Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done. Deliverables are products produced as part of a project, such as hardware or software, planning documents, or meeting minutes. The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how they’ll be produced.
Project Scope Management Processes
(five processes) defined in PMBOK
1. Project scope initiation
2. Scope Planning
3. Scope definition
4. Scope verification
5. Scope change control
(five processes) defined in PMBOK
1. Project scope initiation
2. Scope Planning
3. Scope definition
4. Scope verification
5. Scope change control
Project Scope Management Processes
Initiation: beginning a project or continuing to the next phase.
Scope planning: developing documents to provide the basis for future project decisions.
Scope definition: subdividing the major project deliverables into smaller, more manageable
components.
Scope verification: formalizing acceptance of the project scope.
Scope change control: controlling changes to project scope.
Initiation: beginning a project or continuing to the next phase.
Scope planning: developing documents to provide the basis for future project decisions.
Scope definition: subdividing the major project deliverables into smaller, more manageable
components.
Scope verification: formalizing acceptance of the project scope.
Scope change control: controlling changes to project scope.
Project Initiation
The first step in initiating projects is to look at the big picture or strategic plan of an organization. Strategic planning involves determining long-term business objectives
The first step in initiating projects is to look at the big picture or strategic plan of an organization. Strategic planning involves determining long-term business objectives
Scope Verification and Scope Change Control
• It is very difficult to create a good scope statement and WBS for a project
• It is even more difficult to verify project scope and minimize scope
changes
• Many software projects suffer from scope creep and poor scope
verification
1. Engineers at Grumman called a system “Naziware” and refused to use it
2. 21st Century Insurance Group wasted a lot of time and money on project that could have used off-the-shelf components.
• It is very difficult to create a good scope statement and WBS for a project
• It is even more difficult to verify project scope and minimize scope
changes
• Many software projects suffer from scope creep and poor scope
verification
1. Engineers at Grumman called a system “Naziware” and refused to use it
2. 21st Century Insurance Group wasted a lot of time and money on project that could have used off-the-shelf components.
Project Scope:
• Describe the difference between
product scope (i.e., the features and functions that must support the solution) and
project scope (i.e., the deliverables and activities that support project methodology).
• Describe the difference between
product scope (i.e., the features and functions that must support the solution) and
project scope (i.e., the deliverables and activities that support project methodology).
• Apply several tools and techniques for defining and managing the project’s scope.
Failure to define what Failure to define what is part of the project, as well as what is not, may
result in work being performed that was unnecessary to create the product of the project and thus lead to both schedule and budget overruns.
result in work being performed that was unnecessary to create the product of the project and thus lead to both schedule and budget overruns.
