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Chapter4–ProjectScopeManagement•StoryA:•RFQSOW/QuotationScopeVerificationWhyScopeManagementSoImportant?Chapter4–ProjectScopeManagementWorkPackage2WorkPackage1WorkPackage1-1?StoryBChapter4–ProjectScopeManagement•FirstMoney,thenhoney.•ControlScopecreep!•Chinesecustomeralwaysthinkserviceisfree!!Conclusion1.ProjectScopeManagement–Itistheprocessesrequiredtoensurethattheprojectincludesall,andonly,workrequired–Itisusedtodefinewhat“is/isnot”includedintheproject–Theprojectscopeshowstheworkthatmustbedoneandmeasuredagainstprojectplan–Theproductscopedefinesfeaturesandfunctionsincludedintheproductorservice,andthatismeasuredagainstrequirements–Itisprimarilyconcernedwithdefiningandcontrollingwhatisorisnotincludedintheproject.Chapter4–ProjectScopeManagement1.ProjectScopeManagementDefinedprojectscopeOwner’sexpectationActualresultChapter4–ProjectScopeManagementThephilosophyofprojectscopemanagementInitiationProjectPlanExecutionPerformanceReportingAdministrativeClosureOverallChangeControlContractCloseoutInitiatingExecutingControllingClosingProjectCharterProjectMgrID'd/AssignedConstraints/AssumptionsScopePlanningScopeDefinitionActivityDefinitionResourcePlanningActivitySequencingActivityDurationEstimationCostEstimatingScheduleDevelopmentCostBudgetingProjectPlanDevelopmentPlanningCoreScopeStatementSupportingDetailScopeMgmtPlanWBSActivityListSupportingDetailWBSUpdatesProjectNetworkDiagramActivityListUpdatesActivityDurationEstimatesBasisofEstimatesActivitlyListUpdatesProjectScheduleSupportingDetailScheduleMgmtPlanResourceReqmtsUpdatesResourceRequirementsCostEstimatesSupportingDetailCostMgmtPlanCostBaselineProjectPlanSupportingDetailWorkResultsChangeRequestsPerformanceReportsChangeRequestsProjectArchivesFormalAcceptanceLessonsLearnedContractFileFormalAcceptance&ClosureProjectManagementProcessesGroups1.ProjectScopeManagement•Thereare5projectscopemanagementprocesses.Theyare:–1.Initiation-committingtheorganizationtobeginthenextphaseoftheproject.–2.ScopePlanning-developingawrittenscopestatementasthebasisforfutureprojectdecisions.–3.ScopeDefinition-subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents.–4.ScopeVerification-formalizingacceptanceoftheprojectscope.–5.ScopeChangeControl-controllingchangestoprojectscope.Chapter4–ProjectScopeManagementScopeManagement5.1Initiation5.3ScopeDefinition5.4ScopeVerification5.2ScopePlanning5.5ScopeChangeControlInitiationPlanningControllingExecutingScopeManagementInitiationScopePlanningScopeDefinitionScopeVerificationScopeChangeControlProcessesusedtoidentifyalltheworkrequiredandonlytheworkrequiredtosuccessfullycompletetheprojectScope•Productscope–Thefeaturesandfunctionsthataretobeincludedinaproductorservice•Projectscope–Theworkthatmustbedoneinordertodeliveraproductwiththespecifiedfeaturesandfunctions•Successfulcompletionofproductscopeismeasuredagainsttherequirements;projectscopeismeasuredagainsttheplan1.ProjectScopeManagement•Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.•Eachprocessmayinvolveeffortfromoneormoreindividualsorgroupsofindividualsbasedontheneedsoftheproject.•Eachprocessgenerallyoccursatleastonceineveryprojectphase.Chapter4–ProjectScopeManagement2.InitiationProcess•Aprocessofformallyrecognizingthatanewprojectexists,oranexistingprojectcontinuetonextphase•Itinvolvesfeasibilitystudy,preliminaryplan,orequivalentanalysis•Authorizedasaresultof:–MarketDemand,BusinessNeed;–CustomerRequest,TechnologicalAdvance;–LegalRequirementorothersChapter4–ProjectScopeManagementInitiationInputs•Productdescription•Strategicplan•Selectioncriteria•HistoricalinformationTools•Projectselectionmethods•ExpertjudgementOutputs•Projectcharter•PMassigned•Constraints•AssumptionsScopeInitiation2.InitiationProcess•Inputs:–ProductDescription–characteristicsoftheproduct/servicethattheprojectwastocreate•Lessdetailinearlyphases,morecomprehensiveinlatter•Initialproductdescriptionisusuallyprovidedbythebuyer–StrategicPlan–supportiveoftheorganization'sgoals–ProjectSelectionCriteria–definedintermsoftheproductandcoversrangeofmanagementconcerns(finance,market)–HistoricalInformation–resultsofpreviousprojectdecisionsandperformanceshouldbeconsideredChapter4–ProjectScopeManagement2.InitiationProcess•Tools&Techniques–ProjectSelectionMethods:•Benefitmeasurementmodels–comparativeapproaches,scoringmodels,economicmodels•Constrainedoperationmodels–programmingmathematical•Decisionmodels–generalizedandsophisticatedtechniques–Expertjudgment•BusinessUnitswithspecializedskills•Consultant•ProfessionalandTechnicalAssociations•DelphiTechniqueChapter4–ProjectScopeManagement2.InitiationProcess•Outputs–ProjectCharter–formallyrecognizesproject,createdbyseniormanager,includes:•Businessneed/BusinessCase•Productdescription&title•Signedcontract•ProjectManagerIdentification&Authoritylevel•SeniorManagementapproval•Project’sGoalsandObjectives•Constraints–factorsthatlimitprojectmanagementteam’soptions•Assumptions–factorsthatareconsideredtrueforplanningpurposes.Involveadegreeofrisk(continued)Chapter4–ProjectSc