【管理类】项目管理（全英文版）(5)

©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA47ProjectScopeManagementincludestheprocessesrequiredtoensurethatthepro-jectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully[1].Itisprimarilyconcernedwithdefiningandcontrollingwhatisorisnotincludedintheproject.Figure5–1providesanoverviewofthemajorprojectscopemanagementprocesses:5.1Initiation—committingtheorganizationtobeginthenextphaseoftheproject.5.2ScopePlanning—developingawrittenscopestatementasthebasisforfu-tureprojectdecisions.5.3ScopeDefinition—subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents.5.4ScopeVerification—formalizingacceptanceoftheprojectscope.5.5ScopeChangeControl—controllingchangestoprojectscope.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindi-vidualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgenerallyoccursatleastonceineveryprojectphase.Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.ProcessinteractionsarediscussedindetailinChapter3.Intheprojectcontext,theterm“scope”mayreferto:•Productscope—thefeaturesandfunctionsthataretobeincludedinaproductorservice.•Projectscope—theworkthatmustbedoneinordertodeliveraproductwiththespecifiedfeaturesandfunctions.Theprocesses,toolsandtechniquesusedtomanageprojectscopearethefocusofthischapter.Theprocesses,tools,andtechniquesusedtomanageproductscopevarybyapplicationareaandareusuallydefinedaspartoftheprojectlifecycle(theprojectlifecycleisdiscussedinSection2.1).Aprojectconsistsofasingleproduct,butthatproductmayincludesubsidiaryel-ements,eachwiththeirownseparatebutinterdependentproductscopes.Forex-ample,anewtelephonesystemwouldgenerallyincludefoursubsidiaryelements—hardware,software,training,andimplementation.Completionoftheproductscopeismeasuredagainsttherequirementswhilecompletionoftheprojectscopeismeasuredagainsttheplan.Bothtypesofscopemanagementmustbewellintegratedtoensurethattheworkoftheprojectwillre-sultindeliveryofthespecifiedproduct.PROJECTSCOPEMANAGEMENT55.1Initiation5.2ScopePlanning5.3ScopeDefinition5.4ScopeVerification5.5ScopeChangeControl48©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USAFIGURE5–1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGE5.1Initiation5.2ScopePlanning5.4ScopeVerification5.5ScopeChangeControl5.3ScopeDefinition.1Inputs.2ToolsandTechniques.3Outputs.1Workbreakdownstructure.2Performancereports.3Changerequests.4Scopemanagementplan.1Scopechangecontrolsystem.2Performancemeasurement.3Additionalplanning.1Scopechanges.2Correctiveaction.3Lessonslearned.3.3.3.3.3.3.3.3.3.3.3.1.1Inputs.2ToolsandTechniques.3Outputs.1Productdescription.2Strategicplan.3Projectselectioncriteria.4Historicalinformation.1Projectselectionmethods.2Expertjudgment.1Projectcharter.2Projectmanageridentified/assigned.3Constraints.4Assumptions.3.3.3.3.3.3.3.3.3.3.3.2.1Inputs.2ToolsandTechniques.3Outputs.1Workresults.2Productdocumentation.1Inspection.1Formalacceptance.3.3.3.3.1Inputs.2ToolsandTechniques.3Outputs.1Productdescription.2Projectcharter.3Constraints4Assumptions.1Productanalysis.2Benefit/costanalysis.3Alternativesidentification.4Expertjudgment.1Scopestatement.2Supportingdetail.3Scopemanagementplan.3.3.3.3.3.3.3.3.3.3.3..1Inputs.2ToolsandTechniques.3Outputs.1Scopestatement.2Constraints.3Assumptions.4Otherplanningoutputs.5Historicalinformation.1Workbreakdownstructuretemplates.2Decomposition.1Workbreakdownstructure.3.3.3.3.3.3.3.3.3.1ProjectScopeManagementFigure5–1.ProjectScopeManagementOverviewPROJECTSCOPEMANAGEMENT5.1.1.2©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA495.1INITIATIONInitiationistheprocessofformallyrecognizingthatanewprojectexistsorthatanex-istingprojectshouldcontinueintoitsnextphase(seeSection2.1foramoredetaileddiscussionofprojectphases).Thisformalinitiationlinkstheprojecttotheongoingworkoftheperformingorganization.Insomeorganizations,aprojectisnotformal-lyinitiateduntilaftercompletionofafeasibilitystudy,apreliminaryplan,orsomeotherequivalentformofanalysiswhichwasitselfseparatelyinitiated.Sometypesofprojects,especiallyinternalserviceprojectsandnewproductdevelopmentprojects,areinitiatedinformallyandsomelimitedamountofworkisdoneinordertosecuretheapprovalsneededforformalinitiation.Projectsaretypicallyauthorizedasaresultofoneormoreofthefollowing:•Amarketdemand(e.g.,anoilcompanyauthorizesaprojecttobuildanewre-fineryinresponsetochronicgasolineshortages).•Abusinessneed(e.g.,atrainingcompanyauthorizesaprojecttocreateanewcourseinordertoincreaseitsrevenues).•Acustomerrequest(e.g.,anelectricutilityauthorizesaprojecttobuildanewsubstationtoserveanewindustrialpark).•Atechnologicaladvance(e.g.,anelectronicsfirmauthorizesanewprojecttode-velopavideogameplayeraftertheintroductionofthevideocassetterecorder).•Alegalrequirement(e.g.,apaintmanufacturerauthorizesaprojecttoestab-lishguidelinesforthehandlingoftoxicmaterials