Controlling scope creep. PM Network, 14(1): 44-48.
Batavia, Rajen. 1999. Front-end loading--a path to a successful project. In Proceedings of the 31st Annual
PMI Seminars & Symposium. Newtown Square, PA: Project Management Institute.
Burek, Paul. 2006. Developing a complete project scope statement in 2 days. In Proceedings of the PMI
Global Congress-North America. Newtown Square, PA: Project Management Institute.
Dekkers, Carol and Pekka Forselius. 2007. Increase ICT project success with concrete scope management.
In Proceedings of the PMI Global Congress 2007 - Asia Pacific. Newtown Square, PA: Project Management
Institute.
Frohnhoefer, Ray W. 2003. Enterprise project management and estimating. In Proceedings of the PMI
Global Congress 2003—North America. Newtown Square, PA: Project Management Institute.
Hamburger, David H. 1996. Managing the evolution of the project plan: a not so revolutionary solution to a
traditional problem. In Proceedings of the 28th PMI Annual Seminars & Symposium. Newtown Square, PA:
Project Management Institute.
Khan, A. 2006. Project scope management. Cost engineering 48(6): 12-16.
Lo Valvo, Pier Paolo. 2004. Project scope management dynamics - exploring the advisor dimensions of the
project manager. In Proceedings of the PMI Global Congress 2004—Europe. Newtown Square, PA: Project
Management Institute.
Martin, Paula and Karen Tate. 2000. What's in a project plan? PM Network, 14(4): 33.
Monaghan, T.R. 1990. Concept determination and process for the project definition. In Proceedings of the
21st Annual Seminars & Symposium. Upper Darby, PA: Project Management Institute.
O’Connor, Edward A. 2001. Preparing an effective business plan for your project. In Proceedings of the 33rd
PMI Annual Seminars & Symposium. Newtown Square, PA: Project Management Institute.
Peters, Lee A. and John L. Homers. 1997. It’s not time, cost, or quality that ensures project success: learn
project fundamentals which are the keys to project success. In Proceedings of the 29th PMI Annual
Seminars & Symposium. Newtown Square, PA: Project Management Institute.
Sanz-Perez, Francisco Javier and Alfonso Bucero Torres. 2004. Scope management with graphics. In
Proceedings of the PMI Global Congress 2004--Europe. Newtown Square, PA: Project Management Institute.

eReads & Reference
Achieving Project Management
Success Using Virtual Teams by
Parviz F. Rad and Ginger Levin
ISBN:1932159037 J. Ross
Publishing © 2003
Chapter 2 - Management of
Project Things - 2.2 Scope
Definition
Customer-Centered Products:
Creating Successful Products
Through Smart Requirements
Management by Ivy F. Hooks
and Kristin A. Farry
ISBN:0814405681 AMACOM
© 2001 (272 pages)
Chapter 4: Creating a Shared
Vision- Scoping the Project up
Front (Why Scope?)
2007, Issue 1 ● page 3 PM KnowledgeWire
References, cont’d.
Smith, Mark A. 1990. Establishing influence factors to determine scope in the definition phase In Proceedings of the 21st
Annual Seminars & Symposium. Upper Darby, PA: Project Management Institute.
Sutterfield, J. Scott, Shawnta S. Friday-Stroud and Sheryl L. Shivers-Blackwell. 2006. A case study of project and
stakeholder management failures: lessons learned. Project Management Journal, 37(5). 26-35.
Thatcher, John R. and Jeffrey G. Sarvis. 1990. The application of holistic thinking to the scope definition of process
plants. In Journal of Project Management. In Proceedings of the 21st Annual Seminars & Symposium. Upper Darby,
PA: Project Management Institute.
Thompson, Gary R. 1996. Project definition: an alternative to the patchwork Project. PM Network 10(5):29-31.
Woolshlager, Larry C. 1986. Scope Management. Project Management Journal 17(3):37-42.
Zells, Lois. 1995. Change control: myth or reality? In Proceedings of the 26th PMI Annual Seminars & Symposium. Upper
Darby, PA: Project Management Institute.
Books

Dinsmore, Paul C. and Jeannette Cabanis-Brewin. The AMA Handbook of Project Management - Second Edition. New York, NY:
Improving Your Project AMACOM, 2006.
Management Skills by Larry
Richman AMACOM © 2006 Haughan, Gregory T. The Work Breakdown Structure in Government Contracting. Vienna, VA: Management Concepts, 2003.
ISBN: 0814408753
Heldman, Kim and Baca and Jansen. PMP: project management professional: study guide. Hoboken, NJ: Wiley Pub., 2005.
Chapter 3 - Defining Project
Scope and Requirements Hooks, Ivy F. and Kristin A. Farry. Customer-Centered Products: Creating Successful Products Through Smart Requirements
Management. New York, NY: AMACOM, 2001.
Newell, Michael W. and The
Kerzner, Harold. Project Management : A Systems Approach to Planning, Scheduling, and Controlling - 9th ed. Hoboken, NJ: John
Project Management Question Wiley & Sons, Inc., 2006.
and Answer Book by Michael
W. Newell and Marina N. Martin, Paula K. Sponsoring a Project. Cincinnati, OH: Martin Training Associates, 2005.
Grashina ISBN:0814471641
Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Third Edition. Newtown
AMACOM © 2004. Square, PA: Project Management Institute, 2004.
Chapter 2 - Scope
Richman, Larry. Improving Your Project Management Skills. New York, NY: AMACOM, 2006.
PM 101 According to the Olde
Webster, Francis M., Jr. PM101 According to the Old Curmudgeon: An Introduction to the Basic Concepts of Modern Project
Curmudgeon: An Introduction to Management. Newtown Square, PA: Project Management Institute, 2000.
the Basic Concepts of Modern
Project Management by Francis Webster’s Third New International Dictionary of the English Language – Unabridged. s.v. “scope.”
M. Webster Jr.
ISBN:1880410559 Project
Management Institute © 2000.
Chapter 7 - Scope Management

The Project Management Tool

Kit: 100 Tips and Techniques
for Getting the Job Done Right
by Tom Kendrick
ISBN:0814408109 AMACOM
© 2004.
Chapter 84 - Scope
Process/Scope Definition

Project Manager's Spotlight on

Planning by Catherine A.
Tomczyk Jossey-Bass © 2005
Publisher: Jossey-
ISBN:0782144136
Chapter 2 - Defining Project
Objectives, Goals, Scope, and
Requirements

Sponsoring a Project by Paula K.

Martin Martin Training
Associates © 2005 (48 pages)
ISBN:0972396454

The Work Breakdown Structure

in Government Contracting by
Gregory T. Haugan Management
Concepts © 2003 (125 pages)
ISBN:1567261205

Earned Value Project

Management, Third Edition by
Quentin W. Fleming and Joel M.
Koppelman
Project Management Institute ©
2005 (240 pages)
ISBN:1930699891
Chapter 5: Scope the Project
(Understanding the Project
(What’s In . . . What’s Out))

The Project Management Office 6-9 October 2007

Toolkit by Jolyon Hallows Atlanta, Georgia, USA
AMACOM © 2002 (259 pages)
ISBN:0814406637
Chapter 6: Supporting Project The Georgia World Congress Center &
Managers (Managing Scope
Changes)
The Hyatt Regency Atlanta

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Management, Second Edition by
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