Overview
Project Scope Management includes the processes required to
ensure that the project includes all the work required, and only the work
required, to complete the project successfully[5].
Project scope management is primarily concerned with defining and controlling
what is and is not included in the project. Figure 5-1 provides an
overview of the Project Scope Management processes, and Figure 5-2
provides a process flow diagram of those processes and their inputs, outputs,
and other related Knowledge Area processes.
5.1 Scope Planning – creating a project scope
management plan that documents how the project scope will be defined, verified,
controlled, and how the work breakdown structure (WBS) will be created and
defined.
5.2 Scope Definition – developing a detailed
project scope statement as the basis for future project decisions.
5.3 Create WBS – subdividing the major project
deliverables and project work into smaller, more manageable components.
5.4 Scope Verification – formalizing acceptance
of the completed project deliverables.
5.5 Scope Control – controlling changes to the
project scope.
These processes interact with each other and with processes in the
other Knowledge Areas as well. Each process can involve effort from one or more
persons or groups of persons, based on the needs of the project. Each process
occurs at least once in every project and occurs in one or more project phases,
if the project is divided into phases. Although the processes are presented here
as discrete components with well-defined interfaces, in practice they can
overlap and interact in ways not detailed here. Process interactions are
discussed in detail in Chapter 3.
In the project context, the term scope can refer to:
-
Product scope. The features and functions
that characterize a product, service, or result
-
Project scope. The work that needs to be
accomplished to deliver a product, service, or result with the specified
features and functions.
This chapter focuses on the processes used to manage the project
scope. These project scope management processes, and their associated tools and
techniques, vary by application area, are usually defined as part of the project
life cycle (Section
2.1), and are documented in the project scope management plan. The approved
detailed project scope statement and its associated WBS and WBS dictionary are
the scope baseline for the project.
A project generally results in a single product, but that product
can include subsidiary components, each with its own separate, but
interdependent, product scope. For example, a new telephone system would
generally include four subsidiary components—hardware, software, training, and
implementation.
Completion of the project scope is measured against the project
management plan (Section 4.3), the project scope statement, and its associated
WBS and WBS dictionary, but completion of the product scope is measured against
the product requirements. Project scope management needs to be well integrated
with the other Knowledge Area processes, so that the work of the project will
result in delivery of the specified product scope.
Sections
Syndication
Comments (0 posted) 